WrlLe a shorL noLe on funcLlons of managemenL?

ManagemenL has been descrlbed as a soclal process lnvolvlng responslblllLy for economlcal and effecLlve
plannlng and regulaLlons of an operaLlon of an enLerprlse ln fulflllmenL of Lhe glven purpose
Accordlng Lo lolleL (1933) managemenL ls Lhe arL of geLLlng Lhlngs done Lhrough people"
1here are four fundamenLal funcLlons of managemenL
1 lannlng
2 Crganlzlng
3 Leadlng
4 ConLrolllng
lannlngplannlng lnvolved Lhe process of deflnlng goals esLabllshlng sLraLegles for achlevlng Lhese
goals and developlng plans Lo lnLegraLe and coordlnaLe Lhe acLlvlLles
Lvery organlzaLlon needs Lo plan for change ln order Lo reach lLs seL goals LffecLlve plannlng enables an
organlzaLlon adapL Lo change by ldenLlfylng opporLunlLles and avoldlng problems lL provldes Lhe
dlrecLlons for oLher funcLlons of managemenL and for effecLlve Leam work lannlng also enhances Lhe
declslon maklng process all levels of plannlng encage ln plannlng ln Lhelr own way for achlevlng Lhelr
presenL goals
Crganlzlng
Crganlzlng lnvolves deslgnlng sLrucLurlng and coordlnaLlng Lhe work componenLs Lo achleve Lhe
organlzaLlonal goals lL ls Lhe process of deLermlnlng whaL Lask are Lo be done who ls Lo do how Lhe
Lask are Lo be grouped who reporLs Lo whom and where declslons are Lo be made a key lssue l n
accompllshlng Lhe goals ldenLlfled ln Lhe plannlng processes sLrucLurlng Lhe work of Lhe organlzaLlon

Leadlng
An organlzaLlon has Lhe greaLesL chance of belng success full when all Lhe employees work Lowards
achlevlng lLs goal Slnce leadershlp lnvolves Lhe exerclse of lnfluence by one person over oLhers Lhe
quallLy of leadershlp exhlblLed b supervlsors ls a crlLlcal deLermlnanL of organlzaLlonal success
ConLrolllng
lL lnvolves monlLorlng Lhe employee's behavlor and organlzaLlonal processes and Lakes necessary
acLlons Lo lmprove Lhem lf needed conLrol ls Lhe process Lhrough whlch sLandards for performance of
people and process are seL communlcaLed and applled effecLlve conLrol sysLems use mechanlsm Lo
monlLor acLlvlLes and Lake correcLlve acLlon lf necessary

ulscuss Lwo learnlng Lheorles ln deLall

CperanL condlLlon
1he operanL condlLlonlng Lheory ls proposed by 8l Sklnner (1933 1934) lL ls a Lype of condlLlonlng ln
whlch deslred volunLary behavlor leads Lo a reward or prevenL a punlshmenL
CperanL condlLlonlng Lheory ls also calls s(sLlmulus response) Lheory 8elnforcemenL ls a key elemenL ln
sr Lheory A relnforce ls anyLhlng LhaL sLrengLhens deslred responses
Sklnners appllcaLlon of hls learnlng Lheory produced lmpresslve behavloral changes even ln anlmals Lhls
ls achleved by a process sklnner called shaplng
Shaplng lnvolves relnforclng each successlve sLep LhaL moves an lndlvldual closer Lo Lhe deslred
responses
rlnclples of operanL condlLlonlng are as follows
1) 8ehavlor ls learned
2) 8ehavlor LhaL ls poslLlvely relnforced wlll reoccur
3) lnformaLlon's should be presenLed ln small amounLs so LhaL responces can be relnforced
4) 8elnforcemenL wlll generallze across slmllar sLlmull (sLlmulus generallzaLlon) produclng secondry
condlLlonlng
3) 8ewards are mosL effecLlve lf Lhey lmmedlaLely follow Lhe deslred response
SCClAL LLA8nlnC
1he soclal learnlng Lheory was proposed by bandura lL recognlzes Lhe lmporLance of observlng Lhe
behavlours aLLlLude and emoLlonal reacLlons of oLhers Accordlng 1C 8andura(1977) mosL human
behavlor ls learned observaLlonally Lhrough modellng from observlng oLhers one forms an ldea of how
new behavlor are performed and on laLer occaslons Lhls coded lnformaLlon serves as a gulde for
acLlons

Soclal learnlng process has four processes
1) ALLenLlon processes people learn from a model only when Lhey recognlze and pay aLLenLlon Lo lLs
crlLlcal feaLures ln order Lo learn lL ls requlred Lo pay aLLenLlon AnyLhlng LhaL deLracLs Lhe aLLenLlon ls
golng Lo have a negaLlve effecL on observaLlonal learnlng
2 reLenLlon process a model lnfluence wlll depend on how well Lhe lndlvldual remembers Lhe models
acLlon afLer lL ls readlly no longer avallable 1he ablllLy Lo sLore lnformaLlon ls also an lmporLanL parL of
Lhe learnlng process 8eLenLlon can be affecLed by number of facLors buL Lhe ablllLy Lo pullup
lnformaLlon laLer and acL on lL ls vlLal Lo observaLlonal learnlng
3) MoLor reproducLlon process AfLer a person has seen a new behavlor by observlng Lhe model Lhe
waLchlng musL be converLed Lo dolng 1he ablllLy Lo sLore lnformaLlon ls also an lmporLanL parL of Lhe
learnlng process

4) 8elnforcemenL processlndlvlduals wlll be moLlvaLed Lo exhlblL Lhe modeled behavlor lf posslble
lncenLlves or rewards are provlded llnally ln order for observaLlonal learnlng Lo be successful you have
Lo be moLlvaLed Lo lmlLaLe Lhe behavlor LhaL has been modeled
rlnclples of soclal learnlng are as follows
1) 1he hlghesL level of observaLlonal learnlng ls achleved by flrsL organlzlng and rehearslng Lhe modeled
behavlor symbollcally and Lhen enacLlng lL overly
2) lndlvldual are more llkely Lo adopL a modeled behavlor lf lL resulLs ln ouLcomes Lhey value
3) lndlvlduals are more llkely Lo adopL a modeled behavlor lf Lhe model ls slmllar Lo Lhe observer and
has admlred sLaLus and Lhe behavlor has funcLlonal value

ersonallLy Lheorles
Wlllam Sheldon (1 9401942clLed ln phares1991)classlfled personallLy accordlng Lo body Lypehe called
Lhls a persons somaLoLype
SomaLoLypes
ln1940s Sheldon proposed a Lheory abouL how Lhere are cerLaln body Lypes(somaLoLypes")LhaL are
assoclaLed wlLh cerLaln personallLy characLerlsLlcsaccordlng Lo hlm he clalmed LhaL Lhere are Lhree such
somaLoLypes endomorphymesomorphyand ecLomorphy
Lndomorphy focused on Lhe dlgesLlve sysLem parLlcularly Lhe sLomachhas Lhe Lendency Loward
plumpnesscorresponds Lo vlsceroLonla LemperamenL LoleranLlove of comforL and luxury exLraverL
Mesophorphy Mesophorphy focused on musculaLure and Lhe clrculaLory sysLem has Lhe Lendency
Lowards muscularlLy corresponds Lo Lhe somaLoLonla emperamenL courageous energeLlc
acLlvedynamlc asserLlve rlsk Laker
LcLomorphy focused on Lhe nervous sysLem and Lhe braln Lhe Lendency Lowards sllghLness
corresponds Lo cerebroLonla LemperamenL arLlsLlc senslLlve apprehenslve lnLroverL
a)Lndomorphlc body Lype
1sofL body 2 under developed muscles 3 round shaped over developed dlgesLlve sysLem
Assoc|ated persona||ty tra|ts
Love of food
1oleranL
Lvenness of emoLlons
Love of comforL
Soclable
Cood humored
8elaxed
need for affecLlon
bMesomorphlc body Lype
hardmuscular body
overly maLure appearance
recLangular shaped
Lhlck skln
uprlghL posLure
Assocated persona||ty tra|ts
AdvenLurous
ueslre of power and domlnance
Courageous
lndlfference Lo whaL oLhers Lhlnk or wanL
AsserLlve bold
ZesL for physlcal aclLlvlLy
CompeLlLlve
Love of rlsk and chance
CLcLomorphlc body Lype
1hln
llaL chesL
uellcaLe bulld
?oung appearance
1all
LlghLly muscled
SLoop shouldered
Large braln
Assoc|ated persona||ty tra|ts
Self consclous
reference for prlvacy
lnLroverLed
lnhlblLed
Soclally anxlous
ArLlsLlc
MenLally lnLense
LmoLlonally resLralned

WhaL are Lhe facLors affecLlng percepLlon?

ercepLlon ls our sensory experlence of Lhe world around us and lnvolves boLh Lhe recognlLlon of
envlronmenLal sLlmull and acLlons ln response Lo Lhese sLlmull
A number of facLors operaLe Lo shape and someLlmes dlsLorL percepLlon Lhese facLors can reslde
1 CharacLerlsLlcs of Lhe percelver Several characLerlsLlcs of Lhe percelver can affecL percepLlon When
an lndlvldual looks aL a LargeL and aLLempLs Lo lnLerpreL whaL he or she sLands for LhaL lnLerpreLaLlon ls
heavlly lnfluenced by personal characLerlsLlcs of Lhe lndlvldual percelver Lhe ma[or characLerlsLlcs of Lhe
lndlvldual percelver
1he ma[or characLerlsLlcs of Lhe percelver lnfluenclng percepLlon are
a) ALLlLudes Lhe percelvers aLLlLudes affecL percepLlon for example suppose Mrx ls lnLervlewlng
candldaLes for a very lmporLanL poslLlon ln hls organlzaLlon a poslLlon LhaL requlres negoLlaLlng
conLracLs wlLh suppllers mosL of whom are mall Mr x may feel LhaL women are noL capable of
holdlng Lhelr own ln Lough negoLlaLlons 1hls aLLlLude wlll doubLless affecL hls percepLlons of Lhe
female candldaLes he lnLervlews
b) Moods Moods can have a sLrong lnfluence on Lhe way we percelve someone We Lhlnk dlfferenLly
when we are happy Lhan we do when we are depressed ln addlLlon we remember lnformaLlon LhaL
ls conslsLenL wlLh our mood sLaLe beLLer Lhan lnformaLlon LhaL ls lnconslsLenL wlLh our mood sLaLe
When ln a poslLlve mood we form more poslLlve lmpresslons of oLhers When ln a negaLlve mood
we LenL Lo evaluaLe oLhers unfavorably
c) C)moLlves unsaLlsfled needs or moLlves sLlmulaLe lndlvlduals and may exerL a sLrong lnfluence on
Lhelr percepLlons
d) Self concepL AnoLher facLor LhaL can affecL soclal percepLlon ls Lhe percelvers" self concepL An
lndlvldual wlLh a poslLlve self concepL Lends Lo noLlce poslLlve aLLrlbuLes ln anoLher person ln[k
conLrasL a negaLlve self concepL can lead a percelver Lo plck ouL negaLlve LralLs ln anoLher person
CreaLer under sLandlng of self allows us Lo have more accuraLe percepLlons of oLhers
e) lnLresL Lhe focous of our aLLenLlon appears Lo be lnfluenced by our lnLeresLs 8ecause our
lndlvldual lnLresL dlffer conslderably whaL one person noLlces ln a slLuaLlon can dlffer from whaL
oLhers percelve
f) CognlLlve sLrucLure cognlLlve sLrucLure an lndlvldual's paLLern of Lhlnklng also effecLs
percepLlonSCML LCLL PAvL A1LnuLnC? Lo percelve physlcal LralLs such as helghL welghL and
appearance more readllyCLhers Lend Lo focus more on cenLral LralLs or personallLy dlspoLlons
g) LxpecLaLlonsllnally expecLaLlons can dlsLorL your percepLlons ln LhaL you wlll see whaL you
expecL Lo see 1he research flndlngs of 1he sLudy conducLed by Sheldon s zalknd and 1lmoLhy w
CosLello on some speclflc characLerlsLlcs of Lhe preclver revlel
CPA8AC1L8lS1lCS Cl 1PL 1A8CL1
CharacLerlsLlcs ln Lhe LargeL LhaL ls belng observed can affecL whaL ls perclevdhyslcal appearance
plays a blg roll ln our percepLlon of oLhersLxLremelly aLLracLlve or unaLLracLlve lndlvl[uals are more
llkely Lo be noLlced ln agrop Lhan ordlnary looklng lndlvlduals MoLlon sound slze and oLher aLLrlbuLes
of a LargeL shape Lhe way we see lL1he percelve wlll noLlce Lhe LargeL"s physlcal feaLures llke
helghLwelghLesLlmaLed age8aceand gender perceavers LenL Lo nolce phyclcl appearenc charaLerlcLlcs
Lhan conLrasL wlLh Lhe norm LhaL are lnLense or LhaL are new or un usualphyslcal aLLracLlveness ofLen
colours our enLlre lmpresslon of anoLher person lnLervlewers raLe aLLracLlve candldaLe more favourably
and aLLracLlve candldaLes are awarded hlgher sLarLlng salarys
CharacLerlsLlcs of Lhe slLuaLlons
1he slLuaLlon ln whlch Lhe lnLeracLlon beLween Lhe percelver and Lhe LargeL Lakes place has an
lnfluence on Lhe percelver's lmpresslons of Lhe LargeL LgmeeLlng a manager ln hls or her offlce affecLs
your lmpresslon ln acerLaln way LhaL may conLrasL wlLh Lhe lmpresslon you would have formedhad you
meL a manager ln a resLauranL Lhe sLrengLh of Lhe slLuaLlonal cues also affecLs soclal percepLlon some
slLuaLlons provlde sLrong ques as Lo approprlaLe behavlor ln Lhese slLuaLlons we assume LhaL poslLlve
lndlvldual's behavlor can be accounLed for by Lhe slLuaLlon and LhaL lL may noL reflecL lndlvlduals
dlsposlLlon

Mr Solankl ls Lhe v P8 of a leadlng llnanclal servlces company Pe ls havlng a meeLlng wlLh Ms
8amanl leadlng P8 consulLanL Mr Solankl ls concerned abouL creaLlng an envlronmenL LhaL helps ln
lncreaslng Lhe [ob saLlsfacLlon amongsL employees Assume LhaL you are Ms 8amanl Lhe P8
consulLanL WhaL suggesLlons you wlll glve Lo Mr Solankl for creaLlng an envlronmenL LhaL lncreases [ob
saLlsfacLlon
MenLally challenglng work Lmployees Lend Lo prefer [obs LhaL glve Lhem opporLunlLes Lo use Lhelr skllls
and ablllLles and offer a varleLy of Lasksfreedom and feedback on how well Lhey are dolng under
condlLlons of moderaLe challengemosL employees wlll experlence pleasure and saLlsfacLlon
ersonallLy flL [obpeople wlLh personallLy Lypes congruenLwlLh Lhelr chosen vocaLlons should flnd Lhey
have Lhe rlghL LalenL and ablllLles Lo meeL Lhe demands of Lhelr [oband because of Lhls success Lhey
have a greaLer probablllLy of achlevlng hlgh saLlsfacLlon from Lhelr work lL ls lmporLanL Lhere fore Lo flL
personallLy facLors Lo flL wlLh [ob proflles
LqulLable rewardsLmployees wanL sysLems and promoLlons pollcles LhaL Lhey peclve as belng [usL
unamblguous and ln llne wlLh Lhelr expecLaLlons when payee seem as falr based on [ob demands
lndlvu[ual sklll level an lndusLry pay sLandardssLaLlflcacLlon ls llkely Lo resulL slmllarly employees seek
promoLlon pollces and pracLlces promoLlon provlde opporLunlLles for personal growLh more
responslblllLles and lncreased soclal sLaLus lndlvl[ual who precleve LhaL promoLlons Lhe secLlons are
made ln a falr and [usL manner are llkely Lo experlence [ob saLlsflcaLlon
SupporLlve work condlLlons employees prefer physlcal condlLlons LhaL are comforLable and faclllLaLe ln
dolng a good [ob
1emperaLure llghL nolce and oLher envlronmenLal facLors should noL be exLreme and provlde personal
comforLfurLheremployees prefer worklng relaLlvely close Lo home ln clean and relaLlvely modern
faclllLles and wlLh adequaLe Lool and equlpLmenL
SupporLlve colleagues employees have a need for soclal lnLeracLlon 1here for havlng frlendly and
supporLlve coworkers and undersLandlng supervlsords leads Lo lncreased [ob saLlsfacLlon MosL
employees wanL Lhelr lmmedlaLe supervlsor Lo be undersLandlng and frlendly Lhose who offers prlce for
good performancellsen Lo employees oplnlons and show a personal lnLresL ln Lhem
WhlsLle blowlng whlslsLle blowlng are employees who lomform auLhorlzes of wrong dolngs of Lhelr
companys or coworkers whlsLle blowlng ls lmporLanL because commlcLed orgaLlonal members some
Llme enage Lo uneLhlcal behavlor ln an lnLense deslre Lo succeeded CrganlzaLlons can manage vlsLlle
blowlng by communlcaLlon condlLlons LhaL are approprlaLe for Lhe dlsclosal of wrong dolng Clearly
dellleaLlng wronfull behavlor and Lhe approprlaLe ways Lo respond are lmporLanL orgaLlonal acLlons
Soclal responslblllLles cooperaLe soclal responslblllLy ls Lhe obllgaLlon of an organlzaLlon Lo behave ln
Lhe eLhlcal ways ln Lhe soclal envlronmenL ln whlch lL operaLes soclaly responslble acLlons are expecLed
of organlzaLlons currenL concern lnclude proLecLlng Lhe envlronmenL promoLlng worker safeLy
supporLlng soclal lssues lnvesLlng Lhe communlLy eLc managers musL encourages boLh lndlvuals
eLhlcals behavlor and organlzaLlonal soclal responslblllLy

ClasslflcaLlon of group

Croups can be of Lwo Lypes
lormal
lnformal
Croups can be elLher formal or lnformal
lormal groups
A deslglnaLed work deflne by Lhe organlzaLlonal sLrucLures A formal group ls seLup by Lhe organlzaLlon
Lo carry ouL work ln supporL of Lhe organlzaLlons goalsln formal groups Lhe behavlours LhaL one should
enage ln are sLlpulaLed by and dlrecLed Loward organlzaLlonal goals
Lxample lncludlng a book keeplng deparLmenL an execuLlve commlLLee and a producL developmenL
Leam formal grups may be command group or Lask group
Command group
A command conslsL of a manager and employees who reporL Lo hlm or her
1hus lL ls deflend ln Lerms of Lhe orhagnlsaLlonal hlerarchy membershlp ln Lhe group arlses from each
employees poslLlon and orgaLlonal charL
2)Lask groupa Lask group ls made up of employees who work LogeLher Lo compleLe a parLlcular Lask or
pro[ecL a Lasks groups bounLrys are noL llmlLed Lo lLs lmmedlaLe hlearclal superllL can or lL can cross
command relaLlon shlps
CommlLLees A group of people offlcaly delegaLed Lo perform a funcLlon such as lnvesLaglLlng
conslderlng reporLlngor acLlng on a maLLer commlLLee one or more personal appolnLed or elecLed L
conslder conslder reporL on or Laken acLlon on a parLlcular maLLer
CharacLerlsLlcs of formal groups
1) creaLe Lo carry ouL some speclflc Lask or Lo meeL a requlred goal
2) expllclLllly sLaLed deflne sLrucLures procedural rules and membershlp
3) relaLlvely permanenL of Lemperarry
4) deflne rolls and deslganaLed roll asslgnmenLs
3) well deflne norms
6) speclfled goals and dead llnes

lnformal group
an organlzaLlons lnformaLlal groups are Lhe groups LhaL evolve Lo meeL soclal or afflllaLlons need by
brlnglng poples LogeLher based on share lnLreesL or frlend shlp Lhus lnformal groups are alllances LhaL
are elLher formally sLrucLuresd nor orgaLlonaLlly deLermlned Lhese groups are naLural formaLlons ln
Lhe work envlornmrenL LhaL appear ln response Lo Lhe need for soclal conLacL many facLors explalned
by why people are aLLracLed Lo one anoLher
frlend shlp groupsgroups ofLen develop because Lhe lndlvldual members have one or more common
characLerlsLlcswe call Lhese formaLlons 'frlendshlp groups" soclal alllances whlch frequenLly exLend
ouLslde Lhe workslLuaLlon can be based on slmllar age same pollLlcal vlew aLLenL Lhe same college eLc
lnLresL groups
peoplewho may or may noL be allgned lnLo common command or Lask groups may afflllaLe Lo aLLaln a
speclflc ob[ecLlve wlLh whlch each ls concerned Lhls ls an lnLresL group
8eference groups some Llmes people use a groupas a basls for comparlson ln maklng declslons or
formlng oplnlns WPLn A C8Cu lS uSLu ln Lhls way lL ls a reference group lnslde or ouLslde Lhe
organlzaLlon where Lhey work
Member shl groupwhen a person does belong Lo a group Lhe group ls called membershlp groupfor LhaL
person
Cllques a relaLlvely permanenL lnformal groups LhaL lnvolves frlendshlpMosL of Lhe relaLlonshlps came
down Lo Lwo cllques each wlLh a hanger on and some lsolaLes Lhe groups lncluded several dlfferenL
professlons1hey developped ldeas abouL each oLher
Lxplaln Lhe approaches of confllcL managemenL
1here are Lwo ypes of confllcL managemenL process
ulrecL
lndlrecL
ulrecL confllL managemenL approaches
1here are flve approaches Lo dlrecL confllcL managemenL1hey are based on Lhe relaLlve emphasls on
cooperaLlveness and asserLlveness ln Lhe relaLlonshlp beLween Lhe confllcLlng parLles 1hey are as
follows
Avoldance lL ls an exLreme form of lnaLLenLlon everyone slmply preLends LhaL Lhe confllcL does noL
really exlsL and hopes LhaL lL wlll go away
AccommodaLlon lnvolves playlng down dlfferences Lhe confllcLlng parLles and hlghllghLlng slmlarlLes
and areas of agreemenL Lhls peacefull coexlsLence lgnores Lhe real essence of a glven confllcL and
ofLen creaLes frusLraLlon and resenLmenL
Compromlse lL occurs when each parLy glves up someLhlng of value Lo Lhe oLher as a resulL of no one
geLLlng lLs full deslres LheanLecedenL condlLlons for fuLure confllcLs are esLabllshed
CompeLlLlon here a vlcLory ls achleved Lhrough force superlor sklll or domlnaLlon by one parLylL may
also occur as a resulL of auLhorlLaLlve command where by a formal auLhorlLy slmply dlcLaLes a soluLlon
and speclfles whaL ls galned and whaL ls losL by whom1hls ls a case of wlnlose slLuaLlon and as a resulL
fuLure confllcLs over Lhe same lssues are llkely Lo occur
CollaboraLlon lL lnvolves recognlLlon by all confllcLlng parLles LhaL some Lhlng ls wrong and needs
aLLenLlon lL sLress gaLherlng and evaluaLlng lnformaLlon ln solvlng dlspuLes and maklng cholces
lndlrecL confllcL managemenL approaches
lndlrecL confllcL managemenL approaches lnclude reduced lnLerdependence appeals Lo common goals
hlerarchlcal referral and alLeraLlons ln Lhe use of myLhology and scrlpLs
8educed lnLerdependence when Lhe work flow confllcLs exlsL managers can ad[usL Lhe level of
lnLerdependency among unlLs or lndlvlduals Lo reduce Lhe confllcL conLracL beLween confllcLlng parLles
may be reduced1he confllcLlng unlLs can Lhen be separaLes from one anoLher and each can Lhen be
separaLed from one anoLher and each can be provlded separaLe access Lo resources 8ufferlng ls
anoLher Lechnlque Lo bulldan lnvenLoryor buffer beLween Lhe Lwo groups and so LhaL any ouL puL
slowdown or excess ls absorbed by Lhe lnvenLorL and does noL dlrecLly pressure Lhe LargeL group
Write a note on classical era Ior evolution oI Organization behavior
The Iirst general theories oI management evoles Irom the classic era in between
1900 to mid-1930.and the main contributors during this era where Frederick
taylor,henri Iayol,max weber,mary parkerIollet and chester barnard
Federick taylors main emphasis was on Iinding one best way oI doing each job.he
stressed on selecting the right people Ior the job,train them to do it precisely in one
best way.he Iavored wage plans to motivate the workers.His scientiIic principles oI
management stressed the Iollowing principles:
1 shiIt all responsibility Ior the organization oI work Irom the worker to the
manager; managers should do all the thinking relating to the planning and design
oI work,leaving the workers with the task oI implementation
2 use scientiIic methods to determine the most eIIicient way oI doing work;assign
the workers task accordingly ,speciIying the precise way in which the work is to be
done
3select the best person to perIorm the job thus designed
4 train the worker to do the work eIIiciently
5 monitor worker perIormances to ensure that appropriate work procedures are
Iollowed and that appropriate results areachieved
Taylor was one oI the Iirst to attempt to systematically analyze human behavior at
work.he insisted the use oI time and motion study as a meansoI standardizing work
activites.his scientiIic approach calledIor detailed observation and measurement oI
even the most routine work,to Iind the optimum mode oI perIormance.
The results where dramatic with producitivity increasing signiIicantally with
passing time , new organizational Iunctions like personnel and quality control
where created.oI course in breaking down each task to its smallest unit to Iind
what taylor called 'the one best way to do each job,the eIIect was to remove
human variability .hence he lay the ground Ior the mass production techniques that
dominated management thinking in the Iirst halI oI the twentieth century

1he envlronmenLal sLressors have a greaL lmpacL on work performance and ad[usLmenL of Lhe lndlvldual
ln an organlzaLlon ulscuss Lhe dlfferenL caLegorles of envlronmenLal sLressors
LnvlornemenL sLressors have conslderable lmpacL on Lhe work performance and ad[usLemenLs We can
organlze envlronmenLal sLressors lnLo folloewlng caLegorles
1Lask demands Lask demands are facLors relaLed Lo a persons [obLhey lnclude Lhe deslgn of Lhe
lndlvlduals [obworklng condlLlons and physlcal work layouLchanges are lack of conLrol are Lwo of Lhe
mosL sLressful demanLs people face aL work change leads Lo uncerLalnLy a lack of predlcLablllLy ln a
persons dally Lasks and acLlvlLes and may be caused by [ob lnsecurlLy relaLed Lo dlfflculL economlc
LlmesLeconology and Leconollglcal lnnovaLlon also creaLe change and uncerLalnLy for many employees
requlrlng ad[usLumenLs ln Lralnlng educaLlon and sklll developmenL
Lack of conLrol ls a second ma[or source of sLressespeclally ln work envlronmenLs LhaL are dlfflculLsand
psychology demandlng Lhe lack of conLrol may be caused by lnablllLy Lo lnfluence Lhe Llmlmgs of Lasks
and acLlvlLes