Assignment No.

Programme Name :MBA Semester: I

UID :- D21MBA16489 Credit: 4

Course Title : Leadership and Organization Course Code: 21MBA613

Behavior
Submitted Date: 17 July 2021 Last date of Submission: 21 July 2021

Max. Marks: 30 Weightage: (15 Marks)50%

Assignment Submission Guidelines:

A. Assignment Formatting Instructions
1. The font should be Times New Roman with size 12 for text (not applicable for
handwritten manuscripts)
2. Headings should be in Times New Roman with 14 Font size and sub headings with 12 font
size(not applicable for handwritten manuscripts).
3. Questions carrying four marks should not exceed the limit of 800 words.
4. Handwritten manuscripts should be neat, legible and words should have proper spacing.
5. Leave 1 inch Margin on left side of A4 sized sheets for handwritten manuscripts.
Alternately, use regular ruled sheets for writing assignments.
6. Cover page, as given in Annexure 1 single PDF file should be printed, filled correctly, signed and
attached as first page for every assignment.
B. Assignment Submission Instructions
1. Every Assignment should be submitted along with the Cover Page.
2. Handwritten Assignments should carry the Course code on top left corner and UID on the
top right corner of every page as header.
3. The page number needs to be mentioned in front of Assignment sheet, total page number should
be mentioned as footer note of every page i.e. if there are 3 pages of assignment it should be
written 1/3,2/3, 3/3.
4. Assignment may be handwritten or typed copy. The Assignment answer sheet which is duly
signed by the student along with the student details (cover page) should be sent by post/uploaded on
web portal/LMS in pdf format as single file. The students must ensure that the correct copy of the
Assignment is sent/uploaded as per instructions.
Fill page numbers as per your theory assignment in the table below:
Question Sec.A1-10 Sec.B1 Sec.B2 Sec.B3 Sec.B4 Sec.B5 Sec.B6 Sec.B7
Page No. 1-5 5-6 6-8 8-9 9-11 11-14

SHUCHIM GUPTA
Student Signature

Page 1 of 14
 Section –A

1. Define Leadership. Explain the objectives of leadership.

Ans 1 : - Leadership is the ability of an individual or a group of individuals to influence and guide
followers or other members of an organization. Leadership involves making sound -- and sometimes
difficult -- decisions, creating and articulating a clear vision, establishing achievable goals and
providing followers with the knowledge and tools necessary to achieve those goals.

Objectives of leadership: -

1) Organizing employees: - Employees come from a range of classes and cultures, each with their
own goals and objectives. A successful leader, on the other hand, would strive to pull them together
and get them to function as a team rather than as individuals.

2) Pursuing a common goal: - A good leader aims to fulfil both the short-term and long-term goals.
Sales of products are an immediate target, while organizational development is a major goal. He
supports other staff and team leaders in grasping the organization's big picture.

3) Organizational cohesiveness: - A good leader will always strive to bring an organization

together. Successful leaders review the organization's strategies to ensure that they successfully fulfil
the task and messages in order to make these goals transparent to workers.

4) Motivating employees: - A successful leader can understand his staff and how to get the most out
of them. He will mentor them and assist them in learning new skills

5) Vision and Mission: - Creating a mission for an organization's ideal growth. The key is to have a
strong vision for the best possible outcomes long before they happen.

6) Strategize: - Visualizing and designing a realistic plan for achieving the objectives. The plan
should be practical and attainable.

Page 2 of 14
2. Draw a framework of Hersey-Blanchard Situational Leadership Model.

Ans 2 :-

3. Define group. What is meant by group behavior?

Ans 3 : - A group can be defined as two or more interacting and interdependent individuals who
come together to achieve particular objectives. A group behavior can be stated as a course of action a
group takes as a family.

Group behavior is the attitude, feeling and thought of a collection of people that can be observed or
noticed. It is guided by some rules and regulations which may or may not be so with the individual.

4. Define group dynamics.

Ans 4 : - Group dynamics deals with the attitudes and behavioural patterns of a group. Group
dynamics concern how groups are formed, what is their structure and which processes are followed
in their functioning. Thus, it is concerned with the interactions and forces operating between groups.

Group dynamics is relevant to groups of all kinds – both formal and informal..

Page 3 of 14
5. Write about balance theory.

Ans 5: - Theodre Newcomb created "Balance Theory," which is considered to be the most detailed
of so many theories. “Two or more people associate with each other because they share similar
attitudes and values,” according to this theory. Politics, job, faith, lifestyle, and marriage are among
them.” Individuals in the community attempt to maintain equilibrium between attitudes and values
through contact and proximity, but if they can't, they back out, resulting in relationship
disconnection, according to the theory.

6. Define change.

Ans 6:- CHANGE implies making either an essential difference often amounting to a loss of
original identity or a substitution of one thing for another. A leader has an entirely different vision
to that of a manager. Managers fear change because it upsets their carefully structured way of life —
while leaders embrace change because they know that change leads to new ways of growth and
accomplishment.

7. Expand SMART goals.

Ans 7: - Goals are part of every aspect of business/life and provide a sense of direction, motivation,
a clear focus, and clarify importance. By setting goals, you are providing yourself with a target to
aim for.

A SMART goal is used to help guide goal setting. SMART is an acronym that stands
for Specific, Measurable, Achievable, Realistic, and Timely.

8. State the Line and Staff Function.

Ans 8: - A "line function" is one that directly advances an organization in its core work. This
always includes production and sales, and sometimes also marketing.

A "staff function" supports the organization with specialized advisory and support functions. For
example, human resources, accounting, public relations and the legal department are generally
considered to be staff functions.

9. State the Psychoanalytic Theory.

Ans 9: - The Psychoanalytic Theory is a personality theory focused on the idea that invisible forces
that are dominated by conscious and logical thinking motivate people rather than seen forces. The
psychoanalytic theory is closely connected with Sigmund Freud.

Page 4 of 14
10. Define delegation and controlling.

Ans 10: - The delegation of authority allows an organization's time to be focused on more critical
tasks. Furthermore, it instils a sense of transparency, as well as the opportunity to develop and
exercise initiative in those to whom authority has been delegated.

Controlling function can be defined as ensuring that activities in an organization are performed as per the
plans. Controlling also ensures that an organization’s resources are being used effectively & efficiently
for the achievement of predetermined goals.

Section –B

2. Explain five-stage life cycle model of Tuckman and Jensons.

Ans 2: -

TUCKMAN AND JENSONS – FIVE STAGE LIFE CYCLE MODEL

In 1965, a psychologist named Bruce Tuckman said that teams go through 5 stages of development:
forming, storming, norming, performing and adjourning. The stages start from the time that a group
first meets until the project ends.
Tuckman didn’t just have a knack for rhyming. Although, it does make the stages easier to remember
Each is aptly named and plays a vital part in building a high-functioning team.

Tuckman outlines the following five stages of community development:

Forming: During the forming process, participants try to figure out where they fit in the group and
how others interpret them. The participants take their interactions with one another, as well as the
group's superficial relationships, very seriously. Members of the party do not necessarily express
their feelings in the same way. The newcomers are well-aware of their place in the group and how
they will fit in permanently. The main aim of the party, its structure, and its dominance are all in
jeopardy. Members go through a series of tests to learn about different forms of behavior patterns.
When the participants begin to see themselves as a member of the group and a matter of belonging to
it, the process is said to be complete.

Storming: During the storming stage, groups begin to express disagreement, anxiety, and anger. The
members start to wonder about the positions of informal leaders. This period is often referred to as
the conflict stage. When there are differences between the classes, it is also known as the sub-
grouping level. Members acknowledge the existence of the party, but they cannot escape its
dominance. Disagreements about the group's controlling authority can arise. Following the

Page 5 of 14
completion of the storming stage, the defined community has a simple and precise hierarchy of
leaders.

Norming: This stage emphasizes close relationships and group cohesiveness. The group's goal is to
develop certain values, achieve those standards with a sense of unity, understand group goals, engage
in decision-making, speak openly, and try to address complex issues. This stage clarifies the tasks of
group members, and group members recognize the importance of task roles. Members of the
community gain trust from being a member of it.

Performing: The basic characteristic of this stage is participant integration and teamwork. Members
of the community engage in the assessment and control of their own performance levels in order to
prepare for future growth and development. The members of a group create and embrace the group's
relationships and structure. Members of a community will use the energy they have acquired to help
them work better. In their hearts, there are no feelings of uncertainty or anxiety. The activities of
community members are well-coordinated and structured in order to achieve organizational
objectives. At this stage, the group members are fully satisfied with their maintenance and task tasks.

Adjourning: This process focuses on the completion of operations rather than the completion of
individual tasks. At this time, the community does not value high standards of efficiency. During the
terminal stage, members cease to communicate with one another and concentrate their attention on
completion. These individuals' responses can vary from one another. Some participants are proud of
their accomplishments, while others are unhappy with the care they have received from other
members of the party. Some members are also saddened by the loss of friendship that evolved over
time.

It's worth noting that these phases of community growth are merely illustrative. These aren't
regulated by any laws or regulations. In certain cases, groups do not advance from one point to the
next. Several stages, such as storming and performing, are taking place at the same time. In certain
cases, a higher number of disputes resulted in higher levels of results.

3 . Discuss the theories of group dynamics

Ans 3 :- A group can be defined as several individuals who come together to accomplish a
particular task or goal. Group dynamics refers to the attitudinal and behavioral characteristics of a
group. Group dynamics concern how groups form, their structure and process, and how they
function. Group dynamics are relevant in both formal and informal groups of all types. In an
organizational setting, groups are a very common organizational entity and the study of groups and
group dynamics is an important area of study in organizational behavior.

The necessary characteristics of a group are:

1. Two or more people
2. Who interact with one another, (The members of a group occasionally meet, talk, and do
things together.)

Page 6 of 14
 3. Share some common ideology, and (The member of a group have something in common like
common goals, common threat, security concern, etc.)
4. See themselves as a group. (People who interact with each other and who have a common
ideology are attracted to one another.)

Group dynamics is an arrangement of practices and mental methods happening inside a social
organization, or between social meetings. The study of group dynamics can assist in comprehension,
decision-making, and actions, as well as monitoring the spread of diseases in the public domain,
designing effective treatment systems, and following the growth and notoriety of new ideas and
technologies.

Group dynamics contains two terms:

Group + Dynamics= GD
Group is basically a collectivity of two or more persons. Dynamics comes from Greek word meaning
FORCE. Thus, “Group dynamics is concerned with the interactions of forces among group members
in a social situation. “Group dynamism is inevitable since humans have an inherent ability to belong
to a group. We may see small and large groups working for the benefit of an organization or a
society.

According to Keith Davis- “The social process by which people interact face to face in small groups
is called group dynamics.” It is concerned with the interaction of individuals in a face-to-face
relationship. It focuses on teamwork; wherein small groups are constantly in contact with each other
and share their ideas to accomplish the given tasks. In other words, “Group-dynamics is concerned
with the formation and structure of groups and the way they affect individual members, other groups
and the organization.

THEORIES

Different psychologists have developed a variety of theories on group dynamics. Apart from
"Propinquity," George Homans' basic theory also addresses behaviors, interaction, and feelings in the
creation of a group. This suggests that people form communities and join them as they collaborate
closely. It may be a matter of proximity, either geographically or spatially. Assume that people who
work in the same office or department become close and form a group.
This can be achieved in a formal or informal way. They work together on a particular task and
eventually grow feelings for each other. As a consequence, the group is formed. Though the
propinquity theory has many benefits in terms of explaining why a group forms, it has one major
drawback: it is not analytical. It is unable to take into account several complex aspects of information
technology. Propinquity cannot adequately discuss the dynamic aspects of community creation in
today's organizational structure, which is more network or interactive.

1. Balance Theory: Several other ideas about group formation have been proposed. However, they
only show one or two aspects of group composition. Theodre Newcomb created "Balance Theory,"
which is considered to be the most detailed of so many theories. “Two or more people associate with
each other because they share similar attitudes and values,” according to this theory. Politics, job,

Page 7 of 14
faith, lifestyle, and marriage are among them.” Individuals in the community attempt to maintain
equilibrium between attitudes and values through contact and proximity, but if they can't, they back
out, resulting in relationship disconnection, according to the theory.

2. Exchange Theory: This is a sociological and psychological hypothesis. The cost-benefit analysis
is taken into account in this principle. The word "cost" here refers to the feelings of anxiety, anger,
humiliation, and exhaustion that come with being a part of a group. The term "benefit" refers to the
fulfilment of one's personal needs. People will enter a group if the incentive is greater than the cost.
Attitude, proximity, and interaction are all important factors that aid in the formation or
disintegration of a group. As a result, incentives and rewards are traded for costs (anxiety, anger,
etc.), and the community is created and improved if the rewards and benefits are greater.

4 . Explain the Henry Fayol’s fourteen principles of management.

Ans 4: -Henri Fayol is claimed to be the real father of modern management. From his practical
experience, he developed some techniques. He brought out some 14 basic management principles,
which he felt, could be used in all management situations, irrespective of the organizational
framework.

MANAGEMENT PRINCIPLES

The fourteen management principles devised by Henri Fayol are outlined below:

1. Division of Work: - Henri believed that separating work in the workplace among workers would
improve the product's quality. Similarly, he came to the conclusion that job division increases worker
productivity, reliability, precision, and pace. This theory is applicable at both the administrative and
technological levels of work.

2. Authority and Responsibility: -These are the two most important elements of leadership. The
management's authority makes it easier for them to function effectively, and their accountability
makes them accountable for the work performed under their oversight or leadership.

3. Discipline:- Nothing can be done without discipline. It is the most important aspect of any project
or management. The management role is made simpler and more thorough by good results and
sensible interrelationships. Employees' good behavior also aids in the smooth development and
advancement of their professional careers.

4. Unity of Command:- This means that an employee can report to only one supervisor and obey his
orders. When an employee is required to report to several bosses, a conflict of interest arises, which
may lead to misunderstanding.

5. Unity of Direction:- All who is interested in the same activity should have a common purpose.
This ensures that everyone in an organization should have the same aim and motivation, making
work simpler and achieving the set goal more quickly.

Page 8 of 14
6. Subordination of Individual Interest:- This implies that an organization should work together
for the common good rather than for personal gain. To be subordinate to an organization's goals.
This applies to a company's entire chain of command.

7. Remuneration:- This is crucial in terms of inspiring a company's employees. There are two types
of remuneration: monetary and non-monetary. However, it should be in accordance with an
individual's efforts.

8. Centralization:- The management or any authority in charge of the decision-making process of

any organization should be unbiased. This, however, is dependent on the organization's size. Henri
Fayol emphasized the importance of maintaining a balance between hierarchy and power separation.

9. Scalar Chain:-On this theory, Fayol emphasizes that the hierarchy steps should be from top to
bottom. This is necessary so that any employee knows who their immediate supervisor is and can
contact them if necessary.

10. Order:- To have a positive work culture, an organization should have a well-defined work order.
More positive efficiency can be boosted by the positive environment in the workplace.

11. Equity:- All workers should be handled with dignity and on an equal footing. It is the manager's
duty to ensure that no workers are discriminated against.

12. Stability:- If an employee feels safe in their work, they will give their best. It is the
management's obligation to provide job protection to their workers.

13. Initiative:- Employees should be supported and encouraged to take action in the workplace by
management. It will assist them in increasing their interest and increasing their value.

14. Esprit de Corps:- It is the duty of management to inspire and assist their workers on a regular
basis. A good result and work climate can be accomplished by building trust and shared
understanding.

Q5. Identify the features of MBO and discuss the steps involved in MBO.

Ans 5: -Peter Drucker popularized MBO in his book 'The Art of Management'. It is the method of
reaching an agreement within an organization so that management and staff believe in and recognize
the goals. It contains a detailed and written outline of the tasks ahead, as well as timelines for their
motoring and completion. Employees and managers negotiate on what the employee can want to do
in the coming months, and the employee accepts and buys into the goals.

MBO is a management practice which aims to increase organizational performance by aligning goals
and subordinate objectives throughout the organization.

Page 9 of 14
“MBO is a process whereby the superior and the mangers of an organization jointly identify its
common goals, define each individual’s major area of responsibility in terms of results expected of
him, and use these measures as guides for operating the unit and assessing the contribution of each of
its members.”

Features of MBO

1. MBO is not merely a technique but a philosophy to management. A technique is applicable only in
specified areas but a philosophy or approach guides and influences every aspect of management.
MBO is an approach which includes various techniques of better management.
2. In this approach various objectives of the organization and of individuals are collectively decided
by superiors and subordinates. These objectives become the targets which are to be achieved by
various persons in the organization. The review of objectives is also done collectively.

3. The corporate, departmental and individual objectives are used as a yardstick to measure
performance. A comparison of targets and actual results will enable managers to judge the
performance of subordinates and top level will similarly assess the performance of managers.

4. MBO provides for a regular review of performance. This review is normally held once in a year. It
emphasizes initiative and active role by the manager who is responsible for achieving the objectives.
The review is future oriented and provides a basis for planning and corrective actions.

5. The objectives in MBO provide guidelines for appropriate system and procedures. The degree of
delegation of authority, fixation of responsibility, allocation of resources etc. can be decided on the
basis of objectives of various individuals. These objectives also become a basis of reward and
punishment in the organization.

Steps in MBO

1) Setting objectives: Individual managers must consider their job's particular objectives and how
they fit in with the overall company goals set by the board of directors for Management by
Objectives (MBO) to be successful. Managers of different divisions, sub-units, or parts of an
organization should be aware of not only their unit's goals, but also actively engage in setting and
taking responsibility for them. Individuals are given basic goals and priorities in Management by
Goal (MBO) structures, and objectives are written down for each level of the company. Both for
themselves, their units, and their organizations, managers must define and set goals.

2) Developing action plans: Action plans detail the steps required to resolve each of the top
organizational challenges and achieve each of the related goals, as well as who will complete each
step and when they will be completed. Top-level management produces an overarching, top-level
action plan that demonstrates how each strategic target can be accomplished. The format of the
action plan is dictated by the organization's goal.

Page 10 of 14
3) Reviewing Progress: Results are used to evaluate performance. The net effect of an employee's
effort, as modified by skill, position perceptions, and results obtained, is referred to as job efficiency.
The amount of energy spent by an employee when doing a job is referred to as effort. Personal
attributes that are used in the performance of a job typically do not change significantly over short
periods of time. Role perception refers to how workers feel they should focus their efforts on the job,
and it is characterized by the actions and behaviors that they believe are needed.

4) Performance appraisal: Employees receive feedback about how they are doing their work, and a
plan for change is developed. Both the employee and the employer value performance appraisals
since they are often used to provide predictive information about potential promotions. Person and
organizational training and growth requirements can be determined with the help of appraisals.
Performance appraisals inspire employees to develop their work. Employees receive feedback on
their behavior, attitude, ability, or knowledge, which clarifies the job expectations their supervisors
have for them. Performance appraisals must be backed up by documentation and management
commitment to be successful.

Q7 . Explain the process of Recruitment and Selection.

Ans 7: - Management's hiring role includes recruitment and selection. Scientific selection ensures
that the right individual is assigned to the right task. Proper attention must be paid to the scientific
selection of managers and other workers in order to create a team of effective, competent, and loyal
employees. The traditional method of hiring managers on a haphazard basis is being phased out in
favor of a scientific and objective approach to determining who should be hired under the
organization's employment rules in the short- and long-term interests of both the individual employee
and the organization. The process of bringing human capital into organizations, agencies, divisions,
and employment is known as recruitment and selection.

RECRUITMENT

Recruitment refers to the process of identifying, attracting, interviewing, selecting, hiring and
onboarding employees. In other words, it involves everything from the identification of a staffing
need to filling it.

THE PROCESS OF RECRUITMENT

Recruitment is the process of finding and attempting to attract job candidates who are capable of
effectively filling job vacancies. The recruitment process consists of the following steps:

• Identification of vacancy

• Preparation of job description and job specification

Page 11 of 14
• Selection of sources

• Advertising the vacancy

• Managing the response

1) Identification of vacancy: The process of identifying and attempting to attract job applicants
capable of successfully filling job vacancies is known as recruitment. The phases in the recruiting
process are as follows:

a) Finding a work opening

b) Developing a job description and specification

c) Origins of information

d) Publishing a work advertisement

e) Handling the reaction

2) Preparation of job description and job specification: A job description is a list of a position's
general duties, roles, and responsibilities. It can include information such as who the position reports
to, job requirements such as the qualifications or skills required, or a salary scale. A work
specification outlines the expertise; skills, qualifications, experience, and abilities that you believe
are required to complete a specific task.

3) Selection of sources: Any company has the choice of selecting applicants for its recruiting
processes from two types of sources: internal and external. Internal sources of recruiting are those
that come from within the company (e.g., transfers of staff from one department to another,
promotions) in order to fill a vacancy. Candidates sourced from other sources (such as outsourcing
agencies) are referred to as alternative sources of recruitment.

4) Advertising the vacancy: Following the selection of acceptable outlets, the vacancy is advertised
in a suitable medium, such as television, radio, newspaper, internet, direct mail, and so on.

5) Managing the response: After receiving a sufficient number of responses from work applicants,
the resume screening process begins. Since choosing the correct resumes that fit the work description
is critical, this is a crucial step in the recruitment selection process. Naturally, it must be performed
competently by someone who is completely aware of all of the obligations associated with the
classification. Candidates who possess the required skill set are then selected and invited to an
interview. Additionally, applicants whose applications do not meet the current nature of the position
but may be considered for potential criteria are filed separately and saved.

Page 12 of 14
SELECTION

Selection is the method of carefully reviewing applicants who apply for positions in order to choose
the most eligible candidates for the available positions. It is the method of matching candidates'
qualifications to the specifications of open positions.
“Selection is the process of choosing from among the candidates, from within the organization or
from the outside, the most suitable person for the current position or for the future position”.

SIGNIFICANCE OF PROCESS

Selection is a vital feature that must be carried out with caution. If the wrong workers are employed,
there will be a lot of absenteeism and turnover. Such individuals would avoid their duties and
eventually leave the organization. This would waste time, resources, and money spent on recruiting
and educating them. The organization's productivity would deteriorate. The standard of an
organization's managers has a significant impact on its success. Only by carefully choosing
executives will the company's management structure be improved. Errors in selection could cost a lot
of money in the future.

THE PROCESS OF SELECTION

For any organization, finding a suitable applicant may be the most difficult task. The success of a
business is largely determined by its workers. The right applicant selection is the cornerstone of
every organization's success and aids in the reduction of turnover. Though there is no foolproof
selection procedure that will guarantee low turnover and high income, the selection process usually
consists of the steps mentioned below.

a) Initial Screening: This is typically where every employee selection process begins. Initial
screening helps save time by weeding out unqualified applicants. Applications from different sources
are scrutinized, and those that are obsolete are discarded.

b) Preliminary Interview: It is used to replace applicants who do not meet the organization's
minimum eligibility requirements. During the preliminary interview, the candidate's abilities,
academic and family history, competencies, and interests are evaluated. Final interviews are more
formalized and scheduled, while preliminary interviews are less so. The applicants are given a brief
overview of the business and the job description, and their knowledge of the company is tested.
Screening interviews are another name for preliminary interviews.

c) Filling Application Form: If an applicant passes the preliminary interview and is considered to
be suitable for the position, they will be asked to complete a formal application form. Such a form is
generated in such a way that it records the candidates' personal and professional information, such as
age, qualifications, reason for leaving previous job, experience, and so on.

Page 13 of 14
d) Personal Interview: The majority of employers agree that the personal interview is key. It assists
them in collecting more knowledge about the future employee. It also assists them in communicating
with the applicant and evaluating his communication skills, as well as his ability to withstand
pressure. In certain companies, the interview is the only part of the selection process.
e) References check: Most application forms contain a section in which applicants must list the
names of a few references. Former employers, former clients, company references, and trustworthy
individuals are all examples of references. Such sources are contacted in order to obtain input on the
individual in question, including his behavior, abilities, and conduct, among other things.

f) Background Verification: A background check reviews a person's business, criminal, and (in
some cases) financial records. Employers often conduct background checks on employers or job
candidates to validate information provided in a job application, verify a person's identity, or ensure
that the applicant does not have a criminal history, among other items, that could pose a problem if
hired.

g) Final Interview: A final interview is a process in which an employer interviews a prospective

employee for future jobs in their business. The employer hopes to learn more about you during this
process. Determine if the applicant is eligible for the role. Various types of assessments are used to
assess an applicant's skills, behavior, and special qualities, among other things. For different types of
work, separate tests are performed.

h) Physical Examination: If all goes well, the applicant will undergo a physical test to ensure that
he or she is in good health and does not have any serious illnesses.

i) Job Offer: After passing all of the measures, an applicant is deemed eligible for a specific job and
is offered the position. If a candidate is deemed unfit for the job, they may be dropped at any time.

Page 14 of 14