This action might not be possible to undo. Are you sure you want to continue?
Set- 1 (60 Marks) Note: Each Question carries 10 marks. Answer all the questions.
Q1. What is emotional intelligence? Explain Goleman’s model of emotional intelligence.
Emotional intelligence is an aggregate of individual’s cognition of own and others’ emotions, feelings, interpretation and action as per environmental demand to manipulate the consequences which in turn result in a superior performance. So having high emotional intelligence doesn’t mean that the person never panics or loses his/her control. It does mean that he/she brings own feelings under control and channels them into productive behaviors.
Goleman’s Model of Emotional Intelligence The most popular and accepted mixed model of emotional intelligence is the one proposed by Goleman. He viewed emotional intelligence as a total of personnel and social competencies. Personnel competencies determine how we manage ourselves, where as social competence determines how we handle our interpersonal relationships. Personnel 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. Self regulation is the ability to control emotions and to redirect those emotions that can have negative impact. Motivation is the ability to channelize emotion to achieve a goal through self control and by moderation impulses as per the requirement. Social Competence: It compromises 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. Social skills are the ability to build rapport and to manage relationships with people. People having the skill are very effective persuasiveness and team management. Social skills are the culmination of all other components of emotional intelligence. Daniel Coleman and Hay Group have identified a set of competencies that differentiate individuals with emotional intelligence. The competencies fall into four cluster:• 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.
Q2. What are the hindrances that we face in perception?
Following are the barriers to perception: a) Selective perception - People selectively interpret what they see on the basis of their interests, background, experience, knowledge, exposure, and attitudes. The tendencies to see what we want to see using short cutscan make us draw unwarranted conclusions from an ambiguous situation. b) Halo Effect – This effect occurs when we draw a general impression on the basis of a single characteristic. But what this experiment demonstrates is that although we can understand the halo effect intellectually, we often have no idea when it is actually happening. This is what makes it such a useful effect for marketers and politicians. We quite
Referent power. soldiers fight in wars to defend the honor of the country. It's based on the charisma and interpersonal skills of the power holder. Stereotypes are generalizations about a group of people whereby we attribute a defined set of characteristics to this group. Advertisers have long used the referent power of sports figures for products endorsements. When managers engage in projection. Describe the bases of power. Unlike the others. promotions or increases in pay or responsibility. These classifications can be positive or negative. offices etc. People who .Also called "legitimate power". Informational Informal Power consists of the following bases – Expert. Rational persuasion. This is why people of color. Legitimate. Referent power. Q3. This power is obvious but also ineffective if abused. but the most effective. People from stereotyped groups can in d this very disturbing as they experience an apprehension (stereo type threat) of being treated unfairly. It is easier to create stereotypes when there is a clearly visible and consistent attribute that can easily be recognized. For example. d) Projection – This tendency to attribute one`s own characteristics to other people is called projection. It is usually accompanied by various attributes of power such as uniforms. The irreaction to one person is influenced by other people they have encountered recently. although the individual may have little real credibility outside the sports arena.Coercive. Reward power . This is the most obvious and also the most important kind of power.naturally make the kinds of adjustments demonstrated in this experiment without even realizing it. and this admiration creates the opportunity for interpersonal influence. This too can distort perceptions made about others. And then. it refers to the degree to which the individual can give others a reward of some kind such as benefits. Formal Power consists of the following bases . f) First-Impression Error -is the tendency to form lasting opinions about an individual based on initial perceptions. desired gifts. we may well still deny it. they compromise the inability to respond to individual differences. c) Contrast Effect – Individuals do not evaluate a person in isolation. Legitimate power is formal authority delegated to the holder of the position. time off. police and women are so easily stereotyped. 1962). Charismatic power Positional power. Managers derive power from both organizational and individual sources.Expert power is an individual's power deriving from the skills or expertise of the person and the organization's needs for those skills and expertise. The charismatic appeal of the sports star supposedly leads to an acceptance of the endorsement. this type of power is usually highly specific and limited to the particular area in which the expert is trained and qualified. Nationalism and patriotism count towards an intangible sort of referent power. even when it's pointed out to us. They tend to see people as more homogeneous than they really are.Referent power is the power or ability of individuals to attract others and build loyalty. A person may be admired because of specific personal trait. for example. it is the power of an individual because of the relative position and duties of the holder of the position within an organization. either by self or by the subordinates. Expert power . and gains satisfaction from being an accepted follower. Power is the ability to make things happen in the way an individual wants. This is the second least obvious power.Reward power depends on the ability of the power wielder to confer valued material rewards. There two kinds of power – Formal and Informal. Reward. The essence of power is control over the behavior of others (French & Raven. such as when various nationalities are stereotyped as friendly or unfriendly. e) Stereotyping – Judging someone on the basis of our perception of the group to which he or she belongs. We tend to remember what we perceive first about a person and sometimes we are quite reluctant to change our initial impressions. Here the person under power desires to identify with these personal qualities.
It includes the ability to demote or to withhold other rewards. Produce or Perish Leadership – High Production/Low People Also known as Authoritarian or Compliance Leaders. Country Club Leadership – High People/Low Production This style of leader is most concerned about the needs and feelings of members of his/her team. The Managerial Grid is based on two behavioral dimensions: Concern for People – This is the degree to which a leader considers the needs of team members. these changes do not endure. interpersonal communication increases.abuse reward power can become pushy or became reprimanded for being too forthcoming or 'moving things too quickly'. by increasing it. their interests.Informational power is based on the potential use of informational resources. Often. The leader encourages participants to examine verbally their own and others’ reactions. policies. Issues are raised by the group members. as in several days of continuous meetings. Coercive power . i. The desire for valued rewards or the fear of having them withheld that ensures the obedience of those under power. by keeping it to themselves. Employee needs are always secondary to the need for efficient and productive workplaces. What tends to result is a work environment that is very relaxed and un but where production suffers due to lack of direction and control. organizational efficiency and high productivity when deciding how best to accomplish a task. people in this category believe that employees are simply a means to an end. Concern for Production – This is the degree to which a leader emphasizes concrete objectives. it is practiced in a variety of forms under such names as Tgroup. This influence can occur through such means as rational argument. and procedures. persuasion. . The leader remains as much as possible outside the discussion. human relations. has strict work rules. or factual data. Sensitivity training is a psychological technique in which intensive group discussion and interaction are used to increase individual awareness of self and others.Coercive power is the application of negative influences. Explain sensitivity training. They have been applied to a wide range of social problems (as in business and industry) in an effort to enhance trust and communication among individuals and groups throughout an organization. Explain the different leadership styles as per Managerial – Leadership Grid Theory. and eventually attitudes will change and be carried over into relations outside the group. Sensitivity training seems to be most effective if sessions are concentrated and uninterrupted. A trained leader is generally present to help maintain a psychologically safe atmosphere in which participants feel free to express themselves and experiment with new ways of dealing with others. or even by falsifying it Q4. It is believed that as mutual trust is developed.encounter group. and areas of personal development when deciding how best to accomplish a task. ii. however. Q5. These people operate under the assumption that as long as team members are happy and secure then they will work hard. and group-dynamics training. by organizing it in some way. Coercive power tends to be the most obvious but least effective form of power as it builds resentment and resistance from the people who experience it. and their interactions evokea wide variety of feelings. This type of leader is very autocratic. Informational power . The group is usually small and unstructured and chooses its own goals. Sensitivity-training methods derived in large part from those of group psychotherapy. Members of a group can make information into power by giving it to others who need it. and views punishment as the most effective means to motivate employees.
and have a stake in the organization’s success. this is the pinnacle of managerial style. dissatisfaction and disharmony. Mr. which leads to high satisfaction and motivation and. iv. Mr. Assume that you are Ms. Rejani Chandran leading HR consultant. Q6. though: When you compromise. Middle-of-the-Road Leadership – Medium Production/Medium People This style seems to be a balance of the two competing concerns. high production. The result is a place of disorganization. Suresh. These leaders stress production needs and the needs of the people equally highly. When employees are committed to. He is having a meeting with Ms. you necessarily give away a bit of each concern so that neither production nor people needs are fully met. What suggestions you will give to Mr. This creates a team environment based on trust and respect. Team Leadership – High Production/High People According to the Blake Mouton model. Suresh is concerned about creating an environment that helps in increasing the job satisfaction amongst employees. for creating an environment that increases job satisfaction? Below are the suggestions for creating an environment with increased job satisfaction from an HR perspective: Provide workers with responsibility-and then let them use it Show respect Provide a positive working environment Reward and recognition Involve and increase employee engagement Develop the skills and potential of your workforce Evaluate and measure job satisfaction .HR of a leading Financial services company. He/she has neither a high regard for creating systems for getting the job done. Leaders who use this style settle for average performance and often believe that this is the most anyone can expect. The premise here is that employees are involved in understanding organizational purpose and determining production needs. the HR consultant. It may at first appear to be an ideal compromise. Rejani. Suresh Kumar is the VP.iii. as a result. v. their needs and production needs coincide. Therein lies the problem. Impoverished Leadership – Low Production/Low People This leader is mostly ineffective. nor for creating a work environment that is satisfying and motivating.
and community relationships.Damaged emotional and psychological well-being of those involved in the conflict. "Effective management is always management by objectives". Backstabbing and gossip.MBA Semester 1 MB0038 –Management Process and Organizational Behaviour . Motivates change. work. Serves as a safety valve to indicate problems. Accomplishment through the efforts of Others: Managers cannot do everything themselves. Positive consequences: Leads to new ideas.Master of Business Administration. Management is required in all types or organizations. Managers and other personnel officers apply their knowledge. Answer all the questions. Lowered motivation. According to the Haimann. V. Stimulates creativity. Harm to others not directly involved in the conflict . The basic principles of management are universal and can be . Universal activity: Management is universal. Q1. Management is an activity: Management is an activity which is concerned with the efficient utilization of human and non-human resources of production. there is management. Withdrawal and miscommunication or non-communication. IV. Promotes organizational vitality. money) devoted to dealing with the conflict. III. (Permanent) erosion to personal.4 Credits (Book ID:B1127) Assignment Set. Its existence can be felt through the enterprise or institution it is managing. State the characteristics of management.2 (60 Marks) Note: Each Question carries 10 marks. What are the consequences of conflict in organisations? Organizational Conflict can have both positive and negative consequences. Attitudes of distrust and hostility (that may influence all future interactions. Invisible Force: Management is an invisible force. Builds cooperation. They must have the necessary ability and skills to get work accomplished through the efforts of others. Helps individuals and groups to establish identities. wasted resources and energy spent dealing with the conflict. The main characteristics of management are as follows: I. Negative consequences: Increased costs (time. Helps individuals to develop skills on how to manage conflicts . II.Improving quality decisions. Goal Oriented: Management is goal oriented as it aims to achieve some definite goals and objectives. Q2. Complaints and blaming. Poor decision-making. Dissatisfaction and stress. Decreased productivity. Wherever there are some activities. Decreased morale. experience and skills to achieve the desired objectives.
It recognizes the importance of observing and modeling the behaviors. big corporations are owned by a vast number of shareholders while their management is in the hands of paid qualified. Today. sports. b) Retention processes. If you want to learn from the behavior of the model (the person that demonstrates the behavior). IX.applied anywhere and in every field. VIII. The four processes of Social Learning Theory are: a) Attention processes. administration. religious. Art as well as Science: Management is both an art and a science. the more likely you are to pay full attention to him and learn. VI. it contains principles drawn from many social sciences like psychology. management is needed at all levels of the organization. machine and material to carry out the operations of the enterprise efficiently and successfully. 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.d) Reinforcement processes a) Attention processes: Social Cognitive Theory implies that you must pay attention for you to learn. Integrated process: Management is an integrated process. middle and lower level. and emotional reactions of others. Also. X. Multidisciplinary Knowledge: Though management is a distinct discipline. cultural. it is time to actually perform the behavior you observed. social.. Q3. i. c) Reproduction processes: Once you have paid attention to the model and retained the information. the more interesting the model is. It integrates the men. The Social Learning Theory was proposed by Albert Bandura. d) Reinforcement processes: . Further practice of the learned behavior leads to improvement and skill advancement. attitudes. Explain the four processes of Social Learning Theory. politics or military. Management is distinct from ownership: In modern times. sociology etc. VII. c) Motor reproduction processes . b) Retention processes: The ability to store information is also an important part of the learning process. Need at all levels: According to the nature of task and scope of authority. Retention can be affected by a number of factors. but the ability to pull up information later and act on it is vital to observational learning. such as business. competent and experienced managerial personnel. there is a divorce of management from ownership.e. top level. This integrating process is result oriented. educational. then you should eliminate anything that catches your attention other than him.
you have to be motivated to imitate the behavior that has been modeled. While experiencing these motivators can be highly effective. Authority was defined by Fayol as the right to give orders and the power to exact obedience. The President possesses the most authority. supply of qualified personnel. Authority of Responsibility: The concepts of Authority and responsibility are closely related. possess certain amounts of authority. Reinforcement and punishment play an important role in motivation. What are the 14 principles of management of Henri Fayol? 14 principles of Management of Henri Fayol: I. 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. Responsibility involves being accountable.Finally. 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. Each manager. 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. the first line supervisor the least. Discipline: A successful organization requires the common effort of workers. Scalar Chain: Managers in hierarchies are part of a chain like authority scale. For example. in order for observational learning to be successful. II. Lower level managers should always keep upper level managers informed of their work activities. . Q4. Whoever assumes authority also assumes responsibility. V. Unity of Command: Workers should receive orders from only one manager. IV. Penalties should be applied judiciously to encourage this common effort. general business conditions. VI. Fayol presented work specialization as the best way to use the human resources of the organization. and success of the business. The existence of a scalar chain and adherence to it are necessary if the organization is to be successful. from the first line supervisor to the president. so can observing other experience some type of reinforcement or punishment. Unity of Direction: The entire organization should be moving towards a common objective in a common direction. IX. VIII. such as cost of living. if you see another student rewarded with extra credit for being to class on time. III. Remuneration of Personnel: Many variables. Centralization: Fayol defined centralization as lowering the importance of the subordinate role. you might start to show up a few minutes early each day. VII. and is therefore naturally associated with authority. should be considered in determining a worker’s rate of pay.
as well as increased product-reject rates are usually associated with hiring new workers. Stability of Tenure of Personnel: Retaining productive employees should always be a high priority of management. Q5. which is defined as new or additional work activity undertaken through self direction. all materials and people related to a specific kind of work should be treated as equally as possible.X. Chanchal derive out of the candidates as per Sheldon’s theory of personality? . purchasing patterns & frequencies Declining market shares due to competition Q6. delicate build. Gineesh Mr. thick skin. XIV. Distinguish between internal and external forces of change. tall. Order: For the sake of efficiency and coordination. large brain. From the above descriptions. Initiative: Management should take steps to encourage worker initiative. XII. A. Equity: All employees should be treated as equally as possible. Soft. B. Thin. External Forces: Changes in technology Political factors General macro-economic environment Changes in consumer tastes. Ravi Mr. rectangular shaped. For the post of QC Manager. underdeveloped muscles. Internal Forces: Poor financial performance Employee dissatisfaction Inefficiency of existing business processes and systems Need to increase profitability Existence of cultural misfits to organisation goals and objectives. Chanchal Das Gupta is a recruitment specialist. XI. what personality traits can Ms. XIII. Ms. Given below are the physical characteristics of the candidates. preferences. Recruitment and Selection Costs. Ramgopal Physical Characteristics Muscular. Esprit de Corps: Management should encourage harmony and general good feelings among employees. she interviews three candidates. round shaped. Candidate Mr.
below are the traits that Ms. Chanchal can derive: • Mr. Artistic. And a love of risk/chance Mr. Fun-loving. With a desire for power/dominance. Gineesh represents Ectomorph body type. With a love of comfort. Relaxed. Good humoured. Indifferent to what others think or want. He is “well-proportioned”. Tolerant. Emotionally restrained. Zest for physical activity. Ramgopal represents Endomorph body type.Per Sheldon`s theory of personality. Psychologically he is Sociable. Inhibited. Even-tempered. Love of food. Assertive/bold. Introverted. Thoughtful Mr. Socially anxious. Ravi represents Mesomorph body type. Psychologically he is Adventurous. Psychologically he is Self-conscious. Competitive. Private. And has a need for affection • • . Courageous. Intense.
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue listening from where you left off, or restart the preview.