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ADL-100 AMITY ASSIGNMENTS

ADL-100 AMITY ASSIGNMENTS

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AMITY ASSIGNMENTS
AMITY ASSIGNMENTS

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Published by: shreeapte on Dec 21, 2009
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ADL-100 BEHAVIOURIAL SCIENCE
Amity Centre for eLearningJ-Block, Amity Campus
Sec-44, NOIDA (UP)
India 201303
ASSIGNMENTS
2009
ADL-100: Behavioral Science
Subject Name & Code :
 
BEHAVIORAL SCIENCE
; ADL-100Study Centre : ACeDL office NoidaPermanent Enrollment Number (PEN) :INSTRUCTIONS
a) Students are required to submit three assignments
ASSIGNMENT DETAILS MARKS
Assignment A Case Study + 2 Questions 10Assignment B Case Study + 2 Questions 10Assignment C Five Subjective Questions 10b) Total weight age given to these assignments is
30%
.c) Al assignments are to be completed in your own hand writing/typed.d) Al questions are required to be attempted.e) Al the three assignments are to be completed by due dates (specified from time to time)and mailed/given by hand for evaluation at the ACeL office Noida/your Study Centre.f) The evaluated assignments can be collected from your study centre/ ACeL office after sixweeks. Thereafter, these will be destroyed at the end of each semester.
SignatureDate:
:__ 
(√) Tick Mark in front of the assignments submitted
Assignment ‘A’
Assignment ‘B’
Assignment ‘C’
 
ADL-100 BEHAVIOURIAL SCIENCE
ADL- 100: Behavioral ScienceCase Study
ASSIGNMENT – “A”
2009
Note s: Read the Case Study and answer the two questions given at the end of it. (Marks: 10)
1. A COCKROACH IN THE RASAM.
The other day, there was a major hungama in a high profile organization in Bangalore. A senior
Executive found a cockroach in his rasam and screamed the roof down. Very logical. Most
people would have done likewise. What happened subsequently was, however, appalling.
This senior executive summoned the canteen supervisor, caught hold of his collar, forced
Him to kneel in front of everyone and insisted he drink the rasam. The canteen supervisor left in
Tears and never returned to the building. The organization, like all organizations do, tried toSweep the incident under the carpet. Now you know what carpets are for in all sophisticated
Organizations, along with flower-pots, paintings and smiling receptionists.
I throw this real life incident open for a case study discussion. The concernedOrganization did not have a union, even if it had, the canteen supervisor would have been there
On contract. Should we, therefore assume that senior executives in high profile organizations areBetter behaved with unionized workers?Or should we assume that the organization has failed to instill basic values in its senior
executives? That, in the lemming-like race to success, human values is regarded as highlyexpendable? That people as people fail to count as long as the sales-curve is moving up in the
right direction even if behavior patterns leave much to be desired?Ironically, it is fashionable in high profile organizations to talk in terms of not just IQ butEQ. Should all organizations, especially high profile ones, insist that their senior executives beconstantly rated for both IQ and EQ? Should one test of EQ be whether or not the senior
executives know the names of the junior-most staff, including contract workers like toilet
cleaners, who keep the premises clean for top brass attending to the small or the big job inbetween the organizationally crucial jobs?I grew up in a steel township called Rourkela where there was once an instance of aleopard in the blast furnace. The then general manager, who had earlier worked with a publicsector unit manufacturing pharmaceuticals, remarked that, in his previous job, he had come
across the odd fly in the ointment. A leopard in the blast furnace was, he remarked, something of 
a novelty for him.Those were the days of the Nehruvian era when PSU steel plants were regarded as thetemples of modern India and the rationale for any enterprise was the employment it generatedand the happiness of its workers. We have since progressed to a high profile era where a burnt-out cockroach in burnt-out rasam trigger of extreme reactions among senior executives who mayor may not have read Graham Greens's "A burnt out case".
 
ADL-100 BEHAVIOURIAL SCIENCE
2009
It is fashionable in the case of such incidents to blame those directly involved. In this instance,there were three participants, the cockroach which got cooked in the rasam, the traumatizedcanteen supervisor who has sworn never to return to the building where he was humiliated andthe senior executive who must surely be wondering why he over treated. A case study couldincrease awareness among the others that organizational Goals cannot be separated from societalgoals. That what's good for society is also good for business and for the organization.
1. Analyze the case with regards to your knowledge of Emotional Intelligence?
Emotional intelligence (EI) refers to the ability to perceive, control, and evaluate emotions. Someresearchers suggest that emotional intelligence can be learned and strengthened, while otherclaim it is an inborn characteristic.Since 1990, Peter Salovey and John D. Mayer have been the leading researchers on emotionalintelligence. In their influential article “Emotional Intelligence,” they defined emotionalintelligence as, “the subset of social intelligence that involves the ability to monitor one's ownand others' feelings and emotions, to discriminate among them and to use this information toguide one's thinking and actions” (1990).Salovey and Mayer proposed a model that identified four different factors of emotionalintelligence: the perception of emotion, the ability reason using emotions, the ability tounderstand emotion, and the ability to manage emotions.
In this case, the senior executive showed a very low level of Emotional Intelligence. It’s obvious
for anyone to get angry if he see cockroach in his food. But there are some norms and ethics forall to show such a behavior in public. Senior executive seemed to have no values that are why hehumiliated the canteen supervisor so badly in front of everyone.It is critical that when management commits to a course of action, that they follow through orexplain why they couldn’t. It is the little things that set the tone in an organization. It is when
management does not keep their promises that employees look to outside sources like unions and
government agencies to insure these commitments are kept.In this case there were no unions, so the senior executive was not questioned. Organization justtried to hide all this matter.
Executives represent their organization in public. So with such a k ind of behavior they leave a
very bad impact on public. They are required to be sensitive to others feelings.A successful executive have a coherent and solid sense of self, good relationship with both
subordinates and superiors as well as with external environment, which means flexibility and
sense of values.So according to me one should behave with respect and integrity towards anyone you come intocontact with through your work. One should help create an environment free from anydiscrimination, be it due to religion, skin color, gender, sexual orientation, age, nationality, race

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