Question-1 Describe the concept of vision and mission in an organisation. Answer :- Every organisation has a mission and vision.

A mission statement
captures the uniqueness of your company and guides your quality and service. A vision statement defines what your business will do and why it will e ist tomorrow. A vision statement is a mar!eting tool and a business development tool because it announces your company"s goals and purpose to employs supplier# customers and media. $ision statement must inspire and motivate staff# instil confidence# and represent business by articulating a common vision of future. %ow do ma!e a vision& 'here has been a lot of research on vision. (ut there was a four part of vision given by )ollins and *orras in his article +organisational vision and visionary organisation". ,1,.,/,1)ore values# )ore purposes# 'he (ig %airy Audacious gaol#,(%A0$ivid description#

2et"s discuss in details: 1. 'he core values are those things very close to owners" heart that they will not give up at any cost. 3t can be integrity or quality# etc. for e ample 3 will never cheat on the ta es 3 have to pay# 3 will never use a lower quality wood etc. personal values and business value may differ. .. )ore purpose is the purpose of the organisation# for e ample to ma!e furniture. 'his is something that you want to achieve within the framewor! of our core values. 3t gives achievement orientation to the business and therefore the focus. /. 'he (%A0 is about having a goal which qualifies the purpose. 4or e ample to be the best furniture ma!er in the town in five years or to be the most well !nown furniture supplier in 3ndia by 1566# etc. 'hat means (%A0 should be big. 1. 'he vivid description should ma!e the entire vision statement very inspiring to all sta!eholders. 3t should be simple and easily understandable. 4or e ample +Quit 3ndia" is a very simple statement# but it is very vivid and easily understandable. 'he vision statement is meant for the sta!eholders and therefore# the importance of the vivid and simple statement. A mission statement is defined as an announcement of what business does today and why it e ists. A mission statement captures the uniqueness of company and acts as a base line for quality# service and mar!eting message. 'he vision and mission are fairly well integrated by )ollins and *orras. $ision is the state that one wants to be in and mission is the way of doing it. 7ou can say that your vision is to be the 8o.1 in 3ndia# and u will do it by providing high quality

furniture# by maintaining statement can be a separate one or it can be rolled into one but )ollins and *orras model has been gaining popularity of late because it encapsulates the vision and mission into one and anchors the value.

Question-. ,A- Define planning Answer:- *lanning# organi9ing# staffing# leading and controlling are five
management functions. *lanning can be defined as a basic management function. *lanning implies goal setting for the organisation !eeping in mind the constraints# opportunities# and threats as much as what the person or business which is planning wants to do. 'hus# a plan is a blue print for goal achievement# a blue print that specifies the necessary resource allocation# schedules# tas!s# and other action to achieve the purpose. A goal is a desire future state the organisation attempts to reach. 0oals are important because an organisation e ists for a purpose# and goals define and state that purpose. 0oal specify future ends# plans specify the means to do that. *lanning provides direction and a unit"s of purpose for organisations but it also answers si basic questions in regard to an activity. ,1- :hat need to be accomplished& :hat are the alternative routes to it& ,.- :hen is the deadline& ,/-:here will this be done& ,1-:ho will be responsible or it& ,;- %ow will it get done& ,<- %ow much time# energy# and resources are required to accomplish this gal& 'he planning# the organisation"s goals and defining the means achieving them. *lanning is preparing for tomorrow# today. 3t is the activity allows managers to determine what they want and how they will achieve it.

Question-. ,(- E plain the importance of planning. Answer :- *anning is a process which involves the determination of future course of action# i.e. why an action# how to ta!e and when to ta!e action are main sub=ect of panning.
*anning is important for following reasons : ,1- *lanning provides a clear sense of direction to the activities of the organisation and to the =ob behaviour of managers and other.

,.- 3t helps the management to clarify# focus# and research their businesses or pro=ect"s development and prospect. ,/- 3t provides a considered and logical framewor! within which a business can develop and *ursue business. ,1- 3t offers a benchmar! against which the actual performance can be measured and reviewed. ,;- 3t plays a vital role in helping to avoid mista!e or recognise hidden opportunities. ,<- 3n the business conte t# it guides the developing of products# management# finances# and most importantly# mar!ets and competition ,>- 3t helps in forecasting the future and ma!es the future visible to some e tend. ,6- 3t bridges between where we are and where we went to go.

Question-/ ,A- :hy leading is important& Answer :- According to a few philosophers leading is ?2ife spar! of an enterprise@. 3t is also as an actuating function of management because it is through direction that the operation of an enterprise actually starts. (eing the central character of an enterprise# it provides many benefits to a concern which are as follows :
1- 3nitiates action: - 2eading is the function which start the wor! performance of the followers subordinates. 'hrough this function subordinates understand their =ob and wor! according to the guidelines and agreed methods. *lans can be implemented only when the actual wor! stars. 'hus# leading initiates action. .- Austains action: - Direction# many li!e leading initiates a but these directions have to be repeated if the action has to go on. 2eading on the other hand ensures that the action goes on and course corrections are done automatically by the followers because of their innate belief in the goal being something desirable to follow. /- 3ntegrates efforts: - though leading# the superiors are able to guide# inspire# and instruct the subordinates to wor!. :hen every employee team leader# and division leader !nows that his reaching the goal is depends on others effort# there is a natural flow of inter team and interdepartmental information. 3f you had been directing# this relation will not only forced but also monitored. 3ntegrates is much easier and far more effecting through leading. 1- Beans of motivation: - 2eading helps in achievement of goal. A manager ma!es use of the element of motivation to improve the performances of subordinates. 'his can be done by providing incentives or compensation# whether monetary or non-monetary# which serves as a ?morale booster@ to the subordinates. Botivation is also helpful for the subordinates to give the best of their abilities. ;- *rovides stability: - Atability and balance in a concern becomes very important for a long term survival in the mar!et. 'his can be brought upon by the managers with the help of four tools or elements of leading function =udicious blend of persuasive leadership# effective communication# clear

performance goals# and efficient motivation. Atability is very important since that is an inde of growth of an enterprise. <- )opes with the changes: - it is the role of the manager to communicate the nature and contents of changes required for reaching the goal very clearly to the subordinates.

Question-/ ,(- :hat are the characteristics of leading& Answer :- 2eading is the heart of management process. 2eading can be defined
as the process of setting direction# creating alignment# and creating engagement to deliver high productivity and to facilitate change. Directing can be defined as the process by which the managers instruct# guide# and oversee the performance of the wor!ers to achieve predetermined goals. 'here is some characteristics of leading.

*ervasiveness: - 2eading is required at all levels of organisation. 'his is

more so in the modern conte t where teams are the wor!ing entities. %eCshe may be motivating a team of 1D to 1; people while the )EE may be motivating the whole company# but the function o giving targets# resources# support# motivating# etc. does not change. )ontinuity: - 2eading is a continuous activity as it is continuous throughout the life of organisation. 3t ta!es place on a day to day basis though its importance may become higher when the organisation is undergoing a change. %uman factor: - 2eading implies the e istence of followers much li!e directing implies the e istence of subordinates to whom one can pass orders. 3t follows that there is a !ey human factor in leading and because human factor is comple and behaviour is unpredictable# leading function is important and people have to learn the art o leading. )reativity: - 2eading is a creative activity because of the human factors and individual variances and group variances. 3t is the creativity aspect which brings in the differentiation. 3t also ensures that people have to loo! forward to the meaning and without functions people find it difficult to find the meaning. E ecutive function: - 2eading is a carried out by all managers and e ecutives at all levels throughout the wor!ing o an enterprise. A follower receives tas!s# resources. Fnow-how# and support from a leader and heCshe rusts hisCher leader to do the same. Delegating function: - Delegating is natural fallout of leading. 2eading implies guiding followers to the destination. 3t also follows that the leader trust hisCher followers and the vice versa. %ence# mutual trust always e ists in leading. 'herefore# delegating function based on mutual trust is a characteristic of leading.

Question-1 ,A- Define organisation behaviour ,E(-. Answer :- Erganisational (ehaviour ,E(- is the study and application of !nowledge
about how people# individuals# and groups act in organisation. 3t does this by ta!ing system approach. 'hat is# it interprets people# whole group# whole organisation# and whole social system. 3ts purpose is to build better relatitionships by achieving human ob=ectives# organisational ob=ectives# and social ob=ectives. Erganisational behaviour ,E(- encompasses a wide range of topics such as:

(y systematic study: - loo!ing at relationships and attempting to attribute

causes and effects# and drawing conclusions based on scientific evidence. (y productivity: - A performance measure that includes both effectiveness and efficiency. (y absenteeism: - failure to report to wor! especially without informing. (y turnover: - $oluntary and involuntary permanent withdrawal from an organisation. (y organisational citi9enship: - Discretionary behaviour that is not part of an employee"s formal =ob requirement# but that nevertheless promotes the effective functioning o the organisation. (y =ob satisfaction: - A general attitude towards one"s =obG the difference between the amounts of reward the wor!ers receive and the amount they believe they should receive.

Erganisational behaviour ,E(- can be define as a systematic study that investigates the impact of individual# groups and organisational factors on productivity to include effectiveness and efficiency# absentee# turnover# organisational citi9enship behaviour and =ob satisfaction. 'he definition also gives us the three framewor! of studying organisational behaviour ,E(- that is individual level# group level and organisational level.

Question-1 ,(- what are the limitation of organisation behaviour ,E(-& Answer :- Erganisation behaviour has so many benefits but there are some
limitation also. Aome of them are as follow: ,1- Erganisation behaviour ,E(- is not a remedy for the removal of conflict and frustration but can only reduce them. ,.- 3t is only one of the many systems operating within a large social system. ,/- 'here is a great danger of organisation behaviour ,E(- when in the hand o people who lac! system understanding. 'hey tend to loo! only at the +behavioural basis" which gives them a narrow view point. 'his tunnel vision often lead to

satisfying employee e periences while overloo!ing the broader system of an organisation in relation to all its public. ,1- 'he law of diminishing returns also operates in the case of organisational behaviour. 4or e ample# too much of freedom and security could lead to less employee initiative and growth after reaching a level and to complacency after that. 'his relationship shows that organisational effectiveness is achieved not by having more and more of a particular factor but appropriate level of it. ,;- 'he ethical standards of those in charge and those who use organisation behaviour ,E(- techniques are a great concern. 3ts !nowledge and techniques could be used to manipulate people without regard for human welfare. *eople who lac! ethical values could use people in unethical way.

Question-; ,A- :hat is the meant by emotional intelligence& Answer :- 3n humans# emotional involves physiological arousal# e pressive
behaviour and conscious e periences. Emotion is a comple physiological in an individual"s state of mind and created by interaction of internal and e ternal influences. Emotion is associated with mood# temperament# personality# disposition and motivation.

2ogic of emotion: - 'he human brain is hardwiring to respond to stimulus

with emotion and to connect emotionally to other. At a subtle level# we are always observing minute details in the world around us. Emotions in wor!place: - Emotions in the wor!place play a large role in how an entire organisation communicates within itself and to the out side word. E Events at wor! have an emotional impact and its consequences have a substantial significance for individual# groups and society. *ositive emotional enrichment and higher quality and productivity. 8egative emotional# such as fears# anger# stress# are usual wor! place emotions and predict an increase in wor!place deviance and how the outside world views the organisation. Emotions are normally associated with specific events or occurrences and are intense enough to disrupt the thought process. Emotional labour: - Emotional labour is a form of emotional regulation wherein wor!ers are e pected to display certain emotions as part of their =ob and to promote the organisational goals. 'he intended effects of these emotional displays are on other# targeted people# who can be client# customers# subordinates or co-wor!ers. Banagers often have to elicit appropriate emotions fro wor!ers and are involves in emotional labour. Emotional regulation: - Emotional regulation refers the process of modifying one"s own emotions and e pressions. 3t s the processes by which individual influence which emotions they have# when they have them and how they e perience and e press these emotions. 'here are two !inds of emotions regulations.

i- Antecedent-focused emotion regulation ii- Hesponse-focused emotion regulation

Question-; ,(- :hat is the impact of emotional intelligence on managers& Answer :- 'he most popular and accepted mi ed model of emotional intelligence
,E3- is the one proposed by 0oleman ,155;-. %e viewed E3 as a sum of personal and social competences. *ersonal competences determine how we manage ourselves# whereas social competence determines how we handle our interpersonal relationships. Dew to snow E3 means ?emotional intelligence is the capacity for recognising our own feeling and those of other# for motivating ourselves# for managing emotions well in ourselves and in our relationships.@

*ersonal competence: - personal competences comprise three dimensions of E3#

such as# self awareness# self regulation and motivation. 1- Aelf awareness is the ability of an individual to observe himselfCherself and recognise +a feeling as it happen." .- Aelf regulation is the ability to control and to redirect those emotions that can have negative impact. /- Botivation is the ability to channelise emotion to achieve a goal through self control and by moderating impulses as per the requirement of the situation. Aocial competences: - social competences comprises of two dimensions namely# empathy and social s!ills. 1- Empathy is the ability to fell and show concern foe other# ta!e their perspective and to treat people according to their emotional reactions. *eople with this ability are e perts in generating and motivating others. .- Aocial s!ill is the culmination of all other components of E3 assuming that people can effectively manager social and wor! relationships only when they can understand and control their own emotion and can emphasise with the felling of other.

Question-< Auppose you are the team manager in a multinational company with team strength of 1D members. 7ou are given the responsibility of ensuring that the team given e cellent performance or result. :hat are the !ey issues you have to handle in team building& Answer :- All managers strive to improve their performance and business results
and they consider teamwor! to be crucial for it. Ao# you have teams for continuous improvement# total quality# lean manufacturing# customer# complaints# product development# etc. yet most managers are also not happy with the way the teams" unction. 2ets us see how 3 can create teams which can give me e cellent performance or result.

4ollowing are some !ey issues which would help me in team building:

a- %ave clear e pectations and conte t: - %ave clear performance targets and e pectations from the team. 'he team should get sufficient resources people# time and money. 'heir wor! should receive sufficient emphasis as a priority in discussions. 'his ma!es the team feel that they matter and then them perform. A classic e ample is the Heliance team which was directly supported by Dhirubhai Ambani. Equally important is that the team understand the role and importance of their wor! and its strategic importance. b- )ommitment: - All team members may not be equally committed. 4irst# ensure that all the members believe in the mission and anticipate recognition for their contribution. 'hey e pect their s!ill to grow and develop and they should feel e cited and challenged by the opportunity. Enly then does a team wor! well. 'hose without commitment are better out of the team. c- 'eam design and competence: - 'he ne t important aspect is having adequate competences. 3f the team is to improve a process# it should have people with e pertise in each step of process. 'herefore# it is not sufficient to get some people together. (ut it is necessary to get people with the requisite competences. 3f one fail in this# the team may not perform or underperforms. 'he tem design should be such that the competencies required to accomplish the tas! are included. d- )harter of performance: - 'he team should ta!e the assigned responsibility as its mission. 'his is the cru of a successful team. 3t must define its goals# the outcomes# the timeline# measuring success# and the process to accomplish tas!. e- )ontrol and coordination: - any management function wor!s through controls and coordination and teams are no e ception. 'o succeed# the team should have sufficient freedom and a mechanism for self regulation and coordination. Ene of them challenges in doing it is the interdepartmental nature of the team and the interdepartmental conflicts which are often ta!en to the team usually by denying a resource or an appropriate s!ill. 'he top management can address this challenge through incentives and motivation. f- )ollaboration and communication: - 'he team goals should be a collaborative one and not a competitive one. 'his would lead to their understanding and interpreting the goals correctly. 'he team should also establish norms so that collaboration becomes easy. )ommunication is a common problem in team building. 'he barriers to communication should be bro!en down and free flowing communication should be established. Despite all these# conflict does e ist due to several barriers. g- )reative innovation and cultural change : - depending on the problem# the. 'eam should be able to innovate and they should have the freedom to do so. 'eams can function only if the organisation has such a culture. 'eams need flat organisational structure# rewards and recognition# and training and development of a high order. h- )onsequences: - 'eam member should eel responsible and accountable for the achievement and they should inherently get the idea of consequences

of not achieving it. Heword is one of the important factor to be considered to achieve this.