q-1 Define emotional intelligence. Explain Goleman’s model of emotional intelligence

Emotional intelligence is the capacity for recognizing our own feelings and those of others, for

motivating ourselves, for managing emotions well in ourselves and in our relationships.

Daniel Goleman and the Hay Group have identified a set of competencies that differentiate individuals

with Emotional Intelligence. The competencies fall into four clusters:

Self-Awareness: Capacity for understanding one’s emotions, one’s strengths, and one’s

weaknesses.

Self-Management: Capacity for effectively managing one’s motives and regulating one’s behavior.

Social Awareness: Capacity for understanding what others are saying and feeling and why they feel

and act as they do.

Relationship Management: Capacity for acting in such a way that one is able to get desired results

from others and reach personal goals.

The most popular and accepted mixed model of emotional intelligence is the one proposed by

Goleman (1995). He viewed emotional intelligence as a total of personal and social competences.

Personal competence determines how we manage ourselves, whereas social competence determines

how we handle our interpersonal relationships.

Personal competence

It comprises of three dimensions of emotional intelligence, such as, self-awareness, self-regulation and

motivation. Self-awareness is the ability of an individual to observe him/herself and to recognize ‘a

feeling as it happens’ (Goleman, 1995). The hallmarks of this ability are self-confidence, self-

assessment and openness to positive criticism. Self-regulation is the ability to control emotions and to

redirect those emotions that can have negative impact. Trustworthiness, integrity, tolerance of

ambiguity and attitude to accept change are some characteristics of this ability. Motivation is the

ability to channelize emotion to achieve a goal through self-control and by moderating impulses as per

the requirement of the situation. The people who have this ability are optimistic and committed

towards organizational as well as individual goals.

Social competence

It comprises of two dimensions namely, empathy and social skills. Empathy is the ability to feel and

get concerned for others, take their perspective and to treat people according to their emotional

reactions. People with this ability are experts in generating and motivating others. Social skills are the

ability to build rapport and to manage relationships with people. People having this skill are very

effective in persuasiveness and team management. “Social skill” is the culmination of all other

components of emotional intelligence assuming that people can effectively manage social and work

relationships only when they can understand and control their own emotion and can emphasize with

the feelings of others.

Figure: Goleman’s emotional intelligence model (1995)

What are the hindrances that we face in perception?

 

Barriers to Perception

Individuals have a tendency to use a number of shortcuts when they judge others. An understanding of these

shortcuts can be helpful toward recognizing when they can result in significant distortions.

1. Selective Perception

Any characteristic that makes a person, object, or event stand out will increase the probability that it will be perceived.

It is impossible for an individual to internalize and assimilate everything that is seen. Only certain stimuli can be taken

in selectively. Selectivity works as a shortcut in judging other people by allowing us to “speed-read” others, but, not

without the risk of drawing an inaccurate picture. The tendency to see what we want to see can make us draw

unwarranted conclusions from an ambiguous situation.

2. Halo Effect

The halo effect (Murphy & Anhalt, 1992) occurs when we draw a general impression on the basis of a single

characteristic. For example, while appraising the lecturer, students may give prominence to a single trait, such as,

enthusiasm and allow their entire evaluation to be tainted by how they judge the instructor on that one trait which

stood out prominently in their estimation of that person. Research suggests that it is likely to be most extreme when

the traits to be perceived are ambiguous in behavioral terms, when the traits have moral overtones, and when the

perceiver is judging traits with which he or she has had limited experience.

3. Contrast Effects

Individuals do not evaluate a person in isolation. Their reaction to one person is influenced by other persons they

have encountered recently. For example, an interview situation in which one sees a pool of job applicants can distort

perception. Distortions in any given candidate’s evaluation can occur as a result of his or her place in the interview

schedule.

4. Projection

This tendency to attribute one’s own characteristics to other people which is called projection can distort perceptions

made about others. When managers engage in projection, they compromise their ability to respond to individual

differences. They tend to see people as more homogeneous than they really are.

 

5. Stereotyping

Stereotyping–judging someone on the basis of our perception of the group to which he or she belongs.

Generalization is not without advantages (Hilton & Hippel, 1996). It is a means of simplifying a complex world, and it

permits us to maintain consistency. The problem, of course, is when we inaccurately stereotype. In organizations, we

frequently hear comments that represent stereotypes based on gender, age, race, ethnicity, and even weight. From a

perceptual standpoint, if people expect to see these stereotypes, that is what they will perceive, whether or not they

are accurate.

6. First-impression error

Individuals place a good deal of importance on first impressions. First impressions are lasting impressions. We tend

to remember what we perceive first about a person, and sometimes we are quite reluctant to change our initial

impressions. First-impression error means the tendency to form lasting opinions about an individual based on initial

perceptions. Primacy effects can be particularly dangerous in interviews, given that we form first impressions quickly

and that these impressions may be the basis for long-term employment relationships.

 

Q. Describe the bases of power.

 

Answer:

 

Bases of Power

Power can be categorized into two types: Formal and informal

A. Formal Power

It is based on the position of an individual in an organization. Formal power is derived from either one’s ability to

coerce or reward others or is derived from the formal authority vested in the individual due to his/her strategic position

in the organizational hierarchy. For example, a manager may threaten to withhold a pay raise, or to transfer, demote,

or even recommend the firing of a subordinate who does not act as desired. Such coercive power is the extent to

which a manager can deny desired rewards or administer punishments to control other people. The availability of

coercive power also varies across organizations. The presence of unions and organizational policies on employee

treatment can weaken this power base significantly. Formal power may be categorized into four types which are as

follows:

1. Coercive Power:

The coercive power base is being dependent on fear. It is based on the application, or the threat of application, of

physical sanctions such as the infliction of pain, the generation of frustration through restriction of movement, or the

controlling by force of basic physiological or safety needs. In an organization one can exercise power over another if

they have the power to dismiss, suspend, demote another assuming that the job is valuable to the person on whom

power is being unleashed.

2. Reward Power:

The opposite of coercive power is reward power. Reward power is the extent to which a manager can use extrinsic

and intrinsic rewards to control other people. Examples of such rewards include money, promotions, compliments, or

enriched jobs. Although all managers have some access to rewards, success in accessing and utilizing rewards to

achieve influence varies according to the skills of the manager.

3. Legitimate Power:

The third base of “position” power is legitimate power, or formal authority .It stems from the extent to which a

manager can use subordinates’ internalized values or beliefs that the “boss” has a “right of command” to control their

behavior. For example, the boss may have the formal authority to approve or deny such employee requests as job

transfers, equipment purchases, personal time off, or overtime work. Legitimate power represents a special kind of

power a manager has because subordinates believe it is legitimate for a person occupying the managerial position to

have the right to command. The lack of this is legitimacy will result in authority not being accepted by subordinates.

Thus this type of power has the following elements:

It represents the power a person receives as a result of his/her position in the formal hierarchy.

Positions of authority include coercive and reward powers.

Legitimate power, however, is not limited to the power to coerce and reward. It encompasses the

acceptance of the authority of a position by members of an organization.

4. Information Power:

This type of power is derived from access to and control over information. When people have needed information,

others become dependent on them. (For example, managers have access to data that subordinates do not have).

Normally the higher the level, the more information would be accessed by managers.

B. Personal Power

Personal power resides in the individual and is independent of that individual’s position. Three bases of personal

power are expertise, rational persuasion, and reference.

Expert power is the ability to control another person’s behavior by virtue of possessing knowledge, experience, or

judgment that the other person lacks, but needs. A subordinate obeys a supervisor possessing expert power because

the boss ordinarily knows more about what is to be done or how it is to be done than does the subordinate. Expert

power is relative, not absolute. However the table may turn in case the subordinate has superior knowledge or skills

than his/ her boss. In this age of technology driven environments, the second proposition holds true in many

occasions where the boss is dependent heavily on the juniors for technologically oriented support.

Rational persuasion is the ability to control another’s behavior, since, through the individual’s efforts, the person

accepts the desirability of an offered goal and a viable way of achieving it. Rational persuasion involves both

explaining the desirability of expected outcomes and showing how specific actions will achieve these outcomes.

Referent power is the ability to control another’s behavior because the person wants to identify with the power

source. In this case, a subordinate obeys the boss because he or she wants to behave, perceive, or believe as the

boss does. This obedience may occur, for example, because the subordinate likes the boss personally and therefore

tries to do things the way the boss wants them done. In a sense, the subordinate attempts to avoid doing anything

that would interfere with the pleasing boss subordinate relationship. Followership is not based on what the

subordinate will get for specific actions or specific levels of performance, but on what the individual represents a path

toward lucrative future prospects.

Charismatic Power is an extension of referent power stemming from an individual’s personality and interpersonal

style. Others follow because they can articulate attractive visions, take personal risks, demonstrate follower

sensitivity, etc.

Dependency: The Key to Power

The General Dependency Equation is as follows:

The greater B’s dependency on A, the greater the power A has over B. When an individual possess

anything that others require but that which alone the individual controls, he / she can make others

dependent and, therefore, gain power over them.

Dependency, then, is inversely proportional to the alternative sources of supply.

This is one of the reasons why most organizations develop multiple suppliers rather using just one. It also explains

why individuals in general aspire to financial independence.

Three factors are responsible for dependency. They are as follows:

Importance

To create dependency, the thing(s) you control must be perceived as being important. Organizations actively seek to

avoid uncertainty and hence, those individuals or groups who can absorb an organization’s uncertainty will be

perceived as controlling an important resource.

Scarcity

A resource needs to be perceived as scarce to create dependency. For example, low-ranking members in an

organization who have important knowledge unavailable to high-ranking members gain power over the high-ranking

members. The scarcity-dependency relationship is also important in the power of occupational categories. Individuals

in occupations in which the supply of personnel is low relative to demand can negotiate compensation and benefit

packages, which are far more attractive than can those in occupations where there is an abundance of candidates.

Thus scarcity in supply of certain types of skilled people can give them power to bargain over compensations and

other benefits.

Non-substitutability

The more that a resource has no viable substitutes, the more power that control over that resource provides.

 

Q. Explain sensitivity training.

 

Answer:

 

Sensitivity training (also known as T-group, T standing for training).

This approach evolved from the group dynamics concept of Kurt Lewin and the first sensitivity training session was

held in 1946 in State Teachers College, New Britain, USA. Since then, it spread to numerous training centers in USA

and other countries. Sensitivity training is a small-group interaction process in the unstructured form 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 in themselves and others.

2. To increase the ability of participants to perceive, and to learn from, the consequences of their

actions through attention to their own and others feelings.

3. To stimulate the clarification and development of personal values and goals consonant with a

democratic and 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

consistent with 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 and interpersonal

relationships. The basic T-group training or sensitivity training is to change the standards, attitudes and behavior of

individuals by using psychological techniques and programs. Based on the sources from where these members are

drawn, there may be three types of T-group: stranger-lab, cousin-lab, and family-lab. In the stranger-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.

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

Answer:

The Managerial Grid was the original name which was the modifications were made by Robert R Blake and Anne

Adams McCanse. After the modifications it was named as Leadership Grid.

Figure: Leadership Grid

Leadership Grid – an approach to understanding a leader’s concern for results (production) and concern for people

The five major leadership styles specified as per Managerial – Leadership Grid Theory:

1. The impoverished style (1, 1). The indifferent Leader (Evade & Elude)

In this style, managers have low concern for both people and production. Managers use this style to avoid getting into

trouble. The main concern for the manager is not to be held responsible for any mistakes, which results in less

innovative decisions. A leader uses a “delegate and disappear” management style. Since they are not committed to

either task accomplishment or maintenance; they essentially allow their team to do whatever it wishes and prefer to

detach themselves from the team process by allowing the team to suffer from a series of power struggles.

2. The country club style (1, 9). The accommodating Leader (Yield & Comply)

This style has a high concern for people and a low concern for production. Managers using this style pay much

attention to the security and comfort of the employees, in hopes that this would increase performance. The resulting

atmosphere is usually friendly, but not necessarily that productive.

This person uses predominantly reward power to maintain discipline and to encourage the team to accomplish its

goals. Conversely, they are almost incapable of employing the more punitive coercive and legitimate powers. This

inability results from fear that using such powers could jeopardize relationships with the other team members.

3. The produce or perish style (9, 1). The Controlling Leader (Direct & Dominate)

This believes in the authority-obedience. With a high concern for production, and a low concern for people, managers

using this style find employee needs unimportant; they provide their employees with money and expect performance

back. Managers using this style also pressure their employees through rules and punishments to achieve the

company goals. This dictatorial style is based on Theory X of Douglas McGregor, and is commonly applied by

companies on the edge of real or perceived failure. This is used in case of crisis management.

People who get this rating are very much task-oriented and are hard on their workers (autocratic). There is little or no

allowance for co-operation or collaboration. Heavily task-oriented people display these characteristics: they are very

strong on schedules; they expect people to do what they are told without question or debate; when something goes

wrong they tend to focus on who is to blame rather than concentrate on exactly what is wrong and how to prevent it;

they are intolerant of what they see as dissent (it may just be someone’s creativity), so it is difficult for their

subordinates to contribute or develop.

4. The middle-of-the-road style (5, 5). The Status – Quo Leader. (Balance & Compromise)

It is Organization – man management approach, which believes that the adequate organization performance is

possible through balancing the necessity to get out wprk with maintaining morale of people at satisfactory level.

Managers using this style try to balance between company goals and workers’ needs. By giving some concern to

both people and production, managers who use this style hope to achieve acceptable performance.

5. The team style (9, 9). The Sound / Team Leader (Contribute & Commit)

This is based on the aspect that work accomplishment is from committed people; interdependence through a

common stake in the organization purpose leads to relationships of trust and respect. In this style, high concern is

paid both to people and production. As suggested by the propositions of Theory Y, managers choosing to use this

style encourage teamwork and commitment among employees. This method relies heavily on making employees feel

as a constructive part of the company.

This type of person leads by positive example and endeavors to foster a team environment in which all team

members can reach their highest potential, both as team members and as people. They encourage the team to reach

team goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various

members. They normally form and lead some of the most productive teams.

Q. 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?

Answer:

Job satisfaction is the sense of fulfillment and pride felt by people who enjoy their work and do it well. For an

organization, satisfied work force ensures commitment to high quality performance and increased productivity. Job

satisfaction helps organizations to reduce complaints and grievances, absenteeism, turnover, and termination. Job

satisfaction is also linked to a healthier work force and has been found to be a good indicator of longevity. And

although only little correlation has been found between job satisfaction and productivity, it has also been found that

satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the bottom

line.

Below are the suggestions that as a leading HR consultant I will give to Mr. Suresh, for

creating an environment that increases job satisfaction:

Mentally Challenging Work: Employees tend to prefer jobs that give them opportunities to use

their skills and abilities and offer a variety of tasks, freedom and feedback on how well they are

doing. Under conditions of moderate challenge, most employees will experience pleasure and

satisfaction.

Personality-Job Fit: People with personality types congruent with their chosen vocations should find

they have the right talents and abilities to meet the demands of their jobs; and because of this

success, they have a greater probability of achieving high satisfaction from their work. It is important,

therefore to fit personality factors with job profiles.

Equitable Rewards: Employees want pay systems and promotion policies that they perceive as

being just, unambiguous, and in line with their expectations. When pay is seen as fair based on job

demands, individual skill level, and industry pay standards, satisfaction is likely to result. Similarly,

employees seek fair promotion policies and practices. Promotions provide opportunities for personal

growth, more responsibilities and increased social status. Individuals who perceive that promotion

decisions are made in a fair and just manner are likely to experience job satisfaction.

Supportive working conditions: Employees prefer physical conditions that are comfortable and

facilitate doing a good job. Temperature, light, noise and other environmental factors should not be

extreme and provide personal comfort. Further, employees prefer working relatively close to home, in

clean and relatively modern facilities and with adequate tools and equipment.

Supportive Colleagues: Employees have need for social interaction. Therefore, having friendly and

supportive co-workers and understanding supervisor’s leads to increased job satisfaction. Most

employees want their immediate supervisor to be understanding and friendly, those who offer praise

for good performance, listen to employees’ opinions and show a personal interest in them.

Whistle blowing: Whistle-blowers are employees who inform authorities of wrongdoings of their

companies or co-workers. Whistle blowing is important because committed organizational members

sometimes engage in unethical behaviour in an intense desire to succeed. Organizations can manage

whistle blowing by communicating the conditions that are appropriate for the disclosure of

wrongdoing. Clearly delineating wrongful behaviour and the appropriate ways to respond are

important organizational actions.

Social Responsibility: Corporate social responsibility is the obligation of an organization to behave

in ethical ways in the social environment in which it operates. Socially responsible actions are

expected of organizations. Current concerns include protecting the environment, promoting worker

safety, supporting social issues, investing in the community, etc. Managers must encourage both

individual ethical behaviour and organizational social responsibility.

s

set 2Q. State the characteristics of management.

Answer:

The main characteristics of management are as follows:

Management is an activity: Management is an activity which is concerned with the efficient

utilization of human and non-human resources of production.

Invisible Force: Management is an invisible force. Its existence can be felt through the enterprise or

institution it is managing.

Goal Oriented: Management is goal oriented as it aims to achieve some definite goals and

objectives. According to the Haimann, “Effective management is always management by objectives”.

Managers and other personnel officers apply their knowledge, experience and skills to achieve the

desired objectives.

Accomplishment through the efforts of Others: Managers cannot do everything themselves.

They must have the necessary ability and skills to get work accomplished through the efforts of

others.

Universal activity: Management is universal. Management is required in all types or organizations.

Wherever there are some activities, there is management. The basic principles of management are

universal and can be applied anywhere and in every field, such as business, social, religious, cultural,

sports, administration, educational, politics or military.

Art as well as Science: Management is both an art and a science. It is a science as it has an

organized body of knowledge which contains certain universal truths and an art as managing requires

certain skills which apply more or less in every situation.

Multidisciplinary Knowledge: Though management is a distinct discipline, it contains principles

drawn from many social sciences like psychology, sociology etc.

Management is distinct from ownership: In modern times, there is a divorce of management

from ownership. Today, big corporations are owned by a vast number of shareholders while their

management is in the hands of paid qualified, competent and experienced managerial personnel.

Need at all levels: According to the nature of task and scope of authority, management is needed

at all levels of the organization, i.e., top level, middle and lower level.

Integrated process: Management is an integrated process. It integrates the men, machine and

material to carry out the operations of the enterprise efficiently and successfully. This integrating

process is result oriented.

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

Answer:

14 principles of Management of Henri Fayol:

1. Division of Work: Work should be divided among individuals and groups to ensure that effort and

attention are focused on special portions of the task. Fayol presented work specialization as the

best way to use the human resources of the organization.

2. Authority of Responsibility: The concepts of Authority and responsibility are closely related.

Authority was defined by Fayol as the right to give orders and the power to exact obedience.

Responsibility involves being accountable, and is therefore naturally associated with authority.

Whoever assumes authority also assumes responsibility.

3. Discipline: A successful organization requires the common effort of workers. Penalties should be

applied judiciously to encourage this common effort.

4. Unity of Command: Workers should receive orders from only one manager.

5. Unity of Direction: The entire organization should be moving towards a common objective in a

common direction.

6. Subordination of Individual Interests to the General Interests: The interests of one person

should not take priority over the interests of the organization as a whole.

7. Remuneration of Personnel: Many variables, such as cost of living, supply of qualified

personnel, general business conditions, and success of the business, should be considered in

determining a worker’s rate of pay.

8. Centralization: Fayol defined centralization as lowering the importance of the subordinate role.

Decentralization is increasing the importance. The degree to which centralization or

decentralization should be adopted depends on the specific organization in which the manager is

working.

9. Scalar Chain: Managers in hierarchies are part of a chain like authority scale. Each manager,

from the first line supervisor to the president, possess certain amounts of authority. The President

possesses the most authority; the first line supervisor the least. Lower level managers should

always keep upper level managers informed of their work activities. The existence of a scalar

chain and adherence to it are necessary if the organization is to be successful.

10. Order: For the sake of efficiency and coordination, all materials and people related to a specific

kind of work should be treated as equally as possible.

11. Equity: All employees should be treated as equally as possible.

12. Stability of Tenure of Personnel: Retaining productive employees should always be a high

priority of management. Recruitment and Selection Costs, as well as increased product-reject rates

are usually associated with hiring new workers.

13. Initiative: Management should take steps to encourage worker initiative, which is defined as new

or additional work activity undertaken through self direction.

14. Esprit de Corps: Management should encourage harmony and general good feelings among

employees.

Q. Distinguish between internal and external forces of change.

Answer:

Internal forces and External forces of change:

1) Internal forces

Any change in organization’s internal factors may also necessitate change. Such a change is required because of two

reasons: change in managerial personnel and deficiency in existing organizational practices.

Change in the top management: Change in the top management and consequent change in the

ideas to run the organization also leads to change in the system, structure and processes. Old

managers are replaced by new managers which are necessitated because of retirement, promotion,

transfer or dismissal. Each new manager brings his own ideas and way of working into the

organization. The formal or informal relationships may change because of changes in top

management. Moreover, attitudes, ideology, leadership style of the person may be different from the

earlier one, this will reflect in their actions and decisions. The result is that an organization has to

change accordingly.

Change in size of the organization: Change in the organization’s size leads to change in the

internal structure and complexity of the operations in the organization.

Performance gaps: When a gap between set target and actual results (in terms of market share,

employee productivity and profit) is identified, organizations face the forces to change and reduce the

gap.

Employee needs and values: With changing needs and values of the employees, organizations

change their policies. For example, attractive financial incentives, challenging assignments, vertical

growth opportunities and autonomy at work may be provided in an organization to attract and retain

its effective employees.

Deficiency in existing organization: Sometimes, changes are necessary because of deficiency in

the present organizational arrangement and process. These deficiencies may be in the form of

unmanageable span of management, large number of managerial levels, lack of co-ordination

between various departments, obstacles in communication, multiplicity of committees, lack of

uniformity in policy decisions, lack of co-operation between line and staff and so on.

2) External forces

Each organization has goals and responsibility related to others in its environment. Thus, an organization must not

only deal with its environment in conducting its affairs, but also give consideration to the goals of others, as it

establishes its goals and conducts its operations. The present-day environment is dynamic and will continue to be

dynamic. Changes in social, political, economic, technological, and legal environment force organizations to change

themselves. Such changes may result in organizational changes like major functions, production process, labour-

management relations, nature of competition, economic constraints, organization methods, etc. In order to survive in

the changing environment, organization must change.

Technology: Technological changes are responsible for changing the nature of the job performed at

all levels in an organization. When there is a change in technology in the organization’s environment

and other organizations adopt the new technology, the organization under focus becomes less cost-

effective and its competitive position weakens. Therefore, it has to adopt new technology. When the

organizations adopt a new technology, its work structures are affected and a new equilibrium has to

be established. We have seen that technology has impact on organization structure, organizational

processes, and behavior of people. For example, computers and automation have made significant

impact on organizational functioning.

Business scenario: Due to rapid changes in the business scenario with increasing competition and

global economy, the needs and demands are also changing among the customers, suppliers and

other stakeholders. Organizations are, therefore, forced to change their operational methods to meet

the demands of the stakeholders. Since every organization exports its outputs to the environment, an

organization has to face competition in the market. There may be two types of forces which may

affect the competitive position of an organization, other organizations supplying the same products

and, buyers who are buying the product. Any change in these forces may require suitable changes in

the organization. For example, when Indian economy was liberalized (the process still continues),

there were many foreign organizations which entered the Indian market. This forced many Indian

organizations to re-align themselves with the new situation. The result is that there have been many

cases of divesting the business and concentrating on the core business, acquiring core business, and

developing competitive competence to face competitive threats. Similarly, there may be changes in

buyers in terms of their needs, liking-disliking, and income disposal for a product. These changes

force the organizations to bring those products which meet buyer’s requirements.

Environmental and National factors: Environmental factors such as economic, political and

demographic and legal factors play a vital role in devising organizational policies and strategy. Any

change in these political and legal factors may affect the organizational operation. For example,

organizations may have to change their employment policies in accordance with the government

policy, demand of the non-government organizations and changing economic conditions of a country.

Social changes: Social changes reflect in terms of people’s aspirations, their needs, and their way of

working. Social changes have taken place because of the several forces like level of education,

urbanization, feeling of autonomy, and international impact due to new information sources. These

social changes affect the behavior of people in the organization. Therefore it is required to make

adjustment in its working so that it matches with people.

Q1. Explain the four processes of Social Learning Theory.Ans: The Social Learning Theory was proposed

by Albert Bandura. It

recognizest h e   i m p o r t a n c e   o f   o b s e r v i n g   a n d   m o d e l i n g   t h e   b e h a v i o r s ,  

a t t i t u d e s ,   a n d emotional reactions of others. The four processes of Social Learning Theory are:a)

Attention processes, b) Retention processes, c) Motor reproduction

processes,d) Reinforcement processesa ) A t t e n t i o n   p r o c e s s e s :   S o c i a l   C o g n i t i v e   T h e o r y  

i m p l i e s   t h a t   y o u   m u s t   p a y attention for you to learn. If you want to learn from the

behavior of

them o d e l   ( t h e   p e r s o n   t h a t   d e m o n s t r a t e s   t h e   b e h a v i o r ) ,   t h e n   y o u   s h o u l d eliminate

anything that catches your attention other than him. Also, themore interesting the model is, the

more likely you are to pay full attentionto him and learn.b)Retention processes: The ability to store

information is also an importantpart of the learning process. Retention can be affected by

a number of factors, but the ability to pull up information later and act on it is vital

toobservational learning.c)Reproduction processes: Once you have paid attention to the

model andretained the information, it is time to actually perform the behavior youobserved. Further

practice of the learned behavior leads to improvementand skill advancement.d)Reinforcement processes:

Finally, in order for observational learning to besuccessful, you have to be motivated to imitate the

behavior that hasbeen modeled. Reinforcement and punishment play an important role inmotivation.

While experiencing these motivators can be highly effective,so can observing other experience some type of

reinforcement orpunishment. For example, if you see another student rewarded with extracredit for being to

class on time, you might start to show up a few minutesearly each day.

Q4. Ms . Chancha l Das Gup ta i s a r ec ru i tmen t spec ia l i s t . Fo r t he pos t o f QCM a n a g e r ,   s h e   i n t e r v i e w s   t h r e e   c a n d i d a t e s .   G i v e n   b e l o w   a r e   t h e  p h y s i c a l characteristics of the candidates.

Candidate Physical Characteristics

Mr.Ravi Muscular, thick skin, rectangular shaped.

Mr.Gineesh Thin, delicate build, large brain, tall.

Mr.Ramgopal Soft, round shaped, underdeveloped muscles.

From the above descriptions, what personality traits can Ms. Chanchal derive out of the candidates as per Sheldon’s theory of personality?

Ans: Per Sheldon`s theory of personality, below are the traits that Ms. Chanchalcan derive:

•

Mr. Ravi represents Mesomorph body type. He is “well-proportioned”.Psychologically he is Adventurous,

Courageous, Indifferent to what othersthink or want, Assertive/bold, Zest for physical activity, Competitive,

Witha desire for power/dominance, And a love of risk/chance

•

Mr. Gineesh represents Ectomorph body type. Psychologically he is Self-conscious, Private, Introverted,

Inhibited, Socially anxious, Artistic,Intense, Emotionally restrained, Thoughtful

•

Mr. Ramgopal represents Endomorph body type. Psychologically he isSociable, Fun-loving, Love of food,

Tolerant, Even-tempered, Goodhumoured, Relaxed, With a love of comfort, And has a need for affection

Q5. What are the consequences of conflict in organisations?Ans: Organizational Conflict can have both

positive and negative consequences.Negative consequences: Increased costs (time, money) devoted to

dealing withthe conflict, wasted resources and energy spent dealing with the conflict,Decreased

productivity, Lowered motivation, Decreased morale, Poor decision-making, Withdrawal and

miscommunication or non-communication, Complaintsand blaming, Backstabbing and gossip, Attitudes of

distrust and hostility (thatmay influence all future interactions, (Permanent) erosion to personal, work,

andcommunity relationships, Harm to others not directly involved in the conflict,Damaged emotional and

psychological well-being of those involved in theconflict, Dissatisfaction and stress.Positive

consequences: Leads to new ideas, Stimulates creativity, Motivateschange, Promotes organizational

vitality, Helps individuals and groups toestablish identities, Serves as a safety valve to indicate problems,

Buildscooperation, Helps individuals to develop skills on how to manage conflicts,Improving quality

decisions.