Case Study ON Business Environment

CASE STUDY
ON
BUSINESS ENVIRONMENT
University Institute of Engineering – CSE
Subject Name Introduction to Management & Leadership
Subject Code UCT-242
Branch Computer Science and Engineering
Semester 3rd
Faculty Name MR. KAPIL SHARMA
Designation Assistant Professor
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2. MANAGING DIVERSITY AT
WORKPLACE
What is Diversity in the Workplace?
Workplace diversity refers to the variety of differences between individuals in an organization. Diversity
not only includes how individuals identify themselves but also how others perceive them. Diversity within
a workplace encompasses race, gender, ethnic groups, age, religion, sexual orientation, citizenship status,
military service and mental and physical conditions, as well as other distinct differences between people.
SOURCES OF DIVERSITY
What are the Benefits of Diversity in the Workplace?

There are many benefits to having a diverse workplace. For starters, organizations that commit to
recruiting a diverse workforce have a larger pool of applicants to choose from, which can lead to finding
more qualified candidates and reducing the time it takes to fill vacant positions. Businesses that do not
recruit from diverse talent pools run the risk of missing out on qualified candidates and may have a more
difficult time filling key roles, which increases recruitment costs.
According to a survey conducted by Glassdoor, 67 percent of job seekers said a diverse workforce is
important when considering job offers and 57 percent of employees think their companies should be more
diverse. These numbers are telling. Not only can organizations fill positions with qualified candidates more
quickly by recruiting from different talent pools, but a diverse workforce also benefits their employer
brand which is crucial when it comes to getting the right talent.
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Having a diverse workforce with multi-lingual employees and employees from varying ethnic backgrounds
can also be helpful for organizations who want to expand or improve operations in international, national,
regional and local markets.
MORE BENEFITS TO HAVING DIVERSITY IN THE WORKPLACE:
 Employees from diverse backgrounds imbue organizations with creative new ideas and
perspectives informed by their cultural experiences
 A diverse workplace will help organizations better understand target demographics.
 A diverse workplace can better align an organization’s culture with the demographic make-up of
America
How to Manage Diversity in the Workplace
PRIORITIZE COMMUNICATION
To manage a diverse workplace, organizations need to ensure that they effectively communicate with
employees. Policies, procedures, safety rules and other important information should be designed to
overcome language and cultural barriers by translating materials and using pictures and symbols
whenever applicable.
TREAT EACH EMPLOYEE AS AN INDIVIDUAL

Avoid making assumptions about employees from different backgrounds. Instead, look at each employee
as an individual and judge successes and failures on the individual’s merit rather than attributing actions
to their background.
ENCOURAGE EMPLOYEES TO WORK IN DIVERSE GROUPS

Diverse work teams let employees get to know and value one another on an individual basis and can help
break down preconceived notions and cultural misunderstandings.
BASE STANDARDS ON OBJECTIVE CRITERIA

Set one standard of rules for all groups of employees regardless of background. Ensure that all
employment actions, including discipline, follow this standardized criteria to make sure each employee is
treated the same.
BE OPEN-MINDED
Recognize, and encourage employees to recognize, that one’s own experience, background, and culture
are not the only with value to the organization. Look for ways to incorporate a diverse range of
perspectives and talents into efforts to achieve organizational goals.
HIRING
To build a diverse workplace, it is crucial to recruit and hire talent from a variety of backgrounds. This
requires leadership and others who make hiring decisions to overcome bias in interviewing and assessing
talent. If organizations can break through bias and hire the most qualified people, those with the right
education, credentials, experience and skill sets, a diverse workplace should be the natural result.
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SENSITIVITY TRAINING
Employees need to be aware of how to coexist with a diverse range of people, as well as be cognizant of
cultural sensitivity, to achieve harmony within a diverse workplace. Sensitivity training can help an
organization manage diversity in the workplace by helping employees become more self-aware, which
plays a vital role in helping employees understand their own cultural biases and prejudices.
Benefits of sensitivities training:
 Helps employees examine and adjust their perspectives about people from different backgrounds
 Employees can learn to better appreciate the views of others
 Shows employees what actions are offensive and why they are perceived as such
 Teaches employees how to calmly communicate that a co-worker has offended them and how to
resolve the conflict properly
 Explains to employees how to apologize to a co-worker if they have indeed offended them
unknowingly
 All employees should be included in sensitivity training; adding specific training for managers
makes it even more impactful. Some companies also offer sensitivity training online.
Diversity law resources:
 Society of Human Resources Management

 Bloomberg BNA (Bureau of National Affairs)
Conclusion
Encouraging diversity is the way forward for organizations. In a global talent market, businesses that can
successfully manage diversity in the workplace will have a definite competitive advantage over others in
terms of differentiation, innovation, and employer branding
3 Human Resource Information Systems and

.
HRM
An HRIS, the abbreviation for Human Resources Information System, is a system that lets you keep track
of all your employees and information about them. It is usually done in a database or, more often, in a
series of inter-related databases.
HRIS is the system which seeks to merge the activities associated with human resource management (HRM)
and information technology (IT) into one common database through the use of enterprise resource planning
(ERP) software. The goal of HRIS is to merge the different parts of human resources, including payroll, labor
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productivity, and benefit management into a less capital-intensive system than the mainframes used to manage
activities in the past. Also called Human Resource Management Systems (HRMS).
Human Resources Information Systems (HRIS) provide software functions, procedures and processes to
manage employees. 2020Software.com ranks the following HR products as best: Sage ABRA HRMS,
PerfectHR, PeopleSoft, Oracle E-Business Suite HRM, and UltiPro HR. These products are developed by
fiscally stable corporations that provide excellent support and long-term development strategies.
The HRIS Specialist examines and verifies employee information processed by automated HR systems. They
compile statistical information and prepare reports relating to payroll, recruiting, position classification,
compensation, training, equal opportunity employment, or affirmative action. They also provide assistance with
HRIS maintenance, troubleshoot user technical problems, and provide training.
Definition: A Human Resources Information System, is a system that lets you keep track of all your
employees and information about them. It is usually done in a database or, more often, in a series of inter-
related databases.
These systems include the employee name and contact information and all or some of the following:
1. department,
2. job title,
3. grade,
4. salary,
5. salary history,
6. position history,
7. supervisor,
8. training completed,
9. special qualifications,
10. ethnicity,
11. date of birth,
12. disabilities,
13. veterans status,
14. visa status,
15. benefits selected,
16. and more
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A computerized HRIS is an information system that makes use of computer and monitors control and influences
the movement of human being from the time they indicate their intention to join an organization till they separate
from it after joining . It consists of the following sub-system.
 Recruitment Information: It includes the placement data bank advertisement module,

general requirement and training requirement data.
 Personnel Information: It includes employee information such as transfer monitoring and
increment and promotion details.
 Manpower Planning Information: It seeks to provide information that could assist

human resource mobilization, career planning, succession planning and input for skill development.
 Training Information: It provides information for designing course material, arrange for
need base training and cost analysis of training etc.
 Health Information System: This subsystem provides information for maintenance of
health related activities of the employees.
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 Appraisal Information: It deals with the performance appraisal and merit rating information
which serves as input for promotion, increment and secession and career planning etc.
 Payroll System: It consists of information concerning wages, salaries incentives, allowance,
perquisite deduction for provident fund etc. Data on compensation pattern of competitor is also included
in it.
 Personnel Statistics System: It is a bank of historic and current data used for various
type of analyst.
Typically, the better The Human Resource

Information Systems (HRIS) provide overall:
 Management of all employee information.
 Reporting and analysis of employee information.
 Company-related documents such as employee handbooks, emergency evacuation
procedures, and safety guidelines.
 Benefits administration including enrollment, status changes, and personal
information updating.
 Complete integration with payroll and other company financial software and
accounting systems.
 Applicant tracking and resume management.
The HRIS that most effectively serves companies tracks:

1. attendance and paid time off [PTO] use,
2. pay raises and history,
3. pay grades and positions held,
4. performance development plans,
5. training received,
6. disciplinary action received,
7. personal employee information, and occasionally,
8. management and key employee succession plans,
9. high potential employee identification, and
10.applicant tracking, interviewing, and selection.
An effective HRIS provides information on just about anything the company needs to track and analyze about
employees, former employees, and applicants. Your company will need to select a Human Resources
Information System and customize it to meet your needs.
With an appropriate HRIS, Human Resources staff enables employees to do their own benefits updates and
address changes, thus freeing HR staff for more strategic functions. Additionally, data necessary for employee
management, knowledge development, career growth and development, and equal treatment is facilitated.
Finally, managers can access the information they need to legally, ethically, and effectively support the success
of their reporting employees.
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A sound HRIS can offer the following advantages:

1. Clear definitions of goal.
2. Reduction in the amount and cost of stored human resource data.
3. Availability of timely and accurate information about human assets.
4. Development of performance standard for the human resource division
5. More meaningful career planning and counselling at all levels.
6. Individual development through linkage between performance reward and job training.
7. High capability to quickly and effectively solve problems.
8. Implementation of training programmes based on knowledge of organizational needs.
9. Ability to respond to ever changing statutory and other environment
10.Status for the human resource functions due to its capability for strategic planning with the total
organization.
Modules in Human Resource Management

Systems
1.Payroll Module
Pay process by gathering data on employee:
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 Time and attendance
 Deductions and taxes
 Periodic pay checks
 Employee tax reports
2.Time and attendance Module

 Standardized time and work related efforts
 Provides flexibility on:
 Data collection methods
 Labor distribution capabilities
 Data analysis features
 Cost analysis and efficiency metrics
3.Benefits & Administration Module

 Administer and track employee participation in benefits programs
 Encompass insurance, compensation, profit sharing and retirement
4.HR Management Module

The system records:
 Basic demographic and address data

 Selection, training and development
 Skills management
 Compensation planning records
5.Talent \ Management Systems

 Personnel usage within an organization
 Identifying potential applicants
 Recruiting through:
o Company-facing listings
o Recruiting sites publications that market to both recruiters and applicants
6.Training Module
 Administer employee training and development efforts
 Allows HR to track education, qualifications and skills of the employee
 Outlining training courses and materials available to develop skills
7.Employee Self-Service Module

 Allows employee to query HR related data
 Perform HR transactions over the system (attendance record)
 Allows supervisors to approve OT requests from their subordinates
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Benefits of Human Resource Information Systems

(HRIS)
 Become strategic partners with top management
 Be more efficient and provide better information for decision making
 Increased use of web technology will leave HR for more time for strategic planning
 Enables employees to focus on their adminstration work
 Strategic Architecture enables HR professionals to act as competent manager in arranging people to
their respective positions
 Contribute to overall business performance by:
o Supporting task of data storage and retrieval
o Serving as primary admin support tools
o Reporting, statistics and program monitoring
HRIS software:
 Abra Suite: for human resources and payroll management
 ABS (Atlas Business Solutions): General Information, Wages information,
emergency information, Reminders, Evaluators, Notes customer information, Documents and
photos, Separation information.
 CORT: HRMS: applicant tracking, Attendance tracking and calendars, Wage
information, Skills tracking, Reports-to information, Status tracking, Job history tracking, Cost
center tracking, Reviews and tracking, Mass update and change tools etc.
 HRSOFT: Identify and track senior managers, Assess management skills and talents,
Generate a wide range of reports, resumes, employee profiles, replacement tables and
succession analysis reports, Identify individuals for promotion, skills shortages, unexpected
vacancy, Discover talent deep, Competency Management, career development, align
succession plans etc.
 Human Resource MicroSystems: sophisticated data collection and
reporting, flexible spending accounts, compensation, employment history, time off, EEO,
qualifications, Applicant/Requisition Tracking, Position Control/Succession Planning, Training
Administration, Organization Charts, HRIS-Pro Net (employee/managerial self-service), HR
Automation (eNotification and eScheduler), and Performance Pro (performance management)
 ORACLE- HRMS: Oracle iRecruitment, Oracle Self-Service Human Resources,
Payroll, HR Intelligence, Oracle Learning Management, Oracle Time and Labor
 PEOPLESOFT: Enterprise eRecruit, Enterprise Resume Processing, Enterprise
Services Procurement, Workforce Planning, Warehouse
 SAP HR: Human Capital Management (HCM) for Business, All-in-One: Rapid HR,
 SPECTRUM HR: iVantage® and HRVantage®. iVantage is a Web-
based HRIS product designed for organizations with up to 10,000 employees.
 VANTAGE: HRA: 'Point-and-Click' report writing, internal Messaging System for
leaving reminders to yourself, to someone else or to everyone using HRA - very useful for
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Benefit Applications, Disciplinary Actions, Special Events, Employee Summary Screen for
Basic, Leave (Absenteeism) and Salary/Position History, skills & training module, Leave
Tracking Module.
4. LEADING TEAMS
The Five Stages of Team Development
Stages of Team Development
This process of learning to work together effectively is known as team development. Research has
shown that teams go through definitive stages during development. Bruce Tuckman, an educational
psychologist, identified a five-stage development process that most teams follow to become high
performing. He called the stages: forming, storming, norming, performing, and adjourning. Team
progress through the stages is shown in the following diagram.
Forming stage
The forming stage involves a period of orientation and getting acquainted. Uncertainty is high during
this stage, and people are looking for leadership and authority. A member who asserts authority or is
knowledgeable may be looked to take control. Team members are asking such questions as “What does
the team offer me?” “What is expected of me?” “Will I fit in?” Most interactions are social as members
get to know each other.
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Storming stage
The storming stage is the most difficult and critical stage to pass through. It is a period marked by
conflict and competition as individual personalities emerge. Team performance may actually decrease
in this stage because energy is put into unproductive activities. Members may disagree on team goals,
and subgroups and cliques may form around strong personalities or areas of agreement. To get through
this stage, members must work to overcome obstacles, to accept individual differences, and to work
through conflicting ideas on team tasks and goals. Teams can get bogged down in this stage. Failure to
address conflicts may result in long-term problems.
Norming stage
If teams get through the storming stage, conflict is resolved and some degree of unity emerges. In the
norming stage, consensus develops around who the leader or leaders are, and individual member’s
roles. Interpersonal differences begin to be resolved, and a sense of cohesion and unity emerges. Team
performance increases during this stage as members learn to cooperate and begin to focus on team
goals. However, the harmony is precarious, and if disagreements re-emerge the team can slide back
into storming.
Performing stage
In the performing stage, consensus and cooperation have been well-established and the team is mature,
organized, and well-functioning. There is a clear and stable structure, and members are committed to
the team’s mission. Problems and conflicts still emerge, but they are dealt with constructively. (We
will discuss the role of conflict and conflict resolution in the next section). The team is focused on
problem solving and meeting team goals.
Adjourning stage
In the adjourning stage, most of the team’s goals have been accomplished. The emphasis is on
wrapping up final tasks and documenting the effort and results. As the work load is diminished,
individual members may be reassigned to other teams, and the team disbands. There may be regret as
the team ends, so a ceremonial acknowledgement of the work and success of the team can be helpful. If
the team is a standing committee with ongoing responsibility, members may be replaced by new
people and the team can go back to a forming or storming stage and repeat the development process.
6 Ways to Motivate Your Employees and Increase Productivity
To help, here are a few ways you can motivate members of your team and drive their productivity forward.
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1. Measure Current Performance
When setting your company on the path of increasing productivity, it is important to create a plan.
To do so successfully, you will need to measure and evaluate the current production rate. It will serve
as a baseline to check if the strategies you implement are improving the rate at which work is
completed.
One of the best ways to calculate employee output is based on speed and quality. Use a state-of-the-art
project management tool to evaluate both elements. You will be able to time track work completion
and see what it takes to produce quality products and services.
Additionally, you can measure productivity at both an individual and team level for greater insight into
the current state of things.
After that, you have a starting point to begin implementing strategies to motivate your employees.
2. Focus on Company Culture When On-boarding

Cultural fit is among the most important things to look for in a new hire. If the employees fit the
company culture better, they are much more proactive at the job and faster at connecting with their
team and their work.
A strong cultural fit also contributes to a stronger company-employee bond. This can protect the company
from expenses associated with turnover and regular and unforeseen recruitment costs.
3. Reward Employees
Rewarding workers is one of the best ways to show appreciation and improve job satisfaction.
It might be a good idea to think about giving your team extra incentives to increase loyalty and morale:
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 A personalized Prepaid Visa card that lets employees get their own incentive
 Monthly gym membership subscription which supports their self-care
 An allowance or discounts at a bookstore chain
 Weekly cinema tickets or box office discounts for two
 An additional one or two days off from work to relax

One or more of these perks have the ability to enrich the lives of your staff and improve team
dynamics. And it shouldn’t always be about money.
In fact, a survey shows that employees want this since every fourth worker out of five
actually prefers perks over a pay raise. So it might be time to consider it.
4. Emphasize Personal Development

Improving the training process helps your employees reach the pinnacle of their professional
aptitude.
After all, it is important to view workers not as a stationary resource, but a changing one which
requires constant nurturing at an individual level.
Not only can training improve their current skill set, but it can also motivate them to take on new
skills.
Without the need to pass on tasks they can do on their own, they speed up the business process
and increase efficiency and productivity.
5. Stop Micromanaging (Closely observing/Controlling/Reminding employees of

work)
When it comes to increasing efficiency, you should avoid micromanaging at all costs.
Having to check with higher management for every task can seriously discourage employees
by lowering their self-belief in what they are doing.
That business model is extremely time-consuming, which again decreases
productivity. Instead, you should consider delegating tasks across the board,
not just to senior management.
Assigning a role to each employee motivates them to complete their projects in the most
efficient way to demonstrate their worth to the company.
And in having a project in the first place, they are much more likely to further associate
themselves with the company which increases their loyalty.
6. Allow Employees to Work Remotely

If you want to increase productivity, consider allowing your employees to do more work from
home.
Research from Hubstaff suggests there is a strong connection between working remotely and
productivity. Logging in more working hours, taking fewer sick leave absences, better
performance, and even engaging at work is much higher and better with remote staff.
Without the need to pay for transport and office supplies, and with increased productivity,
this also minimizes expenses.
If you’re unsure, split work hours into remote and in-house and evaluate performance for
each day. You might be very pleasantly surprised.
1. Geographic distribution – employees, customers, and partners are spread around the country,
region, or the globe. Each physical location creates separation, challenging alignment.
2. Multi-disciplinary – staff members have differing professional backgrounds, e.g, medical
doctors, space scientists, and macro-economists each have different mental models.
3. Multi-cultural – people from different ethnic backgrounds, have different core values, use
different body language, think and express themselves in unique ways.
Yves Morieux, a senior partner at The Boston Consulting Group and co-author of Six
Simple Rules, How to Manage Complexity Without Getting Complicated researched complex
organizations and created an approach for organizations to improve their process.
To reach this goal, Morieux recommends what he calls ‘smart rules.’
Rule 1: Leader (CEO) must understand coworkers’
responsibilities Rule 2: Empower the workers who integrate the
organization
Rule 3: Leader should expand his span of control.
Rule 4: Increase the need for cooperation among
workers Rule 5: Make employees feel the shadow of
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the future Rule 6: Punish the uncooperative
employees.
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University Institute of Engineering - COMPUTER SCIENCE ENGINEERING
Human Resource Management

Human Resources Management
 The HRM process

consists of planning,
attracting, developing,
and retaining the
human resources
(employees) of an
organization.
Human Resources Management

HR Planning
strategic HR planning;
Retaining job design
employees Attracting
compensation;
employees
maintenance; labor recruiting; selecting
relations; separation
Developing
employees
training & development;
performance appraisal
HR Planning
 Planning for the future personnel needs of an

organization,
 taking into account both internal activities and
factors in the external environment
HR Planning
 Job Design
– usually done prior to recruitment
– the process of describing the work that
needs to be done by an employee and
– specifying the requirements needed in
fulfilling the job
Attracting Employees
 Recruitment
– development of a pool of job candidates in
accordance with a human resource plan
– its purpose is to provide mgmt. with enough
candidates from which they can select
qualified employees
– internal versus external
Attracting Employees
 Selection
– the mutual process whereby the
organization decides to make a job offer and
the candidate decides whether or not to
accept it.
Steps in selection
Job Offer
Physical Exam
In-depth Interview
Background Investigation
Testing
Initial Interview
Job Application
4
Developing Employees
 Orientation
– a program designed to help employees fit
smoothly into an organization
 Training
– a process designed to maintain or improve
current employee performance
 Development
– a process designed to develop skills and
attitudes necessary for future work
 Performance Appraisal
– process of providing feedback to
subordinates regarding their performance on
the job.
– Informal versus Formal
 A formalized appraisal process

is used for:
– rating work performance
– identifying those deserving
raises or promotions
– identifying those in need of
further training
Retaining Employees
Compensation
 the adequate and
equitable
remuneration of
personnel for their
contribution in the
achievement of
organization
objectives.
Retaining Employees
Labor relations
 entails recognizing the validity of unions,
negotiating for the collective bargaining
agreement, and being able to handle strikes
and other forms of mass action.
Retaining Employees
Maintenance
 the process of providing the
following services to employees:
– career counselling
– safety & health programs
 Also involves the minimization of
absenteeism and tardiness
Retaining Employees
Separation
 the process of re-integrating employees to
society; entails the following:
– employees should be terminated for a just
cause
– a retirement plan must be provided for old
employees as an aid when they leave the
company.
Definition of Conflict “Conflict is a process, where perception

(real or otherwise) leads to disruption of desirable state of harmony
and stability in an interdependent world.”
Conflict Management Styles:

Mary Parker Follett described the conflict management styles as
domination, compromise, and integration (involves openness,
exchanging information, looking for alternatives, and examining
differences to solve the problem in a manner that is acceptable to
both parties).
She also mentioned avoidance and suppression as other forms of

handling conflicts. The five styles in currency in 21st century, as
shown in Figure 20.2, are:
1. Avoidance (Leave-lose/win):
It is non-assertive and non-cooperative. The manager may think or
pretend that no conflict exists or just ignore it. This strategy is used
when the effort to resolve is not worth the salt. But this approach
over the time worsens the situation.
Avoidance might take the form of diplomatic sidestepping the issue

or postponing resolution in time to come or simply withdrawing
from a situation. A turtle is a symbol for avoidance, because it can
avoid everything by pulling its head and legs into the shell to be off
to everything.
2. Accommodating (Yield-lose/win):
Accommodating is non-assertive and cooperative, just opposite of
competing. To solve the conflict, if someone puts his interests last so
as to satisfy concerns of other people by giving in, sacrificing, or
accepting, or yielding to other’s view point, it is called
accommodation.
E.g. A chameleon is a symbol of the accommodating style since it

changes its color to match the color of its environment. By changing
its color to accommodate its surroundings, , the chameleon fits
quietly into its environment.
3. Competing (Win/lose):
The style is assertive and non-cooperative. A person puts his/her
interests before anyone else’s interests. It is also known as
dominating style. One stands up for his rights and uses all the power
to win his position. There is low relationship orientation. Managers,
using this style, want others to follow his dictates or get his way.
This style can be used only when one’s leadership is established.

There would be low relationship orientation Low relationships
orientation a lion can be a symbol of a competitive style. The lion’s
roar helps the lion to satisfy its interests.
4. Compromising (Mini-win/mini-lose):
It is some assertive (expressing self-opinion clearly and firmly) and
some cooperative. Compromise is on the path toward collaboration,
somewhere between competition and accommodation. The style
means mutual give-and-take to satisfy both parties, or both may say,
“Something is better than nothing.” It has equal distance between

competing and accommodating.
A zebra can be a symbol for the compromising

style. A zebra’s unique look seems to indicate that it didn’t care if it
was a black horse or a white horse, so it “split the difference” and
chose black and white stripes.
5. Collaborating (Win/win):
It is assertive as well as cooperative, just opposite of avoiding. It may
also be called integrative style. This style focuses on satisfying the
underlying concerns of both the parties, meeting many current needs
by working together. Through this style, employees develop
ownership and commitment. Sometimes this style gives birth to new
mutual needs.
How to Minimise (Manage) Inter-Personal Conflicts? -The

Managerial Action:
A manager should take following actions to minimize

conflicts:
1. Regular Review of Job Descriptions:

With the pace of change the job description must also change. But
this will be possible only when the job descriptions are regularly
reviewed.
2. Establish Rapport and build Relationship with all of

Your Subordinates:
For it, meet them at regular intervals; ask them about their
achievements, problems, and challenges.
3. Regular Reports:
A manager must get progress report about his subordinates
regularly, indicating achievements, current needs and future
scenario.
4. Training:
Every manager needs to be provided training in interpersonal
communication, conflict management, and delegation of authority.
5. Mutual Development of Procedures:

For routine tasks, the procedures should be developed keeping in
mind the inputs received from employees. If possible, encourage
them to write. Such written procedures should be distributed to all
concerned. If the need be, concerned employees be trained in those
procedures.
6. Holding Regular Meetings:

The managers need to hold regular management meetings to inform
subordinates about new initiatives to be taken and the progress of
current programmes.
7. Anonymous Suggestion Box:

Consider such a box in which employees can provide suggestions.
Subject Name
INTRODUCTION TO MANAGEMENT & LEADERSHIP
Subject Code UCT-242
Branch Computer Science and Engineering
Semester 3rd
Faculty Name MR. KAPIL SHARMA
Designation Assistant Professor

1. Group Dynamics and Teams
This process of learning to work together effectively is known as team development. Research has shown that
teams go through definitive stages during development. Bruce Tuckman, an educational psychologist, identified
a five-stage development process that most teams follow to become high performing. He called the stages:
forming, storming, norming, performing, and adjourning. Team progress through the stages is shown in the
following diagram.
Forming stage
The forming stage involves a period of orientation and getting acquainted. Uncertainty is high during this stage,
and people are looking for leadership and authority. A member who asserts authority or is knowledgeable may
be looked to take control. Team members are asking such questions as “What does the team offer me?” “What
is expected of me?” “Will I fit in?” Most interactions are social as members get to know each other.
Storming stage
The storming stage is the most difficult and critical stage to pass through. It is a period marked by conflict and
competition as individual personalities emerge. Team performance may actually decrease in this stage because
energy is put into unproductive activities. Members may disagree on team goals, and subgroups and cliques
may form around strong personalities or areas of agreement. To get through this stage, members must work to
overcome obstacles, to accept individual differences, and to work through conflicting ideas on team tasks and
goals. Teams can get bogged down in this stage. Failure to address conflicts may result in long-term problems.
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Norming stage
If teams get through the storming stage, conflict is resolved and some degree of unity emerges. In the norming
stage, consensus develops around who the leader or leaders are, and individual member’s roles. Interpersonal
differences begin to be resolved, and a sense of cohesion and unity emerges. Team performance increases
during this stage as members learn to cooperate and begin to focus on team goals. However, the harmony is
precarious, and if disagreements re-emerge the team can slide back into storming.
Performing stage
organized, and well-functioning. There is a clear and stable structure, and members are committed to the team’s
mission. Problems and conflicts still emerge, but they are dealt with constructively. (We will discuss the role of
conflict and conflict resolution in the next section). The team is focused on problem solving and meeting team
goals.
Adjourning stage
In the adjourning stage, most of the team’s goals have been accomplished. The emphasis is on wrapping up
final tasks and documenting the effort and results. As the work load is diminished, individual members may be
reassigned to other teams, and the team disbands. There may be regret as the team ends, so a ceremonial
acknowledgement of the work and success of the team can be helpful. If the team is a standing committee with
ongoing responsibility, members may be replaced by new people and the team can go back to a forming or
storming stage and repeat the development process.
6 Ways to Motivate Your Employees and Increase Productivity

To help, here are a few ways you can motivate members of your team and drive their productivity forward.
1. Measure Current Performance

When setting your company on the path of increasing productivity, it is important to create a plan.
To do so successfully, you will need to measure and evaluate the current production rate. It will serve as a
baseline to check if the strategies you implement are improving the rate at which work is completed.
One of the best ways to calculate employee output is based on speed and quality. Use a state-of-the-art project
management tool to evaluate both elements. You will be able to time track work completion and see what it
takes to produce quality products and services.
Additionally, you can measure productivity at both an individual and team level for greater insight into the
current state of things.
After that, you have a starting point to begin implementing strategies to motivate your employees.
2. Focus on Company Culture When On-boarding

Cultural fit is among the most important things to look for in a new hire. If the employees fit the company culture
better, they are much more proactive at the job and faster at connecting with their team and their work.
A strong cultural fit also contributes to a stronger company-employee bond. This can protect the company from
expenses associated with turnover and regular and unforeseen recruitment costs.
3. Reward Employees
Rewarding workers is one of the best ways to show appreciation and improve job satisfaction.
It might be a good idea to think about giving your team extra incentives to increase loyalty and morale:
Page 3
 A personalized Prepaid Visa card that lets employees get their own incentive
 Monthly gym membership subscription which supports their self-care
 An allowance or discounts at a bookstore chain
 Weekly cinema tickets or box office discounts for two
 An additional one or two days off from work to relax

One or more of these perks have the ability to enrich the lives of your staff and improve team dynamics. And it
shouldn’t always be about money.
In fact, a survey shows that employees want this since every fourth worker out of five actually prefers perks over
a pay raise. So it might be time to consider it.
4. Emphasize Personal Development

Improving the training process helps your employees reach the pinnacle of their professional aptitude.
After all, it is important to view workers not as a stationary resource, but a changing one which requires constant
nurturing at an individual level.
Not only can training improve their current skill set, but it can also motivate them to take on new skills.
Without the need to pass on tasks they can do on their own, they speed up the business process and increase
efficiency and productivity.
5. Stop Micromanaging (Closely observing/Controlling/Reminding employees of work)

When it comes to increasing efficiency, you should avoid micromanaging at all costs.
Having to check with higher management for every task can seriously discourage employees by lowering their
self-belief in what they are doing.
That business model is extremely time-consuming, which again decreases productivity.
Instead, you should consider delegating tasks across the board, not just to senior management.
Assigning a role to each employee motivates them to complete their projects in the most efficient way to
demonstrate their worth to the company.
And in having a project in the first place, they are much more likely to further associate themselves with the
company which increases their loyalty.
6. Allow Employees to Work Remotely

If you want to increase productivity, consider allowing your employees to do more work from home.
Research from Hubstaff suggests there is a strong connection between working remotely and productivity.
Logging in more working hours, taking fewer sick leave absences, better performance, and even engaging at
work is much higher and better with remote staff.
Without the need to pay for transport and office supplies, and with increased productivity, this also minimizes
expenses.
If you’re unsure, split work hours into remote and in-house and evaluate performance for each day. You might
be very pleasantly surprised.
2. Leadership in Complex group and Organization
Page 4
1. Geographic distribution – employees, customers, and partners are spread around the country,
region, or the globe. Each physical location creates separation, challenging alignment.
2. Multi-disciplinary – staff members have differing professional backgrounds, e.g,
medical doctors, space scientists, and macro-economists each have different mental
models.
3. Multi-cultural – people from different ethnic backgrounds, have different core values, use
different body language, think and express themselves in unique ways.
Yves Morieux, a senior partner at The Boston Consulting Group and co-author of Six
Simple Rules, How to Manage Complexity Without Getting Complicated researched complex
organizations and created an approach for organizations to improve their process.
To reach this goal, Morieux recommends what he calls ‘smart rules.’
Rule 1: Leader (CEO) must understand coworkers’ responsibilities
Rule 2: Empower the workers who integrate the organization
Rule 3: Leader should expand his span of control.
Rule 4: Increase the need for cooperation among workers
Rule 5: Make employees feel the shadow of the future
Rule 6: Punish the uncooperative employees.
3. Being in Communities
Definition: Community is a group of individuals connected to each other by one or more

attribute(s). The element that links them together is at the core, and is the essence of the group.
A community is a familiar thread used to bring people together to advocate and support each other
in the fight to overcome threats.
Reasons for people to live in communities:-
1. Communities are also rich in resources : With the diversity of skills, common goals can be
achieved that much faster.
Page 5
2. Comfort in difficult times: When things are not going well in one community. Community is
where one finds the balance between physical and mental fitness.
3. Provide support to the individuals who are impacted by the daily stress, struggles and
chaos of modern life. Without communities, we would live very isolated lives with minimal to no
contact outside of our immediate social circle. Getting outside of our close-knit group, and meeting
new people is an essential part of cultivating a self-fulfilled life!
4. Deeper sense of belonging: It allows us to support one another, interact, share experiences
and our modern life struggles. Having this open bond with others is what builds valuable
relationships, and gives us a
Types of community
A number of ways to categorize types of community have been proposed. One such breakdown is as
follows:
1. Location-based Communities: range from the local neighborhood, suburb, village, town or
city, region, nation or even the planet as a whole. These are also called communities of place.
2. Identity-based Communities: range from the local clique, sub-culture, ethnic group, religious,
multicultural or pluralistic civilization, or the global community cultures of today. They may be included
as communities of need or identity, such as disabled persons, or frail aged people.
3. Organizationally based Communities : range from communities organized informally around

family or network-based guilds and associations to more formal incorporated associations, political
decision making structures, economic enterprises, or professional associations at a small, national or
international scale.
4. Renewing group organization and communities

Organizational Renewal: Adapting to Change
Managing effectively is a major challenge facing organizations today. When organization fails to change, the
cost of failure may means its survival. Because the environment is composed of system outside the
immediate influence of the organization, it must adapt itself to those forces by introducing internal changes that
will allow it to be more effective.
To be successful, organization must develop a managerial style and culture that can adequately handle the
challenges and opportunities they face. A management style that was adequate under one set of conditions
may become progressively less effective under changing circumstances.
Organizational renewal is important. If a company is to survive in an increasingly competitive
marketplace, the organization must continuously adapt to its environment: without renewal ,
management cannot maintain excellence.
Organization renewal may be defined as an on going process of building innovation and adaptation into
the organization. The renewal dilemma is that stability is necessary but is also the major obstruction to
change. For most organizations, it seems, the more effective they have been in past, more likely they resist to
Page 6
change. Entropy is a principle of physics stating that everything that is organized will break down or run
down unless it is maintained. Organization renewal, then is, approach to preventing corporate entropy.
Why is change so difficult?
1. Culture of the organization becomes a part of the people
who perform work. In changing those old patterns, people must alter not only their behavior but also
their values and their views of themselves.
2. Organization’s structures, procedures, and relationships continue to reinforce

prior patterns of behavior and to resist the new ones.
As a result, organizational changes sometimes result in upheavals and dissatisfaction, and
possibly even in resignations, dismissals, or transfers.
Consequently, an organization must develop an adaptive orientation and management style that is
geared to its environment. Managers in different organizations deal with situations that may be dramatically
different. Some organizations exist in relatively stable environments, whereas others operate in highly dynamic
settings. Each requires different orientation to the environment.
Here are 10 things that will ensure the Renewal is successful:
1. Communication about why change is essential and the consequences of not

changing.
2. Identifying what parts of the organization truly add value and which ones
don’t and consequently must go.
3. Power and authority must shift from the centralized parts to decentralized
ones for results.
4. Energetic and passionate people are required at all levels: They are already in
the system somewhere, having been ignored and overlooked for years.
5. The reward system must become based on results, not tenure or position.
6. Renewal requires exemplary leadership at all levels: must be owned by at least
one but no more than two senior executives.
7. Each function or department must have their own more focused priorities that
align with the enterprise strategies.
8. All changes, both enterprise-wide and functional / department changes must
clearly support the priorities.
9. Engaging communication throughout the enterprise regarding the strategy,
changes, and the accompanying transition.
10. Transition implications must be properly communicated from the top to
the bottom of the organization.
Page 7
1. Group Dynamics and Teams
For teams to be effective, the people in the team must be able to work together to contribute collectively
to team outcomes. But this does not happen automatically: it develops as the team works together. You
have probably had an experience when you have been put on a team to work on a school assignment or
project. When your team first gets together, you likely sit around and look at each other, not knowing how
to begin. Initially you are not a team; you are just individuals assigned to work together. Over time you get
to know each other, to know what to expect from each other, to know how to divide the labor and assign
tasks, and to know how you will coordinate your work. Through this process, you begin to operate as a
team instead of a collection of individuals.
This process of learning to work together effectively is known as team development. Research has shown
that teams go through definitive stages during development. Bruce Tuckman, an educational
psychologist, identified a five-stage development process that most teams follow to become high
performing. He called the stages: forming, storming, norming, performing, and adjourning. Team progress
through the stages is shown in the following diagram.
Forming stage
The forming stage involves a period of orientation and getting acquainted. Uncertainty is high during this
stage, and people are looking for leadership and authority. A member who asserts authority or is
knowledgeable may be looked to take control. Team members are asking such questions as “What does
the team offer me?” “What is expected of me?” “Will I fit in?” Most interactions are social as members get
to know each other.
Storming stage
The storming stage is the most difficult and critical stage to pass through. It is a period marked by conflict
and competition as individual personalities emerge. Team performance may actually decrease in this
stage because energy is put into unproductive activities. Members may disagree on team goals, and
subgroups and cliques may form around strong personalities or areas of agreement. To get through this
stage, members must work to overcome obstacles, to accept individual differences, and to work through
conflicting ideas on team tasks and goals. Teams can get bogged down in this stage. Failure to address
conflicts may result in long-term problems.
Norming stage
If teams get through the storming stage, conflict is resolved and some degree of unity emerges. In the
norming stage, consensus develops around who the leader or leaders are, and individual member’s roles.
Interpersonal differences begin to be resolved, and a sense of cohesion and unity emerges. Team
performance increases during this stage as members learn to cooperate and begin to focus on team
goals. However, the harmony is precarious, and if disagreements re-emerge the team can slide back into
storming.
Performing stage
organized, and well-functioning. There is a clear and stable structure, and members are committed to the
team’s mission. Problems and conflicts still emerge, but they are dealt with constructively. (We will
discuss the role of conflict and conflict resolution in the next section). The team is focused on problem
solving and meeting team goals.
Adjourning stage
In the adjourning stage, most of the team’s goals have been accomplished. The emphasis is on wrapping
up final tasks and documenting the effort and results. As the work load is diminished, individual members
may be reassigned to other teams, and the team disbands. There may be regret as the team ends, so a
ceremonial acknowledgement of the work and success of the team can be helpful. If the team is a
standing committee with ongoing responsibility, members may be replaced by new people and the team
can go back to a forming or storming stage and repeat the development process.
Team Norms and Cohesiveness
When you have been on a team, how did you know how to act? How did you know what behaviors were
acceptable or what level of performance was required? Teams usually develop norms that guide the
activities of team members. Team norms set a standard for behavior, attitude, and performance that all
team members are expected to follow. Norms are like rules but they are not written down. Instead, all the
team members implicitly understand them. Norms are effective because team members want to support
the team and preserve relationships in the team, and when norms are violated, there is peer pressure or
sanctions to enforce compliance.
Norms result from the interaction of team members during the development process. Initially, during the
forming and storming stages, norms focus on expectations for attendance and commitment. Later, during
the norming and performing stages, norms focus on relationships and levels of performance.
Performance norms are very important because they define the level of work effort and standards that
determine the success of the team. As you might expect, leaders play an important part in establishing
productive norms by acting as role models and by rewarding desired behaviors.
Norms are only effective in controlling behaviors when they are accepted by team members. The level
of cohesiveness on the team primarily determines whether team members accept and conform to norms.
Team cohesiveness is the extent that members are attracted to the team and are motivated to remain in
the team. Members of highly cohesive teams value their membership, are committed to team activities,
and gain satisfaction from team success. They try to conform to norms because they want to maintain
their relationships in the team and they want to meet team expectations. Teams with strong performance
norms and high cohesiveness are high performing.
2. Leadership in Complex group and Organization
one or more of the three attributes which make leadership particularly difficult:
1. Geographic distribution – employees, customers, and partners are spread around the
country, region, or the globe. Each physical location creates separation, challenging
alignment.
2. Multi-disciplinary – staff members have differing professional backgrounds, seeing the
world in fundamentally different ways. For example, medical doctors, space scientists, and
macro-economists each have different mental models for how things work.
3. Multi-cultural – when people are from different ethnic backgrounds, they have different
core values, use different body language, think and express themselves in unique ways.
Each of these attributes creates complexity, challenging the impact of leadership and causing confusion
within the ranks. Check the boxes in this table to describe your work environment.
If all your checks are in 1st column, then moving things forward is a matter of gaining shared
understanding. You can count on a consistency between agreements and behavior.
If you are primarily in the 2nd column, your success depends on significant coordination and translation.
High performance coordination is the skillful and effective use of structure. Effective translation means
taking the time to convert one group’s point-of-view to messages that are easy for the other group to
understand. Quality translation preserves both feelings and intentions.
If you find yourself in the 3rd column, you are in a non-linear environment. This means that relationships
are not straight-forward. This kind of workplace can wreak havoc with you if you expect to apply a cause-
and-effect approach. For success you will need to balance (1) a clear intention about what needs to be
done with (2) the ability to embrace multiple points-of-view, especially when they conflict.
To develop a clear intention, define the overall change you are seeking to achieve. This is your preferred
future state. With it, you can identify the areas you need to address in order to achieve success. Your
environment will shift, and even change radically in a complex organization. Your intention, however, will
remain constant and serve as a compass when you need it.
Embracing different perspectives is a leadership competency that is challenging, yet it can be learned. It
involves accepting different ways of looking at the world, and allowing them to co-exist even when they
appear to conflict.
One of my favorite metaphors for this is the beach-ball. Imagine you are opposite me and we are looking
at the same beach-ball which is exactly between us. We are both perfectly still and so is the ball. You
might describe what you are seeing as a white circle. I might describe it as a red circle. Neither of us is
wrong. However, we are both incomplete. As soon as one of us moves, or the ball moves, we
immediately see a third dimension. It is not a circle, but a ball! The added dimension reconciles our
different, accurate, and incomplete descriptions.
In complex work environments, leaders are constantly challenged to hold onto their compass – their
intentions – and to reconcile differing points-of-view by finding solutions that embrace many perspectives
3. Being in Communities
Community is a group of individuals connected to each other by one or more attribute(s). The
element that links them together is at the core, and is the essence of the group. Just as denoted by
the root and the suffix of the word (common-unity), a certain segment of the population is united by a
familiar thread. In the field of Public Health, we see community as a group of folks that are at risk of
being infected or affected by certain types of diseases based on their demographic, social, and
economic status. A community is a familiar thread used to bring people together to advocate
and support each other in the fight to overcome those threats. As human beings, we need a
sense of belonging, and that sense of belonging is what connects us to the many relationships we
develop. Communities are also rich in resources that are where their collective aspect comes into
play. We are all members of many communities (family, work, neighborhood, etc.), and we
constantly move in and out of them, depending on the situation. Community is where we find comfort
in difficult times. When things are not going well in one community, we have the option to move
to another. For me, the community is where one finds the balance between physical and
mental fitness.
So, why is community important? Because community saves us from the isolation and alienation we
fear. Because in the real world people have no choice. Because community is about finding each
other and a place we can call home. But we are also compelled to build community not only because
we are survivors in an existing world order but because we bring differences to a society that erases
our differences. By dealing with differences we confront the question of the social and economic
foundations of our society. By building community we put some order in the fragmented world.
What is community and its importance?
Communities are helpful to join or create because they provide support to the individuals who are
impacted by the daily stress, struggles and chaos of modern life. Without communities, we would live
very isolated lives with minimal to no contact outside of our immediate social circle. Getting outside
of our close-knit group, and meeting new people is an essential part of cultivating a self-fulfilled life!
It allows us to support one another, interact, share experiences and our modern life struggles.
Having this open bond with others is what builds valuable relationships, and gives us a deeper sense
of belonging.
Communities are also rich in resources. Your strengths may be someone else’s weaknesses and
vice versa. With the diversity of skills, common goals can be achieved that much faster.
We understand the importance of community, yet so many of us tend to feel disconnected. Enter the
virtual world of online social media, email, and chat to connect instead of face to face interaction!
This isn’t to say that online communities aren’t a great way to interact. It’s an incredible way to reach
millions and feel connected with people from all over the world! We just have to be careful to not let it
replace the local, physical connection.
“You can do what I cannot do. I can do what you cannot do. Together we can do great
things!” -Mother Teresa
Types of community
A number of ways to categorize types of community have been proposed. One such breakdown is as
follows:
Location-based Communities: range from the local neighborhood, suburb, village, town or city,
region, nation or even the planet as a whole. These are also called communities of place.
Identity-based Communities: range from the local clique, sub-culture, ethnic group, religious,
multicultural or pluralistic civilization, or the global community cultures of today. They may be
included as communities of need or identity, such as disabled persons, or frail aged people.
Organizationally based Communities: range from communities organized informally around family or
network-based guilds and associations to more formal incorporated associations, political decision
making structures, economic enterprises, or professional associations at a small, national or
international scale.
4. Renewing group organization and communities
Organizational Renewal: Adapting to Change
Managing effectively is a major challenge facing organizations today. When organization fails to change,
the cost of failure may means its survival. Because the environment is composed of system outside the
immediate influence of the organization, it must adapt itself to those forces by introducing internal
changes that will allow it to be more effective.
To be successful, organization must develop a managerial style and culture that can adequately handle
the challenges and opportunities they face. A management style that was adequate under one set of
conditions may become progressively less effective under changing circumstances.
Organizational renewal is important. If a company is to survive in an increasingly competitive
marketplace, the organization must continuously adapt to its environment: without renewal , management
cannot maintain excellence.
Organization renewal may be defined as an on going process of building innovation and adaptation into
the organization. The renewal dilemma is that stability is necessary but is also the major obstruction to
change. For most organizations, it seems, the more effective they have been in past, more likely they are
resist to change. Entropy is a principle of physics stating that everything that is organized will break down
or run down unless it is maintained. Organization renewal, then is, approach to preventing corporate
entropy.
Why is change so difficult? Possibly because the culture of the organization becomes a part of the people
who perform work. In changing those old patterns, people must alter not only their behavior but also their
values and their views of themselves.
The organization’s structures, procedures, and relationships continue to reinforce prior patterns of
behavior and to resist the new ones. As a result, organizational changes sometimes result in upheavals
and dissatisfaction, and possibly even in resignations, dismissals, or transfers.
Consequently, an organization must develop an adaptive orientation and management style that is
geared to its environment. Managers in different organizations deal with situations that may be
dramatically different. Some organizations exist in relatively stable environments, whereas others operate
in highly dynamic settings. Each requires different orientation to the environment.
Here are 10 things that will ensure the Renewal is successful:
1. Consistent truth telling is required clearly spelling out the facts of why change is essential
and the consequences of not changing.
2. Hard decisions need to be made regarding what parts of the organization truly add value and
which ones don’t and consequently must go.
3. Power and authority must shift from the centralized functions of IT, Finance and HR out to
those parts of the organization that are responsible for results.
4. Energetic and passionate people are required at all levels. The good news is they are likely
already in the system somewhere, having been ignored and overlooked for years.
5. The reward system must become based on results, not tenure or position.
6. Renewal requires exemplary leadership at all levels, focused on no more than 3 enterprise
wide strategic priorities that clearly support the vision of what the organization is striving to
become. Each priority must be owned by at least one but no more than two senior
executives.
7. Each function or department must have their own more focused priorities that align with the
enterprise strategies.
8. All changes, both enterprise-wide and functional / department changes must clearly support
the priorities. Any changes that don’t must be excised.
9. Excessive attention must be paid to engaging communication throughout the enterprise
regarding the strategy, changes, and the accompanying transition.
10. Transition implications, particularly what is over now and what isn’t over must be
clearly spelled out from the top to the bottom of the organization.
0
MULTIPLE CHOICE QUESTIONS:
1. Which term best describes the process of obtaining, deploying, and utilizing a variety of
essential resources to contribute to an organization’s success?
A) planning
B) organizing
C) staffing
D) management
2. Which title is given to an individual who is in charge of and coordinates the activities of a
group of employees engaged in related activities within a unit of an organization?
A) manager
B) employee
C) vender
D) contractor
3. Which management function involves setting goals and objectives and creating specific
plans for completing them?
A) planning
B) organizing
C) controlling
D) leading
4. Which level of management is responsible for establishing a vision for the organization,
developing broad plans and strategies, and directing subordinate managers?
A) first level managers

B) middle managers
C) executive managers
D) second level managers
1
5. Which level of management is responsible for implementing programs that are intended
to carry out the broader objectives of an organization set by executives?
A) supervisory managers
B) middle managers
C) first level managers
D) chief financial managers
6. Which management principle states that each individual should report to only one boss
in order to avoid conflict and/ or confusion?
A) division of command
B) chain of command
C) unity of direction
D) unity of command
7. Which management principle states that orders and instructions should flow down from
top to bottom or from a higher level manager to a lower one?
A) division of work
B) chain of command
D) unity of command
8. A manager who possesses knowledge of the processes, equipment, and potential

problems of an industry would possess what type of managerial skill?
A) technical
B) administrative
C) interpersonal
D) organizational
2
9. The ability of a manager to interface and work effectively with individuals and groups is
descriptive of what type of managerial skill?
A) technical
B) administrative
C) interpersonal
D) organizational
10. By exceeding the monthly marketing budget set for a company, a manager would fail to
meet which type of performance measure?
A) quantity
B) quality and workmanship
C) cost and budget control
D) customer satisfaction
11. If a manager leads a team to exceed their monthly goal of new clients, which type of
performance results have they attained?
A) quantity
B) quality and workmanship
C) cost and budget control
D) customer satisfaction
12. For a manager, which should take priority- the job task or the employees performing the
job?
A) The job task always takes priority over employees.

B) Employees always take priority over the job task.
C) Neither, a manager should balance interest in the job task with the needs of the
employees performing the job.
D) Neither, administration of the business takes priority over the job task and the
employees.
3
13. Economic uncertainty, regulatory requirements, and new competitors are examples of
what type of factors that affect managers?
A) intrapersonal factors
B) internal factors
C) interpersonal factors
D) external factors
14. Which management function involves measuring results, comparing results to

expectations, and taking corrective action?
A) planning
B) organizing
C) leading
D) controlling
15. Which type of issues are first level managers routinely influenced by?
A) long range issues

B) short range issues
C) strategic issues
D) shareholder issues
16. Which of the following characterize a manager as being effective?
A) They use a minimum amount of resources for the amount of outputs produced.
B) They devote a large amount of time to planning.
C) They achieve their goals.
D) They interview, select, and train people who are most suitable to fill open jobs.
17. Which of the following characterize a manager as being efficient?
A) They use a minimum amount of resources for the amount of outputs produced.
B) The devote a large amount of time to planning
C) They achieve their goals.
D) They interview, select, and train people who are most suitable to fill open jobs.
4
18. Which management principle states that work should be divided so that each person will
perform a specialized portion?
A) division of work
B) chain of command
D) unity of command
19. What two major end results are managers seeking on a daily basis?
A) a product or service
B) management and efficiency
C) energy and utilities
D) facilities and equipment
20. In management, the various roles that managers are called on to perform are defined in
which process?
A) management process
B) executive process
C) business process
D) supervisory process
21. Which type of managers are responsible for reporting to middle managers?
A) employees
B) managers
C) executive managers
D) second level managers
5
22. Which part of the management process includes measuring results, comparing results to
expectations, and taking corrective action to bring results in to line?
A) planning
B) organizing
C) leading
D) controlling
23. Which influential thought leader is known for his common sense approach to self-
improvement as demonstrated through the book he authored, How to Win Friends and
Influence People?
A) Dale Carnegie
B) Frederick W. Taylor
C) W. Edwards Deming
D) Steven Covey
24. Which influential thought leader is known as the father of scientific management?
A) Dale Carnegie
B) Frederick W. Taylor
C) W. Edwards Deming
D) Peter F. Drucker
25. The term “core competency,” was coined by which of the following influential business
thinkers?
A) W. Edwards Deming
B) C.K. Prahalad
C) Ken Blanchard
D) Frederick W. Taylor
6
26. Which influential thought leader is known for his theory on organizational forms?
A) John Maxwell
B) Tom J. Peters
C) Henry Mintzberg
D) John P. Kotter

Case Study ON Business Environment

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CASE STUDY

Subject Name Introduction to Management & Leadership

Subject Code UCT-242

Branch Computer Science and Engineering

Faculty Name MR. KAPIL SHARMA

Designation Assistant Professor

What are the Benefits of Diversity in the Workplace?

MORE BENEFITS TO HAVING DIVERSITY IN THE WORKPLACE:

How to Manage Diversity in the Workplace

TREAT EACH EMPLOYEE AS AN INDIVIDUAL

ENCOURAGE EMPLOYEES TO WORK IN DIVERSE GROUPS

BASE STANDARDS ON OBJECTIVE CRITERIA

Benefits of sensitivities training:

Diversity law resources:

 Society of Human Resources Management

3 Human Resource Information Systems and

 Recruitment Information: It includes the placement data bank advertisement module,

 Manpower Planning Information: It seeks to provide information that could assist

Typically, the better The Human Resource

The HRIS that most effectively serves companies tracks:

A sound HRIS can offer the following advantages:

Modules in Human Resource Management

2.Time and attendance Module

3.Benefits & Administration Module

4.HR Management Module

 Basic demographic and address data

5.Talent \ Management Systems

7.Employee Self-Service Module

Benefits of Human Resource Information Systems

The Five Stages of Team Development

Stages of Team Development

6 Ways to Motivate Your Employees and Increase Productivity

1. Measure Current Performance

2. Focus on Company Culture When On-boarding

 Monthly gym membership subscription which supports their self-care

 An allowance or discounts at a bookstore chain

 Weekly cinema tickets or box office discounts for two

 An additional one or two days off from work to relax

4. Emphasize Personal Development

5. Stop Micromanaging (Closely observing/Controlling/Reminding employees of

6. Allow Employees to Work Remotely

2. Multi-disciplinary – staff members have differing professional backgrounds, e.g, medical

different body language, think and express themselves in unique ways.

organizations and created an approach for organizations to improve their process.

To reach this goal, Morieux recommends what he calls ‘smart rules.’

Rule 1: Leader (CEO) must understand coworkers’

responsibilities Rule 2: Empower the workers who integrate the

Rule 3: Leader should expand his span of control.

Rule 4: Increase the need for cooperation among

workers Rule 5: Make employees feel the shadow of

the future Rule 6: Punish the uncooperative

Human Resource Management

Human Resources Management

 The HRM process

Human Resources Management

 Planning for the future personnel needs of an

 A formalized appraisal process

Definition of Conflict “Conflict is a process, where perception

Conflict Management Styles:

She also mentioned avoidance and suppression as other forms of

Avoidance might take the form of diplomatic sidestepping the issue

E.g. A chameleon is a symbol of the accommodating style since it

This style can be used only when one’s leadership is established.