B Anuj Kumar

SIOM DIV-B
PPMOB NOTES:

CHAPTER 1: MANAGEMENT
1.1. Meaning and Definition
 Management can be defined as the process of
administering and controlling the affairs of
the organization, irrespective of its nature, type,
structure and size.
 It is an act of creating and maintaining such a business
environment wherein the members of the organization
can work together, and achieve business objectives
efficiently and effectively.
 In other words, it is concerned with optimally using
5M’s, i.e. men, machine, material, money and
methods and, this is possible only when there proper
direction, coordination and integration of the processes
and activities, to achieve the desired results.
 Management is the attainment of organizational goals in
an effective and efficient manner through planning,
organizing, staffing, directing and controlling
organizational resources.
 Organizational resources include men(human beings),
money, machines and materials.
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Definitions
 Louis E Boone & David L Kurtz- The use of people and
other resources to accomplish objectives.
 Mary Parker Follet- the act of getting things done
through people.
 Frederick Taylor defines Management as the art of
knowing what you want to do in the best and cheapest
way
The five functions of management as defined by Henri Fayol
are: Planning, Organizing, Command, Coordination, and
Control. These five functions comprise “management”, one of
the six industrial activities described in Henri Fayol
management theory.

1.2 The need, scope and process of Management

 Organization management gives a sense of security and
oneness to the employees.
 An effective management is required for better
coordination among various departments.
 Employees accomplish tasks within the stipulated time
frame as a result of effective organization management.
 Employees stay loyal towards their job and do not treat
work as a burden.
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  Effective organization management leads to a peaceful
and positive ambience at the workplace.
 Helps to Create a Clearer Picture of the Goals within
Each Department.
 Effective Implementation of Business Plan to Achieve
Targeted Goals
 Better Coordination in the Various Departments
 Enables Employees to Deliver Assigned Projects Within
Deadline
 Creates a Positive and Peaceful Work Environment
Scope of management:
(i) Planning,
(ii) Organization
(iii) Staffing.
(iv) Directing
(v) Coordinating, and
(vi) Controlling.

In addition to scope of management is…

(i) Production Management:
(a) Designing the product attribute.
(b) Location, layout, accessibility, vicinity of the plant and
building.

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(c) Planning and control of Production activities & factory
operations.
(d) Tactic purchasing and systematized warehousing of
materials.
(e) Maintenance and Repair which should be planned in such
a way to achieve zero breakdown hours.
(f) Inventory cost and quality control programme should be
properly adopted.
(g) Zero Accident with higher Production.
(h)Continuous research and development.

(ii) Marketing Management:

(a) Marketing research to determine the current needs and
expectation of consumers and design the future product to
meet the customer expectation.
(b) It helps to wide circulation of products.
(c)Setting standardized price for the products.
(d) Selecting the right channel of distribution to continuous
flow of products and promotional activities like proper
advertising and sales promotion.

(iii) Financial Management:

(a) Accessing the requirement of funds according to the type
of business.

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(b) selecting the appropriate source of funds that suits the type
of business.
(c) raising the funds at the right time with appropriate terms
and conditions.
(d) ensuring proper utilization and allocation funds to
maintain safety and liquidity of funds and profitability of
business.

(iv) Personnel Management:

(a) Manpower planning & control.
(b)Recruitment & Selection of deserving candidates,
d) training & development.
(e) Employee appraisal.
(f) Employee promotion and transfer,
(g) Employee Compensation,
(h) Employee welfare services.

Process of Management:
 According to McFarland, "Management is the process by
which managers create, direct, maintain and operate
purposive organizations through systematic, coordinated
and co operative human effort".
 According to G. R. Terry -"Management is a distinct
process consisting of planning, organizing, actuating and
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 controlling, performed to determine and accomplish
stated objectives by the use of human beings and other
resources".

The various functions of management are classified as:

 Planning
 Organizing
 Staffing
 Leading/Directing
 Controlling/Monitoring
 Motivation
 1.Planning:
 Denotes the determination of short-to-long-range plans
to achieve the objectives of organization.
 2.Organising:
 Indicates the development of sound organization
structure according to predetermined plans.

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  3.Direction:
 Means stimulating and motivation of personnel of the
organization according to predetermined plans.
 4.Controlling:
 Offers assurance that directs action i.e., plan- in-action, is
taking place as per plan.

1.3 Managerial levels/Hierarchy

Most organizations have three management levels:
 Low-level managers;
 Middle-level managers; and
 Top-level managers.
These managers are classified in a hierarchy of authority, and
perform different tasks. In many organizations, the number of
managers in every level resembles a pyramid.
chief executive officer ,Chief finance officer, chief operation
officer, chief technology officer.

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Top-Level Management:
This is the highest level in the organizational hierarchy, which
includes Board of Directors and Chief Executives. They are
responsible for defining the objectives, formulating plans,
strategies and policies.
Middle level functions:
 Executing organizational plans in conformance with the
company’s policies and the objectives of the top
management.
 Defining and discussing information and policies from
top management to lower management; and most
importantly.
 Inspiring and providing guidance to low-level managers
towards better performance.
Some of their functions are as follows:
 Designing and implementing effective group and
intergroup work and information systems;

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  Defining and monitoring group-level performance
indicators;
 Diagnosing and resolving problems within and among
work groups;
 Designing and implementing reward systems supporting
cooperative behavior.

Lower Level:
Low-level managers usually have the responsibility of:
 Assigning employees tasks;
 Guiding and supervising employees on day-to-day
activities;
 Ensuring the quality and quantity of production;
 Making recommendations and suggestions; and
 Up channeling employee problems.
 Also referred to as first-level managers, low-level
managers are role models for employees. These
managers provide:
 Basic supervision
 Motivation
 Career planning;
 Performance feedback; and

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  Staff supervision.

1.4 Managerial functions: Planning, Organizing, Staffing,

Directing, Controlling:

Planning:
 Determination of the objectives to be achieved and the
course of action to be followed to achieve them.
 Planning function is performed by managers at every
level because planning may either be for the entire
enterprise or for any section or department thereof.

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Organising:
(a) determining and defining the activities involved in
achieving the objectives laid down by the management;
(b) grouping the activities in a logical pattern;
(c) assigning the activities to specific positions and people;
and
(d) delegating authority to their positions and people so as to
enable them to perform the activities assigned to them.
Staffing:
The staffing functions involve:
(a) proper selection of candidates for positions;
(b) proper remuneration;
(c) proper training and development so as to enable them to
discharge their organizational functions effectively; and
(d) proper evaluation of personnel.

Directing:
Directing consists of the following four sub-functions:
1. Communication or issuing of orders and instructions to
subordinates. A manager has to instruct the subordinates what
to do, how to do it and when to do it.
2. Guiding, energizing and leading the subordinates to
perform the work systematically and also building up among
workers confidence and zeal in the work to be performed.
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3. Inspiring the subordinated to do work with interest and
enthusiasm for the accomplishment of the enterprise's
objectives.
4. Exercising supervision over the subordinates to ensure
that the work done by them is in conformity with the
objectives that are determined.

Controlling:
(a) Determination of standards for measuring work
performance.
(b) Measurement of actual performance.
(c) Comparing actual performance with the standards.
(d) Finding variances between the two and reasons for
variances.
(e) Taking corrective actions to ensure attainment of
objectives

1.5 Types of managers & its Skill: Functional, Specialize,

Generalize:
Types of managers:
 General Managers
◦ Supervise the activities of several departments.
 Functional Managers
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 ◦ Supervise the activities of related tasks.
◦ Common functional areas:
 Marketing/Sales/Product Development
 Operations/Production/Services Delivery
 Finance/Accounting
 Human Resources/personnel management
 Infrastructure (IT, Real Estate, Legal)
 Project Managers
◦ Coordinate employees across several functional
departments to accomplish a specific task.

Skills OF A MANAGER:
 Technical skills :
Technical skills The ability to apply specialized knowledge or
expertise.
 Human skills :
Human skills The ability to work with, understand, and
motivate other people, both individually and in groups.
 Conceptual skills:
Conceptual Skills The mental ability to analyze and diagnose
complex situations.

1.6 Social responsibility of management:

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What is Social Responsibility?
 Social responsibility means that businesses, in addition to
maximizing shareholder value, must act in a manner that
benefits society.
 Social responsibility has become increasingly important
to investors and consumers who seek investments that
are not just profitable but also contribute to the welfare
of society and the environment.
 The theme of social responsibility is that;
 (i) A business firm should not ignore the welfare of the
society,
 (ii) Policies and decisions of the business enterprise,
should focus on values of society,
 (iii) Earning profit by honoring values of society and
finally assist the promotion of welfare of the society.

CHAPTER 2: Nature & Development of

Management Thought:
The nature and characteristics of management
development are as follows:
• Behavioral Change
• Educational Process
• Self-development

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 • Continuous Process
2.2 Evolution of Management: Introduction to Scientific
Management by Taylor:
Evolution of management:
A) The Classical Theory of Management (Classical
Approach): It includes the following three streams of
thought:
(i) Bureaucracy (organization),
(ii) Scientific Management; and
(iii) Administrative Management.
The Neo-classical theory of Management: It includes the
following two streams
:(i) Human Relations Approach
(ii) Behavioral Sciences Approach.
B.)The Modern Theory of Management: It includes the
following three streams of thought:
(i) Quantitative Approach to Management (Operations
Research);
(ii) Systems Approach to Management and
(iii) Contingency Approach to Management.

Introduction to Scientific Management by Taylor:

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 • Scientific management is a part of early management
approaches.
• Emphasis of scientific management was to try and
establish the best ways to produce and run the
production process.
Definition:-
• Scientific management is concern with exactly knowing
what you want men to do & then see that they are doing
in best & cheapest way.

About Taylor
• Founder of scientific Management.
• One of the first people to study the behavior and
performance of people at work.
• Was a manufacturing manager .
• Became a consultant and taught other managers how to
apply his scientific management techniques.
• Believed that by increasing specialization and the
division of labor, the production process will be more
efficient.
F. W. Taylor’s 4 Principles of Scientific Management:

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1. SCIENCE NOT THE RULE OF THUMB : Replace
rule-of-thumb work methods with methods based on a
scientific study of the tasks.
2. HARMONY NOT DISCORD :Scientifically select, train,
and develop each worker rather than passively leaving them to
train themselves.
3. COOPERATION NOT INDIVIDUVALISM : Cooperate
with the workers to ensure that the scientifically developed
methods are being followed.
4. DEVELOPMENT OF EACH AND EVERY PERSON
TO HIS OR HER GREATEST EFFICIENCY AND
PROSPERITY : Divide work nearly equally between
managers and workers, so that the managers apply scientific
management principles to planning the work and the workers
actually perform the tasks.

Administrative
Management by Fayol
Henri Fayol:
Primary focus: Management.
Emphasized the flow of information and how organizations
should operate.

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 • H. Fayol, Industrial and General Administration, trans.
J.A. Coubrough, International Management Institute,
Geneva 1930.
• H. Fayol, General and Industrial Management, trans.
Constance Storrs, Sir Isaac Pitman and Sons, London
1949.
Fayol found that activities of industries should be divided into
6 group’s i.e.
• Technical (production)
• Commercial (buying, selling and exchange)
• Financial (optimum use of capital)
• Security (protection of property)
• Accounting (including statistics)
• Managerial (all functions of management)
General principles of management according to H. Fayol:
1. Division of work
2. Authority
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interest to the general
interest
7. Remuneration

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 8. Centralization
9. Scalar chain (line of authority)
10. Order
11. Equity
12. Stability of tenure of personnel
13. Initiative
14. Esprit de corps

Contribution of Peter
Drucker
• Ducker's primary contribution is not a single idea, but
rather an entire body of work that has one gigantic
advantage: nearly all of it is essentially right.
• Drucker has an mysterious ability to develop insights
about the workings of the social world, and to later be
proved right by history
• Drucker points out three basic functions of management.
The actions of management should contribute to:

1. The achievement of purpose and mission of the institution.

2. Make the work productive and the worker achieving.

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3. Effective management of social responsibilities.

Peter’s Drucker’s 5 Most Important Questions :

• What is your mission?
• Who is your customer?
• What does your customer value?
• What are your results?
• What is your plan?

CHAPTER 3: Decision making:

3.1 Introduction
 Decision making is the process of making a choice
between a numbers of options and committing to a future
course of actions.
Definition:
 Decision :
Making a choice from two or more alternative.

 Decision Making:

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The process of examining your possibilities and options,
comparing them, and choosing a course of action
Decision making is the process of selecting an alternative
among two or more possible alternatives
The right selection depends on the successful expectation of
the outcomes of each alternative and matching these outcomes
with the desired goal

Typical Approaches to Decision Making:

 Stay with the status
 Change as little as possible
 Delay and avoid making the decision
 Choose the first likely solution
 Encourage considered and thoughtful decision making
where all of the alternatives are given a fair and thorough
hearing

3.2 Decision making environment- Decision making under

certainty, under uncertainty, under risk
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 1. Decision making under certainty
 The decision maker will have a clear states of nature
(events) , and it will occur in the future with all certainty.

 Under conditions of certainty, accurate, measurable, and
reliable information is available.
 The cause and effect relationships are known and the
future is highly predictable under conditions of certainty.
 Such conditions exist in case of routine and repetitive
decisions related to the day-to-day operations of the
business.
 A state of certainty exists when a decision maker knows,
with reasonable certainty, what the alternatives are and
what conditions are associated with each alternative.
 Very few organizational decisions, however, are made
under these conditions.
 The complex and turbulent environment in which
businesses exist rarely allows for such decisions.

2. Decision Making Under Uncertainty

a. Cannot list all possible outcomes

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 b. Cannot assign probabilities to the outcomes
c. A state of uncertainty exists when a decision maker does
not know all of the alternatives, the risks associated with
each, or the consequences each alternative is likely to
have.
d. Most of the major decision making in today’s
organizations is done under these conditions.
e. To make effective decisions under these conditions,
managers must secure as much relevant information as
possible and approach the situation from a logical and
rational view.
f. Intuition, judgment and experience always play major
roles in the decision-making process under these
conditions

3. Decision Making Under Risk

 Must make a decision for which the outcome is not

known with certainty
 Can list all possible outcomes & assign probabilities to
the outcomes
 A state of risk exists when a decision maker makes
decisions under a condition in which the availability of
each alternative and its potential payoffs and costs are all
associated with probability estimate.

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  Decisions such as these are based on past experiences,
relevant information, the advice of others and one’s own
judgment
 Decision is ‘calculated’ on the basis of which alternative
has the highest probability of working effectively.

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 Types of decision

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 Decision making processes:
There are 8 steps of Decision Making:
 Identification of problem
 Identification of decision Criteria
 Allocating weight to criteria
 Develop alternatives
 Analysis of Alternatives
 Selection of alternatives
 Implementation of the best alternatives
 Evaluation of decision effectiveness

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 Tools and Techniques in decision making:
a.Cost/Benefit Analysis
A tool that allows the decision maker to simply
compare the costs with the benefits of something.
b. SWOT
The acronym stands for Strengths, Weaknesses,
Opportunities and Threats.
It is a very useful and effective tool for various
situations in businesses and organizations wherein the
strengths and weaknesses are identified as well as the
opportunities and threats in order to arrive at sound
decisions.
c. Pareto Analysis
This tool is useful in focusing on major causes for
changes that will bring about huge benefits to the
decision maker.
d. Stepladder Technique
The technique works by managing the entry or
admission of members in a decision making group.
It encourages every member to contribute ideas and
alternatives to the group.

e. Starbursting
Star bursting is a process of gaining knowledge on new ideas
through brainstorming but the focus is more on the questions
and not on the answers.
f. PMI
The acronym stands for Plus, Minuses, and Interesting points.

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PMI tool is used for arriving at quick decisions that do not
quite have problems.
g. Paired Comparison Analysis
It is a tool that helps determine the relative significance and
feasibility of the alternatives.
h. Decision Trees
With this tool, the decision maker can choose from among
alternatives by foreseeing the possible outcomes or courses
of action.
i.5 Why’s Technique
This is a very simple but effective tool that requires analyzing
the problem at hand by asking “Why?” and “What caused it?”
The question “Why?” is asked simultaneously 5 times, thus
the term 5 Whys.
j. Six Thinking Hats
Here is another powerful tool that allows the person to look at
decisions from various perspectives by thinking out of the
box or going beyond the conventional manner of thinking.

3.4 Individual Vs Group decision making:

 Individual decision-making does not involve a
group or even more than one person.
 Individual decision-making is quick and
generally cost-effective, because it does not
require gathering others and scheduling a meeting
or multiple meetings or sending a single email.
 Individuals have a tendency to think and
question before performing, which is fruitful in
analysis and forecasting of an individual’s
behavior
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 Group Decision Making:
 Some members may arrive with their own expectations,
problem definitions, and pre-determined solutions.
 Some members may have given more thought to the
decision situation and what is to be accomplished
 Focus of the team leader may be in developing a
collaborative team rather than developing individual
decision making skills.
The factors requiring group decisions include:
 Involving sensitive issues
 High cost alternatives
 Involving very high risk factor
 Strategic impact

Pros of Individual Decision Making:

 An individual generally makes prompt decisions. While a
group is dominated by various people, making decision-
making very time consuming. Moreover assembling
group members consumes lot of time.
 Individuals do not escape responsibilities. They are
accountable for their acts and performance. While in a
group it is not easy to hold any one person accountable
for a wrong decision.
 Individual decision making saves time, money and
energy as individuals make prompt and logical decisions
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 generally. While group decision making involves lot of
time, money and energy.
 Individual decisions are more focused and rational as
compared to group.
Cons of Individual Decision Making:
 A group has potential of collecting more and full
information compared to an individual while making
decisions.
 An individual while making any decision uses his own
intuition and views. While a group has many members,
so many views and many approaches and hence better
decision making.
 A group discovers hidden talent and core competency of
employees of an organization.
 An individual will not take into consideration every
members interest. While a group will take into account
interest of all members of an organization.
Group Decision :Advantages:
 More information and knowledge are available.
 More alternatives are likely to be generated.
 More acceptance of the final decision is likely.
 Enhanced communication of the decision may result.
 Better decisions generally emerge.

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 Group Decision : Disadvantages:
 The process takes longer than individual decision
making, so it is costlier.
 Compromise decisions resulting from indecisiveness
may emerge.
 One person may dominatethe group.

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 3.5 Herbert Simon's Model & Principle of Rationality
 It is a three-phase model of problem solving.
 Simon’s model continues to withstand the test of time
and, even today, serves as the basis of most models of
management decision making.
 Notice that the model depicts the problem-solving
process as a flow of events that can proceed in either a
linear or iterative fashion.
 That is, at any point in the process, the problem solver
may choose toreturn to the previous step(s) for additional
refinement.
Intelligence:
 The problem is identified, and information is collected
concerning the problem.
 This can be a long process, as the decision to be made
comes from the information.
 The intelligence stage may involve, for example,
comparing the current status of a project or process with
its plan.
 The end result of the intelligence phase is a decision
statement.
Design:
 The design phase develops several possible solutions for
the problem.
 This phase may involve a great deal of
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 Chioce:
 In this phase, we evaluate the alternatives that we
developed in the design phase and choose one of them.
 The end product of this phase is a decision that we can
carry out.
Principle of Rationality:
 Bounded rationality is a concept proposed by Herbert
Simon that challenges the notion of human rationality.
 Rationality is bounded because there are limits to our
thinking capacity, available information, and time
(Simon, 1982).
 Bounded rationality a core assumption of the “natural
assessments” view of heuristics and dual-system models
of thinking (Gilovich et al., 2002), and it is one of the
psychological foundations of behavioral economics.
 If you want to make a good decision which helps you to
achieve your goals; you should depend on the available
facts to make a careful analysis to make a decision as
we’ll explain in the following steps:
 Step 1: Identify and define the problem:
 Step 2: Identify the decision criteria:
 Step3: weight established criteria:
 - Using an absolute comparison:
 Using relative comparison
 Step 4: Generate list of alternatives
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  Step 5: Evaluate the alternatives:
 Step 6: Determining the optimal decision

Chapter 4:Organization, Organizational Behavior &

Organizational

What is an organization?
 Any group working together to achieve common goals
 Must have an ongoing purpose
 Includes corporations, government agencies, family
businesses, non-profits
 Organizations exist within organizations

4.1 Definition and Need for Organization

Definition:
 An organization is a collection of people working
together in a coordinated and structured fashion to
achieve one or more goals .
 Organizing is the process of defining and grouping
activities, and establishing authority relationships
among them to attain organizational objectives.
 Organisation is an entity comprising multiple people,
such as an institution or an association, that has a
particular purpose.

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  A social unit of people that is structured and managed
to meet a need or to pursue collective goals.
 All organizations have a management structure that
determines relationships between the different
activities and the members, and subdivides and
assigns roles, responsibilities, and authority to carry
out different tasks.
 Organizations are open systems--they affect and are
affected by their environment.

Need for Organization:

1. (BODY) Survival — financial health.
2. (MIND) Growth and development — economic
growth, customer growth, innovation of new products
and services, increasing professional and institutional
competency.
3. (HEART)Relationships — strong synergy, strong
external networks, and partnering, teamwork, trust,
caring, valuing differences.
4. (SPIRIT) Meaning, integrity and contribution —
serving and lifting all stakeholders: customers, suppliers,
employees and their families, communities, society —
making a difference in the world.

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 Essential Features of Organization Management

 Planning
1. Prepare an effective business plan. It is essential to decide on the
future course of action to avoid confusions later on.
2. Plan out how you intend to do things.

 Organizing
3. Organizing refers to the judicious use of resources to achieve the
best out of the employees.
4. Prepare a monthly budget for smooth cash flow.

 Staffing
5. Poor organization management leads to unhappy employees who
eventually create problems for themselves as well as the
organization.
6. Recruit the right talent for the organization.

 Leading
7. The managers or superiors must set clear targets for the team
members.
8. A leader must make sure his team members work in unison
towards a common objective. He is the one who decides what
would be right in a particular situation.

 Control
9. The superiors must be aware of what is happening around them.
10.Hierarchies should be well defined for an effective management.
11.The reporting bosses must review the performance and progress of
their subordinates and guide them whenever required.

 Time Management
12.An effective time management helps the employees to do the right
thing at the right time.
13.Managing time effectively always pays in the long run.
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  Motivation
14. Motivation goes a long way in binding the
employees together.
15. Appreciating the employees for their good work or
lucrative incentive schemes go a long way in motivating the
employees and make them work for a longer span of time.

4.2 Introduction to OB, Organizing Process:

 Organizational Behavior (OB) can be defined as the
understanding, prediction and management of human
behavior both individually or in a group that occur within
an organization.
 Internal and external perspectives are the two theories of
how organizational behavior can be viewed from an
organization’s point of view.
 OB studies what people do in an organization and how
that behavior affects the performance of the organization.
The concept of OB is based on two key elements namely −
 Nature of people
 Nature of the organization
Focal Points of OB:
 Jobs
 Work
 Absenteeism
 Employment turnover
 Productivity

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  Human performance
 Management
Objectives:
 Job Satisfaction.
 Finding the Right People.
 Organizational Culture.
 Leadership and Conflict Resolution.
 Understanding Employees Better.
 Understand how to Develop Good Leaders.
 Develop a Good Team.
 Higher Productivity.
Organizing Process:
 Organizing essentially consists of establishing a division
of labor.
 The managers divide the work among individuals and
group of individuals. And then they coordinate the
activities of such individuals and groups to extract the
best outcome.
 Organizing also involves delegating responsibility to the
employees along with the authority to successfully
accomplish these tasks and responsibilities.
 One major aspect of organizing is delegating the correct
amounts of responsibilities and authority.

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  The term ‘organizing” refers to the process of identifying
and grouping of activities to be performed and dividing
them among the individuals and creating authority and
responsibility relationship among them for the
accomplishment of organizational objectives.

4.3 Organizational structure (Functional organization,

Product Organization, Territorial Organization:
 Organizational structure defines the manner in which the
roles, power, authority, and responsibilities are assigned
and governed, and depicts how information flows
between the different levels of hierarchy in an
organization.
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  The structure an organization designs depends greatly on
its objectives and the strategy it adopts in achieving those
objectives.
Functional organization:
 The functional structure is the most common model
found in most organizations.
 Organizations with such a structure are divided into
smaller groups based on specialized functional areas,
such as operations, finance, marketing, Human
Resources, IT, etc.
Product Organization:
 This is another commonly used structure, where
organizations are organized by a specific product type.
Each product category is considered a separate unit and
falls within the reporting structure of an executive who
oversees everything related to that particular product
line.
Territorial Organization:
The oldest type of public sector organization which arose in
conjunction with the state, a territorial organization consists
of territory, people and political power or representation,
giving it a high level of legitimacy. Territorial organizations
are states, counties, cities, etc. Learn more in: Local Level
Structural Change and E Government in Germany

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 4.4 Introduction- Development and Levels of
Organizational Culture:
 The culture of an organization is the set of values that
helps its members understand what the organization
stands for, how it does things, and what it considers
important.
 A strong organizational culture can shape the firm's
overall effectiveness and long-term success and help
employees to be more productive.
 Organizational culture refers to a system of shared
assumptions, values, and beliefs that show employees
what is appropriate and inappropriate behavior.

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 Types:
 Typical organizational Behaviors form the most
observable level of culture, and consist of behavior
patterns and outward manifestations of culture.
 Some notable characteristic behaviors may have
considerable longevity – such as rites, ceremonies,
organizational myths, and “shop talk.”
 Values underlie and, to a large extent, determine
behavior, but they are not directly observable (as
behaviors are).

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  There may be a difference between stated and operating
values.
 Organizational values are frequently expressed through
norms–characteristic attitudes and accepted behaviors
that might be called “the unwritten rules of the road”–
and every employee quickly picks them up.
 To really understand culture, we have to get to the
deepest level:
the level of Fundamental Assumptions. An organization’s
underlying assumptions grow out of values, until they
become taken for granted and drop out of awareness.
Characteristics of Organizational Culture:
 Innovation and risk-taking
 Attention to detail
 Outcome orientation
 People orientation
 Team orientation
 Aggressiveness
 Stability

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 4.5 Types of Corporate Culture:

The Clan (In-Group) Culture:

 This culture is rooted in collaboration.
 Members share commonalities and see themselves are
part of one big family who are active and involved.
Leadership takes the form of mentorship, and the
organization is bound by commitments and traditions.
 The main values are rooted in teamwork,
communication and consensus.
 A prominent clan culture is , the maker of all-natural
hygiene products.

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  To build the brand, founder Tom Chappell focused on
building respectful relationships with employees,
customers, suppliers and the environment itself.

The Adhocracy Culture:

 Adhocracy means management without a formal
structure that changes easily with each situation.
 This culture is based on energy and creativity.
 Employees are encouraged to take risks, and leaders are
seen as innovators or entrepreneurs.
 The organization is held together by experimentation,
with an emphasis on individual ingenuity and freedom.
 The core values are based on change and agility.
 Facebook can be seen as a prototypical adhocracy
organization, based on CEO Mark Zuckerberg’s famous
admonition to, “Move fast and break things – unless you
are breaking stuff, you are not moving fast enough.”

The Market Culture:

 This culture is built upon the dynamics of competition
and achieving concrete results.
 The focus is goal-oriented, with leaders who are tough
and demanding.
 The organization is united by a common goal to succeed
and beat all rivals.
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  The main value drivers are market share and
profitability.
 General Electric under ex-CEO Jack Welch is a good
example of this culture. Welch vowed that every G.E.
business unit must rank first or second in its respective
market or face being sold off.
 Another example of the market culture is software giant
Oracle under hard-driving Executive Chairman Larry
Ellison.

The Hierarchy Culture:

 This culture is founded on structure and control.
 The work environment is formal, with strict institutional
procedures in place for guidance.
 Leadership is based on organized coordination and
monitoring, with a culture emphasizing efficiency and
predictability.
 The values include consistency and uniformity.
 Think of stereotypical large, bureaucratic organizations
such as McDonald’s, the military, or the Department of
Motor Vehicles.

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 Chapter 5: Motivations and Leadership

5.1 Concept of Motivation, Benefits to organization and

Manager:
 Motivation is an important factor which encourages
persons to give their best performance and help in
reaching enterprise goals.
 A strong positive motivation will enable the increased
output of employees but a negative motivation will
reduce their performance.
 A key element in personnel management is motivation.
Defination:
Berelson and Steiner:
 “A motive is an inner state that energizes, activates, or
moves and directs or channels behavior goals.”
Lillis:
 “It is the stimulation of any emotion or desire operating
upon one’s will and promoting or driving it to action.”
Benefits to organization:
Benefits of Motivation in an Organizations
The major benefits of motivation in an organizations are as
follows:
1. Need satisfaction
Motivation satisfies the needs of individuals as well groups.
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 2. Job satisfaction
3. Productivity
4. Learning
5. Discipline
6. Dynamism

Benefits to Manager:
 High Efficiency
 Utilization of Resources
 Reduction in Labor Turnover
 Readiness for Change
 Achieving Organizational Goals
 Helps with Attitude of Employees

Importance of Motivation in Organizational behavior

 The Importance of motivation in Organizational behavior
is manager's primary task to motivate others to
perform the tasks of the organization
 Therefore, the manager must find the keys to get
subordinates to come to work regularly and on time, to
work hard, and to make positive contributions
towards the effective and efficient achievement of
organizational objectives.

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  Motivation is an effective instrumenting the hands of a
manager for inspiring the work force and creating
confidence in it.
 By motivating the work force, management creates "will
to work" which is necessary for the achievement of
organizational goals.

The various benefits of motivation are:-

 Motivation is one of the important elements in the
directing process.
 By motivating the workers, a manager directs or guides
the workers' actions in the desired direction for
accomplishing the goals of the organization.
 Workers will tend to be as efficient as possible by
improving up on their skills and knowledge so that they
are able to contribute to the progress of the organization
there by increasing productivity.
For performing any tasks, two things are necessary.
They are:
◦ ability to work and
◦ willingness to work.

Without willingness to work, ability to work is of no

use. The willingness to work can be created only by
motivation.
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  Organizational effectiveness becomes, to some degree, a
question of management's ability to motivate its
employees, to direct at least a reasonable effort towards
the goals of the organization.
 Motivation contributes to good industrial relations in the
organization. When the workers are motivated, contented
and disciplined, the frictions between the workers and
the management will be reduced.
 Motivation is the best remedy for resistance to changes.
When changes are introduced in an organization,
generally, there will be resistance from the workers. But
if the workers of an organization are motivated, they will
accept, introduce and implement the changes whole
heartily and help to keep the organization on the right
track of progress.
 Motivation facilitates the maximum utilization of all
factors of production, human, physical and financial
resources and thereby contributes to higher production.
 Motivation promotes a sense of belonging among the
workers. The workers feel that the enterprise belongs to
them and the interest of the enterprise is their interests.
 Many organizations are now beginning to pay increasing
attention to developing their employees as future
resources upon which they can draw as they grow and
develop.

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 5.2 Maslow’s need Hierarchy theory:

What Is Maslow’s Hierarchy of Needs?

 Maslow's hierarchy of needs is a motivational theory in
psychology comprising a five-tier model of human
needs, often depicted as hierarchical levels within a
pyramid.
 Needs lower down in the hierarchy must be satisfied
before individuals can attend to needs higher up.
 From the bottom of the hierarchy upwards, the needs are:
physiological, safety, love and belonging, esteem, and
self-actualization.

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 1. Physiological needs –
 These are biological requirements for human survival.
e.g. air, food, drink, shelter, clothing, warmth, sleep.
 If these needs are not satisfied the human body cannot
function optimally.
 Maslow considered physiological needs the most
important as all the other needs become secondary until
these needs are met.
2. Safety needs –
 protection from elements, security, order, law, stability,
freedom from fear.

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3. Love and belongingness needs –
After physiological and safety needs have been fulfilled, the
third level of human needs is social and involves feelings of
belongingness.
The need for interpersonal relationships motivates behavior.
 Examples include friendship, intimacy, trust, and
acceptance, receiving and giving affection and love.
Affiliating, being part of a group (family, friends, work).
4. Esteem needs –
which Maslow classified into two categories:
(i) Esteem for oneself (dignity, achievement, mastery,
independence) and
(ii) The desire for reputation or respect from others (e.g.,
status, prestige).
 Maslow indicated that the need for respect or reputation
is most important for children and adolescents and
precedes real self-esteem or dignity.
5. Self-actualization needs –
 Realizing personal potential, self-fulfillment, seeking
personal growth and peak experiences.
 A desire “to become everything one is capable of
becoming.”

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5.3 Herzberg's Motivation- Hygiene Theory:
Herzberg’s Motivation Theory model, or Two Factor Theory,
argues that there are two factors that an organization can
adjust to influence motivation in the workplace.
These factors are:
 Motivators:
Which can encourage employees to work harder.
 Hygiene factors:
These won’t encourage employees to work harder but
they will cause them to become unmotivated if they are not
present.
Hygiene Factors:
Herzberg identified ten maintenance or hygiene factors, that
are not intrinsic parts of a job, but are related to the conditions
in which the job has to be performed.
These are company policy and administration, technical
supervision, job security, working conditions, interpersonal
relationship with peers, subordinates and supervisors, salary,
job security, personal life, etc.
Motivational factors:
These factors have a positive effect on the functioning of the
employees in the organization.
There are six factors that motivate employees:
 Achievement,

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  Recognition,
 Advancement,
 Work-itself,
 Possibility
of growth and Responsibility.
An increase in these factors satisfies the employees and the
decrease in these will not affect the level of satisfaction.

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5.4 Theory X and Y, Theory Z:

Theory X:
 Managers tend to take a pessimistic(negative) view of
their people, and assume that they are naturally
unmotivated and dislike work.
 As a result, they think that team members need to be
prompted, rewarded or punished constantly to make
sure that they complete their tasks.
 Work in organizations that are managed like this can be
repetitive, and people are often motivated with a "carrot
and stick" approach.
 Performance appraisals and remuneration are usually
based on tangible results, such as sales figures or product
output, and are used to control staff and "keep tabs" on
them.
This style of management assumes that workers:
 Dislike their work.
 Avoid responsibility and need constant direction.
 Have to be controlled, forced and threatened to deliver
work.
 Need to be supervised at every step.
 Have no incentive to work or ambition, and therefore
need to be enticed by rewards to achieve goals.

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  According to McGregor, organizations with a Theory X
approach tend to have several tiers of managers and
supervisors to oversee and direct workers.
 Authority is rarely delegated, and control remains firmly
centralized.
 Managers are more authoritarian and actively intervene
to get things done.
 Although Theory X management has largely fallen out of
fashion in recent times, big organizations may find that
adopting it is unavoidable due to the sheer number of
people that they employ and the tight deadlines that they
have to meet.
Theory Y :
 Managers have an optimistic, positive opinion of their
people, and they use a decentralized, participative
management style.
 This encourages a more collaborative, trust-based
relationship between managers and their team members.
 People have greater responsibility, and managers
encourage them to develop their skills and suggest
improvements.
 Appraisals are regular but, unlike in Theory X
organizations, they are used to encourage open
communication rather than control staff.
 Theory Y organizations also give employees frequent
opportunities for promotion.
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This style of management assumes that workers are:
 Happy to work on their own initiative.
 More involved in decision making.
 Self-motivated to complete their tasks.
 Enjoy taking ownership of their work.
 Seek and accept responsibility, and need little direction.
 View work as fulfilling and challenging.
 Solve problems creatively and imaginatively.
 Theory Y has become more popular among
organizations.
 This reflects workers' increasing desire for more
meaningful careers that provide them with more than just
money.
 It's also viewed by McGregor as superior to Theory X,
which, he says, reduces workers to "cogs in a machine,"
and likely demotivates people in the long term.

Key Points:
 The concept of Theory X and Theory Y was developed
by social psychologist Douglas McGregor.
 It describes two contrasting sets of assumptions that
managers make about their people:
Theory X –
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  people dislike work, have little ambition, and are
unwilling to take responsibility.
 Managers with this assumption motivate their people
using a rigid "carrot and stick" approach, which rewards
good performance and punishes poor performance.
Theory Y –
 People are self-motivated and enjoy the challenge of
work.
 Managers with this assumption have a more
collaborative relationship with their people, and motivate
them by allowing them to work on their own initiative,
giving them responsibility, and empowering them to
make decisions.
Theory Z –
 Stresses the need to help workers become generalists,
rather than specialists.
 Theory Z to “bring up,” train, and develop other
employees in a similar fashion.
 One assumption is that they seek to build cooperative
and intimate working relationships with their coworkers.
 Another assumption is that workers expect reciprocity
and support from the company.
 According to Theory Z, people want to maintain a work-
life balance, and they value a working environment in
which things like family, culture, and traditions are
considered to be just as important as the work itself.
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  Under Theory Z management, not only do workers have
a sense of cohesion with their fellow workers, they also
develop a sense of order, discipline, and a moral
obligation to work hard.
 Finally, Theory Z assumes that given the right
management support, workers can be trusted to do their
jobs to their utmost ability and look after for their own
and others’ well-being.
Theory Z also makes assumptions about company culture. If
a company wants to realize the benefits described above,
it need to have the following:
 A strong company philosophy and culture: The company
philosophy and culture need to be understood and
embodied by all employees, and employees need to
believe in the work they’re doing.
 Long-term staff development and employment: The
organization and management team need to have
measures and programs in place to develop employees.
Employment is usually long-term, and promotion is
steady and measured. This leads to loyalty from team
members.
 Consensus in decisions: Employees are encouraged and
expected to take part in organizational decisions.
 Generalist employees: Because employees have a greater
responsibility in making decisions and understand all
aspects of the organization, they ought to be generalists.

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 However, employees are still expected to have
specialized career responsibilities.
 Concern for the happiness and well-being of
workers: The organization shows sincere concern for the
health and happiness of its employees and their families.
It takes measures and creates programs to help foster this
happiness and well-being.
 Informal control with formalized measures: Employees
are empowered to perform tasks the way they see fit, and
management is quite hands-off. However, there should
be formalized measures in place to assess work quality
and performance.
 Individual responsibility: The organization recognizes
the individual contributions but always within the
context of the team as a whole.

5.5 Definition, Nature, Qualities of Leader, Leader V/s

Manager:
 A person or thing that holds a dominant or superior
position within its field, and is able to exercise a high
degree of control or influence over others.
 A leader is "a person who influences a group of people
towards the achievement of a goal". A mnemonic for this
definition would be 3P's - Person, People and Purpose .
 Leaders don’t necessarily hold or occupy a management
position.

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  •A leader doesn’t have to be an authority figure in the
organization; a leader can be anyone.
 •Leaders are followed because of their personality,
behavior, and beliefs
 •Leaders are people who challenge the status quo.
Leadership is change-savvy, visionary, agile, creative,
and adaptive.

 Coercive – Do what I tell you

 Affiliative – People come first
 Pacesetting – Do as I do , Now
 Authoritative – Come with me
 Democratic – What do you think?

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  Coaching – Try this

Qualities of a Leader:
 A leader has got multidimensional traits in him which
makes him appealing and effective in behavior. The
following are the requisites to be present in a good
leader:
 Physical appearance- A leader must have a pleasing
appearance. Physique and health are very important for a
good leader.
 Vision and foresight- A leader cannot maintain influence
unless he exhibits that he is forward looking. He has to
visualize situations and thereby has to frame logical
programmes.
 Intelligence- A leader should be intelligent enough to
examine problems and difficult situations. He should be
analytical who weighs pros and cons and then
summarizes the situation. Therefore, a positive bent of
mind and mature outlook is very important.
 Communicative skills- A leader must be able to
communicate the policies and procedures clearly,
precisely and effectively. This can be helpful in
persuasion and stimulation.
 Objective- A leader has to be having a fair outlook which
is free from bias and which does not reflects his
willingness towards a particular individual. He should

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 develop his own opinion and should base his judgement
on facts and logic.
 Knowledge of work- A leader should be very precisely
knowing the nature of work of his subordinates because
it is then he can win the trust and confidence of his
subordinates.
 Sense of responsibility- Responsibility and
accountability towards an individual’s work is very
important to bring a sense of influence. A leader must
have a sense of responsibility towards organizational
goals because only then he can get maximum of
capabilities exploited in a real sense. For this, he has to
motivate himself and arouse and urge to give best of his
abilities. Only then he can motivate the subordinates to
the best.
 Self-confidence and will-power- Confidence in himself is
important to earn the confidence of the subordinates. He
should be trustworthy and should handle the situations
with full will power
 Humanist-This trait to be present in a leader is essential
because he deals with human beings and is in personal
contact with them. He has to handle the personal
problems of his subordinates with great care and
attention. Therefore, treating the human beings on
humanitarian grounds is essential for building a
congenial environment.

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  Empathy- It is an old adage “Stepping into the shoes of
others”. This is very important because fair judgement
and objectivity comes only then. A leader should
understand the problems and complaints of employees
and should also have a complete view of the needs and
aspirations of the employees. This helps in improving
human relations and personal contacts with the
employees.

Leader V/s Manager

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 5.6 Leadership Styles (Autocratic, Participative, Laissez
faire or subordinate-centered ,Bureaucratic
leadership, Transformational leadership,
Transactional leadership )

 Leadership style can be defined as the technique and

approach of providing direction, implementing plans, and
method of motivating people.
Autocratic or Authoritarian Leadership:
 As the name implies, this leadership style is one person
in control of everything. This person makes the
decisions, and that is final. Also, there is no input from
other people in decision making.
 While this can be great in times of crises, or when there
are safety concerns of the employees, it may not always
be the best because your employees will feel devalued
and look for work somewhere else.
 This type of leadership is best-applied to circumstances
where there is little or no time for group decision-
making or where the leader is the most informed or
knowledgeable member of the group.
 In this type of extreme leadership style, the leader
possesses total authority and exercises complete power
over the people.

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  Questions an authoritarian leader might ask:
 "Are you questioning my authority?"
 "Why have the things I asked not been done?"
Bureaucratic Leadership:
 Bureaucratic leaders work upon official rules fixed as
duties by higher authorities and go strictly by the book to
apply rules for management and taking decisions.

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Participative or Democratic Leadership:
 Participative or democratic leaders give importance to
the opinion of the team members and engage them in the
decision- making process. This is normally used when
you have part of the information, and your employees
have other parts.

Transformational leadership:
 It is usually considered the best leadership style to be
used in business scenarios. They employ empathy and
rapport to engage followers.
 This leader is self-aware, authentic, empathetic and
humble. These leaders want everyone to succeed and
accomplish the shared vision.
 And when people feel they are sharing in something
great, they will make every effort to be the best and do
the best work.

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Transactional leadership:
 Transactional leadership is interchangeably called
managerial leadership. It is based on the idea of a
transaction between the leader and the team members.
 Transactional Leadership is a reward/punishment model.
For example, if one of your team members sells the most
cars in one month, he or she will be rewarded with a gift
card to their favorite restaurant.
 This leadership style may inspire some to do better
because something they want is on the line. Yet, this
leadership may also lower morale because of the
punishments.

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 Chapter 6: Team Building

Definition
According to Katzenbach and Douglas Smith___” It is a small number
of people with complementary skills who are committed to a common
purpose, set of performance goals and approach for which they hold
themselves mutually accountable”.

According to Stephen P.Robbins___” A work team is a collection of

people whose individual efforts result in a level of performance which is
greater than the sum of their contributions”.

6.1 Concept of Team, Nature, Benefits from team,

A team is defined as a group of people who perform
interdependent tasks to work toward accomplishing a
common mission or specific objective.
Some teams have a limited life: for example, a design team
developing a new product, or a continuous process
improvement team organized to solve a particular problem.
Others are ongoing, such as a department team that meets
regularly to review goals, activities, and performance.

Nature of Team
1. Clear Direction: Clear direction means that the teams are given
a clear and distinct goal. The teams may be empowered to
determine how to achieve that goal, but management, when
forming the team, generally sets the goal. A clear direction also
means that term outcomes are measurable.

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2. Clear Responsibilities: Clear responsibilities mean that
each team member understands what is expected of her
or him within the teams. The role must be clear and
interesting to the team members.
3. Knowledgeable Members: An effective team will be
comprised of individuals who have the skills and
knowledge necessary to complete the team’s task.
Cooperation is essential at an early stage in inventorying
the skills and knowledge each member brings to the
teams and working to determine how to utilize those
skills to accomplish the team’s task.
4. Reasonable Operating Procedures: It needs a set of
rules by which it operates.
5. Interpersonal Relationship: They are composed of
diverse individuals, Each of whom comes to the team
with his or her own set of values. Understanding and
celebrating this diversity helps to make stronger, more
effective teams.
6. Sharing Success and Failures: Everyone wants to feel
appreciated. Within a team, members should be willing
to express their appreciation, as well as their criticisms,
of other’s efforts.

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Importance of Teams
1. Improved Employee Motivation.
2. Positive Synergy.
3. The satisfaction of Social Needs.
4. Commitment to Teams Goals.
5. Improved Organizational Communication.
6. Benefits of Expanded Job Training.
7. Organizational Flexibility.

Benefits of Team:

By seeing these great examples, you should admit the importance

of effective teamwork in the workplace. As the work tasks are
becoming more and more challenging, promoting effective
teamwork in the workplace is the best-chosen strategy. We have 11
reasons for you to choose teamwork for your team building and
a collaborative culture in your workplace.

1. Fosters creativity and learning

Employees are particularly a bit fond of workplace creativity.

Creativity inspires employees to thrive together and work together in
a team. When the team has new ideas they can sit together to
brainstorm ideas to create more effective solutions. It can be fun to
be creative and more enjoyable to work for your company. Working
together for a human is a more productive process than working in

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isolation. Teamwork also maximizes the chances of learning from
each other experiences the things that you can use for the rest of
your career.

2. Idea generation

Working together on a project will raise the enthusiasm for the

whole team to bring out more ideas and foster both individual and
team knowledge. The inspiration and ideas that can result from
team discussions can never be replaced by any other method. When
working in a team it also makes the ideas visible and tangible so
everyone knows the efforts that you are making.

3. Share the workload

It can be sometimes a bit challenging for teams working together

towards a common goal to perform up to the mark always. But
sharing workload on a project management software with team will
make things quite easy for the team. When working in a team, the
team members can do the part they are good at and for what they
are qualified and they enjoy doing. Using a project management
software, managers can assign work to each team member and the
team can be more open to trying new things. Teamwork also allows
for helping another team member to share the workload. When
everyone is working towards the same goal, the amount of hard
work is a lot more. So, a manager should always know the strengths
of an employee and delegate the work in team accordingly to ensure
maximum efficiency and a high-quality output.

4. Gaining new perspective

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When working in a team, people go through long discussions and
group interactions that gives them a chance to get a new perspective
to analyze various situations. It gives a chance to look at things from
an entirely new perspective. When you work in a team you get into
different situations in your work culture that will get you to observe
how the work is done. Teamwork simply makes you more open to
different things and implies that you get new ideas and learn new
things from other members of the team.

5. Makes work more fun

To live a work-life stress-free, what we need is a little fun at work.

And teamwork will create a little more fun at work. Working in a
team is inspiring, fun and brings pleasure. It brings humor and
promotes friendship. By making your work environment a happy
place, you will automatically spur productivity and a positive
attitude to work. Try team building activities like icebreaker
activities, go out together on team lunch or dinner to boost team
spirit and bring about positive attitudes. Celebrate small wins and
share your memories, encourage hobbies at work and see how
working in a team will make work more fun.

6. You get to play to your strengths

When working in a team there is a division of work in each member

which allows them to focus on the skills they have and on whatever
each individual believes they can handle. Team members will have
the freedom to decide on which part they are comfortable to work
and what they can swap with their colleague. There is no stress as

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the work is distributed in a defined way and you can simply look into
something you want to work with.

7. Brings in various personality types

Understanding the different psychological shapes and size of

different people is another important part of teamwork. In
teamwork, different people who excel in different areas can work
together for a strong team building.. The whole team can benefit
from the creative thinkers in the group and let the team be more
productive. Each person can focus on something they are good at
and their different personalities will build the right kind of
workplace.

8. Better service

When talking about the customer service, the company can have a
huge benefit as the whole team will bring their best skills to provide
a flawless service to customers. It also leaves a good impression on
customers as they will build a better trust relationship with
employees who demonstrate a strong work ethic. Teams that work
well together will provide improved service and that will meet the
needs of customers.

9. Boosts Productivity

Considering all of the above, shared workload, better service,

gaining new perspective, idea generation and more creativity,
working with a team will boost productivity for the business on
whole. With more hands on deck, productivity increase greatly.

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10. Risk taking can be a step

When it comes to bringing new business in it involves various steps

that involve varied risk. So, when the employees are working in a
team, it becomes pretty easy to take more risks for the entire
business. Conversely, the success can be shared by the whole team
producing revolutionary ideas without hesitation.

11. Strong work ethic and team spirit

The team is a way that demonstrates strong work ethic and team
spirit as everything goes in sync with the ethics of the company.

Taking over the benefits of working in a team, let’s promote

productive working style by bringing in teamwork. Teamwork is
vital to the success of your business to produce some amazing
results.

6.2 Types of Teams:

THE THREE TYPES OF TEAMS

Many of today’s team concepts gained popularity in the United States
during the 1970s through the use of quality circles or employee
involvement initiatives. However, these initiatives were often seen as
separate from normal work activities, not as integrated with them.

Team designs have since evolved into a broader concept that includes
many types of teams formed for different purposes.
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Three primary types of teams are typically used within the business
environment:

Process Improvement Teams

Process improvement teams are project teams that focus on improving

or developing specific business processes. These teams come together
to achieve a specific goal, are guided by a well-defined project plan,
and have a negotiated beginning and end.

Work Groups or Natural Teams

Work groups, sometimes called "natural teams," have responsibility

for a particular process (e.g., a department, a product line, or a stage
of a business process) and work together in a participative
environment. The degree of authority and autonomy of the team can
range from relatively limited to full self-management. The
participative approach is based on the belief that employees will be
more productive if they have a higher level of responsibility for their
work.

Self-Managed Teams

Self-managed teams directly manage the day-to-day operation of their

particular process or department. They are authorized to make
decisions on a wide range of issues, such as safety, quality,
maintenance, scheduling, and personnel. Their responsibilities also
include processes traditionally held by managers, such as goal-setting,
allocation of assignments, and conflict resolution.

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6.3. Creating Effective Teams, Turning Individuals into
Team Player.

The key is to create a powerful team that works effectively even when
the boss is not available. A startup team is like a basketball team --
you will not win if you do not play together.

As CEO, you need to realize that each team member plays a role in
your company and each individual is part of the whole. If you want to
work effectively your team must be harmonious. Here's how:

1. Build trust and respect. Nurture a team-oriented

environment based on trust and respect, without which
there will only be limited success. A startup is like a ship
going through high uncertainty. The captain needs the trust
of his team, because people follow trust and integrity, not
a person. Uncertainty can be balanced by trust which gives
the team the ability to work together no matter what reality
brings. Likewise, if you are not in the office, you have to
be sure that team members will cooperate in the
atmosphere of open communication. The stronger the trust,
the better the team will navigate without the captain on
board.
2. Be true to your word. If you demand high productivity
and quality work, you'd better be as good as your word.
You get what you give. If you promise to do something, be
sure you will fulfill it. When team members notice that
you are a reliable person, they will emulate your behavior.
3. Organize a meeting for all employees. If you want to
improve teamwork, help people get to know each other
better. Organize in-person meetings for all workers (all
teams) at least once a year -- more often if at all possible.
Informal conversations bring people together and warm up
human relationships. One option is to invite your team to
play a game, like football or basketball. If players want to
win, they have to focus on cooperation. The same principle
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 is present in teamwork. And through teamwork and team
sports, individual character and natural talents are
expressed. They have to make decisions fast so they don't
have time to prepare their reactions. Those are the
situations where pure character is exposed and real
relationships are built.
4. Take advantage of conflict. There are no teams exempt
from occasional misunderstandings. Somewhere,
somehow, conflict will show up. When confrontation
between employees gets out of a hand in a startup, the
CEO must face it. Don't complicate the situation by
deciding what is good or bad. Listen to all sides carefully
and then talk to other team members who observed the
quarrel. Brainstorming solutions favorable for both sides
may even result in ideas that would never have come to
mind in without the conflict. It does not mean that
confrontations are good, it just means that they make
people think about two points of view of the matter. More
points of view means more possibilities.
5. Make hiring a team effort. If you want to hire a new
person, discuss this with your team. Let your team
members talk with candidate because they will work
together and it's important this person fit into the team. Of
course, experience and suitable qualifications are
important -- but the most important qualities to hire for are
always personality and social skills that are compatible
with your team. With regards to trust and respect described
above, personality and social skills are like glue. They help
people communicate. They can glue different people
together, whereas qualifications just ensure tasks are
completed properly.

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Chapter 7. Stress Management and Conflict management:

Stress management is defined as the tools, strategies, or

techniques that reduce stress and reduce the negative impacts
stress has on your mental or physical well-being. A variety of
techniques can be used to manage stress. These include
mental, emotional, and behavioral strategies.

7.1. Work stress: Meaning of stress, Stressors, Sources of

Stress, Types of stress

Meaning Of Stress:
 Stress is a general word, termed to various mental and
bodily pressures experienced by people throughout life.
 It can alter, health and emotions as well, it can effect
cognitive functions impairs concentration, attention,
decision making ability and creativity.
 In a medical or biological context stress is a physical,
mental, or emotional factor that causes bodily or mental
tension. Stresses can be external (from the environment,
psychological, or social situations) or internal (illness, or
from a medical procedure). Stress can initiate the "fight
or flight" response, a complex reaction of neurologic and
endocrinologic systems.

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 Stressor:
A stressor is a particular circumstance, requirement, or
situation that can induce stress, a biochemical change in
behavioral, physiological, and/or psychological health. Stress
is the body’s automatic response to workplace factors that
often consist of rigorous job demands and expectations from
employees.

Source of Stress:
 Financial Problems
 Work
 Personal Relationships
 Parenting
 Daily Life and Busyness
 Personality and Resources

 Financial Problems

According to the American Psychological Association (APA),

money is the top cause of stress in the United States. In a 2015
survey, the APA reported that 72% of Americans stressed
about money at least some of the time during the previous
month
Signs of financial stress may include:

 Arguing with loved ones about money

 Being afraid to open mail or answer the phone
 Feeling guilty about spending money on non-essentials
 Worrying and feeling anxious about money

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Work
Any number of things can contribute to job stress, including
too much work, job insecurity, dissatisfaction with a job or
career, and conflicts with a boss and/or co-workers.
The signs of work-related stress can be physical and psychological,
including:3
 Anxiety
 Depression
 Difficulty concentrating or making decisions
 Fatigue
 Headache
 Heart palpitations
 Mood swings
 Muscle tension and pain
 Stomach problems

Personal Relationships
There are people in all of our lives that cause us stress. It
could be a family member, an intimate partner, friend, or co-
worker. Toxic people lurk in all parts of our lives and the
stress we experience from these relationships can affect
physical and mental health.
Common relationship stressors include:5
 Being too busy to spend time with each other and share
responsibilities

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  Intimacy and sex are become rare due to busyness, health
problems, and any number of other reasons
 There is abuse or control in the relationship
 You and your partner are not communicating
 You and/or partner are consuming too much alcohol and/or
using drugs
 You or your partner are thinking about divorce

Parenting
Parents are often faced with managing busy schedules that include a
job, household duties, and raising children. These demands result in
parenting stress.

High levels of parenting stress can cause a parent to be harsh,

negative, and authoritarian in their interactions with their
children. Parenting stress can also decrease the quality of parent-child
relationships.

Sources of parenting stress may include being lower-income, working

long hours, single parenting, marital or relationship tensions, or
raising a child who has been diagnosed with a behavioral disorder or
developmental disability.

Daily Life and Busyness

Day-to-day stressors are our daily inconveniences. They
include things like misplacing keys, running late, and
forgetting to bring an important item with you when leaving
the house. Usually, these are just minor setbacks, but if they
become frequent, they become a source of anxiety affecting
physical and/or psychological health.

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 Personality and Resources
Your personality traits and the resources you have available to you tie
into all of the above and can be independent sources of stress as well.

Extroverts, for example, tend to experience less stress in daily life and
have greater social resources, which buffer against stress.

Types of Stress:
 Acute stress. This is short-term stress that goes away quickly. You
feel it when you slam on the brakes, have a fight with your partner,
or ski down a steep slope. It helps you manage dangerous
situations. It also occurs when you do something new or exciting.
All people have acute stress at one time or another.

 Episodic acute stress is when acute stresses happen on

a frequent basis. This can be because of repeatedly tight
work deadlines. It can also be because of the frequent
high-stress situations experienced by some
professionals, such as healthcare workers.


 Chronic stress. This is stress that lasts for a longer period of time.
You may have chronic stress if you have money problems, an
unhappy marriage, or trouble at work. Any type of stress that goes
on for weeks or months is chronic stress. You can become so used
to chronic stress that you don't realize it is a problem. If you don't
find ways to manage stress, it may lead to health problems.

7.2. Stress Management strategies

Stress Management Activities

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Some of the most important activities for stress management include
optimizing sleep, eating, and exercise.

Sleep
Insufficient sleep contributes to greater HPA axis activation. That's
why stress management should include improving duration and
quality of sleep. To start, be sure to block out blue light (from TVs,
phones, and computers) at least 30 minutes before bed. You might
also try getting blue-light blocking glasses or getting a sleep-
inducing red light bulb (which improves sleep) for your bedside
lamp

Diet
Dieting or restricting calories actually increases HPA activation [5].
So if you’re aiming to manage stress be sure to eat enough nutritious
food to fuel all your body's systems.

Exercise
Because exercise increases the demand for energy and cortisol, avoid
high-intensity exercise when trying to get your stress under control.
Instead, do low-intensity exercise like walking, swimming, or yoga

Manage how you live with these five tips to feel less stressed:

1. Use guided meditation.

Guided meditation is a great way to distract yourself from the stress of day-to-day
life. There are many guided meditations available on the internet that can help you
find 5 minutes of centered relaxation.

2. Practice deep breathing.

Deep breathing is a great way to reduce the activation of your sympathetic nervous
system, which controls the body’s response to a perceived threat. Deep breaths
taken in to a count of five seconds, held for two seconds and released to a count of
five seconds, can help activate your parasympathetic nervous system, which helps
reduce the overall stress and anxiety you may be experiencing.

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3. Maintain physical exercise and good nutrition.

Physical exercise and nutrition are two important components in how you respond to
stress. When your body is healthy, your mind can be healthy and vice versa.
Physical exercise is proven to be a great stress reliever and also helps to improve
your overall quality of life. Nutrition is important as stress can deplete certain
vitamins, such as A, B complex, C and E. Maintaining proper nutrition not only helps
your body feel better, but your mind as well, which allows you to better combat
stress.

4. Manage social media time.

Spending time on social media sites can become stressful, not only by what we
might see on them, but also because the time you are spending on social media
might be best spent enjoying visiting with friends, being outside enjoying the weather
or reading a great book.

5. Connect with others.

Humans are social beings. You need to have connections with people to feel
supported. Finding a sense of community — whether at work, with a religious
organization, or through shared activities, such as organized sports — is important to
your well-being. Enjoying a shared activity allows you to find support and foster
relationships that can be supportive in difficult times.

7.3. Concept of Conflict, Functional versus Dysfunctional

Conflict

Conflict Management
Conflict management is the practice of being able to identify
and handle conflicts sensibly, fairly, and efficiently. It is the
process of dealing with (perceived) incompatibilities or

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disagreements arising from, for example, diverging opinions,
objectives, and needs.

common conflict management styles:

1. Collaborating:

2. Competing:

3. Avoiding:

4. Accommodating:

5. Compromising:

Functional and Dysfunctional Conflicts

Functional conflicts and dysfunctional conflicts are the two
dimensions or the outcomes of the conflicts. Functional
conflict has positive effects on the conflicts whereas
dysfunctional conflict has negative effects. Both can be
discussed with the help of following points:

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1. Functional Conflict: Positive Effects

Functional conflict is also known as constructive conflict.

Such conflict will have positive effects on individuals, groups
and organizations. Such conflict is useful in order to solve
problems related to individuals and groups. Functional
conflict is important for effective performance due to the
following reasons:
 It ventilates tension from the organization.
 It increases individual's efforts at work.
 It helps thinking analytically.
 It provides foundation for organizational change and
development.
 It provides an individual a chance to think again,
undertake self introspection and have a second look at
the existing things, like procedures, policies, equipment,
behaviors etc.
 It leads to innovation and at times to new direction. It is,
therefore, even necessary for the survival and growth
organizations.
 It helps to seek classification and generate search
behavior.
 When conflict is developed, attention is immediately
drawn to the malfunctioning parts of a system. It is an
indication that the situation calls for improvement.

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 Conflict is, therefore, an essential portion of a cybernetic
system.
 At times, it is also used as a means to certain ends and to
create confusion or set subordinates against each other in
order to maintain the interested parties own position. It
may not be a positive outcome in the strict sense of the
term from the organizational point of view, but it is
certainly a management strategy toward of problems
temporarily. It may be viewed as an unavoidable cost of
the pursuit of one's aspirations.
 Long standing problems, which continue to agitate
people's mind in surface, they are able to release their
tensions and unburden themselves. They display
creativity in identifying solutions and dealing with
problems.
 It serves as a cementing force in a group and incredible
unity is witnessed even in a heterogeneous group at times
of tension.
 It energizes people, leads to mild stimulation and one is
at one's best in times of crisis. It helps them test their
capacities.

2. Dysfunctional Conflict: Negative Effects

Dysfunctional conflict is also known as destructive conflict.

Many times conflict may be detrimental and disastrous. Such

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conflict has negative effect on individuals, groups and the
organizational levels. The effects might be diverting energies,
hurting group cohesion, promoting interpersonal hostilities
and creating negative working environment. Due to the
dysfunctional conflict and its negative effects, employees
become dissatisfied with the working environment and as a
result, absenteeism will increase and productivity will decline.
A few dysfunctional effects of rising conflict include:
 Increasing conflict will result in delays in meeting
schedules, decrease in the quality of goods and services
and finally will increase customer complaints.
 It is undesirable if it creates a climate of distrust and
suspicion among people, if some people feel are defeated
and demanded and it develops antagonism instead of
spirit of cooperation.
 In the absence of smooth communication at the
workplace, there will be problems in coordinating
activities.
 With the increasing conflict in the organization, people
start to divert themselves from the real work schedule
and keep less interest and show less energy, and this will
ultimately affect the achievement of organizational goals.
 The increasing negative emotions at the workplace can
be quite stressful.
 When conflict does not lead to solution of a problem, it is
unproductive and investment of time and effort goes
waste.
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  As a consequence of conflict, there may be
intensification of internalization of sub-unit goals which
may result in the neglect of overall organizational goals.
 It is seriously harmful if it distracts attention from basic
organizational objectives and makes people work for
their defeat.
 When management loses objectivity and treats
disagreement as equivalent to disloyalty and rebellion, an
opportunity for creativity should be deemed to have been
lost. It may even pour oil over troubled waters, exploit
differences to strengthen itself and weakens others, and
accept resolutions capable of different interpretation.

7.4 Five stage Conflict Process, Types of Conflict (Task

Conflict, Relationship Conflict, Process Conflict,
Personality Conflict, Intergroup Conflict)

1. Task-based conflicts
Task-based conflicts occur in situations when team members
rely on each other to complete a task or project. When one
person on the team doesn’t complete their part of the task, it
can affect another team member’s ability to finish their part
on time. For example, if an employee always turns in their
reports late, it causes the accountant to be late with their
reports as well.

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2. Relationship conflict is a conflict between two or more
people resulting from personality clashes or negative
emotions. Relationship conflicts are a part of all relationships
and are comprised of three components:
 Cognitive - The cognitive component sprouts from one's
thoughts or opinions on a situation.
 Affective - The affective component is the emotional
response to a conflict.
 Behavioral - The behavioral component is the action
taken in response to the conflict.

3. Process Conflict
Definition (1):
Process Conflict refers to how work gets done. A low level of this
conflict is one of the functional conflicts that are constructive and
support the goals of the workgroup and improve group performance.
For this conflict to be productive, it must be minimal. Otherwise,
intense arguments over who should do the task can lead to uncertainty
about task assignments, increase the time to complete tasks, and lead
to members working at cross-purpose. And the process becomes
dysfunctional.
Definition (2):
Process conflict means the disagreement over the procedures or
methods the team or group should use for completing its tasks. It
happens when procedures, policies, and strategies clash.

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4. Personality conflict
Personality clashes are some of the most common types of
team conflicts. These types of conflicts are caused by
differences in personality among team members. You’re not
always going to get along with or like every person you meet,
whether they’re your coworker, supervisor or peer. It can be
challenging to work with someone whose personality
disagrees with your own.

5.Intergroup:
intergroup conflict is a term that refers to disagreement or
confrontation between two or more groups and their members. This
confrontation can involve physical violence, interpersonal discord,
and psychological tension.

Intergroup conflict is a major factor that affects group-level

movement patterns and space use and ultimately shaped the evolution
of group living and sociality (Hewstone & Greenland, 2000).

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Chapter 8: Personality and Understanding Individual
Behavior:

Understanding Individual Behavior

There are millions of stars in the sky, but every star is different.
Similarly, there are millions of people in the universe, but each
person is different from the multiple perspectives.
Organizations are composed of individuals. Each individual is
different from each other on the basis of different psychological
factors such as motives, aspirations, perceptions and abilities.

Individual behavior means some concrete actions by a person.

For instance, how a teacher behaves in the class reflects his
behavior. Organizational behavior has a great challenge as well
as responsibility to deal with the difference in individual
behavior in the context of organizations.

8.1. Introduction, Definition of Personality - Determinants

of Personality

What is Personality?
Personality can be defined as those inner psychological
characteristics that both determine and reflect how a person think
and act in an environment.

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The inner characteristics of personality are specific qualities,
attributes, traits, factors and mannerism that distinguish one
individual from other individuals. Personalities are likely to
influence the individual’s product and store choices. They also
affect the way consumer responds to a firm’s communication
efforts.

Personality Definition
Personality Definition by Authors: No common definition
of personality has so far been arrived at. Every individual
defines personality in a different way which includes trait
factors and physical appearance.

The dynamic organisation within the individual of those

psychophysical systems that determine his unique adjustments
to his environment Gordon Allport
Personality is a broad, amorphous designation relating to
fundamental approaches of persons to others and themselves.
To most psychologists and students of behaviour, this term
refers to the study of the characteristic traits of an individual,
relationships between these traits and the way in which a
person adjusts to other people and situations J.B Kolasa

Personality is a very diverse and complex psychological

concept. The word ‘personality’ may mean something like
outgoing, invigorating interpersonal abilities … but we must
also recognize and explain the fact that development results in
man acquiring a distinctiveness or uniqueness which gives
him identity which enables him and us to recognize him as
apart from others. These distinguishing characteristics are
summarized by the term ‘personality James D Thompson
and Donald Van Houten
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Personality is how people affect others and how they
understand and view themselves, as well as their pattern of
inner and outer measurable traits and the person situation
interaction Fred Luthans
as the most adequate conceptualisation of an individual’s
behaviour in all its details which the scientist can provide at a
moment of time McClelland

Determinants of Personality
The determinants of personality can be grouped in five
broad categories:
1. Biological Factors
1. Heredity
2. Brain
3. Biofeedback
4. Physical Features

2. Cultural Factors
3. Family Factors
4. Social Factors
5. Situational Factors

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personality characteristics that influence individual are:

1. Locus of Control
2. Self-Efficacy
3. Self-Esteem
4. Self-Monitoring
5. Positive/Negative Affect
6. Risk-Taking
7. Type A and Type B Personality

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8.2. Personality Theories -Personality and Organization

Theories of Personality
Over time, researchers have developed a number of personality
theories and no theory is complete in itself.
The theories of personality can be conveniently grouped under four
types:
1. Psychoanalytic Theory
2. Type Theories
3. Trait Theories
4. Self-theory

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 Theories of Personality
Psychoanalytic Theory
The Psychoanalytic Theory of personality has held the interest of
psychologists and psychiatrists for a long time. Sigmund Freud, its
formulator, was quite an influence.
It attends to emphasizes three main issues i.e. the id, the ego and
the superego. Psychoanalysts say that all human personality is
comprised of these closely integrated functions.
Type Theories
The type theories represent an attempt to put some degree of order
into the chaos of personality theory. The type theory represents an
attempt to scientifically describe personality by classifying
individuals into convenient categories.
Two categories of type theories are explained below:
Sheldon’s Physiognomy Theory: William Sheldon has presented a
unique body-type temperamental model that represents a link between
certain anatomical features and psychological traits with
distinguishing characteristics of an individual and his behaviour.
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Carl Jung’s Extrovert-introvert Theory: The way to type
personality is in terms of behavior or psychological factors. Jung’s
introvert and extrovert types are an example.
Trait Theories
Some early personality researchers believed that to understand
individuals, we must break down behaviour patterns into a series of
observable traits.
According to trait theory, combining these traits into a group forms
an individual’s personality. A personality trait can be defined as an
“enduring attribute of a person that appears consistently in a variety of
situations”. In combination, such traits distinguish one personality
from another.
Gordon Allport’s Personality Traits: Claims that personality traits
are real entities, physically located somewhere in the brain. We each
inherit our own unique set of raw material for given traits, which are
then shaped by our experiences.
Raymond Cattell’s 16 Personality Factors: Raymond Cattell
considered personality to be a pattern of traits providing the key to
understanding and predicting a person’s behaviour.
Cattell identified two types:
 Surface Traits
 Source Traits
Self-theory
The psychoanalytic, type and trait theories represent the more
traditional approach to explaining the complex human personality.
Carl Rogers is most closely associated with his approach of self-
theory. Rogers and his associates have developed this personality
theory that places emphasis on the individual as an initiating, creating,

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influential determinant of behaviour within the environmental
framework.
According to Rogers basic ingredients of personality:
 Self Actualization: Carl Rogers believed that humans have one
basic motive that is the tendency to self-actualize – i.e. to fulfil
one’s potential and achieve the highest level of ‘human-
beingness’ we can.

 Self-concept: Self-concept is defined as “the organized,

consistent set of perceptions and beliefs about oneself”.

8.3. Personality Structure -Personality and Behavior:

What is the difference between behaviour and personality?

Behaviour and personality are two different characteristics
that can be used to define us.

A person is judged by how he or she behaves and what traits

constitute a part of his or her personality. The word
“personality” has many definitions. Essentially, personality is
referred to as the combination of values, views, set responses,
patterns of thought and characteristics which are relatively
stable aspects of an individual.

Behaviour on the other hand, is how that individual comes

across to others in their actions. In summary, behaviour is
WHAT we do, personality is how we THINK, FEEL and
WHY we tend to behave in a certain way.

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Altering behaviour
Behaviour is situation-based. That is to say, it changes
according to the situation, and in this case is often influenced
by an individual’s current work environment.

Thomas’ Behaviour assessment (PPA) uses four main profile

factors: Dominance, Influence, Steadiness and Compliance, to
provide information on a candidate’s fears, motivators, values
and behaviours.

Candidates taking the Behaviour assessment on our new

platform, Thomas Perform, may see descriptive words such
as:

 Driven
 Accommodating
 Direct
 Probing
 Reflective
 Spontaneous
 Methodical

Personality traits are stable

Personality refers to the innate qualities of a person that have
evolved through a combination of genetic and environmental
factors. All these characteristics develop at an early age and
therefore remain relatively constant in a person.
The assessment delivers insights into a person’s:

 Conscientiousness
 Empathy
 Self-control
 Optimism
 Happiness
 Motivation
 Assertiveness

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SIOM Div-B
 Question And Answer
Question which I wrote in Assignment.
Q1. Explain Organizational Behaviour.
Q2. Explain in details of theory of ‘X’ and Theory of ‘Y’.
Q3. Describe the role of maslow theory with its limitation.
Q4. Define managing confict
Q5. What do you mean by social responsibility of
management.

Questions of End-Term Siom.

Q1. Explain the concept of organizational behaviour. How

it is important for the development of employee.
(Ps. Read Answer from Assignment)
Q2.
(a).Define the concept of conflict and its types, also explain
managing conflict.
(Ps. Read Answer from Assignment)
(b). Explain the meaning of stress, stressors define sources
of stress and its type of stress.
Q3.
(a). Explain the contribution of Henry Fayol in the field of
Management.

Anuj Kumar
SIOM Div-B
(b.) Explain different types of decision making
environments in details
Q4.
(a). Define OB. Explain the different challenges in OB
with reference to globalization & its impact on people
management.
(b). Define in detail about Development and Levels of
Organizational Culture.

Q5.
(a.) Explain in detail theory of "X" and theory of "y"
(Ps. Read Answer from Assignment)

(b.) Define motivation? Describe the role of Meslows

theory with it's limitation.
(Ps. Read Answer from Assignment)

Short Notes:
a.) Types of managers & its Skill
b.) Contingency approach
c.)Unstructured decisions
d.) Social responsibility of management

Anuj Kumar
SIOM Div-B
Question of End-term SIMCA.

Q1. Define Management with Managerial Levels. Being a

Manager of an organization describe the social
responsibilities of management in detail with suitable
diagram.

Q.2)
What is Stress Management? Describe various sources
and types of stress. How Yoga and Meditation is useful for
stress-management explain it with example.
Q.3) Define Decision making with its environment under
certainty and under uncertainty with suitable diagram.
Q.4) As a Project Manager in one of the reputed MNC IT
companies how you can create an effective team and
resolve the issues/conflicts among the team members? Also
being a leader discuss Qualities of Leadership.

Write Short Notes (Any 2)

1. Corporate Clutter
2. Conflict Management
3. Theory X and Theory Y
4. Maslow's Need hierarchy Theory
5. Organisational Structure

Anuj Kumar
SIOM Div-B
SIOM MCA END-TERM

Q1. Explain the concept of organizational behaviour. How

it is important for the development of employee.
(Ps. Read Answer from Assignment)

Answer 1.
Organizational behavior is the academic study of how people interact
within groups. The principles of the study of organizational behavior
are applied primarily in attempts to make businesses operate more
effectively.

What Are the 4 Elements of Organizational Behavior?

The four elements of organizational behavior are

people, structure, technology, and the external environment. By
understanding how these elements interact with one another,
improvements can be made. While some factors are more easily
controlled by the organization—such as its structure or people
hired—it still must be able to respond to external factors and changes
in the economic environment.

What Are the 3 Levels of Organizational Behavior?

The first is the individual level, which involves organizational

psychology and understanding human behavior and incentives. The
second level is groups, which involves social psychology and
sociological insights into human interaction and group dynamics. The
top-level is the organizational level, where organization theory and

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SIOM Div-B
sociology come into play to undertake systems-level analyses and the
study of how firms engage with one another in the marketplace.

Importance of Organizational Behavior:

1. It builds better relationship by achieving people’s,
organizational, and social objectives.
2. It covers a wide array of human resource like behavior,
training and development, change management,
leadership, teams etc.
3. It brings coordination which is the essence of
management.
4. It improves goodwill of the organization.
5. It helps to achieve objectives quickly.
6. It makes optimum utilization of resources.
7. It facilitates motivation.
8. It leads to higher efficiency.
9. It improves relations in the organization.
10. It is multidisciplinary, in the sense that applies
different techniques, methods, and theories to evaluate
the performances.

Q2.

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SIOM Div-B
(a).Define the concept of conflict and its types, also explain
managing conflict.
(Ps. Read Answer from Assignment)

Ans 2(a)
Whenever two individuals opine in different ways, a conflict
arises. In a layman’s language conflict is nothing but a fight
either between two individuals or among group members.
Conflict arises whenever individuals have different values,
opinions, needs, interests and are unable to find a middle way.
Type of Conflict:
1. Task Conflict
The first of the three types of conflict in the workplace, task conflict,
often involves concrete issues related to employees’ work
assignments and can include disputes about how to divide up
resources, differences of opinion on procedures and
policies, managing expectations at work, and judgments and
interpretation of facts.
2. Relationship Conflict
The second of our three types of conflict, relationship conflict, arises
from differences in personality, style, matters of taste, and even
conflict styles. In organizations, people who would not ordinarily
meet in real life are often thrown together and must try to get along.
It’s no surprise, then, that relationship conflict can be common in
organizations.

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SIOM Div-B
 3. Value Conflict
The last of our three types of conflict, value conflict, can arise from
fundamental differences in identities and values, which can include
differences in politics, religion, ethics, norms, and other deeply held
beliefs. Although discussion of politics and religion is often taboo in
organizations, disputes about values can arise in the context of work
decisions and policies, such as whether to implement an affirmative
action program or whether to take on a client with ties to a corrupt
government.
For rest of the answer please read my ppmob assignment:

(b). Explain the meaning of stress, stressors define sources

of stress and its type of stress.

Ans (b)
Meaning Of Stress:
 Stress is a general word, termed to various mental and
bodily pressures experienced by people throughout life.
 It can alter, health and emotions as well, it can effect
cognitive functions impairs concentration, attention,
decision making ability and creativity.
 In a medical or biological context stress is a physical,
mental, or emotional factor that causes bodily or mental
tension. Stresses can be external (from the environment,
psychological, or social situations) or internal (illness, or
from a medical procedure). Stress can initiate the "fight
or flight" response, a complex reaction of neurologic and
endocrinologic systems.
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SIOM Div-B
 Stressor:
A stressor is a particular circumstance, requirement, or
situation that can induce stress, a biochemical change in
behavioral, physiological, and/or psychological health. Stress
is the body’s automatic response to workplace factors that
often consist of rigorous job demands and expectations from
employees.

Source of Stress:
 Financial Problems
 Work
 Personal Relationships
 Parenting
 Daily Life and Busyness
 Personality and Resources

 Financial Problems

According to the American Psychological Association (APA),

money is the top cause of stress in the United States. In a 2015
survey, the APA reported that 72% of Americans stressed
about money at least some of the time during the previous
month
Signs of financial stress may include:

 Arguing with loved ones about money

 Being afraid to open mail or answer the phone
 Feeling guilty about spending money on non-essentials

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SIOM Div-B
  Worrying and feeling anxious about money

Work
Any number of things can contribute to job stress, including
too much work, job insecurity, dissatisfaction with a job or
career, and conflicts with a boss and/or co-workers.
The signs of work-related stress can be physical and psychological,
including:3
 Anxiety
 Depression
 Difficulty concentrating or making decisions
 Fatigue
 Headache
 Heart palpitations
 Mood swings
 Muscle tension and pain
 Stomach problems

Personal Relationships
There are people in all of our lives that cause us stress. It
could be a family member, an intimate partner, friend, or co-
worker. Toxic people lurk in all parts of our lives and the
stress we experience from these relationships can affect
physical and mental health.
Common relationship stressors include:5
 Being too busy to spend time with each other and share
responsibilities
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  Intimacy and sex are become rare due to busyness, health
problems, and any number of other reasons
 There is abuse or control in the relationship
 You and your partner are not communicating
 You and/or partner are consuming too much alcohol and/or
using drugs
 You or your partner are thinking about divorce

Parenting
Parents are often faced with managing busy schedules that include a
job, household duties, and raising children. These demands result in
parenting stress.

High levels of parenting stress can cause a parent to be harsh,

negative, and authoritarian in their interactions with their
children. Parenting stress can also decrease the quality of parent-child
relationships.

Sources of parenting stress may include being lower-income, working

long hours, single parenting, marital or relationship tensions, or
raising a child who has been diagnosed with a behavioral disorder or
developmental disability.

Daily Life and Busyness

Day-to-day stressors are our daily inconveniences. They
include things like misplacing keys, running late, and
forgetting to bring an important item with you when leaving
the house. Usually, these are just minor setbacks, but if they
become frequent, they become a source of anxiety affecting
physical and/or psychological health.

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SIOM Div-B
 Personality and Resources
Your personality traits and the resources you have available to you tie
into all of the above and can be independent sources of stress as well.

Extroverts, for example, tend to experience less stress in daily life and
have greater social resources, which buffer against stress.

Types of stress
There are several types of stress, including:

 acute stress
 episodic acute stress
 chronic stress

 Acute stress. This is short-term stress that goes away quickly. You
feel it when you slam on the brakes, have a fight with your partner,
or ski down a steep slope. It helps you manage dangerous
situations. It also occurs when you do something new or exciting.
All people have acute stress at one time or another.

Episodic acute stress

Episodic acute stress is when you have frequent episodes of acute
stress.This might happen if you’re often anxious and worried about
things you suspect may happen. You might feel that your life is
chaotic and you seemingly go from one crisis to the next.
Certain professions, such as law enforcement or firefighters, might
also lead to frequent high-stress situations.
As with severe acute stress, episodic acute stress can affect your
physical health and mental well-being.

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SIOM Div-B
 Chronic stress. This is stress that lasts for a longer period of time.
You may have chronic stress if you have money problems, an
unhappy marriage, or trouble at work. Any type of stress that goes
on for weeks or months is chronic stress. You can become so used
to chronic stress that you don't realize it is a problem. If you don't
find ways to manage stress, it may lead to health problems.

When you have high-stress levels for an extended period of time, you have
chronic stress. Long-term stress like this can have a negative impact on
your health. It may contribute to:

 anxiety
 cardiovascular disease
 depression
 high blood pressure
 a weakened immune system

Q3.
(a). Explain the contribution of Henry Fayol in the field of
Management.
Ans (a).
Henry Fayol (1841 -1925) was a French mining engineer who turned
a leading industrialist and a successful manager.

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SIOM Div-B
He was a mining engineer in a French mining company and rose to
the position of the Chief Managing Director.

Henry Fayol known as the Father of General Management

contributed a lot to the study of management.
Major contribution of Henry Fayol:
(1) First to identify four functions of management.
He was the first to give the functions of management in terms
of Planning, Organizing, Directing and Controlling by giving
Plan, organize, command, coordinate and control as the main
functions of a manager.
(2) Classification of activities of an Industrial
undertaking.
He classified the activities of an industrial undertaking as
under:
(a) Technical activities: activities relating to production.
(b) Commercial activities: activities relating to buying and
selling.
(c) Financial activities: activities relating to arrangement
and use of finances.
(d) Security activities: activities relating to the safety of
human and physical resources.
(e) Accounting activities: activities relating to preparing the
accounting records.
(f) Managerial activities: activities relating to getting the
work done through others.
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SIOM Div-B
 (3) Qualities of manager.
Henry Fayol suggested the qualities of a good manager:

1. Physical qualities.
2. Moral qualities.
3.Education.
4. Knowledge:
5. Experience.

(4) Fourteen Principles of Management:

Fayol has given fourteen principles of management.

(1) Division of work:

(2) Authority and responsibility:
(3) Discipline:
(4) Unity of command:
(5) Unity of Direction:
(6) Subordination of individual to general interest:
(7) Remuneration of personnel:
(8) Centralisation (i.e. a rightful compromise
between centralisation and decentralisation):
(9) Scalar chain:

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SIOM Div-B
 (10) Order:
(11) Equity:
(12) Stability of tenure:
(13) Initiative:
(14) Esprit de corps (or union is strength):

(1) Division of work:

Division of work (or division of labour) is a famous principle of
Economics, invented by the traditional eminent economist, Adam
Smith. Fayol had applied this principle, in the context of the
management of business enterprises.

(2) Authority and responsibility:

Authority, in management, is the key to a managerial job. It is the
power inherent in a managerial position which enables a manager
to command subordinates to work towards the attainment of
enterprise objectives.

(3) Discipline:
Discipline, in simple terms, means obedience to the rules of the
organisation, on the part of both-managers and subordinates –
including outward marks of respect shown by subordinates towards
superiors. Discipline is necessary in an organisation; if the
organisation is to function properly and prosper and grow.

(4) Unity of command:

Unity of command, is perhaps, one of the most useful and
significant principles of management advised by Fayol. According to

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SIOM Div-B
this principle, a subordinate must get orders and instructions, only
from one superior at a time.

(5) Unity of Direction:

To avoid confusion of this principle from the preceding one viz., the
unity of command, unity of direction might be given a new
nomenclature i.e. ‘similarity of guidance’. Unity of direction (or
similarity of guidance) implies that for each group of activities
having the same objective, there must be ‘one head and one plan’; or
similar activities must be guided in similar ways.

(6) Subordination of individual to general interest:

This principle is, in fact, nothing but an exposition of the basic
management philosophy, that in a group endeavor the individual
objectives of people are subordinate to the common group
objectives. Whenever, there arises a conflict between individual and
group objectives, the management must help in arriving at
reconciliation between the two set of objectives. Further, in case of
need, the individuals must sacrifice, in favour of larger group
objectives.

(7) Remuneration of personnel:

Remuneration of personnel is the price paid or payable to people –
managers and workers – for their services rendered towards the
attainment of the enterprise objectives. Since the question of
remuneration is of vital importance for a smooth functioning of
organizational life, making for good or bad industrial relations;
Fayol recommends that the system of remunerating personnel must
be such as affords maximum satisfaction to both-employees and
employers.

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SIOM Div-B
(8) Centralisation (i.e. a rightful compromise between
centralisation and decentralisation):
By the term centralisation, is meant a rightful compromise between
centralisation and decentralisation. ‘Centralisation’ refers to a
reservation of decision-making authority at top levels of
management. ‘Decentralisation’, on the other hand, means a
dispersal of authority from the central (top-level) points to middle,
and specially lower levels of management.

(9) Scalar chain:

Scalar chain might be defined as the chain of superiors (i.e.
managers) with grades of authority ranging from the highest to the
lowest.

The following simple figure illustrates the above concept:

(10) Order:
The principle of ‘order’ implies a systematic arrangement of things
and personnel. Accordingly, order is classified by Fayol into two
types of orders viz.,

(a) Material order (or physical order)

(b) Social order (or human order)

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SIOM Div-B
(11) Equity:
The concept of ‘equity’ implies a sense of ‘fairness and justice’ to all
working in an enterprise. Observance of equity, alone would make
personnel loyal and devoted to the organisation.

(12) Stability of tenure:

In the interest of the efficiency of organisation and management, it
is imperative that personnel must stay in the organisation for as
longer a period as possible. This might be called the principle of the
stability of tenure.

(13) Initiative:
Initiative, in the managerial context, refers to the freedom to think
out a plan and its execution. It is, in fact, one of the keenest desires
of, at least, an intelligent employee, to have initiative in matters
relating to his work.

(14) Esprit de corps (or union is strength):

Esprit de corps or union is strength is a simple common proverb,
which refers to the strength or power associated with a group, when
the members of the group work whole-heartedly in full cooperation
with one another.

(b.) Explain different types of decision making

environments in details
Ans (B)
Decision Making:

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SIOM Div-B
The process of examining your possibilities and options,
comparing them, and choosing a course of action
Decision making is the process of selecting an alternative
among two or more possible alternatives
The right selection depends on the successful expectation of
the outcomes of each alternative and matching these outcomes
with the desired goal
There are three types of Decision Making Environments:
 Certainty
 Uncertainty
 Risk
1. Decision making under certainty
 The decision maker will have a clear states of nature
(events) , and it will occur in the future with all certainty.
 Under conditions of certainty, accurate, measurable, and
reliable information is available.
 The cause and effect relationships are known and the
future is highly predictable under conditions of certainty.
 Such conditions exist in case of routine and repetitive
decisions related to the day-to-day operations of the
business.
 A state of certainty exists when a decision maker knows,
with reasonable certainty, what the alternatives are and
what conditions are associated with each alternative.

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SIOM Div-B
  Very few organizational decisions, however, are made
under these conditions.
 The complex and turbulent environment in which
businesses exist rarely allows for such decisions.

2.Decision Making Under Uncertainty

a. Cannot list all possible outcomes
b. Cannot assign probabilities to the outcomes
c. A state of uncertainty exists when a decision maker does
not know all of the alternatives, the risks associated with
each, or the consequences each alternative is likely to
have.
d. Most of the major decision making in today’s
organizations is done under these conditions.
e. To make effective decisions under these conditions,
managers must secure as much relevant information as
possible and approach the situation from a logical and
rational view.
f. Intuition, judgment and experience always play major
roles in the decision-making process under these
conditions

3.Decision Making Under Risk

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SIOM Div-B
  Must make a decision for which the outcome is not
known with certainty
 Can list all possible outcomes & assign probabilities to
the outcomes
 A state of risk exists when a decision maker makes
decisions under a condition in which the availability of
each alternative and its potential payoffs and costs are all
associated with probability estimate.
 Decisions such as these are based on past experiences,
relevant information, the advice of others and one’s own
judgment
 Decision is ‘calculated’ on the basis of which alternative
has the highest probability of working effectively.

Q4.
(a). Define OB. Explain the different challenges in OB
with reference to globalization & its impact on people
management.
Ans (a)
Organizational behavior is the academic study of how people interact
within groups. The principles of the study of organizational behavior
are applied primarily in attempts to make businesses operate more
effectively.

Challenges and opportunities of organizational behavior are massive and

rapidly changing for improving productivity and meeting business goals.

1. Improving Peoples’ Skills.

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SIOM Div-B
 2. Improving Quality and Productivity.
3. Total Quality Management (TQM).
4. Managing Workforce Diversity.
5. Responding to Globalization.
6. Empowering People.
7. Coping with Temporariness.
8. Stimulating Innovation and Change.
9. Emergence of E-Organisation & E-Commerce.
10. Improving Ethical Behavior.
11. Improving Customer Service.
12. Helping Employees Balance Work-Life Conflicts.
13. Flattening World.

(b). Define in detail about Development and Levels of

Organizational Culture.
Organizational culture is the collection of values, expectations,
and practices that guide and inform the actions of all team
members. Think of it as the collection of traits that make your
company what it is. A great culture exemplifies positive
traits that lead to improved performance, while a dysfunctional
company culture brings out qualities that can hinder even the
most successful organizations.
8 steps to building a high-performing organizational
culture

1. Excel in recognition
Recognizing the contributions of all team members has a far-
reaching, positive effect on organizational culture. When
everyone on the team recognizes the accomplishments of
others, individuals start to see how they’re part of a whole.

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SIOM Div-B
2. Enable employee voice
Creating a culture that values feedback and encourages
employee voice is essential, as failing to do so can lead to lost
revenue and demotivated employees.
First, you need to collect feedback using the right listening
tools that make it easy for employees to express what they’re
feeling in the moment, like pulse surveys and workplace
chatbots. Then analyze the results to see what’s working and
what isn’t in your organization, and act on those findings
while they’re still relevant.
3. Make your leaders culture advocates
Your company’s success in building a strong workplace
culture rests in the hands of team leaders and managers. For
example, if your workplace culture prioritizes certain values
and your leadership team doesn’t exemplify them — or even
displays behaviors that go against them — it undermines the
effort.
4. Live by your company values
Your company’s values are the foundation of its culture.
While crafting a mission statement is a great start, living by
company values means weaving them into every aspect of
your business. This includes support terms, HR policies,
benefits programs, and even out-of-office initiatives
like volunteering. Your employees, partners, and customers
will recognize and appreciate that your organization puts its
values into practice every day.

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SIOM Div-B
5. Forge connections between team members
Building a workplace culture that can handle adversity
requires establishing strong connections between team
members, but with increasingly remote and terse
communication, creating those bonds can be challenging.
Encouraging collaboration and engaging in team building
activities — even when working remote — are two effective
ways to bring your team together and promote
communication.
6. Focus on learning and development
Great workplace cultures are formed by employees who are
continually learning and companies that invest in staff
development. Training initiatives, coaching, and providing
employees with new responsibilities are all great ways to
show your team that you’re invested in their success.
7. Keep culture in mind from day one
When an employee’s perspective doesn’t match your
company culture, internal discord is likely to be the result.
Organizations should hire for culture and reinforce it during
the onboarding process and beyond. Practices and procedures
must be taught, and values should be shared.
8. Personalize the employee experience
As modern consumers, your employees expect personalized
experiences, so you need to focus on ways to help each team
member identify with your culture. Tools like pulse surveys
and employee-journey mapping are great ways to discover
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SIOM Div-B
what your employees value and what their ideal corporate
culture looks like.

Short Notes:
a.) Types of managers & its Skill
b.) Contingency approach
c.)Unstructured decisions
d.) Social responsibility of management

a.) Types of managers & its Skill

Managerial levels/Hierarchy
Most organizations have three management levels:
 Low-level managers;
 Middle-level managers; and
 Top-level managers.
These managers are classified in a hierarchy of authority, and
perform different tasks. In many organizations, the number of
managers in every level resembles a pyramid.
chief executive officer ,Chief finance officer, chief operation
officer, chief technology officer.

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SIOM Div-B
Top-Level Management:
This is the highest level in the organizational hierarchy, which
includes Board of Directors and Chief Executives. They are
responsible for defining the objectives, formulating plans,
strategies and policies.
Middle level functions:
 Executing organizational plans in conformance with the
company’s policies and the objectives of the top
management.
 Defining and discussing information and policies from
top management to lower management; and most
importantly.
 Inspiring and providing guidance to low-level managers
towards better performance.
Some of their functions are as follows:
 Designing and implementing effective group and
intergroup work and information systems;

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  Defining and monitoring group-level performance
indicators;
 Diagnosing and resolving problems within and among
work groups;
 Designing and implementing reward systems supporting
cooperative behavior.

Lower Level:
Low-level managers usually have the responsibility of:
 Assigning employees tasks;
 Guiding and supervising employees on day-to-day
activities;
 Ensuring the quality and quantity of production;
 Making recommendations and suggestions; and
 Up channeling employee problems.
 Also referred to as first-level managers, low-level
managers are role models for employees. These
managers provide:
 Basic supervision
 Motivation
 Career planning;
 Performance feedback; and
 Staff supervision.

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SIOM Div-B
 b.) Contingency approach

The contingency approach is a management theory that

suggests the most appropriate style of management is
dependent on the context of the situation and that adopting a
single, rigid style is inefficient in the long term. Contingency
managers typically pay attention to both the situation and their
own styles and make efforts to ensure both interact efficiently.
The contingency approach contrasts with other forms of
leadership, such as trait-based management, whereby
personality and individual make-up predict patterns of
management and responses to given situations over time.
Another management approach is style-based app
Contingency theory is beneficial to organisations because of
the potential for learning from specific situations and using
these lessons to influence future management of the same or
similar situations. The ability to adapt to external pressures
and changes is also an advantage. Contingency theory may
also produce more well-rounded leaders who are able to
develop their skills in multiple areas.

c.)Unstructured decisions
Unstructured Decisions: At the other end of the continuum
are unstructured decisions. While these have the same
components as structured ones—data, process, and
evaluation—there is little agreement on their nature. With
unstructured decisions, for example, each decision maker may
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SIOM Div-B
use different data and processes to reach a conclusion. In
addition, because of the nature of the decision, there may only
a limited number of people within the organization qualified
to evaluate the decision.
d.) Social responsibility of management
Answer from my assignment.

Question of End-term SIMCA.

Q1. Define Management with Managerial Levels. Being a

Manager of an organization describe the social
responsibilities of management in detail with suitable
diagram.

Q.2)
What is Stress Management? Describe various sources
and types of stress. How Yoga and Meditation is useful for
stress-management explain it with example.
Q.3) Define Decision making with its environment under
certainty and under uncertainty with suitable diagram.
Q.4) As a Project Manager in one of the reputed MNC IT
companies how you can create an effective team and
resolve the issues/conflicts among the team members? Also
being a leader discuss Qualities of Leadership.
Anuj Kumar
SIOM Div-B
Write Short Notes (Any 2)
1. Corporate Clutter
2. Conflict Management
3. Theory X and Theory Y
4. Maslow's Need hierarchy Theory
5. Organisational Structure
Q1. Define Management with Managerial Levels. Being a
Manager of an organization describe the social
responsibilities of management in detail with suitable
diagram.

 ANS 1. Management can be defined as the process of

administering and controlling the affairs of
the organization, irrespective of its nature, type,
structure and size.
 In other words, it is concerned with optimally using
5M’s, i.e. men, machine, material, money and
methods and, this is possible only when there proper
direction, coordination and integration of the processes
and activities, to achieve the desired results.
Managerial levels/Hierarchy
Most organizations have three management levels:
 Low-level managers;
 Middle-level managers; and
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  Top-level managers.
These managers are classified in a hierarchy of authority, and
perform different tasks. In many organizations, the number of
managers in every level resembles a pyramid.
chief executive officer ,Chief finance officer, chief operation
officer, chief technology officer.

Top-Level Management:
This is the highest level in the organizational hierarchy, which
includes Board of Directors and Chief Executives. They are
responsible for defining the objectives, formulating plans,
strategies and policies.
Middle level functions:
 Executing organizational plans in conformance with the
company’s policies and the objectives of the top
management.

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  Defining and discussing information and policies from
top management to lower management; and most
importantly.
 Inspiring and providing guidance to low-level managers
towards better performance.
Some of their functions are as follows:
 Designing and implementing effective group and
intergroup work and information systems;
 Defining and monitoring group-level performance
indicators;
 Diagnosing and resolving problems within and among
work groups;
 Designing and implementing reward systems supporting
cooperative behavior.

Lower Level:
Low-level managers usually have the responsibility of:
 Assigning employees tasks;
 Guiding and supervising employees on day-to-day
activities;
 Ensuring the quality and quantity of production;
 Making recommendations and suggestions; and
 Up channeling employee problems.
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  Also referred to as first-level managers, low-level
managers are role models for employees. These
managers provide:
 Basic supervision
 Motivation
 Career planning;
 Performance feedback; and
 Staff supervision.
Social Responsibility OF MANAGER.
 Social responsibility means that businesses, in addition to
maximizing shareholder value, must act in a manner that
benefits society.
 Social responsibility has become increasingly important
to investors and consumers who seek investments that
are not just profitable but also contribute to the welfare
of society and the environment.
 The theme of social responsibility is that;
 (i) A business firm should not ignore the welfare of the
society,
 (ii) Policies and decisions of the business enterprise,
should focus on values of society,
 (iii) Earning profit by honoring values of society and
finally assist the promotion of welfare of the society.

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 Q.2)
What is Stress Management? Describe various sources
and types of stress. How Yoga and Meditation is useful for
stress-management explain it with example.
Ans 2. Stress management is defined as the tools, strategies, or
techniques that reduce stress and reduce the negative impacts
stress has on your mental or physical well-being. A variety of
techniques can be used to manage stress. These include
mental, emotional, and behavioral strategies.
Source of Stress:
 Financial Problems
 Work
 Personal Relationships
 Parenting
 Daily Life and Busyness
 Personality and Resources

 Financial Problems

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According to the American Psychological Association (APA),
money is the top cause of stress in the United States. In a 2015
survey, the APA reported that 72% of Americans stressed
about money at least some of the time during the previous
month
Signs of financial stress may include:

 Arguing with loved ones about money

 Being afraid to open mail or answer the phone
 Feeling guilty about spending money on non-essentials
 Worrying and feeling anxious about money

Work
Any number of things can contribute to job stress, including
too much work, job insecurity, dissatisfaction with a job or
career, and conflicts with a boss and/or co-workers.
The signs of work-related stress can be physical and psychological,
including:3
 Anxiety
 Depression
 Difficulty concentrating or making decisions
 Fatigue
 Headache
 Heart palpitations
 Mood swings
 Muscle tension and pain
 Stomach problems

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Personal Relationships
There are people in all of our lives that cause us stress. It
could be a family member, an intimate partner, friend, or co-
worker. Toxic people lurk in all parts of our lives and the
stress we experience from these relationships can affect
physical and mental health.
Common relationship stressors include:5
 Being too busy to spend time with each other and share
responsibilities
 Intimacy and sex are become rare due to busyness, health
problems, and any number of other reasons
 There is abuse or control in the relationship
 You and your partner are not communicating
 You and/or partner are consuming too much alcohol and/or
using drugs
 You or your partner are thinking about divorce

Parenting
Parents are often faced with managing busy schedules that include a
job, household duties, and raising children. These demands result in
parenting stress.

High levels of parenting stress can cause a parent to be harsh,

negative, and authoritarian in their interactions with their
children. Parenting stress can also decrease the quality of parent-child
relationships.

Sources of parenting stress may include being lower-income, working

long hours, single parenting, marital or relationship tensions, or

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 raising a child who has been diagnosed with a behavioral disorder or
developmental disability.

Daily Life and Busyness

Day-to-day stressors are our daily inconveniences. They
include things like misplacing keys, running late, and
forgetting to bring an important item with you when leaving
the house. Usually, these are just minor setbacks, but if they
become frequent, they become a source of anxiety affecting
physical and/or psychological health.

Personality and Resources

Your personality traits and the resources you have available to you tie
into all of the above and can be independent sources of stress as well.

Extroverts, for example, tend to experience less stress in daily life and
have greater social resources, which buffer against stress.

Types of Stress:
 Acute stress. This is short-term stress that goes away quickly. You
feel it when you slam on the brakes, have a fight with your partner,
or ski down a steep slope. It helps you manage dangerous
situations. It also occurs when you do something new or exciting.
All people have acute stress at one time or another.

 Episodic acute stress is when acute stresses happen on

a frequent basis. This can be because of repeatedly tight
work deadlines. It can also be because of the frequent
high-stress situations experienced by some
professionals, such as healthcare workers.

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 Chronic stress. This is stress that lasts for a longer period of time.
You may have chronic stress if you have money problems, an
unhappy marriage, or trouble at work. Any type of stress that goes
on for weeks or months is chronic stress. You can become so used
to chronic stress that you don't realize it is a problem. If you don't
find ways to manage stress, it may lead to health problems.

Q.3) Define Decision making with its environment under

certainty and under uncertainty with suitable diagram.
 Ans 3. Decision Making:
The process of examining your possibilities and options,
comparing them, and choosing a course of action
Decision making is the process of selecting an alternative
among two or more possible alternatives
The right selection depends on the successful expectation of
the outcomes of each alternative and matching these outcomes
with the desired goal
4. Decision making under certainty
 The decision maker will have a clear states of nature
(events) , and it will occur in the future with all certainty.


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  Under conditions of certainty, accurate, measurable, and
reliable information is available.
 The cause and effect relationships are known and the
future is highly predictable under conditions of certainty.
 Such conditions exist in case of routine and repetitive
decisions related to the day-to-day operations of the
business.
 A state of certainty exists when a decision maker knows,
with reasonable certainty, what the alternatives are and
what conditions are associated with each alternative.
 Very few organizational decisions, however, are made
under these conditions.
 The complex and turbulent environment in which
businesses exist rarely allows for such decisions.

5. Decision Making Under Uncertainty

a. Cannot list all possible outcomes
b. Cannot assign probabilities to the outcomes
c. A state of uncertainty exists when a decision maker does
not know all of the alternatives, the risks associated with
each, or the consequences each alternative is likely to
have.

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 d. Most of the major decision making in today’s
organizations is done under these conditions.
e. To make effective decisions under these conditions,
managers must secure as much relevant information as
possible and approach the situation from a logical and
rational view.
f. Intuition, judgment and experience always play major
roles in the decision-making process under these
conditions

Q.4) As a Project Manager in one of the reputed MNC IT

companies how you can create an effective team and
resolve the issues/conflicts among the team members? Also
being a leader discuss Qualities of Leadership.

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Ans. 4. As we all know A team is defined as a group of people
who perform interdependent tasks to work toward
accomplishing a common mission or specific objective.
To resolve the issues and conflicts the points are as follows:
Build trust and respect. Nurture a team-oriented environment based
on trust and respect, without which there will only be limited success.
A startup is like a ship going through high uncertainty. The captain
needs the trust of his team, because people follow trust and integrity,
not a person.
Be true to your word. If you demand high productivity and quality
work, you'd better be as good as your word. You get what you give. If
you promise to do something, be sure you will fulfill it.
Organize a meeting for all employees. If you want to improve
teamwork, help people get to know each other better. Organize in-
person meetings for all workers (all teams) at least once a year --
more often if at all possible. Informal conversations bring people
together and warm up human relationships.
Take advantage of conflict. There are no teams exempt
from occasional misunderstandings. Somewhere, somehow, conflict
will show up. When confrontation between employees gets out of a
hand in a startup, the CEO must face it. Don't complicate the situation
by deciding what is good or bad. Listen to all sides carefully and then
talk to other team members who observed the quarrel.
Brainstorming solutions favorable for both sides may even result in
ideas that would never have come to mind in without the conflict.
Make hiring a team effort. If you want to hire a new person, discuss
this with your team. Let your team members talk with candidate
because they will work together and it's important this person fit into
the team. Of course, experience and suitable qualifications are
important -- but the most important qualities to hire for are always
personality and social skills that are compatible with your team.

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The quality of leaderships are:
Integrity

The importance of integrity should be obvious. Though it may not

necessarily be a metric in employee evaluations, integrity is an essential
leadership trait for the individual and the organization.

Delegation

Delegating is one of the core responsibilities of a leader, but it can be

tricky to delegate effectively. The goal isn’t just to free yourself up — it’s
also to enable your direct reports to grow, facilitate teamwork, provide
autonomy, and lead to better decision-making.

Communication

Effective leadership and effective communication are intertwined. The

best leaders are skilled communicators who are able to communicate in
a variety of ways, from transmitting information to inspiring others to
coaching direct reports.

Self-Awareness

While this is a more inwardly focused trait, self-awareness and humility

are paramount for leadership. The better you understand yourself and
recognize your own strengths and weaknesses, the more effective you
can be as a leader.

Gratitude

Being thankful can lead to higher self-esteem, reduced depression and

anxiety, and better sleep. Gratitude can even make you a better leader.
Yet few people regularly say “thank you” in work settings, even though
most people say they’d be willing to work harder for an appreciative
boss.

Learning Agility

Learning agility is the ability to know what to do when you don’t know
what to do. If you’re a “quick study” or are able to excel in unfamiliar
circumstances, you might already be learning agile.

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Influence

For some people, “influence” feels like a dirty word. But being able
to convince people through the influencing tactics of logical, emotional,
or cooperative appeals is an important trait of inspiring, effective
leaders.

Empathy

Empathy is correlated with job performance and is a critical part

of emotional intelligence and leadership effectiveness. If you show more
inclusive leadership and empathetic behaviors towards your direct
reports, our research shows you’re more likely to be viewed as a better
performer by your boss.

Courage

It can be hard to speak up at work, whether you want to voice a new

idea, provide feedback to a direct report, or flag a concern for someone
above you. That’s part of the reason courage is a key trait of good
leaders.

Respect

Treating people with respect on a daily basis is one of the most

important things a leader can do. It will ease tensions and conflict, create
trust, and improve effectiveness.

Write Short Notes (Any 2)

1. Corporate Clutter
2. Conflict Management (In my Assignment)
3. Theory X and Theory Y (In my assignment)
4. Maslow's Need hierarchy Theory (In my assignment)
5. Organisational Structure

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 1. Corporate Clutter
Is the complexity of your office environment making business
more difficult? Clutter can be defined as scattered items or, for
businesses, disordered processes that impede or reduce
organizational effectiveness, productivity and revenue. The
manufacturing industry has spent decades de-cluttering their
factory floors, machining processes and assembly techniques.
Today, unfortunately this is no longer limited to manufacturing;
the typical office environment has extreme organizational
clutter.
Types of clutter are as follows:
ORGANIZATIONAL CLUTTER

The Boston Consulting Group (BCG) tracks management

methodologies across the United States and Europe. BCG
reports that organizational clutter has increased since 1955,
primarily because businesses set too many performance
imperatives including:

 Sustaining the environment

 Diversity
 Vendor support
TIME MANAGEMENT CLUTTER

Consulting firm Bain & Company expands on the concept of

organizational clutter by pointing out that time management in
today’s business world is less efficient as well. Managers spend
as much as 15 percent of their time sitting in meetings that fail
to produce actionable results.

EMAIL CLUTTER
Bain also states that emails fuel organizational clutter that
interferes with productivity. Modern managers send an
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estimated 30,000 emails a year compared to 1,000 external
communications sent by administrators in the 1970s.

5. Organisational Structure
 Organizational structure defines the manner in which the
roles, power, authority, and responsibilities are assigned
and governed, and depicts how information flows
between the different levels of hierarchy in an
organization.
 The structure an organization designs depends greatly on
its objectives and the strategy it adopts in achieving those
objectives.

Types of organizational structure are:

Functional organization:
 The functional structure is the most common model
found in most organizations.
 Organizations with such a structure are divided into
smaller groups based on specialized functional areas,
such as operations, finance, marketing, Human
Resources, IT, etc.
Product Organization:
 This is another commonly used structure, where
organizations are organized by a specific product type.
Each product category is considered a separate unit and
falls within the reporting structure of an executive who

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 oversees everything related to that particular product
line.
Territorial Organization:
The oldest type of public sector organization which arose in
conjunction with the state, a territorial organization consists
of territory, people and political power or representation,
giving it a high level of legitimacy. Territorial organizations
are states, counties, cities, etc. Learn more in: Local Level
Structural Change and E Government in Germany

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