Assignment No.

Programme Name: BCA UID: D21BCA16016

Semester: 2 Credit: 4
Course Title: Principles of Management
& Organizational Behavior Course Code:21ODBCT155

Submitted Date: 06-Dec-2021 Last date of Submission:10-Dec-2021

Max. Marks: 30 Weightage: 15 Marks

Sec A
Question No. 1-2 3-4 5-7 8-10

Page No. 2 3-4 4-5 5-6

Sec B
Question No. 1 2 3 4 6

Page No. 6-8 9-11 11-13 13-14 14-17

Student Signature:
UID:D21BCA16016 Course Code:21ODBCT155

Section –A (10 Marks)

1. Explain the term Organizational Behaviour.

Answer - Organizational behavior is the academic study of how people interact within groups.
The principles of the study of organizational behavior are mainly applied in efforts to make
companies operate more effectively.

KEY TAKEAWAYS
Organizational behavior is the academic study of how people interact within groups and its
principles are primarily applied in efforts to make businesses operate more effectively.
The study of organizational behavior includes areas of research devoted to improving job
performance, increasing job satisfaction, fostering innovation and encouraging leadership and is
the foundation of corporate human resources.

2. Explain Taylor’s scientific Management.

Answer - Principles of Scientific Management by Taylor:

F.W. Taylor or Frederick Winslow Taylor, also known as the 'Father of Scientific Management',
proved with his practical principles that a scientific method could be applied to management.
Taylor paid much attention to the supervisory level of management and the performance of the
managers and workers at the operational level. Let us discuss in detail the five principles of
management by F.W. Taylor.

3. Discuss Henry Fayol’s Management Theory.

Answer - Henri Fayol, also known as the 'Father of Modern Management Theory', gave a new
concept to the concept of management. He introduced a general principle that can be applied to
all levels of management and to every department. The Fayol principle is practiced by managers

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to organize and regulate the internal activities of an organization. He focused on achieving

managerial efficiency.

Henri Fayol
The fourteen principles of management created by Henri Fayol:
1. Division of Work-
2. Authority and Responsibility-
3. Discipline-
4. Unity of Command-
5. Unity of Direction-
6. Subordination of Individual Interest-
7. Remuneration-
8. Centralization-
9. Scalar Chain-
10. Order-
11. Equity-
12. Stability-
13. Initiative-
14. Esprit de Corps-

4. Write some important functions of top management.

Answer - Since most large-scale undertakings are organized as joint stock companies, the top
level of management is made up of a board of directors. However, in practice the directors do not
participate in the day-to-day affairs of the enterprise. But this function is generally delegated to
managing directors or general managers. He is called the chief executive and is responsible for
carrying out the broad policies framed by the board. However, the ultimate control rests with the
directors.
This top level management is the policy making body responsible for the overall direction and
success of all the activities of the company.

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5. Explain the term ‘Training & Development’.

Answer - Training and Development is one of the main functions of the Human Resource
Management Department. Training refers to a systematic setup where employees are instructed
and taught matters of technical knowledge related to their job. It focuses on teaching employees
how to use particular machines or how to perform specific tasks to increase efficiency.
Whereas, development refers to the overall overall and educational development and maturity of
people in managerial positions. The process of development is about insight, attitude,
adaptability, leadership and human relations.

6. Explain features of learning.

Answer - Learning is the process by which a person receives, ingests and stores or accepts
information. Key features of learning; It is the process of acquiring knowledge to change human
behavior through interaction, practice and experience.
Our experiences with the information learned make up our body of knowledge. Learning is a
process unique to each individual.
Some learn quickly, scan information and master a concept or skill effortlessly.
Others stumble when processing information, taking longer to grasp the concept of requiring
multiple exposures at a constant time.

7. Differentiate between team and group.

Answer - When two or more persons are grouped together either by organization or on the basis
of social needs, it is known as group. On the other hand, a team is a collection of people, who are
linked together to achieve a common objective.
Most of the work in a business unit is done in groups. Although the individual personality of an
employee is important, their effectiveness depends on the teams in which they are working
collectively to achieve an objective. In a particular team, there may be several groups in which
group members individually help their leader accomplish goals. Below you can see the
difference between group and team in an organization, which is explained in a tabular form.

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8. What are essential skills needs for the manager?

Answer - Management skills can be defined as certain characteristics or abilities that an

executive must possess in order to carry out specific functions in an organization. They include
the ability to perform executive duties in an organization while avoiding crisis situations and
resolving problems promptly when they arise. Management skills can be developed through
learning and practical experience as a manager. The skills help the manager to build relationships
with his fellow co-workers and treat his subordinates well, which allows for an easy flow of
activities in the organisation.

9. Define recruitment.

Answer - Recruitment is a process of identification, screening, shortlisting and recruitment of

potential resources to fill vacancies in an organization. This is a major function of human
resource management.

Recruitment is the process of selecting the right person for the right post and at the right time.
Recruitment also refers to the process of attracting, selecting and appointing potential candidates
to meet the resource requirements of the organisation.
Candidates can be recruited internally i.e. from within the organization or from external sources.

10.What are the advantages of planning?

Answer - Planning is an important condition for achieving the cherished goals of a business
enterprise. In all managerial activities, it comes first because of the following advantages:

1. Planning leads to more effective and faster achievements in any organization.

2. Since planning predicts the future and also makes a provision for it, it gives an added strength
to the business for its steady growth and continued prosperity.

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3. It secures unity of purpose, direction and effort by focusing on objectives. Therefore,

unnecessary repetitive, overlapping and mutually-objective functions are eliminated.

4. It has the effect of reducing the cost of operation.

Section –B(20 Marks)

1. Describe the role of organization Behaviour in Business Management

practices.

Answer - 2. Definitions
Organization - a consciously coordinated social unit, made up of two or more
people who work on a relatively continuous basis to achieve a common goal or set
of goals.
Organizational Behavior—According to Stephen P. Robbins, "Organizational"
Behavior as a systematic study of the actions and attitudes that people display
organizations.
Disciplines that Contribute to the Field of Organisational
Behaviour
Organizational behavior is an applied behavioral science and involves the integration of
Studies conducted in behavioral disciplines like psychology, sociology,
Anthropology, social psychology and political science.
Psychology- it is the science or study of behavior and it includes human as well as
animal behavior. interpersonal aspects of organizational behavior such as
Motivation, Personality, Perception Attitude Learning, Training and Development, Tasks
Stress, Emotions, Conflict Management attributes his studies to psychology. Diverse
Organizational Behavior and Its Role in Management of Business 565
Psychological tests are conducted in organizations for the selection of employees,

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Measuring personality characteristics and ability. The contribution of psychology has been
enriched
Much in the field of organizational behavior.
Sociology- It is the study of group behaviour. Sociology has enriched
Organizational behavior in the field of leadership, group dynamics, communication,
Formal and informal organisation, group process and decision making.
Anthropology- It is the study of mankind and its culture. organizations have
their own culture. Culture influences human behavior. perception of an employee
The way things go about and how it works is influenced by the culture of its organization.
Anthropology is more relevant to organizational behavior today due to globalization,
Mergers and acquisitions of various industries. people have to work today
Organizations with workforce diversity.
Social Psychology- This subject is a mixture of the concepts of psychology and
Sociology. It focuses on the influence of people on each other and tries to achieve
Better human behavior in the organization. One of the key areas in which it has helped
Management is 'change' - how to implement it successfully and reduce resistance to it.
Political Science-Organizations are Political Institutions and this is Political Science
Which helps in understanding the behavior of individuals in the political environment.
Government rules and regulations play a decisive role in the development of organizations.
Role of Organizational Behavior in Management of Business
Organizational Behavior Provides Insights to Multiple People Solutions Simultaneously
The challenges facing the organisations. Some of the important roles
performed by organisational behaviour in management of business are as follows:-
1. Globalisation- Due to globalisation, organisations are no longer confined to one
particular country. The Manager’s job is changing with the expansion of the
organisations across the national borders. Example, Volkswagen builds its cars
in Mexico, Mercedes and BMW in South Africa. Due to globalisation, the
management has to deal with the problems of unfamiliar languages, laws, work
ethics, management styles etc. The functions of hiring, training, etc must
acquire a global perspective. Organisational Behaviour helps the management
to become flexible, and proactive and enables it to execute the organisation on

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a global scale.
2. Managing work Force Diversity- Organisations are a hetrogeneous mix of
people in terms of age, gender, race etc. Managing the workforce diversity has
become a global concern. Managers have to deal with individuals and groups
belonging to different ethnic cultures. They have to exercise control and
channelize behaviour in the desired direction. Organisational behaviour help
the managers to effectively deal with work force diversity by promoting its awareness, increasing
diversity skills, encouraging culture and gender
diversity.
3. Improving Quality and Productivity- What are the problems the industry is facing?
excessive supply. This has increased the competition to a great extent. almost every
Manager is facing the same problem of improving productivity,
The quality of goods and services provided by their organization. programs
such as business process reengineering, and total quality management
are being implemented to achieve these goals. organizational behavior helps
Managers to empower their employees, as they are the dominant force
implement this change.
4. Improving Customer Service- Most of the employees work in the service sector. NS
Jobs in the service sector are in great demand. It requires constant contact
With the customers of the organizations i.e. customers. Management must ensure that
Employees do everything to satisfy the customers of the organization. NS
The attitude and behavior of an employee affects customer satisfaction.
Organizational behavior helps managers improve customer service and
organizational performance.

2. What is a group? Discuss the various types of groups and their

characteristics.

Answer - What is A Group?

Each organization is a group in itself. A group refers to two or more people who share a common
sense and evaluation of themselves and come together to achieve common goals. In other words,

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a group is a group of people who interact with each other; recognize the rights and obligations as
members and who share a common identity.

Characteristics of a Group:
Regardless of the size or the purpose, every group has similar characteristics:

(a) 2 or more persons (if it is one person, it is not a group)

(b) Formal social structure (the rules of the game are defined)
(c) Common fate (they will swim together)

(d) Common goals (the destiny is the same and emotionally connected)

(e) Face-to-face interaction (they will talk with each other)

(f) Interdependence (each one is complimentary to the other)

(g) Self-definition as group members (what one is who belongs to the group)

(h) Recognition by others (yes, you belong to the group).

(g) Self-definition as group members (what one is who belongs to the group)

(h) Recognition by others (yes, you belong to the group).

1. Command Groups:
Command groups are specified by organizational charts and often include a supervisor and
subordinates who report to that supervisor. An example of a command group is the CEO of a
market research firm and the research associates under him.
2. Task Groups:
Work groups consist of people who work together to achieve a common task. Members are
brought together to accomplish a narrow range of goals within a specified time period. Task
Groups are also commonly known as Task Forces. The organization appoints members and
assigns goals and tasks to be accomplished.

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Examples of assigned tasks are the development of a new product, the improvement of a
production process, or designing the syllabus under semester system.
Other common task groups are ad hoc committees, project groups, and standing committees. Ad
hoc committees are temporary groups created to resolve a specific complaint or develop a
process are normally disbanded after the group completes the assigned task.
3. Functional Groups:
A functional group is created by the organization to accomplish specific goals within an
unspecified time frame. Functional groups continue to exist after the attainment of the present
goals and objectives. Examples of functional groups would be a marketing department, a
customer service department, or an accounting department.

Unlike formal groups, informal groups are formed naturally and in response to the common
interests and shared values of individuals. They are created for purposes other than the
fulfillment of organizational goals and have no specified time frame. Informal groups are not
appointed by the organization and members may invite others to join from time to time.
i. Interest Group:
Interest groups usually continue over time and may last longer than general informal groups.
Members of interest groups may not be part of the same organizational department but they are
bound together by some other common interest.

The goals and objectives of group interests are specific to each group and may not be related to
organizational goals and objectives. An example of an interest group would be students who
come together to form a study group for a specific class.

ii. Friendship Groups:

Friendship groups are formed by members who enjoy similar social activities, political beliefs,
religious values, or other common bonds. Members enjoy each other's company and often meet
after work to participate in these activities. For example, a group of employees forming a friend
group might have a yoga group, a Rajasthani union in Delhi or a kitty party lunch once a month.

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3. Discuss the process of creating effective team.

Answer - Building a high performance team involves more than just randomly assembling a
group of talented individuals. For a team to be truly effective, its members must unite with the
same vision and be motivated to bring that vision to life. They must share clear, measurable
goals, and be committed to each play their part in the overall success of the group.

1. Define the purpose

Clearly define the purpose of the team, including bringing it together to achieve the overall
result. What do you want to make, improve or change? What is the purpose of each person's role
in the team? Providing a clear, inspiring vision lays the foundation for successful teamwork, and
helps guide the direction of the group when faced with challenges and decisions.

2. Assemble the team

High performance teams are comprised of individuals who passionately adopt this approach,
believe their contributions are meaningful and are motivated to do their best. All team members
should trust, respect and support each other. Select members with complementary skills and
abilities who can bring a wide variety of perspectives and ideas to the table. Achieving a good
balance of personality types will enable the group to work together harmoniously but also
challenge each other when the need arises.

3. Determine the goals

Once the team is established and united behind a shared, compelling objective, the next step is to
break down the vision into smaller, manageable goals and tasks. Outline the tasks required in a
program with agreed deadlines, milestones and responsibilities. Decide on the role of each
member of the team. Be sure to also consider other resources needed in terms of time, materials,
space, support and money.

4. Set expectations

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Define a standard of conduct for the team to ensure that each member understands what is
expected of them. Will communication be frequent, open, honest and transparent? Will the
contribution be encouraged, valued and recognized? Will the conflict be handled constructively?
Will team decisions and feedback be respected? Establishing clear standards from the outset will
ensure that each member's conduct and contribution is fair.

5. Monitor and review

Regularly review group performance through team meetings and face-to-face catch ups to ensure
that progress is being made. Good Questions to Ask: How Are We Doing? What have we
achieved so far? What did we learn? Isn't it working so well? How can we improve? Monitoring
and reviewing progress allows adjustments and improvements to be incorporated along the way.

6. Celebrate and reward

Take the time to regularly recognize, reward, and celebrate both team and individual
performance. This will help build morale and motivate the group to continue with their hard
work. Find the most appropriate way to celebrate team milestones, such as a personal 'thank you'
at a team meeting, a copied email to senior managers, or a team lunch. Make sure the
accreditation is consistent, and that the approach you choose inspires and reinforces team
members to continue their positive contributions to the team's progress.

As the world becomes increasingly dependent on remote working, it is important to ensure that
team members are on the same page. Communication around project timelines and delivery will
be critical, and accountability will need to be defined. Success will be bolstered by building
trusting relationships to bridge the virtual distance between remote team members. For this,
online tools such as Yammer, video chat and phone conversations become beneficial to increase
connectivity and communication, and to avoid the sense of isolation that teams may experience.

4. Explain the meaning and features of Management by Objectives.

Answer - MBO is a democratic style of management approach where every subordinate is

involved and encouraged to participate towards achieving organizational objectives. MBO is an

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approach to planning that aims to remove barriers that may prevent an organization from
achieving its objectives. It involves working together by managers and their subordinates by
assigning responsibilities for setting goals and delegating authority to achieve goals. The final
step involves constant monitoring of performance so as to initiate continuous improvement.

Main Features of MBO

The following are the prominent features of MBO;

All activities are goal oriented: The first important feature of MBO is that all activities under it
are goal oriented. This means that MBO focuses on the determination of unit and individual
goals along with organizational goals. These goals determine the state responsibilities of
different parts of the organization and help to coordinate the organization with its parts and its
environment.
MBO views the organization as a dynamic entity: This facility treats the organization as a
dynamic entity. It means that every organization is affected by various external and internal
factors hence organization is considered as a dynamic entity. The dynamic nature affects the
objectives which result in it becoming possible that the objectives set today cannot be met. In
such an event the organization may be forced to act swiftly to change its objectives.
MBO is a participatory effort: The MBO process is characterized by a high level of involvement
of relevant people in goal setting and performance appraisal. Increased involvement provides an
opportunity to influence decisions and build clear job relationships with managers and their
subordinates.
MBO Matches Objectives and Resources: When MBO approach is adopted by the organization
the objectives set are based on the available resources so as to avoid unfinished tasks or activities
due to paucity of resources.
MBO is a philosophy and not a technique: MBO is not a technique of management but it is a
philosophy, as a technique can be applied or used in only one department and its effect will be
felt only on particular department. For example an inventory technique can be used only in
relation to stock control and cannot be used in any other department like HRM.
MBO lays more emphasis on review and performance appraisal: Regular appraisal of work
performance of employees is one of the important features of MBO. This philosophy helps to see

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if all employees are performing at the expected level and also identify if there are any
impediments to their job performance.
MBO Provides More Freedom to Subordinates: With MBO philosophy subordinates are not only
associated with the task of coming up with objectives but they also get complete freedom in the
performance of their work. This philosophy empowers them to take decisions related to their
position and consequently increases their importance which improves their interest and job
satisfaction.
MBO lays more emphasis on results and not on work: with MBO philosophy the focus is more
on results. The subordinates have the freedom to choose which technique is to be adopted to
achieve the final result. This means that subordinates are expected to produce the best possible
results regardless of the technique used.
5. Write short note on the following:
i. Policies
ii. Objectives
iii. Budget
iv. Problem analysis
v. Standing plans
6. Explain in detail the process of Organizing.

Answer - organizing process

Everything you need to know about the organizing process. Organization is the second basic
function of management.

The function of organizing is to organize, direct, coordinate and control the activities of an
enterprise. In other words, planning is the function through which management directs,
coordinates and controls business operations.

Planning involves establishing a strong organizational structure so that work can be done
according to plan. The purpose of organizing is to coordinate people with each other and work
towards the attainment of organizational goals.

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The managerial function of organizing can be termed as the 'process of organisation'. When
objectives have been set and policies are formulated, the necessary infrastructure of the
organization has to be created. Concentration moves to activities and tasks. These form the
'building blocks' of the organizational structure.

The process of organising includes:

1. Determination of Objectives Division of Activities 2. Identification and Classification of Task

Activities 3. Grouping of Activities 4. Gathering Human and Material Resources 5. Defining
Authority and Responsibility

6. Creating a Hierarchy of Relationships 7. Determining the Period of Control and

Decentralization 8. Coordination 9. Providing Physical Facilities and Right Environment 10.
Establishment of Structural Relationship for Overall Control 11. Review and Reorganization.

Organizing process and stages

Process of organizing - setting objectives, division of activities, grouping of activities, defining
authority and responsibility, reviewing and restructuring
Process 1. Determination of Objectives:
An organization is established for a purpose. The overall functions or activities of the
organization are determined to achieve this goal. For example, if the organization wants to export
goods, it should determine the nature and type of goods to be exported, the sources from where
the raw materials will be obtained, the countries where the goods will be exported, the number of
foreign buyers Coordinating etc. The total workload of the organization is the first step in the
process of planning.
Process 2. Division of Activities:
Since one person cannot manage all the organizational activities, the total work is divided into
smaller units and assigned to the members. The work is assigned according to the aptitude and
capability of the individuals.

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Division of work leads to specialisation which has the following benefits:

(a) Greater Output:

Adam Smith gave the example of a study where a person working alone could make 20 pints a
day. Pin production was divided into sub-activities where people performed the following
specific tasks -

Wire drawing - wire straightening - wire cutting - point grinding - polishing - pin-head fixing etc.
It was observed that as against 20 pins a day, work division and specialization enabled 10 people
to produce 48,000 pins a day – see the wonders of expertise!
(b) Efficiency:

Performing the same task over and over again increases the skill and efficiency of the workers.

(c) Training Facility:

Since complex work is broken down into smaller units, less skilled workers can be trained to
perform those activities.
Process 3. Grouping of Activities:
After people are assigned tasks, those performing similar activities are grouped into similar
departments. Various departments like production, marketing, finance etc. are created and filled
with people having different skills and expertise but performing similar activities. The grouping
of activities into departments is called departmentalisation. Each department works under the
supervision of the departmental head and is governed by a set of rules, procedures and standards.
Process 4. Defining Authority and Responsibility:
After creating the department, the departmental heads are appointed to carry out the activities of
their respective departments. It is ensured that the qualifications of the departmental head match
the job requirements of the department. Every head has the right to get the work done through
departmental members.

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The departmental head delegates responsibility and authority related to departmental activities to
the members of his department. It creates a structure of relationships where each person knows
their superiors and subordinates and their reporting relationships.
Process 5. Coordination of Activities:

When departments work for their own purposes, inter-departmental conflicts can develop. This
can affect the achievement of organizational goals. For example, the finance department wants to
cut costs, but the marketing department wants more money for advertising the products. This
conflict can be resolved through coordination so that all departments share common resources.
Resources are scarce and coordination helps in their optimum utilization. Coordination becomes
possible by defining the relationships between departments and people working in different
positions.
Process 6. Review and Reconstitution:
There should be continuous evaluation of the planning process so that changes in the
organization structure can be made as a result of changes in internal and external environmental
factors. Continuous evaluation and restructuring is an integral part of the planning process.

7. State and explain the basic steps involved in a typical selection procedure.

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