Questions

(a) What are the dysfunctions of informal

organization in the Surepleasure Airlines?
Ans – There are three major dysfunctions
could be determined, which is as follows:-
1. Failure to comply with Airport
Authority rules.
2. Unethical behavior.
3. Monopoly/Resistance for employment.
Failure to comply with Airport authority
rules is the greatest threat that could
disrupt the
business of Surepleasure airline in the
form of financially forfeiture, Operational
ban,
reputational damage. Therefore, it is must
to comply with the rules and governing
body.
However, the informal group can’t be
directly linked to such failure but it might
have some
indirect impact on such notorious acts e.g.
– concealing the evidences, motivation
towards
such unethical acts, lackadaisical
approach.
Questions
(a) What are the dysfunctions of informal
organization in the Surepleasure Airlines?
Ans – There are three major dysfunctions
could be determined, which is as follows:-
1. Failure to comply with Airport
Authority rules.
2. Unethical behavior.
3. Monopoly/Resistance for employment.
Failure to comply with Airport authority
rules is the greatest threat that could
disrupt the
business of Surepleasure airline in the
form of financially forfeiture, Operational
ban,
reputational damage. Therefore, it is must
to comply with the rules and governing
body.
However, the informal group can’t be
directly linked to such failure but it might
have some
indirect impact on such notorious acts e.g.
– concealing the evidences, motivation
towards
such unethical acts, lackadaisical
approach.
Questions
(a) What are the dysfunctions of informal
organization in the Surepleasure Airlines?
Ans – There are three major dysfunctions
could be determined, which is as follows:-
1. Failure to comply with Airport
Authority rules.
2. Unethical behavior.
3. Monopoly/Resistance for employment.
Failure to comply with Airport authority
rules is the greatest threat that could
disrupt the
business of Surepleasure airline in the
form of financially forfeiture, Operational
ban,
reputational damage. Therefore, it is must
to comply with the rules and governing
body.
However, the informal group can’t be
directly linked to such failure but it might
have some
indirect impact on such notorious acts e.g.
– concealing the evidences, motivation
towards
such unethical acts, lackadaisical
approach.
Failure to comply with Airport authority
rules is the greatest threat that could
disrupt the
business of Surepleasure airline in the
form of financially forfeiture, Operational
ban,
reputational damage. Therefore, it is must
to comply with the rules and governing
body.
However, the informal group can’t be
directly linked to such failure but it might
have some
indirect impact on such notorious acts e.g.
– concealing the evidences, motivation
towards
such unethical acts, lackadaisical
approach.
(a) What are the dysfunctions of informal
organization in the Surepleasure Airlines?
Ans – There are three major dysfunctions
could be determined, which is as follows:-
1. Failure to comply with Airport
Authority rules.
2. Unethical behavior.
3. Monopoly/Resistance for employment.
Failure to comply with Airport authority
rules is the greatest threat that could
disrupt the
business of Surepleasure airline in the
form of financially forfeiture, Operational
ban,
reputational damage. Therefore, it is must
to comply with the rules and governing
body.
However, the informal group can’t be
directly linked to such failure but it might
have some
indirect impact on such notorious acts e.g.
– concealing the evidences, motivation
towards
such unethical acts, lackadaisical
approach.
PART A
OB Case Studies

1
(a) What are the dysfunctions of informal organization in the Surepleasure Airlines?

Ans – There are three major dysfunctions could be determined, which is as follows: -

1. Failure to comply with Airport Authority rules.

2. Unethical behavior.
3. Monopoly/Resistance for employment.

Failure to comply with Airport authority rules is the greatest threat that could disrupt the business of
Sure pleasure airline in the form of financially forfeiture, Operational ban, reputational damage.
Therefore, it is must to comply with the rules and governing body. However, the informal group can’t be
directly linked to such failure but it might have some indirect impact on such notorious acts
e.g. – concealing the evidences, motivation towards such unethical acts, lackadaisical approach.

2. Ethics is the biggest factors for sustainable business, because the studies says: - post completion of
determined equipment lifecycle, it is having potential to fail or degrade the anticipated performance,
could lead to major accident such as crashes and fetal accidents in Airspace. The unethical behavior of
these employees could result in reputation/direct/indirect damage of sure pleasure airline. There are
several cases where the professional ethics of individuals impacted the organization e.g. – Satyam
infotech lead by Ramalinga Raju was one of the leading IT services company and rapidly growing.
However, the unethical practice of board put the organization into dusk in a span of few days, while
resigning chairman has written that “It was like riding a tiger, not knowing how to get off without being
eaten.”

3. The exiting employees are creating a stagnated working environment in terms of equal
opportunities, creativity, and diversity because members are accepting or rejecting new
employees into the work-group based on factors completely unrelated to the job.
Consequently, such practices are leading to showcase unit in terms of overlooking/concealing
the wrongdoing/mischief made with the department. These values and lifestyle later would
cause rigidity and overly protective of their traditions.
b) Could there be any benefits of informal organization in this company?

There are several benefits of Informal organization group in Surepleasure Airlines company: -

1. Fuel the rapid growth – There are possibility that informal group is fueling the rapid growth of
Organization, because through informal group supporting to reduce the bureaucracy and
promotes creativity through effective and swift means of communication, employees share
common thoughts/social and cultural beliefs leading to stability. Their interests are promoting
and strengthening the organization commitment to accomplish its formal goals.

2. Stability of resources in the organization – Stability of resources play a vital role in

organization growth, as several examples have seen that companies are creating such groups
to retain and reduce attrition rate because stability of resource much more depends on the
organization culture and values - This happens because of the social interactions they indulge
in with each other. This consequently leads to work satisfaction and stability in the
organization.

3. Effective decision making and reflective listening – Managers also benefit from informal
organizations by using them to understand requirement, controls and grievances of
employees. Since employees freely interact with each other, they can unify and address their
problems collectively. Social interactions lead to cooperation and coordination amongst people
of different groups. It helps top managers design the policy and procedure, goals efficiently.
Managers can get quick feedback on their official decisions from member through informal
channels of communication. This helps in knowing how well their policies are bating accepted
and implemented by organization members.

4. Promote creativity, Ownership - People get a chance to exploit their creativity and work
according to their judgment and skills without waiting for superiors’ instruction. They think of
new ideas and apply them in practice without the fear of rejection by their superiors.

b) What suggestions would you give to the

management of this company to cope with
the
informal organization?
Ans – The Informal group established in
Surepleasure Airlines is a potential threat
to the
organization establishment and necessary
to manage with meticulous planning and
structured
execution. Therefore, following tactics can
be advocated to cope the informal group:-
Firstly, the patterns of informal group
should be analyzed carefully, to obtain
understanding of
organization groups’ involvement,
objective & motivation, know the sources
of funding and
financing, etc. an enlightened manager can
used to plug the loopholes of their
communication
c) What suggestions would you give to the management of this company to cope with the
informal organization?

Ans – The Informal group established in Surepleasure Airlines is a potential threat to the
organization establishment and necessary to manage with meticulous planning and structured
execution. Therefore, following tactics can be advocated to cope the informal group:-
Firstly, the patterns of informal group should be analyzed carefully, to obtain understanding of
organization groups’ involvement, objective & motivation, know the sources of funding and financing,
etc. an enlightened manager can used to plug the loopholes of their communication system.

Based on the study and inputs, we need to analyze the informal group effect on such
wrongdoing/mischief being made within the department. Management need to prepare
possible conflicts and appropriate resilience to minimize the long/short term impact and
contingency budget to be prepared to keep such mobility/maneuvering funding.

Thereafter, Management should try to achieve equilibrium between formal and informal
organizations. Conflicts between the two should be avoided through two-way communication with
the informal group and their leaders to be established and inform them in brief about the possible
impacts of such activities on the organization establishment and reward them that their existence
would be recognized.

The management should attempt to integrate the interests of informal groups with the
objectives of the formal organization. If this could be achieved, much of the role conflict would
be avoided. The desirable patterns of informal relationships may be incorporated into the
formal structure. This will make the organization strong.

Informal group must be taken into confidence whenever a change in work methods is to be
introduced in the organization. It is easier to introduce a change when group norms are
changed. For overcoming resistance to change on the part of the groups, the management
must share complete information about the change with the groups and try to persuade them
to accept change by convincing them of the benefits of the said change.

2.
a) Describe the changes in structure that Ford expects from the Ford 2000.

Answer: Ford targets for 2020 is restructuring the org in order to avoid duplicating the efforts of re-
design and increase volume of purchasing around the world

b) How do you explain the continuing uing problem that employees are having with
adaptingng to the new structure of Ford 2000?

Answer: Employees will have to change their ways of doing their work as they design cars and trucks to
the global markets rather than a single, relatively homogeneous one. Rather than working in a functional
organization with traditional hierarchies and centralized decision making, employees are assigned to a
design center, such as small cars, and then to a group according to their specialties, such as drive trains.
Managers then mediate the disputes that occur between the design centres and the special entities.

c) Is a matrix structure the proper structure for Ford 2000?

Answer: Since Ford is in Designing, Manufacturing and Sales – Matrix structure would not be the most
apt structure for Ford. A pyramid structure for respective verticals would be a better approach for Ford.

d) Does frequent changing of Organization Structure impact Organizational Behaviour?

Answer: Yes, the transition had left many employees still wondering whom they worked for and with a
feeling that everything was out of control. The culprit seems to have been a reorganization of the
reorganization! Trot man now plans to reduce the number of designs centres from five to three. People
are moving and reporting relationships are changing once again. There is an increase in confusion and
frustration within employees as there is no clear reporting. They’re clueless to understand whom to
approach for their different issues.

HR Case Studies

1)
a) Identify the salient issues from HR point of view for this case.

Answer: Ned Jackson, the human resources planning manager is finding it increasingly difficult to keep
its good engineers, Based on extensive turnover analyses beyond 5 years. Ned's conclusion is that
Microelectronics has been essentially serving as an industry college. Their strategy has always been to
hire the best and brightest engineers from the best engineering schools in the United States.

b) lf you were to study this turnover problem; how would you conduct a needs analysis or
evolve a counselling programme?

Answer: I would suggest for counselling program where I would like to understand the employee
problem associated with company.

c) What are the causes of dissatisfaction and turnover in Microelectronics?

Answer: Ned believes that the engineers get lost in the shuffle at the time they join the company. The
new employee must work on non-classified projects until they cleared the security to join the
designated project, and clearance will take around 6 to 10 months. This causes the young engineers to
loss out the design pass which the most important part of the creative and challenging segment of the
program. Because of the nature of project work, new engineering often has difficulty learning the
organizational culture - such as who to ask when you have a problem, what the general dos and don'ts
are, and why the organization does things in a certain way. Microelectronics problem seems to be its
inability to keep engineers beyond the "critical" five-year point. Apparently, the probability of turnover
drops dramatically after five years of service which caused the turnover to drop.

2.
(a) What are the unique features of SEWA?

Answer: -
SEWA - The Self-Employed Women’s Association is a membership organization – “called as a movement
rather than a program”. SEWA is a unique vision with core purpose to empower poor women working in
the informal sector so they can achieve secure employment and self-reliance.
The unique identifiable unique features of SEWA are as follows:-

Workforce: -
SEWA members see themselves first and foremost as workers, and identify their primary need as gainful
and secure employment. Large numbers of members have increased their incomes through both the
collective pressure that organizing allows them to exert and the creation of alternative employment
opportunities. They have gained access to markets through information campaigns, assistance with
product improvement, and SEWA-run marketing services; they have gained access to services that are
essential to a secure livelihood; and they have gained access to banking facilities that allow them both to
save and to borrow in small amounts and on reasonable terms, and so gradually build up assets. At the
same time, large numbers of members have achieved self-reliance. By organizing poor women and
providing training and capacity building of various kinds, SEWA has developed their leadership abilities,
their self-confidence, and their life skills

Organizing: -
SEWA members (as distinct from offering services at the outset) helps to ensure ownership and having
subsequent activities that are based on members’ needs, while providing a firm foundation for future
growth. In making poor women better informed about their rights, it increases the accountability of
various organizations. In helping members articulate their needs, it ensures that SEWA activities are
demand-driven. And in identifying potential activists and leaders among new recruits, it lays the ground
for SEWA’s future growth.

Values: -
Values at the core of an organization help establish consistency in its purpose, and serve to attract and
retain highly motivated staff and members. They also underpin the patience and perseverance needed
to influence the policy environment. From its inception, SEWA has been steeped in Gandhian beliefs and
practices. Perseverance, egalitarianism, inclusion, and participation are actively incorporated into
meetings and organizational practices.

Flexibility: -
Organization style and structure encourages experimentation and learning, a willingness to take
advantage of partnerships with others, and an ability to recognize crises as opportunities. Flexibility
induces innovation and risk-taking; a capacity to grow; a decentralized style that promotes a highly
motivated, energetic and committed staff; and a focus on ideology rather than dogma.

Leadership: -
Leadership is crucial not only in defining an organization vision, but also in establishing management and
behavioral practices that reduce social distance between corporate management and grassroots
members. Moreover, effective leadership skills can be taught to and learned by poor and uneducated
women.

(b) Discuss the worker-oriented development approach of SEWA affecting the performance.

Answer: -
SEWA has overcome many challenges. Initially it encountered great resistance in even registering as a
union, since the authorities questioned whether self-employed women were legally entitled to form a
trade union. Later the banking authorities were reluctant to sanction a bank that lent to self-employed
women without collateral. In overcoming these and many similar challenges, SEWA has shifted the
policy environment in India, and in that way, it has had an impact far beyond its membership. The
challenges of rapid growth have been successfully met up to now, thanks in part to SEWA’s flexible
structure, but they are a continuing preoccupation as membership continues to increase. And the long-
run financial viability of various enterprises remains a concern: while SEWA has a clear policy that all
such activities should be self-sustaining, actually making them so, and deciding when initial subsidies
have gone on long enough, is always difficult. Moreover, some of SEWA’s newer initiatives, such as
insurance, require more financial expertise and discipline than traditional activities.

(c) Can you suggest ways in which private corporate organizations can also be involved in
developing management programmes along with SEWA for the upliftment of the rural
people?

Answer: -
Across globe there are several organizations working towards empowerment of rural peoples’, with
their CSR agenda. However, the corporate organization programs can be integrated with SEVA, as
follows: -
Self-reliance: - Corporate Organization can train and motivate rural people to develop self-sustainability
skills and better and self-reliant future to work. According to personal interviews in July 1998, women
who have worked with SEWA in their communities feel more confident and gain more respect from the
men. They have managed co-operative businesses, in one case in the village of Baldana, better than the
men who had managed that same business. The cooperative had been operating at a loss. SEWA helped
convert it to women management. The men of the village "forcibly ousted women on renewed
profitability. Soon, corruption led to huge losses again and women's and SEWA's intervention.

Marketing and Market Forecasting: - Marketing best practices and various mediums e.g. Digital,
Analytical, customer loyalty & Adverts lesions can be educated to rural people towards enhanced of
their business and negotiate the best price for their products.
Market Forecasting is another critical aspect which private organization can help rural people take
better decision to improvise and research for upcoming marker trends.

Finance and investment: - Private organizations can also support in educating the rural people in
management of finance and better decision making in investment and fund and resources and align
their business towards safe and secure future.

PART B
Answer any Six Questions. Answer to the point and briefly with examples ( 6Qx5M=30M)

1. Define, what is Organizational Behaviour and state why it is importance to

study Organizational Behaviour?
Answer:-
The Organization behavior is a study individual behavior and group dynamics in Organization.
The study of organization behavior primarily concerned with the psychosocial, interpersonal and
behavioral dynamics in organization. However, organization variables that affect human behavior
at work are also relevant to the study of organization behavior. These organization variables
include job, the design of work, communication, performance appraisal, and organization design
and organization structure.

Therefore, the learning of organization behavior involves three activities

Objective Knowledge – This enables you to identify inconsistencies and limitations in current
body of objective knowledge.

Skill Development: - This enables you to acquired, behave and learn through your own behavior
and actions, active participation and broad mindedness for better skills and ideas.

Applications of knowledge and skills – This enables you to apply the knowledge and skills in real
world setting and reflexively observe the outcome.

The importance of organization behavior is to completely understand the complex dynamics of

of behavior in organization.
Therefore, organizational behavior useful for on three distinct levels: -

1. Individual level: -
Which involves how the individuals function in organization which involves Individual
perception, attitude, personality, values and motivation and emotions
Plays significant role in understanding: -
o Nature of employee
o Motivation of employees.
o Workspace satisfaction.
o Empowering employees.
o Helping employees balance work-life conflicts.
o Improve Management decision making

1. Group Level: -
Explains how people communicate and coordinate work activities in work group and teams.
Involves the study of group dynamics, intra and inter group conflicts and cohesion,
leadership, power, group decision making, interpersonal communication, network and roles.
This plays significant role in understanding: -
o Effective utilization of Human resource.
o Improve quality and productivity.
o Efficiency and effectiveness of group communication and networking.
o Skill Gaps in organization.
o Controlling conflicts and propelling efficiency in group.
o Coordination and essence of management.
 2. Organization Level: -
Describe organization as whole, It involves organization culture, organization structure, inter
organizational cooperation and conflicts, Change, Technology, and external environment forces.
This plays significant role in understanding: -
o Goodwill of Organization.
o Anticipated organizational events.
o Sustainable environment for organization.
o Relation in Organization.
o Viability of transformation and change adoption.

2. Define HRM Function in Business Organization? What are the various challenges faced
by H R Managers in managing employees in today’s Industrial Organization?

Answer
Human resource management (HRM) is a strategic function in organization to effectively manage the
policies, practices and systems that influence employee’s behavior, attitude and performance in
attainment of goals in coordination with other business functions and help business to gain a
competitive advantage. It is designed to exploit employee performance in facilitation of an employer's
strategic objectives.

HRM Activities in organization are as follows: -

 Strategic HR Management
o HR effectiveness
o HR metrics
o HR technology
o Human resource planning
o Human resource retention

 Equal Employment Opportunity

o Compliance
o Diversity
o Employment equity.

 Staffing
o Job Analysis
o Recruiting
o Selection

Talent Management and Development

o Orientation
o Training
 o Employee Development
o Career Planning
o Performance Management

Rewards/Compensation
o Wage/Salary Administration
o Incentives
o Benefits

Risk Management and Worker Protection

o Health and wellness
o Safety
o Security

Employee and Labor Relations

o Employee Right and privacy
o Human resource Policy
o Management Relations

Challenges of HRM
Globalization of Business
o Cooperation with Multinational/local compliances.
o Outsourcing and offshoring
o Global security and terrorism

Economic and Technological Changes

o Occupational shifts from manufacturing and agriculture to service and
telecommunications. Job growth primarily in IT and healthcare
o Workforce availability and quality concerns.
o Manpower Management and up skilling according to rapid change/advancement in
Technology
Labour
o Employee retention – Todays, era of globalization employee retention is extremely
difficult with rapid mobility and easy migration.
o Growth of contingent workforce - Increases in temporary workers, independent
contractors, leased employees, and part timers caused by need for flexibility in staffing,
more difficulties in firing regular employees, and reduced legal liability for contractors.
o Technological shifts and the Internet - Growth of information technology creating more
“virtual” employees and other recruitment challenges.
o Employability Skills – There is “huge skill gap in between demand and supply for human
resources. Highlighting the issue, Infosys co-founder N.R. Narayana Murthy recently
stated that 80 per cent of students were not trained suitably for jobs.
Workforce Demographics and Diversity
o Multiculturalism
o Visible minorities and diversity - 20% of workforce born outside Canada with growing
presence of visible minorities
o More women in the workforce - Single-parent households, dual career couples,
domestic partners, working mothers and family/childcare.
o Aging workers - Significant numbers of experienced employees are retiring, changing to
part time etc. According to recent research, the Japan will face a shortage of 6.44
million in the labor force by 2030. Tokyo alone will be short 1.33 million workers.
Organizational Cost Pressures, Restructuring
o Mergers and Acquisitions
o “Right-sizing”—eliminating layers of management, closing facilities, merging with other
organizations, and outplacing workers, intended results are flatter organizations,
increases in productivity, quality, service and lower costs. Costs are “survivor
mentality”, loss of employee loyalty, and turnover of valuable employees.
o HR managers must work toward ensuring- cultural compatibility in mergers.

3. Explain how personality influences behavior in organizations either using Big Five
personality traits or MBTI Instrument?
Answer:-
The Personality influence at greater extent on your working behavior and approach, Motivation factors.
There are many personality theories proposed. However, the theory proposed by Myers & Briggs type
indicator (MBTI) best suitable and widely used for personality test to measure each of the traits.
Nowadays, there are many organizations selecting people based on these personality traits for particular
position.

MBTI measures on how they focus their attention & re-energize (extrovert (E) or introvert (I)),
collect/gather information (sensing (S) or intuition (N)), process the same & decide (thinking(T) or
feeling(F)) and lastly direct themselves to the other world or orient to outside world (judging (J) or
perceiving (P)); thereafter, MBTI combines the four classifications into 16 personality types.

Marketing people tend to be ESTJ that means they have personality traits of Extrovert, Sensing, Thinking
and Judging types. These personality types are so popular, that many organizations encourage their
employees to reveal their traits type so that the organization can better understand personality.
Therefore, they selection of right place for people in different jobs.

Few Example based

 ISTJ - best suitable as police inspectors.

 INFJ - best counselor and best suitable as advocate & Diplomat.
 INTJ – these people are deep thinkers and best suit as strategist.
 ENFJ – More Trust on guts instinct and best suitable in fundraising for NGO, CSR.
 ESPF – Best suitable in capturing attention and extremely friendly commonly Actors.

Analysis of an individual’s personality will help in reveal the strong and weak points. A person may be
unsettled for one job but may be best fit for another because job requirements and traits may be
different, Understanding the personality also help in designing the up-skilling training programs for
the personnel’s in the organization.

4. Identify steps in decision making process in an organization and explain with example?

Answer
There are seven essential steps involved in decision making process in organization:

1. Recognize the Problem – Firstly in the decision-making process need to define the real problem. A
problem can be explained as a question for and appropriate solution, considering critical or strategic
factors in the problem. These limiting factors are, in fact, obstacles in the way of finding proper
solution.
E.g. - Machine stops working due to un-availability of screw, screw are the problem and
subsequently, the breakdown occurred in midnight and all shops are closed is the limiting factor in
decision making.

2. Analyze the Problem and Opportunity: - Secondly, Systematically analysis of the available
resource/data, because the decisions making needs substantial data collection, classification and
analysis of facts and figures, shall be based on three principles: -
A. The Future of the decision. This means what would be the applicable timeline, where this
decision will be applicable to a course of action.
B. The effect of decision on other functions and areas of the business.
C. The qualitative considerations which come into the existence.

3. Developing alternative solutions: Post defining the problem and opportunity, the next step is to
develop another solution. Aim to developing alternative solutions is to compare and decide the
best possible decision out of the available alternative courses of action. In creating alternative
solutions the management comes across creative or original solutions to the problems.
E.g.- Artificial intelligence enabled techniques in operations research are immensely helpful in the
development of alternative courses of action driven through factual data.

•Weight the evidence and select the best solution: - After developing various alternatives, the
management has to handpicked the best alternative. This is the difficult and decisive movement for any
decision making. However, there are few points which supports in selection of suitable solution:-

a. Associated Risk element involved in each course of action against the expected gain.
b. Economy of effort involved in each alternative, i.e. securing desired results effective and
efficiently. c. Proper timing of the decision and action based on external environment.
d. Final selection of decision considering the resources available marking calibre ,
understanding, intelligence and skill in consideration.

•Implementation of Optimal solution: - In this step coherent information flow, skill and conducive
external environment is key factors, as listed

a. Coherent and effective communication of solution to be cascaded to the subordinates.

Decisions should be communicated in clear, concise and understandable manner.

b. Recognition and confidence on decision by the subordinates is important. Management

effective controlling and monitoring will facilitate the smooth execution of decisions.

c. The Workflow should be defined and stringent timelines in the execution of decision
minimizes the effect of various failure factors.

•Control & Regulate the Solution – Management Regulation and control on system ensures the
objective being achievement in the right form. It is exercised through they output can be control.Also,
this provide the floating opportunity for Management to improvise the decision based on the real
situation.

•Feedback:- It provides the insight of the effectiveness of the executed decision. Periodically reports on
the success and lession learnt will help in further planning of decisions. Instrument the proactive
decision making process.According to Peter Drucker, the monitoring system should be such that the
manager can go and look for himself for first-hand information which is always better than the written
reports or other second-hand sources. In many situations, however, computers are very successfully
used in monitoring since the information retrieval process is very quick and accurate and in some
instances the self-correcting is instantaneous.

5. Define conflict and negotiation in organization and Explain the nature of conflicts in
organizations?
Conflict –
The definition of conflict is ever-changing with every new case and change in dynamics
of working society. However, based on commonness the conflict definition as follws:-

“Any situation in which incompatible goals, attitudes, emotions, or behaviors lead to

disagreement or opposition between two or more parties.”

“A process that begins when one party perceives that another party has negatively
affected, or is about to negatively affect, something that the first party cares about
That point in an ongoing activity when an interaction “crosses over” to become an
interparty conflict”

There are classified as

Functional conflict - a healthy, constructive disagreement between two or more people.

Dysfunctional conflict - an unhealthy, destructive disagreement between two or more

people

Negotiations:- It is aimed to resolve points of difference, to gain advantage for an individual or

collective, or to craft outcomes to satisfy various interests. It is often conducted by
putting forward a position and making concessions to achieve an agreement, equilibrium
of understanding. The degree to which the negotiating parties trust each other to
implement the negotiated solution is a major factor in determining whether negotiations
are successful.

Negotiation - a joint process of finding a mutually acceptable solution to a complex

conflict
Useful under these conditions
 Two or more parties
 Conflict of interest between the parties
 Parties are willing to negotiateParties prefer to work together rather than to fight openly,
give in, break off contact, or take the dispute to a higher authority

The Best Alternative To a Negotiated Agreement; the lowest acceptable value (outcome) to an
individual for a negotiated agreement

Nature of conflict:-
There are two types
1. Group conflict in organization.
2. Individual conflict in organization.

Group conflict in organization.

 Interorganizational conflict - conflict that occurs between two or more organizations
e.g. –caused due to corporate takeover, mergers, and acquisition.
 Intergroup conflict - conflict that occurs between groups or teams in an organization.
e.g.- caused due to territoriality, aggression and prejudice towards the other group.
 Intra group conflict - conflict that occurs within teams or group.
e.g. – caused due to functional/operations tasks.
Individual conflict in organization.
 Intrapersonal conflict - conflict that occurs within an individual

 Interrole conflict - a person’s experience of conflict among the multiple roles in

his/her life
 Intrarole conflict - conflict that occurs within a single role, such as when a
person receives conflicting messages from role senders about how to perform a
certain role
 Person-role conflict - conflict that occurs when an individual is expected to
perform behaviors in a certain role that conflict with his/her personal values.

6)What is performance appraisal and Management? Explain briefly how compensation and
rewards are integrated with performance appraisal?
Answer
Performance management (PM) is a goal-oriented process directed toward ensuring that organizational
processes are in place to maximize the productivity of employees, teams, and ultimately, the
organization. It is a major player in accomplishing organizational strategy in that it involves measuring
and improving the value of the workforce. PM includes incentive goals and the corresponding incentive
values so that the relationship can be clearly understood and communicated. There is a close
relationship between incentives and performance. With PM, the effort of each and every worker should
be directed toward achieving strategic goals.

Robert J. Greene, CEO of Reward Systems Inc., said, “Performance management is the single largest
contributor to organizational effectiveness. If you ignore performance management, you fail.”
Performance appraisal (PA) is a vital part of performance management and a tool to review and
evaluation individual or team task performance. A critical point in the definition is the word formal,
because in actuality, managers should be reviewing an individual’s performance on a continuing basis.
PA is directly proportional to PM. Performance appraisal serves many purposes, and improved results
and efficiency are increasingly critical in today’s globally competitive marketplace.

Compensation and reward

Out of the multiple uses of Performance appraisal Compensation and reward are key use so far because
the compensation and reward system plays a pivotal role to attract and retention the best talent.
Performance appraisal results provide a basis for rational decisions regarding pay adjustments. Most
managers believe that you should reward outstanding job performance tangibly with pay increases.
They believe that the behaviors you reward are the behaviors you get. Rewarding behaviors necessary
for accomplishing organizational objectives is at the heart of a firm’s strategic plan. To encourage good
performance, a firm should design and implement a reliable performance appraisal system and then
reward the most productive workers and teams accordingly.

Reference
www.sewa.org/
http://web.worldbank.org/archive/website00819C/WEB/PDF/INDIA_SE.PDF
https://en.wikipedia.org/wiki/Self_Employed_Women%27s_Association
https://www.opp.com/en-IE/tools/MBTI/MBTI-personality-Types
https://en.wikipedia.org/wiki/Organizational_behavior_and_human_resources
https://www.quora.com/What-are-the-steps-in-decision-making
feel uncomfortable to the point that they
would quit the organization. This resulted
in an annual
turnover rate of approximately 200
percent. Ramesh realized that this problem
had to be solved
immediately or major problems could
result for the Sure pleasure Airlines in
future.
Questions
(a) What are the dysfunctions of informal
organization in the Surepleasure Airlines?
Ans – There are three major dysfunctions
could be determined, which is as follows:-
1. Failure to comply with Airport
Authority rules.
2. Unethical behavior.
3. Monopoly/Resistance for employment.
Failure to comply with Airport authority
rules is the greatest threat that could
disrupt the
business of Surepleasure airline in the
form of financially forfeiture, Operational
ban,
reputational damage. Therefore, it is must
to comply with the rules and governing
body.
However, the informal group can’t be
directly linked to such failure but it might
have some
indirect impact on such notorious acts e.g.
– concealing the evidences, motivation
towards
such unethical acts, lackadaisical
approach.
2. Ethics is the biggest factors for
sustainable business, because the studies
says: - post
completion of determined equipment
lifecycle, it is having potential to fail or
degrade the
anticipated performance, could lead to
major accident such as crashes and fetal
accidents in
Airspace. The unethical behavior of these
employees could result in
reputation/direct/indirect
damage of Surepleasure airline. There are
several cases where the professional ethics
of
individuals impacted the organization e.g.
– Satyam infotech lead by Ramalinga Raju
was one
of the leading IT services company and
rapidly growing. However, the unethical
practice of
board put the organization into dusk in a
span of few days, while resigning
chairman has
written that “It was like riding a tiger, not
knowing how to get off without being
eaten.”
3. The exiting employees are creating a
stagnated working environment in terms of
equal
opportunities, creativity, and diversity
because members are accepting or
rejecting new
employees into the work-group based on
factors completely unrelated to the job.
Consequently, such practices are leading to
showcase unit in terms of
overlooking/concealing
the wrongdoing/mischief made with the
department. These values and lifestyle
later would
cause rigidity and overly protective of their
traditions.
(a) Could there be any benefits of informal
organization in this company?
There are several benefits of Informal
organization group in Surepleasure
Airlines company:-
1. Fuel the rapid growth – There are
possibility that informal group is fueling
the rapid growth of
Organization, because through informal
group supporting to reduce the
bureaucracy and
promotes creativity through effective and
swift means of communication, employees
share
common thoughts/social and cultura