ASSIGNMENT COVER PAGE (Theory)

Assignment No: 2

Programme Name: MBA UID: d21mba16721

Semester: 1 Credit: 4
Course Title: Leadership and Organization Course Code: 21MBA613
Behavior
Submitted Date: 13 July 2021 Last date of Submission: 21st July 2021

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

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Fill page numbers as per your theory assignment in the table below:
Question No Sec.A 1 –10 Sec.B-1 Sec.B-2 Sec.B-3 Sec.B- 4 Sec.B-5 Sec.B- 6 Sec.B-7

Page No.

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 Course Title : Leadership and Organization Behaviour

Section –A

1. Define Leadership. Explain the objectives of leadership.

1. Leadership is a study field as well as a functional skill that includes an individual's, group's, or
organization's ability to "lead," control, or direct other people, teams, or entire organisations. Leadership is
defined as "a process of social influence in which a person can enlist the aid and support of others in the
accomplishment of a common task" in US academic environments. The objectives of Leadership are:

A. Primary

a) Organizing employees
b) Pursuing a common goal
c) Organizational cohesiveness
d) Motivating employees

B. Secondary

a) Vision and Mission

b) Strategize
c) Innovation
d) Transformation
e) Change Resistance

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

2. The Hersey-Blanchard Model is a leadership style that emphasises an individual's skill and willingness.
The Situational Leadership Model was created by Paul Hersey and Kenneth Blanchard and is also known as
the Situational Leadership Model. Unlike other leadership models, the Hersey-Blanchard model opposes the
notion that companies need a single leadership style. Instead, the model recommends a leadership style that
adapts to each workplace's particular circumstances. Leaders should adapt their leadership approaches to
promote professional growth of their employees by assessing each employee's skill and experience. It leads
to a continuum in leadership strategies that evolve as an employee's professional growth progresses.
Employees are categorised using a diagram in the Hersey-Blanchard model based on their capability and
experience. Employees are referred to as "followers" in the model, while managers are referred to as
"masters." The diagram below depicts four distinct classes of followers, each grouped according to their
willingness and ability to function. The ability of a follower to perform their job successfully using a
combination of abilities and experience is referred to as ability. Followers who are willing to take on a
challenge and are confident in their ability to complete it are said to be willing.

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

3. “A group consists of two or more interacting persons who share common goals, have a stable relationship,
are somehow interdependent and perceive that they are in fact part of a group.” Group behaviour refers to
people who share a common interest acting in a coordinated manner that may vary from how they would act
if they were alone or as individuals.
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4. Define group dynamics.

4. Group dynamics is a concept used in organisational growth to describe how people act in groups while
attempting to solve a problem or make a decision. A successful manager will serve as a facilitator, assisting
the community in achieving its goals and making the best decisions possible. According to Keith Davis-
“The social process by which people interact face to face in small groups is called group dynamics.” It is
concerned with the interaction of individuals in a face-to-face relationship. It focuses on teamwork; wherein
small groups are constantly in contact with each other and share their ideas to accomplish the given tasks.

5. Write about balance theory.

5. Several other ideas about group formation have been proposed. However, they only show one or two
aspects of group composition. Theodre Newcomb created "Balance Theory," which is considered to be the
most detailed of so many theories. “Two or more people associate with each other because they share similar
attitudes and values,” according to this theory. Politics, job, faith, lifestyle, and marriage are among them.”
Individuals in the community attempt to maintain equilibrium between attitudes and values through contact
and proximity, but if they can't, they back out, resulting in relationship disconnection, according to the
theory.

6. Define change.

6. The process, methods, and strategies used to handle the people side of change in order to achieve the
desired business result are known as change management. Change management refers to the collection of
organisational resources that can be used to assist individuals in making successful personal changes that
lead to change acceptance and realisation. Any change in an organization's overall work atmosphere is
referred to as change. Changes in technology, organisational structure, working procedures, job climate,
organisational strategy, and even people's roles can all be influences. When one aspect of an entity
undergoes transition, the other is required to change as well. If the move is positive, people would happily
support it. There is a lot of opposition if it isn't attractive. People can adopt an attitude of indifference if it is
of no significance to them. If they believe the change would harm their growth and prosperity, they will use
counter-pressure to oppose it. This reaction is focused on their interpretation, not actually on truth or
evidence. As a consequence, the adjustment must be strong enough to withstand the counter-pressure.
Change has become a necessity as a result of technological advancements and changes in the social climate.
The company maintains a balance or equilibrium if the transition happens.

7. Expand SMART goals.

7. A SMART goal is used to help guide goal setting. SMART is an acronym that stands for Specific,
Measurable, Achievable, Realistic, and Timely. Therefore, a SMART goal incorporates all of these criteria
to help focus your efforts and increase the chances of achieving your goal.

8. State the Line and Staff Function.

8. Line authority runs from top to bottom in an organisation, and staff authority is exercised by experts over
line managers who advise them on important issues. These specialists are ready to assist line managers if
and when they are needed, to collect information, and to provide assistance that will help the line officials
perform their duties more effectively. Since they are hired to give professional guidance to the line officers,
the staff officers do not have any command authority in the organisation. The 'line' ensures order and
harmony, while the ‘staff' offers expert advice. The line produces the product, while the staff conducts
analysis, plans, schedules, establishes standards, and keeps track of results. The line assigned the authority to
the workers to conduct these tasks, and the output must be satisfactory to the line before action is taken.

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9. State the Psychoanalytic Theory.

9. The Psychoanalytic Theory is a personality theory focused on the idea that invisible forces that are
dominated by conscious and logical thinking motivate people rather than seen forces. The psychoanalytic
theory is closely connected with Sigmund Freud. According to him, human behaviour is formed by the
interaction of three mental components: The Id, Ego, and Super Ego.

Id: The primitive part of the mind that seeks immediate fulfilment of biological or instinctual desires is
known as the id. The biological needs are the essential physical needs, while the instinctual needs, such as
hunger, thirst, and sex, are innate or unlearned needs. Id is the unconscious part of the mind that acts without
thinking about what is right and wrong.

10. Define delegation and controlling.

Delegation: Since there are so many people working in the same company, it is the duty of management to
establish a relationship framework. Responsibility without authority is a dangerous thing,and authority
without responsibility is an empty vessel. All should clearly understand to whom they are accountable;
subordinates are given accountability authority in order for them to demonstrate job success. This will aid in
the smooth operation of the company by allowing for the delegation of accountability and authority.

Controlling: Controlling is the process of ensuring that divisional, departmental, sectional, and individual
results are in line with predetermined objectives and goals. Deviations from goals and strategies must be
detected, investigated, and action taken to correct them. Managers receive input on deviations from plans
and goals, and all other management processes, such as preparing, scheduling, hiring, directing, and
managing, are reviewed and updated as appropriate.

Section –B

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

1. Tuckman outlines the following five stages of community development:

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

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

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

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

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

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

2. The fourteen management principles devised by Henri Fayol are outlined below.

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

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

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

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

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

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

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

8. Centralization: The management or any authority in charge of the decision-making process of any
organisation should be unbiased. This, however, is dependent on the organization's size. Henri Fayol
emphasised the importance of maintaining a balance between hierarchy and power separation.

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

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

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

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

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

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

3. Explain the process of Recruitment and Selection.

3. The process of Recruitment is as follows:

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

1. Finding a work opening: Developing a job description and specification, Origins of information,
Publishing a work advertisement, Handling the reaction

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

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

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

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

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

4. Features of MBO:

1. MBO is concerned with individual managers' and units' goal-setting and preparation.

2. MBO is a collaborative goal-setting mechanism between a supervisor and a subordinate.

3. Managers collaborate with their subordinates to set performance targets that are aligned

with the organization's overall goals.

4. MBO focuses emphasis on relevant priorities and tactics.

5. MBO promotes control by allowing for the implementation and review of individual

goals and plans on a regular basis.

Steps in MBO:

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

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

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

4) Performance appraisal: Employees receive feedback about how they are doing their work, and a plan for
change is developed. Both the employee and the employer value performance appraisals since they are often
used to provide predictive information about potential promotions. Person and organisational training and

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growth requirements can be determined with the help of appraisals. Performance appraisals inspire
employees to develop their work. Employees receive feedback on their behaviour, attitude, ability, or
knowledge, which clarifies the job expectations their supervisors have for them. Performance appraisals
must be backed up by documentation and management commitment to be successful.

5. Discuss the theories of group dynamics.

5. Theories of Group Formation:

1. Propinquity Theory: The most basic theory explaining affiliation is propinquity. This interesting word
simply means that individuals affiliate with one another because of spatial or geographical proximity. In an
organisation employees who work in the same area of the plant or office or managers with offices close to
one another would more probably form into groups than would those who are not physically located
together. There is some research evidence to support the propinquity theory and on the surface, it has a great
deal of merit for explaining group formation. The drawback of this theory is that it is not analytical and does
not begin to explain some of the complexities of group formation. Some more theoretical and practical
reasons need to be explored.
2. Homan’s Theory: According to George C. Homans, “The more activities persons share, the more
numerous will be there interactions and the stronger will be their shared activities and sentiments, and the
more sentiments people have for one another, the more will be their shared activities and interactions.”
It is a very comprehensive theory and based on activities, interactions and Homan’s theory is based on
sentiments. These three elements are directly related to each other. The members’ activities interactions and
of a group share activities and interact with one another not just because of physical proximity but also to
accomplish group goals. The key element is interaction because of which they develop common sentiments
for one another. These sentiments gradually get expressed through the formation of informal groups. If any
disturbance is caused to any of the three-activities, interactions and sentiments, it is likely to disturb all the
others.

3. Balance Theory: Another very comprehensive theory is a Balance Theory of group formation. This theory
as proposed by Theodore Newcomb states that “Persons are attracted to one another on the basis of similar
attitudes towards commonly relevant objects and goals. Once a relationship is formed, it strives to maintain
a symmetrical balance between the attraction and the common attitudes. If an imbalance occurs, attempts are
made to restore the balance. If the balance cannot be restored, the relationship dissolves.”
Thus, the balance theory is additive in nature in the sense, that it introduces the factor of balance to the
propinquity and interaction factors. There must be a balance in the relationship between the group members
for the group to be formed and for its survival. The following -figure shows the balance theory.

Individual (A) will interact and form a relationship/group with individual (B) because of common attitudes
and values (C). Once this relationship is formed, the participants strive to maintain a symmetrical balance
between the attraction and the common attitudes. If an imbalance occurs, an attempt is made to restore the
balance. If the balance cannot be restored, the relationship dissolves.

4. Exchange Theory: This theory is based on reward-cost outcomes of interactions. To be attracted towards a
group, a person thinks in terms of what he will get in exchange of interaction with group members. A
minimum positive level (rewards greater than costs) of an outcome must exist in order for attraction or
affiliation to take place. Rewards from interactions gratify needs while costs incur anxiety, frustrations,
embarrassment or fatigue. Propinquity, interaction and common attitudes all have roles in the exchange
theory.

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