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Q.1. Write a note on classical era for evolution of Organization Behaviour.
Ans: -The first general theories of management began to evolve and the main contributors during
this era were Frederick Taylor, Henri Fayol, Max Weber, Mary parker Follet and Chester Barnard.
Frederick Taylors main emphasis was on finding one best way of doing each job. He stressed on
selecting the right people for the job, train them do it precisely in one best way. He favored wage
plans to motivate the workers. His scientific principles of management stressed the following
principles:
1. Shift all responsibilityfor the organization ofwork from the workers to the manager; managers
should do all the thinking relating to the planning and design the work, leaving the workers with
the task ofimplementation.
2. Use scientific methods to determine the most efficient way ofdoing the work; assign the
workers task accordingly, specifying the precise wayin whichthe work is to be done.
3. Selectthe best person to perform the jobthus designed.4. Train the workers to do the work efficiently.
5. Monitor workers performances to ensure that appropriate work procedures are followed and
that appropriate results are achieved.
Taylor was one ofthe firstto attemptto systematically analyze human behavior at work. He insisted the
use oftime-and-motion study as a means ofstandardizing work activities. His scientific approach called
for detailed observation and measurement ofeven the most routine work, to find the optimum mode of
performance.
The results were dramatic, with productivityincreasing significantly. With passing time, new
organizational functions like personnel and quality control were created. Ofcourse, in breaking down
eachtask to its smallest unitto find what Taylor called the one best wayto do each job, the effect was
to remove human variability. Hence he laid the ground for the mass production techniques that
dominated managementthinking in the firsthalfofthe twentieth century.
Henri Fayol, a mining engineer and manager by profession, defined the nature and working patterns
ofthe twentieth-century organization in his book, General and Industrial Management, published in
1916. In it, he laid down whathe called 14 principles ofmanagement. This theoryis also called the
Administrative Theory. The principles ofthe theory are:-
1. Division of work: Tasks should be divided up with employees specializing in a limited set of
tasks so that expertise is developed and productivityincreased.
2. Authority and responsibility: Authorityis the rightto give orders and entails enforcing them
with rewards and penalties; authority should be matched with corresponding responsibility.
3. Discipline: This is essential for the smooth running ofbusiness and is dependent on good
leadership, clear and fair arguments and the judicious application ofpenalties.
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4. Unit of command: For any action whatsoever, an employee should receive orders from one
superior only; otherwise authority, discipline, order, and stability are threatened.
5. Unity of Direction: a group ofactivities concerned with a single objective should be co-
coordinated by a single plan under one head.
6. Subordination of individual interest to general interest:individual or group goals must notbe
allowed to override those ofthe business.
7. Remuneration ofpersonnel: this maybe achieved by various methods butit should be fair,
encourage effort, and not lead to overpayment.
8. Centralization:the extentto which should be the order issued onlyfrom the top ofthe
organization is a problem which should take into accountits characteristics, such as size and
capacities ofthe personnel.
9. Scalar chain (line of authority): communication should normallyflow up and down the line of
authority running from the top to the bottom ofthe organization, but sideway communication
between those ofequivalent rank in different departments can be desirable so long as superiors
are keptinformed.
10.Order:both materials and personnel must always be in their proper place; people mustbe
suited to their posts so there mustbe careful organization ofwork and selection ofpersonnel.
11.Equity: personnel mustbe treated with kindness and justice.
12.Stability of tenure of personnel: rapid turnover ofpersonnel should be avoided because ofthe
time required for the development ofexpertise.
13.Initiative: all employees should be encouraged to exercise initiative within limits imposed by
the requirements ofauthority and discipline.
14.Esprit de corps: efforts mustbe made to promote harmony within the organization and prevent
dissension and divisiveness.
The managementfunctions, thatFayol stated, consisted ofplanning, organizing, commanding, co-
coordinating and controlling. Many practicing managers, even today, listthese functions as the core of
their activities Fayol was also one ofthe first people to characterize a commercial organizations
activities into its basic components. He suggested that organizations could be sub-divided into six main
areas ofactivity:
1. Technical
2. Commercial
3. Financial
4. Security
5. Accounting
6. Management
In defining the core principles governing how organizations worked and the contribution of
managementto that process, Fayol laid down a blueprintthathas shaped organization thinking for
almost a century.
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Max Weber developed a theorybased on authority relations and was the pioneer in looking at
management and OB from a structural viewpoint. His theoryis also known as bureaucratic theoryin
management. He described ideal types oforganization and called itis bureaucracy. This was a system
marked by division oflabor, a clearly defined hierarchy, detailed rules and regulations and impersonal
relationships. He wanted this ideal types constructto be taken as a basis for creating organizations in
real world. The detailed features ofWebers ideal bureaucratic structure are a follows:
1. Jurisdictional areas are clearly specified, activities are distributed as official duties (unlike
traditional form where duties delegated by leader and changed at anytime).
2. Organization follows hierarchical principlessubordinates follows orders or superiors, buthave
right ofappeal (in contrastto more diffuse structure in traditional authority).
3. Intention, abstract rules govern decisions and actions. Rules are stable, exhaustive, and can be
learned. Decisions are recorded in permanentfiles (in traditional forms few explicit rules or
written records).
4. Means ofproduction or administration belong to office. Personal property separated from office
property.
5. Officials are selected on basis oftechnical qualifications, appointed not elected, and
compensated by salary.
6. Employmentby organization is a career. The official is a full time employee and looks forward to
a life-long career. After a trial people they gettenure ofposition and are protected from
arbitrary dismissal.
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Q.2. Write a note on different types of groups. Explain.
Ans: - Groups can be of two types:
y Formal
y Informal
Groups can be either formal or informal.
1. Formal groups: A designated work group defined bythe organizations structure. A formal
group is set up bythe organization to carry out work in support ofthe organizations goal. In
formal groups, the behaviour that one should engage in are stipulated by - and directed towards
organizational goals. Examples include book-keeping departments, an executive committee,
and a product developmentteam. Formal groups maybe command groups or tasks groups.
i) Command Group: A command group consists ofa manager and the employees who
reportto him or her. Thus, itis defined in terms ofthe organizations hierarchy.
Membership in the group arises from each employees position on the organizational chart
ii) Task A group of people Group:A task group is made up ofemployee who work
together to complete a particular task or project. A task groups boundaries are not limited
to its immediate hierarchical superior. It can cross command relationships. An employees
membership in the group arises from the responsibilities delegated to the employee- thatis,
the employees responsibilityto carry out particular activities. Task group maybe temporary
with an established life span, or they maybe open ended.
iii)Committee:A group ofpeople officially delegated to perform a function, such as
investigation, considering, reporting, or acting on a matte. Committee, one or more personsappointed or elected to consider report on, or take action on a particular matter. It
investigates analyses and debates the problem and makes recommendation. Committee
usuallyhas their own committee member comprising ofadvisory authority, secretary and
others. Recommendation is sentto the authoritythatis responsible for implementing them.
Characteristics of formal groups
y Created to carry out some specific task or to meet a required goal.
y Explicitly stated defined structure, procedural rules and membership.
y Relatively permanent oftemporary (e.g. steering group or problem solving group).
y Defined roles and designated work assignments
y Well defined norms.
y Specified goals and deadlines.
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2. Informal Groups: An organizations informal groups are those groups that evolve to meet
social or affiliation needs bybrining people together based on shared interest or friendship.
Thus, informal groups are alliances that are neither formally structured nor organizationally
determined. These groups are natural formations in the work environmentthat appear in
response to the need for social contact. Manyfactors explain why people are attracted to one
another. One explanation is simply proximity; when people work near one another every day,
they are likelyto form friendships. That likelihood is even greater when people also share similar
attitudes, personalities, or economic status.
i) Friendship Groups:Groups often develop because the individual members have one or
more common characteristics. We call these formations friendship groups. Social alliances,
whichfrequently extend outside the work situation, can be based on similar age, same
political view, attended the same college, etc.
ii) Interest Groups:People who may or may notbe aligned into common command or
task groups may affiliate to attain a specific objective with which eachis concerned. This is
an interest group.iii)Reference Groups:Sometimes, people use a group as a basis for comparison in making
decisions or forming options. When a group is used in this way, itis a reference group.
Employees have reference groups inside or outside the organization where they work. For
most people, the familyis the mostimportant reference groups. Other important reference
groups typicallyinclude co-workers, friends, and members ofthe persons religious
organization. The employee need not admire a group for itto serve as a reference group.
Some reference groups serve as a negative reference; the employee tries to be unlike
members to these groups.
iv)Membership Groups:When a person does belong to a group (formal and informalgroups to which employees actuallybelong) the group is called a membership group (or
affiliation group) for that person. Members ofa group have some collection ofbenefits and
responsibilities that go beyond the group serving as a reference point. In a membership
group, each member would be expected to contribute to the groups well being and would
enjoythe benefits arising from the group members friendship.
v) Cliques: A relatively permanentinformal groups thatinvolves friendship. Most ofthe
relationships came down to two cliques, each with a hanger-on, and some isolates. The
groups included several different professions. They developed ideas about each other.
Clique membership acted as a form ofsocial control, forcing people to conform to group
desires. The groups established norms regarding output, treatment ofsupervisor,
reciprocity and other interpersonal relations. The cliques served as a system for sense
making about organizational events. They developed their own set ofbeliefs, explaining
things to each other.
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Q.3Explain the approaches of conflict management.
Ans: - There are two types ofconflict management approaches:
y Direct
y Indirect
Direct Conflict Management Approaches
There are five approaches to direct conflict management. They are based on the relative emphasis
on cooperativeness and assertiveness in the relationship between the conflicting parities. They are as
follows:
Avoidance Itis an extreme form ofinattention; everyone simply pretends thatthe conflict does not
really exist and hopes thatit will go away.
Accommodation Involves playing down differences among the conflicting parties and highlighting
similarities and areas ofagreement. This peaceful coexistence ignores the real essence ofa given conflict
and often creates frustration and resentment.
Compromise Here a victoryis achieved throughforce, superior skill, or domination by one party. It
may also occur as a result ofauthoritative command, whereby a formal authority simply dictates a
solution and specifies whatis gained and whatis lostby whom. This is a case ofwin-lose situation and as
a result, future conflicts over the same issues are likelyto occur.
Collaboration Itinvolves recognition by all conflicting parties that something is wrong and needs
attention. It stresses gathering and evaluating information in solving disputes and making choices.
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The figure below shows the five conflict management styles using these two
dimensions:
Assertive Competing Collaborating
Compromising
Un-Assertive
Un-cooperative Co-operative
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Competing
1. When quick, decisive action is vital (e.g ,
emergencies).
2. On importantissues where unpopular actionsneed implementing (e.g, cost cutting, enforcing
unpopular rules, discipline).
3. On the issues vital to company welfare when you
know you are right.
4. Against people who take advantage ofnon-
competitive behaviour.
Collaborating
1. To find an integrative solution when both sets of
concerns are too importantto be compromised.
2. When your objective is to learn.
3. To merge insights from people with different
perspectives.
4. To gain commitmentbyincorporating concerns
into a consensus.
5. To work throughfeelings thathas interfered with
a relationship.
Compromising
1. When goals are important, but not worththe
efforts or potential disruption ofmore assertive
modes.
2. When opponents with equal power committed to
mutually exclusive goals.
3. To achieve temporary settlements to complex
issues.
4. To arrive at expedient solutions under time
pressure.
5. 14 as a backup when collaboration or competition
is unsuccessful.
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Avoiding
1. When an issue is trivial or more importantissues
are pressing.
2. When you perceive no chance ofsatisfying your
concerns.
3. When potential disruption outweighs the benefits
ofresolutions
4. To let people cool down and regain perspective.
5. When others can resolve the conflict more
effectively.
6. When issues seem tangential or symptomatic of
other issues.
Accommodating
1. When you find you are wrong to allow a better
position to be heard, to learn, and o show your
reasonableness.
2. When issues are more importantto others than to
you to satisfy others and maintain cooperation.
3. To build social credits for later issues.
4. To minimize loss when you are outmatched andlosing.
5. When harmony and stability are especially
important
6. To allow employees to develop by learning from.
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Indirect Conflict Management Approaches
Itincludes reduced interdependence, appeals to common goals, hierarchical
referral, and alterations in the use ofmythology and scripts (Schermerhorn et al 2002).
Reduced Interdependence When work-flow conflicts exist; managers can adjustthe level of
interdependency among units or individuals (Walton & Dutton, 1969). To reduce the conflict,
contactbetween conflicting parties maybe reduced. The conflicting units can then be
separated from one another, and each can be provided separate access to resources. Buffering
is another technique to build an inventory, or buffer, between the two groups so that any
output slowdown or excess is absorbed bythe inventory and does not directly pressure the
target group.
Appeals to Common Goals An appeal to common goals can focus on the mutual
interdependence ofthe conflicting parties to achieve the common goal ofan organization.
Hierarchical Referral Here conflicts are reported to the senior levels to reconcile and solve.
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Q.4. The environmental stressors have a great impact on work performance and
adjustment of the individual in an organization. Discuss the different categories
of environmental stressors.
Ans: - Environmental and internal conditions that lie beyond an individuals control are calledenvironmental stressors. Such stressors can have a considerable impact on work performance and
adjustment. We can organize environmental stressors into the following categories:
1.Task Demands: Task demands are factors related to a persons job. Theyinclude the design of
the individuals job, working conditions, and the physical work layout. Changes and lack ofcontrol
are two ofthe most stressful demands people face at work. Change leads to uncertainty, a lack of
predictabilityin a persons dailytasks and activities and maybe caused by jobinsecurity related to
difficult economic times. Technology and technological innovation also creates change and
uncertaintyfor many employees, requiring adjustments in training, education and skill
development.
Lack ofcontrol is a second major source ofstress, especiallyin work environments that are difficult and
psychologically demanding. The lack ofcontrol maybe caused byinabilityto influence the timing of
tasks and activities, to selecttools or methods for accomplishing the work, to make decisions that
influence work outcomes, or to exercise direct action to affectthe work outcomes.
2. Role Demands: The social-psychological demands ofthe work environment maybe everybit as
stressful as task demands at work. Role demands relate to pressures placed on a person as a
function ofthe particular role he or she plays in the organization. Role conflicts create expectations
that maybe hard to reconcile or satisfy.R
ole conflict results from inconsistent or incompatibleexpectations communicated to a person. The conflict maybe an inter-role, intra-role or person-role
conflict.
a) Inter-role Conflict: is caused by conflicting expectations related to two separate roles, such
as employee and parent. For example, the employee with a major sales presentation on
Monday and a sick child athome is likelyto experience inter-role conflict,
b) Intra-role Conflict: is caused by conflicting expectations related to a single role, such as
employee. For example, the manager who presses employees for both veryfast work and high-
quality work maybe viewed at some point as creating a conflictfor employees.
c) Person-role conflict: Ethics violations are likelyto cause person-role conflicts. Employees
expected to behave in ways that violate personal values, beliefs or principles experience
conflict.
The second major cause ofrole stress is role ambiguity. Role ambiguityis created when role
expectations are not clearly understood and the employee is not sure whathe or she is to do. Role
ambiguityis the confusion a person experiences related to the expectations ofothers. Role
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ambiguity maybe caused by not understanding whatis expected, not knowing how to do it, or not
knowing the result offailure to do it.
3. Inter personal Demands: are pressures created by other employees. Lack ofsocial support
from colleagues and poor interpersonal relationships can cause considerable stress, especially
among employees with a high social need.Abrasive personalities, sexual harassment and theleadership style in the organization are interpersonal demands for people at work.
a) The Abrasive Person: Maybe an able and talented employee, but one who creates
emotional waves that others at work must accommodate.
b) Sexual Harassment:The vast majority ofsexual harassmentis directed at women in the
workplace, creating a stressful working environmentfor the person being harassed, as well as
for others.
c) Leadership Styles:Whether authoritarian or participative, create stress for different
personalitytypes. Employees who feel secure withfirm, directive leadership maybe anxious
with an open participative style. Those comfortable with participative leadership mayfeelrestrained by a directive style.
4. Physical Demands: Non work demands create stress for people, which carry over into the
work environment or vice-versa. Workers subjectto family demands related to marriage, child
rearing, and parental care may create role conflicts or overloads that are difficultto manage. In
addition to family demands, people have personal demands related to non-work organizational
commitments such as religious and public services organizations. These demands become more or
less stressful, depending on their compatibility withthe persons work and family life and their
compatibility withthe persons work and family life and their capacityto provide alternative
satisfactions for the persons.
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Q.5. Given below are certain instances observed by the summer trainee Ritu,
while making an observational study at Global Green consultants. An
organization dealing with recycling of plastic products waste etc. She makes the
following observation about two key people in the organization.
1. Mr. Patnayak - He is a very friendly person and encourages his team members
by giving those recommendations and appreciations. This helps HR to decide
about giving a bonus or promotion to employees.
2. Mr. Dutta He is an aggressive person. He frequently loses his temper. Ritu
observes that he frequently punishes the non-performers and also give them
warnings regarding suspension etc.
Now explain what base of power does Mr. Patnayak and Mr. Dutta belongs to.
Explain the type of power they use often.
Ans: - Ten Types ofPower
Position: Some measure of power is conferred on the basis of ones formal position in an
organization. For example, a marketing manager can influence the decisions that affectthe marketing
department. However, the marketing manager has little power to influence the decisions that affectthe
finance department.
Knowledge or expertise: People who have knowledge or expertise can wield tremendous power.
Of course, knowledge in itself is not powerful. It is the use of knowledge and expertise that confers
power. Thus, you could be an incrediblybright person and still be powerless.
Character or ethics: The more trustworthy individuals are the more power they have in
negotiations. The big issue here is whether they do whatthey saythey are going to doeven when they
no longer feel like doing it.
Rewards: People who are able to bestow rewards or perceived rewards hold power. Supervisors, with
their ability to give raises, hold power over employees. Money can have power. But money, like
anything else, holds very little power ifitis not distributed.
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Punishment: Those who have the ability to create a negative outcome for a counterparthave the
power ofpunishment. Managers who have the authorityto reprimand and fire employees hold this type
ofpower. State troopers and highway patrol officers who have the abilityto give out speeding tickets
also have this power.
Gender: Dealing with someone of the opposite sex can confer power. We have videotaped many
negotiation case studies in whichthe turning point came when a woman casuallytouched a mans hand
or arm to make her point.
Powerlessness: In some instances, giving up all power can be very powerful. If a kidnapper
threatens a hostage with death enoughtimes, the hostage may just challenge the kidnapper to go ahead
and kill him. Atthe pointthatthe hostage gives up power, or control over his own death, the kidnapperactually loses power.
Charisma or personal power: When we ask participants in our seminars for examples ofleaders
who have had charisma or personal power, invariably the names of Mother Teresa, John F. Kennedy,
and Ronald Reagan come up. When we ask, What do all three of these leaders have in common?
participants usually respond, Passion and confidence in whattheybelieve in.
Lack of interest or desire: In negotiations, as in many other areas of life, the side withthe least
interestin whatis being negotiated holds the most power. Ifyou are buying a house and you really do
not care ifyou purchase the house you are currently negotiating for or the one down the street, you will
most likelyhold more power in the negotiationunless, ofcourse, the sellers could care less ifthey sell
the house today or live in itfor another ten years!
Craziness: This may sound funny, butbizarre or irrational behavior can confer a tremendous amount
ofpower. Every organization has someone who blows up or behaves irrationally when confronted with
problems. Those who have been exposed to this type ofbehavior tend to avoid such individuals. As a
result, these individuals are not given manytasks to accomplishbecause others are afraid to ask them.
Leadership style influence level of motivation. However, throughout a lifetime, mans motivation is
influenced by changing ambitions and/or leadership style he works under or socializes with. Command-
and-control leadership drains offambition while worker responsibilityincreases ambition.
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Leadership Style
versus Motivation
Leadership Style Motivation TypeMotivation is
Based on:Personality Type Efficiency
Limited
supervision
Worker with
decision making
responsibility
Selfmotivated
Creativity
Leader ofideas
or people.
Independent
Achiever
Thrives on
change
High
Team motivated
Mixed styles
Goal motivated Opportunity
Personalitytype and efficiency
depends on leader's skill and/or the
work environmenthe's created.
Reward
motivatedMaterialism
Recognition
motivatedSocial status
High level of
supervision
Command-and-control
Peer motivated To be like others
Status quo
Dependency
Resist change
Low
* Self-motivated or visionaries will not accept authority controlled environments. They will find a
wayto escape iftrapped.
* In a team-motivated environment, dependency types will become inspired and strive to be
acceptable withindependentthinking coworkers.
* Associates influence the level ofindividual motivation.
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Reaction to Change
Command-and-control leadership is the primary style in our society. Itis accepted because efficiencyis
created by repetitive action, teaching people to resist change. Once acquiring a skill, they do not wantto
learn another. The worker adapts to level three with an occasional trip to level two. Worker
responsibilityis justthe opposite; it motivates people to thrive on change by seeking challenges, finding
ways to achieve goals. Level one is the leader ofchanging technology, finding ways to create efficiency.
Reaction to Efficiency:
The efficiency ofadvancing technologyis forcing change. Itis up to the individual or business to decide
which side ofchange they wantto be on, the leading edge or trailing edge. The leading edge is exciting
while the trailing edge is a drag. Playing catch-up drains motivation while leaders of change inspire
motivation. Withtodays changing technology, an individual mustbe willing to abandoned old skills and
learn new ones. The abilityto adaptis achieved through self-development programs. Because level one
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thrives on change, they adapt to whatever methods gets things done withthe least amount ofeffort.
This brings us to work habits. In level one, management and front line workers, together, are searching
for ways to solve and prevent problems. Decisions are made on the front line where alternative
methods are analyzed. Being able to prevent problems is a motivating force. In level three management
makes all decision, as a result, management must find ways to solve all problems and find alternative
methods. Front line employees maybe aware conflicts, butthey donthave the authorityto take action
and have learned notto be concerned. Supervisors are only concerned with elements that management
thinks are important. Under command-and-control leadership, management considers the opinions or
concerns of people on the front line to be trivial. As a result, management takes action only when
problems become too big to ignore. Ifworkers have conflicts withtheir supervisors, they will find ways
to increase the magnitude of problems, creating a combative environment. A downward spiral of
management implementing more control and workers resisting control develop. Under workerresponsibility, management and workers unite to prevent or solve problems.
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Team Motivated Dependency of Authority Abused Workers Command and Control
Leadership
Elementary problems
are prevented or
solved atthe source.
Getting the job done
is the primary goal of
management and
workers.
Elementary are dealt with
by management when
large enoughto be
recognized.
Lack ofleadership
skills and the desire
for power creates
elementary
problems. Managers
focus on worker
control. Getting the
job done is down
the list. Workers
goal is to find ways
to do little as
possible.
Problems are always
out ofcontrol.
Reaction to Learning Habits
In level two, young workers are establishing work habits, developing attitudes and learning a
professional skill. Out oftraining and on the job, motivation level will depend on the leadership style
they work under. Under command-and-control leadership, ambitions will be associated with
maintaining the status quo. Under worker responsibility, ambitions will be associated with opportunity.
They will continually expand their skills as the need or as opportunity arises.
Reaction to Goals
Self-motivated people are goal motivated. Once they conquer one goal, they establish another. Every
goal is a learning process that requires all the elements in level one. Companies that attract and keep
this type ofperson stay on the leading edge oftechnology. The CEO is a visionaryin customer service
and employee leadership. The employees' goals are the same as the CEOs.
Ifthe CEO desires control, then he will lead in such a waythattrains subordinates to lead by control. As
a result, the employees' goals are quitting time and payday.
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Reaction to Recognition
Recognition is important; itbuilds positive self-esteem. Byitself, its benefits are short lived. Long-term
benefits are achieved when the employee feels the job could nothave been done withoutthem. This
means they were faced with a challenge, which means, theyhad the responsibility and authorityto take
action. This environmentis found in level one.
Self Motivated Projects
Self-motivated projects' is the ability to start and finish what one has started. Most people, working
alone, do notfinish whatthey start.
The ability to finish challenging projects is the secret to being a winner. First requirement is interest,
then asking questions which inspires' the learning process. With information, a challenge is presented
and a goal set. When action is taken, the barriers of persistence, risk, fear and failure become a
challenge byitself.
Self-motivated projects are difficultbecause no one cares ifthey succeed, whichis another barrier. This
is why most people quitbefore they get a good start. People, who find ways to overcome barriers and
hang in there, are the winners. They develop skills and confidence, which are required steps to larger
projects.
Team Motivated Projects
Everyone can be inspired to achievementin a team-motivated environment. With a common goal, team
members support each other until success is achieved. In this environment, others do care and team
members are needed for achieving the goal. For this reason, team motivation is extremely powerful. The
exchange of ideas, information and testing the results, adds to the motivating force. As a result, each
member seeks to be a leader ofqualityinput.
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Q.6 Fashion4 Now is a famous and old magazine. The Top management
decides to start the e-edition of the magazine.
They also decide the redefine the policies and culture of window to truth
To start implementing, this change, they frequently call meetings of employees.
They have also formed groups at different levels to clarify doubts and explain
the perspective of change.
Analyze the situation in the context of organizational change and elaborate why
the top management is following the discussed practices and what approach is
most evident in the context.
Ans:- Typically, the concept of organizational change is in regard to organization-wide change, as
opposed to smaller changes such as adding a new person, modifying a program, etc. Examples of
organization-wide change mightinclude a change in mission, restructuring operations (e.g., restructuring
to self-managed teams, layoffs, etc.), new technologies, mergers, major collaborations, "rightsizing", new
programs such as Total Quality Management, re-engineering, etc. Some experts refer to organizational
transformation. Often this term designates a fundamental and radical reorientation in the way the
organization operates.
The levels of organizational change
Perhaps the most difficult decision to make is at what "level" to start. There are four levels of
organizational change:
First let's describe these levels, and then under what circumstances a business should use them.
Level 1- shaping and anticipating the future
Atthis level, organizations start out withfew assumptions aboutthe business itself, whatitis "good" at,
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and what the future will be like. Management generates alternate "scenarios" of the future, defines
opportunities based on these possible futures, assesses its strengths and weaknesses in these scenarios
changes its mission, measurement system etc. More information on this is in the next article, "Moving
from the Future to your Strategy."
Level 2 - defining what business (as) to be in and their "Core Competencies
Many attempts at strategic planning start atthis level, either assuming that
1) The future will be like the past or at least predictable;
2) The future is embodied in the CEO's "vision for the future"; or
3) Management doesn't know where else to start;
4) Management is too afraid to start at level 1 because of the changes needed to really meet
future requirements; or
5) the only mandate theyhave is to refine what mission already exists.
After a mission has been defined and a SWOT (strengths, weaknesses, opportunities and threats)
analysis is completed, an organization can then define its measures, goals, strategies, etc. More
information on this is in the next article, "Moving from the Future to your Strategy."
Level 3 - Reengineering (Structurally Changing) Your Processes
Either as an aftermath or consequence of level one or two work or as an independent action,
level three works focuses on fundamentally changing howwork is accomplished. Rather than focus on
modestimprovements, reengineering focuses on making major structural changes to everyday withthe
goal of substantially improving productivity, efficiency, quality or customer satisfaction. To read more
about level 3 organizational changes, please see "A Tale ofThree Villages."
Level 4 - Incrementally Changing your Processes
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Level 4 organizational changes are focusing in making many small changes to existing work
processes. Oftentimes organizations putin considerable effort into getting every employee focused on
making these small changes, often with considerable effect. Unfortunately, making improvements on
how a buggy whip for horse-drawn carriages is
made will rarely come up with the idea thatbuggy whips are no longer necessarybecause cars have
been invented. To read more about level 4 organizational changes and how it compares to level 3, please
see "A Tale ofThree Villages."
Some General Guidelines to Organization-Wide Change
1. Consider using a consultant. Ensure the consultantis highly experienced in organization-wide change.
Ask to see references and check the references.
2. Widely communicate the potential need for change. Communicate what you're doing about it.
Communicate what was done and how it worked out.
3. Get as muchfeedback as practical from employees, including whattheythink are the problems and
what should be done to resolve them. Ifpossible, work with a team ofemployees to manage the change.
4. Don't get wrapped up in doing change for the sake of change. Know whyyou're making the change.
Wh
at
goal(s) doyou
hope
to accompl
ish
?
5. Plan the change. How do you plan to reachthe goals, what will you need to reachthe goals, how long
mightittake and how will you know when you've reached your goals or not? Focus on the coordination
ofthe departments/programs in your organization, not on each partbyitself. Have someone in charge of
the plan.
6. End up having every employee ultimately reporting to one person, ifpossible, and they should know
who that person is. Job descriptions are often complained about, butthey are useful in specifying who
reports to whom.
7. Delegate decisions to employees as much as possible. This includes granting them the authority and
responsibilityto getthe job done. As much as possible, letthem decide how to do the project.
8. The process won'tbe an "aha!" It will take longer than you think.
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9. Keep perspective. Keep focused on meeting the needs ofyour customer or clients.
10. Take care ofyourselffirst. Organization-wide change can be highly stressful.
11. Don't seek to control change, but rather to expectit, understand it and manage it.
12. Include closure in the plan. Acknowledge and celebrate your accomplishments.
13. Read some resources about organizational change, including new forms and structures