mb0038 spring drive assignment 2012

7/31/2019 MB0038 Spring Drive Assignment 2012

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Master of Business Administration- MBA Semester 1

MB0038 Management Process and Organizational Behaviour - 4 Credits

(Book ID: B1127)

Assignment Set- 1 (60 Marks)

Note: Each Question carries 10 marks. Answer all the questions.

Q1. State the characteristics of management.

Q2. What are the 14 principles of management of Henri Fayol?

Q3. Distinguish between internal and external forces of change.

Q4. Define emotional intelligence. Explain Golemans model of emotional intelligence.

Q5. Explain the different leadership styles as per Managerial Leadership Grid Theory.

Q6. Mr. Suresh Kumar is the VP- HR of a leading Financial services company. He is having a meeting

with Ms. Rejani Chandran leading HR consultant. Mr. Suresh is concerned about creating an

environment that helps in increasing the job satisfaction amongst employees. Assume that you are

Ms. Rejani, the HR consultant. What suggestions you will give to Mr. Suresh, for creating an

environment that increases job satisfaction?


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Q1. Explain sensitivity training.

This approach evolved from the group dynamics concept of Kurt Lewin and the first sensitivity training sessionwas held in 1946 in State Teachers College, New Britain, USA. Since then, it spread to numerous trainingcenters in USA and other countries. Sensitivity training is a small-group interaction process in the unstructuredform which requires people to become sensitive to others feelings in order to develop reasonable group activity.The objectives of sensitivity training are as follows:

1. To make participants increasingly aware of, and sensitive to, the emotional reactions and expressions inthemselves and others.

2. To increase the ability of participants to perceive, and to learn from, the consequences of their actionsthrough attention to their own and others feelings.

3. To stimulate the clarification and development of personal values and goals consonant with a democraticand scientific approach to problems of personal and social decisions and actions.

4. To develop achievement of behavioural effectiveness in participants.

5. To develop concepts and theoretical framework for linking personal values and goals to actions consistentwith these inner factors and situational requirements.

Process of Sensitivity Training:

Sensitivity training focuses on small group (T-group) with number of members ranging from ten to twelve. T-groups are designed to provide members with experiential learning about group dynamics, leadership andinterpersonal relationships. The basic T-group training or sensitivity training is to change the standards, attitudesand behavior of individuals by using psychological techniques and programs. Based on the sources from wherethese members are drawn, there may be three types of T-group: stranger-lab, cousin-lab, and family-lab. In thestranger-lab, all participants are from different organizations and they are strangers to each other. In cousin-lab,all participants are from the same organization but from different units.

Q2. Describe the bases of power. Power

is the ability to make things happen in the way an individual wants,either by self or by the subordinates.The essence of power is control over thebehavior of others (French & Raven, 1962). Managersderive power from bothorganizational and individual sources. There two kinds of power FormalandInformal.Formal Power consists of the fol lowing bases - Coercive, Reward, Legi timate ,Informational


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3Informal Power consists of the following bases Expert, Rational persuasion,Referent power,Charismatic powerPositional power-Also called "legitimate power", it is the power of an individualbecause of the relative position and duties of theholder of the position within anorganization. Legitimate power is formal authority delegated to the holder oftheposition. It is usually accompanied by various attributes of power suchasuniforms, offices etc. This is the mostobvious and also the most importantkind of power.Referent power- Referent power is the power or ability ofindividuals to attractothers and build loyalty. It's based on thecharismaandinterpersonal skillsof the power holder.A person may be admired because of specific personal trait, andthis admiration creates the opportunity for

interpersonal influence. Here theperson under power desires to identify with these personal qualities, andgainssatisfaction from being an accepted follower.Nationalismandpatriotismcount towards an intangible sort ofreferent power. For example, soldiers fight in warsto defend the honour of the country. This is the second leastobvious power, butthe most effective. Advertisers have long used the referent power of sportsfigures for products endorsements,for example. The charismatic appeal of thesports star supposedly leads to an acceptance of the endorsement, althoughtheindividual may have little real credibility outside the sports arena.Expert power - Expert power is an individual'spower deriving from the skills orexpertise of the person and the organization's needs for those skills andexpertise. Unlike the
http://en.wikipedia.org/wiki/Uniformhttp://en.wikipedia.org/wiki/Referent_powerhttp://en.wikipedia.org/wiki/Charismahttp://en.wikipedia.org/wiki/Interpersonal_skillshttp://en.wikipedia.org/wiki/Nationalismhttp://en.wikipedia.org/wiki/Patriotismhttp://en.wikipedia.org/wiki/Referent_powerhttp://en.wikipedia.org/wiki/Charismahttp://en.wikipedia.org/wiki/Interpersonal_skillshttp://en.wikipedia.org/wiki/Nationalismhttp://en.wikipedia.org/wiki/Patriotismhttp://en.wikipedia.org/wiki/Uniform


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Note: Each Question carries 10 marks. Answer all the questions.others, this type of power is usually highly specific andlimited to the particular area in which the expert is trainedand qualified.Reward power - Reward power depends on the ability of the power wielder toconfer valued material rewards, itrefers to the degree to which the individualcan give others a reward of some kind such as benefits, time off,desired gifts,promotions or increases in pay or responsibility. This power is obvious but alsoineffective if abused.People who abuse reward power can become pushy orbecame reprimanded for being too forthcoming or 'movingthings too quickly'.Coercive power - Coercive power is the application of negative influences. Itincludes the ability

to demote or to withhold other rewards. The desire for valuedrewards or the fear of having them withheld thatensures the obedience of thoseunder power. Coercive power tends to be the most obvious but least effectiveformof power as it builds resentment and resistance from the people whoexperience it.Informational power -Informational power is based on the potential use of informational resources. This influence can occur throughsuch means as rationalargument, persuasion, or factual data. Members of a group can makeinformation into power bygiving it to others who need it, by keeping it to themselves, by organizing it in some way, by increasing it, or evenby falsifyingit.

Q3. What are the hindrances that we face in perception?

Q4. What are the consequences of conflict in organisations?

Q5. Explain the four processes of Social Learning Theory.

Q6. Ms.Chanchal Das Gupta is a recruitment specialist. For the post of QC Manager, she interviews three

candidates. Given below are the physical characteristics of the candidates.

Candidate Physical Characteristics

Mr.Ravi Muscular, thick skin, rectangular shaped.

Mr.GineeshThin, delicate build,

large brain, tall.

Mr.RamgopalSoft, round shaped, underdeveloped

muscles.

From the above descriptions, what personality traits can Ms. Chanchal derive out of the candidates as

per Sheldons theory of personality?

mb0038 spring drive assignment 2012

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