tina mpob assign 1

8/3/2019 Tina MPOB Assign 1

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MPOB 1

Q. 1) Write a note on Functions of management?

Ans. Management has been described as a social process involving responsibility for

economical and effective planning & regulation of operation of an enterprise in the fulfillmentof given purposes. It is a dynamic process consisting of various elements and activities. These

activities are different from operative functions like marketing, finance, purchase etc. Rather

these activities are common to each and every manger irrespective of his level or status.

Different experts have classified functions of management. According to George & Jerry,

There are four fundamental functions of management i.e. planning, organizing, actuating and

controlling. According to Henry Fayol, To manage is to forecast and plan, to organize, to

command, & to control. Whereas Luther Gullick has given a keyword POSDCORB where

P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination,

R for reporting & B for Budgeting. But the most widely accepted are functions of

management given by KOONTZ and ODONNEL i.e. Planning, Organizing, Staffing,Directing and Controlling.

For theoretical purposes, it may be convenient to separate the function of management but

practically these functions are overlapping in nature i.e. they are highly inseparable. Each

function blends into the other & each affects the performance of others.

1. Planning

It is the basic function of management. It deals with chalking out a future course of

action & deciding in advance the most appropriate course of actions for achievement

of pre-determined goals. According to KOONTZ, Planning is deciding in advance -

what to do, when to do & how to do. It bridges the gap from where we are & where

we want to be. A plan is a future course of actions. It is an exercise in problem

solving & decision making. Planning is determination of courses of action to achieve

desired goals. Thus, planning is a systematic thinking about ways & means for

accomplishment of pre-determined goals. Planning is necessary to ensure proper

utilization of human & non-human resources. It is all pervasive, it is an intellectual

activity and it also helps in avoiding confusion, uncertainties, risks, wastages etc.

2. Organizing

It is the process of bringing together physical, financial and human resources and

developing productive relationship amongst them for achievement of organizational

goals. According to Henry Fayol, To organize a business is to provide it with

everything useful or its functioning i.e. raw material, tools, capital and personnels.

To organize a business involves determining & providing human and non-human

resources to the organizational structure. Organizing as a process involves:

Identification of activities. Classification of grouping of activities.
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Assignment of duties.

Delegation of authority and creation of responsibility.

Coordinating authority and responsibility relationships.

3. Staffing

It is the function of manning the organization structure and keeping it manned.Staffing has assumed greater importance in the recent years due to advancement of

technology, increase in size of business, complexity of human behavior etc. The main

purpose o staffing is to put right man on right job i.e. square pegs in square holes and

round pegs in round holes. According to Kootz & ODonell, Managerial function of

staffing involves manning the organization structure through proper and effective

selection, appraisal & development of personnel to fill the roles designed un the

structure. Staffing involves:

Manpower Planning (estimating man power in terms of searching, choose the

person and giving the right place).

Recruitment, selection & placement. Training & development.

Remuneration.

Performance appraisal.

Promotions & transfer.

4. Directing

It is that part of managerial function which actuates the organizational methods to

work efficiently for achievement of organizational purposes. It is considered life-

spark of the enterprise which sets it in motion the action of people because planning,

organizing and staffing are the mere preparations for doing the work. Direction is that

inert-personnel aspect of management which deals directly with influencing, guiding,

supervising, motivating sub-ordinate for the achievement of organizational goals.

Direction has following elements:

Supervision

Motivation

Leadership

Communication

Supervision- implies overseeing the work of subordinates by their superiors. It is the

act of watching & directing work & workers.

Motivation- means inspiring, stimulating or encouraging the sub-ordinates with zeal

to work. Positive, negative, monetary, non-monetary incentives may be used for this

purpose.

Leadership- may be defined as a process by which manager guides and influences

the work of subordinates in desired direction.

Communications- is the process of passing information, experience, opinion etc from

one person to another. It is a bridge of understanding.

5. Controlling
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It implies measurement of accomplishment against the standards and correction of

deviation if any to ensure achievement of organizational goals. The purpose of

controlling is to ensure that everything occurs in conformities with the standards. An

efficient system of control helps to predict deviations before they actually occur.

According to Theo Haimann, Controlling is the process of checking whether or not

proper progress is being made towards the objectives and goals and acting ifnecessary, to correct any deviation. According to Koontz & ODonell Controlling is

the measurement & correction of performance activities of subordinates in order to

make sure that the enterprise objectives and plans desired to obtain them as being

accomplished. Therefore controlling has following steps:

. Establishment of standard performance.

. Measurement of actual performance.

. Comparison of actual performance with the standards and finding out

deviation if any.

. Corrective action.

Q.2 Explain the social learning theory in details?ANS: One of the most influential learning theories, the Social Learning

Theory(SLT), was formulated by Albert Bandura. It encompasses conceptsof traditionallearning theory and the operant conditioning of B.F.Skinner.However, the theory strongly implies that there are types oflearning wherein directreinforcement is not the causal mechanism; rather,the so called social element canresult to the development of new learningamong individuals. Social LearningTheory has been useful in explaininghow people can learn new things and developnew behaviors by observingother people. It is to assume, therefore, that SocialLearning Theory isconcerned on observational learning process among people.

A. Basic Concepts

1. Observational LearningThe Social Learning Theory says thatpeople canlearn by watching other people perform the behavior.Observational learningexplains the nature of children to learnbehaviors by watching the behaviorof the people around them,and eventually, imitating them. With the

2. Bobo Doll experiment(s)3. ,Bandura included an adult who is tasked to actaggressivelytoward a Bobo Doll while the children observe him. Later,Banduralet the children play inside a room with the Bobo Doll. Heaffirmedthat these children imitated the aggressive behaviortoward the doll, whichthey had observed earlier.After his studies,Bandura was able to determine 3 basic models of observationallearning, which include:

a. A Live Model, which includes an actual person performing abehavior.b.
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b. A Verbal Instruction Model, which involves telling of detailsand descriptions of a behavior.c.

c. A Symbolic Model, which includes either a real or fictionalcharacterdemonstrating the behavior via movies, books,

television, radio,online media and other media sources.

2. The state of mind (mental states) is crucial to learning.Inthis concept,Bandura stated that not only externalreinforcement or factors can affectlearning and behavior.

There is also what he called intrinsic reinforcement,which isin a form of internal reward or a better feeling afterperforming thebehavior (e.g. sense of accomplishment,confidence, satisfaction, etc.)

3. Learning does not mean that there will be a change in thebehavior of an individual.

B. Modeling ProcessThe Modeling Process developed by Bandura helps usunderstand that not allobserved behaviors could be learnedeffectively, nor learning can necessarily resultto behavioralchanges. The modeling process includes the following stepsin orderfor us to determine whether social learning is

successful or not:Step 1: AttentionSocial Cognitive Theory implies that you must pay attentionfor you to learn. If you want to learn from the behavior ofthe model (the person that demonstrates thebehavior),then you should eliminate anything that catches yourattention otherthan him. Also, the more interesting themodel is, the more likely you are to payfull attention to himand learn.Step 2: Retention

Retention of the newly learned behavior is necessary.Without it, learning of thebehavior would not beestablished, and you might need to get back to observingthemodel again since you were not able to storeinformation about the behavior.

Step 3: ReproductionWhen you are successful in paying attention and retainingrelevant information,this step requires you to demonstratethe behavior. In this phase, practice of thebehavior byrepeatedly doing it is important for improvement.

Step 4: Motivation


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Feeling motivated to repeat the behavior is what you needin order to keep on performing it. This is wherereinforcement and punishment come in. You canberewarded by demonstrating the behavior properly, andpunished by displaying it inappropriately

Q.3

Constitutional psychology is a theory, developed in the 1940s by Americanpsychologist

William Herbert Sheldon, associating body types with human temperament types.

Sheldon noted three personalities based on their physical make-up.

Endomorph

The Endomorph is physically quite 'round', and is typified as the 'barrel of fun' person. They

tend to have:

Wide hips and narrow shoulders, which makes them ratherpear-shaped.

Quite a lot of fat spread across the body, including upperarms and thighs.

They have quite slim ankles and wrists, which only serves toaccentuate the fatter other parts.

Psychologically, the endomorph is:

Sociable

Fun-loving

Love of food

Tolerant

Even-tempered

Good humored

Relaxed

With a love of comfort

And has a need for affection

Ectomorph

The Ectomorph is a form of opposite of the Endomorph. Physically, they tend to have:

Narrow shoulders and hips

A thin and narrow face, with a high forehead

A thin and narrow chest and abdomen

Thin legs and arms
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Very little body fat

Even though they may eat as much as the endomorph, they never seem to put on weight

(much to the endomorph's chagrin). Psychologically they are:

Self-conscious Private

Introverted

Inhibited

Socially anxious

Artistic

Intense

Emotionally restrained

Thoughtful

Mesomorph

The mesomorph is somewhere between the round endomorph and the thin ectomorph.

Physically, they have the more 'desirable' body, and have:

Large head, broad shoulders and narrow waist (wedge-shaped).

Muscular body, with strong forearms and and thighs

Very little body fat

They are generally considered as 'well-proportioned'. Psychologically, they are:

Adventurous

Courageous

Indifferent to what others think or want

Assertive/bold

Zest for physical activity

Competitive

With a desire for power/dominance

And a love of risk/chance

Psychological profiling based on anatomical features is generally not considered to be

reliable these days. Nevertheless, such patterns do have some level of interest, and old

theories are often ingrained in society, as well as being based on some form of observation.

The best approach is to use this as a test. When you meet a person who seems to fit in with

the physical characteristics above, be curious to see if they also fit into the psychological

profile. If it all works as predicted, then well and good (it may be that they are actually in a

self-fulfilling prophesy, where they fit themselves to the appropriate model). Otherwise,

look elsewhere for ways to understand the person.


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Sheldon's original work included attempts to characterize criminals (in the style of

Lombroso's original work in this area). Unsurprisingly, he found that a number were

muscular mesomorphs, as violent crimes are likely to be carried out by strong men. The trap

beyond this is to assume that all mesomorphs are criminal in nature. This is not unlike the

work that 'proved' women to be less intelligent than men because they have smaller brains!

To further categorize a person's somatotype, an individual is given arating from 1 to 7 on each of the three body types. 1 = very low; 7 =very high. For example:

a stereotypical basketballer 1-1-7 (ectomorph)

Mohammed Ali 1-7-1 (mesomorph)

a pear-shaped person 7-1-1 (endomorph)

View drawings of the three extreme somatotypes, with physical

descriptors. (Walsh)

More typically, however, the person in the street could be somethinglike:

a slightly lanky person 5-2-3 (a bit ecomorphic)

a person of average height who is moderately muscular 4-5-3 (abit mesomorphic)

a person who is slightly heavy-set 3-3-5 (a bit endomorphic)

Sheldon measured the proportions of hundreds of juvenile delinquentboys and concluded that theywere generally mesomorphs (Ornstein, 1993).

Body types have been criticized for very weak empirical methodologyand are not generally used inpsychology. The use of somatotyping (using different taxonomies) isused more often in alternative therapies and Eastern psychology andspirituality.Q.4 What are the factors influencing perception?

Factors Influencing Perception

Perception is our sensory experience of the world around us and involves both

the recognition of environmental stimuli and actions in response to these stimuli.

Through the perceptual process, we gain information about properties and

elements of the environment that are critical to our survival. Perception not only

creates our experience of the world around us; it allows us to act within our

environment.

A number of factors operate to shape and sometimes distort perception. These

factors can reside:

i) In the perceiver.ii) In the object or target being perceived or
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iii) In the context of the situation in which the perception is made.

1. Characteristics of the Perceiver: Several characteristics of the perceiver

can affect perception. When an individual looks at a target and attempts to

interpret what he or she stands for, that interpretation is heavily influenced by

personal characteristics of the individual perceiver. The major characteristics of

the perceiver influencing perception are:

a) Attitudes: The perceivers attitudes affect perception. For example, suppose

Mr. X is interviewing candidates for a very important position in his organization

a position that requires negotiating contracts with suppliers, most of whom are

male. Mr X may feel that women are not capable of holding their own in tough

negotiations. This attitude will doubtless affect his perceptions of the female

candidates he interviews.

b) Moods: Moods can have a strong influence on the way we perceive someone.

We think differently when we are happy than we do when we are depressed. In

addition, we remember information that is consistent with our mood state betterthan information that is inconsistent with our mood state. When in a positive

mood, we form more positive impressions of others. When in a negative mood,

we tend to evaluate others unfavourably.

c) Motives: Unsatisfied needs or motives stimulate individuals and may exert a

strong influence on their perceptions. For example, in an organizational context,

a boss who is insecure perceives a subordinates efforts to do an outstanding job

as a threat to his or her own position. Personal insecurity can be translated into

the perception that others are out to "get my job", regardless of the intention of

the subordinates.

d) Self-Concept: Another factor that can affect social perception is the

perceivers self-concept. An individual with a positive self-concept tends to notice

positive attributes in another person. In contrast, a negative self-concept can

lead a perceiver to pick out negative traits in another person. Greater

understanding of self allows us to have more accurate perceptions of others.

e) Interest: The focus of our attention appears to be influenced by our interests.

Because our individual interests differ considerably, what one person notices in a

situation can differ from what others perceive. For example, the supervisor who

has just been reprimanded by his boss for coming late is more likely to notice his

colleagues coming late tomorrow than he did last week. If you are preoccupiedwith a personal problem, you may find it hard to be attentive in class.

f) Cognitive Structure: Cognitive structure, an individuals pattern of thinking,

also affects perception. Some people have a tendency to perceive physical traits,

such as height, weight, and appearance, more readily. Others tend to focus more

on central traits, or personality dispositions. Cognitive complexity allows a

person to perceive multiple characteristics of another person rather than

attending to just a few traits.

g) Expectations: Finally, expectations can distort your perceptions in that you

will see what you expect to see. The research findings of the study conducted by

Sheldon S Zalkind and Timothy W Costello on some specific characteristics of the


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perceiver reveal

Knowing oneself makes it easier to see others accurately.

Ones own characteristics affect the characteristics one is likely to see in

others.

People who accept themselves are more likely to be able to see favourableaspects of other people.

Accuracy in perceiving others is not a single skill.

These four characteristics greatly influence how a person perceives others in the

environmental situation.

Characteristics of the Target: Characteristics in the target that is being observed can affect

what is perceived. Physical appearance plays a big role in our perception of others.

Extremely attractive or unattractive individuals are more likely to be noticed in a group than

ordinary looking individuals. Motion, sound, size and other attributes of a target shape the

way we see it.The perceiver will notice the targets physical features like height, weight,estimated age, race and gender. Perceivers tend to notice physical appearance

characteristics that contrast with the norm, that are intense, or that are new or unusual.

Physical attractiveness often colours our entire impression of another person. Interviewers

rate attractive candidates more favourably and attractive candidates are awarded higher

starting salaries.

Verbal communication from targets also affects our perception of them. We

listen to the topics they speak about, their voice tone, and their accent and make

judgements based on this input. Non-verbal communication conveys a great deal

of information about the target. The perceiver deciphers eye contact, facial

expressions, body movements, and posture all in an attempt to form an

impression of the target .As a result of physical or time proximity, we often put

together objects or events that are unrelated.

For example, employees in a particular department are seen as a group. If two

employees of a department suddenly resign, we tend to assume their departures

were related when in fact, they might be totally unrelated. People, objects or

events that are similar to each other also tend to be grouped together. The

greater the similarity, the greater the probability we will tend to perceive them

as a group.


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Characteristics of the Situation: The situation in which the interaction between the perceiver

and the target takes place, has an influence on the perceivers impression of the target. E.g.

meeting a manager in his or her office affects your impression in a certain way that may

contrast with the impression you would have formed, had you met the manager in a

restaurant. The strength of the situational cues also affects social perception. Some

situations provide strong cues as to appropriate behaviour. In these situations, we assumethat ie individuals behaviour can be accounted for by the situation, and that it may not

reflect the individuals disposition. This is the discounting principle in social perception. For

example, you may encounter an automobile salesperson who has a warm and personable

manner, asks you about your work and hobbies, and seems genuinely interested in your

taste in cars. Can you assume that this behaviour reflects the salespersons personality?

You probably cannot, because of the influence of the situation. This person is trying to sell

you a car, and in this particular situation, he probably treats all customers in this manner.

Q.5) Q.5 Mr. Solanki is the VP- HR of a leading Financial services company. He ishaving a meeting with Ms. Ramani leading HR consultant. Mr. Solanki is concerned

about creating an environment that helps in increasing the job satisfaction amongst

employees. Assume that you are Ms. Ramani, the HR consultant. What suggestions

you will give to Mr. Solanki, for creating an environment that increases job

satisfaction.

Measuring Job Satisfaction: Job satisfaction is the sense of fulfillment and

pride felt by people who enjoy their work and do it well. For an organization,

satisfied work force ensures commitment to high quality performance and

increased productivity Job satisfaction helps organizations to reduce complaints

and grievances, absenteeism, turnover, and termination. Job satisfaction is also

linked to a healthier work force and has been found to be a good indicator of

longevity. And although only little correlation has been found between job

satisfaction and productivity, it has also been found that satisfying or delighting

employees is a prerequisite to satisfying or delighting customers, thus protecting

the "bottom line (Brown, 1996).

The most important factors conductive to job satisfaction are:

i) Mentally Challenging Work: Employees tend to prefer jobs that give themopportunities to use their skills and abilities and offer a variety of tasks, freedom

and feedback on how well they are doing. Under conditions of moderate

challenge, most employees will experience pleasure and satisfaction.

ii) Personality-Job Fit: People with personality types congruent with their

chosen vocations should find they have the right talents and abilities to meet the

demands of their jobs; and because of this success, they have a greater

probability of achieving high satisfaction from their work. It is important,

therefore to fit personality factors with job profiles.

iii) Equitable Rewards: Employees want pay systems and promotion policies

that they perceive as being just, unambiguous, and in line with their
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expectations. When pay is seen as fair based on job demands, individual skill

level, and industry pay standards, satisfaction is likely to result. Similarly,

employees seek fair promotion policies and

practices. Promotions provide opportunities for personal growth, more

responsibilities and increased social status. Individuals who perceive that

promotion decisions are made in a fair and just manner are likely to experiencejob satisfaction.

iv) Supportive working conditions: Employees prefer physical conditions that

are comfortable and facilitate doing a good job. Temperature, light, noise and

other environmental factors should not be extreme and provide personal

comfort. Further, employees prefer working relatively close to home, in clean

and relatively modern facilities and with adequate tools and equipment.

v) Supportive Colleagues: Employees have need for social interaction.

Therefore, having friendly and supportive co-workers and understanding

supervisors leads to increased job satisfaction. Most employees want theirimmediate supervisor to be understanding and friendly, those who offer praise

for good performance, listen to employees opinions and show a personal

interest in them.

vi) Whistle blowing: Whistle-blowers are employees who inform authorities of

wrongdoings of their companies or co-workers. Whistle blowing is important

because committed organizational members sometimes engage in unethical

behaviour in an intense desire

to succeed. Organizations can manage whistle blowing by communicating the

conditions that are appropriate for the disclosure of wrongdoing. Clearly

delineating wrongful behaviour and the appropriate ways to respond areimportant organizational actions.

vii) Social Responsibility: Corporate social responsibility is the obligation of an

organization to behave in ethical ways in the social environment in which it

operates. Socially responsible actions are expected of organizations. Current

concerns include protecting the environment, promoting worker safety,

supporting social issues, investing in the community, etc. Managers must

encourage both individual ethical behaviour and organizational social

responsibility.

Job enrichment: It is a deliberate upgrading of responsibility, scope, andchallenge in the work itself. Job enrichment usually includes increased

responsibility, recognition, and opportunities for growth, learning, and

achievement. Large companies that have used job-enrichment programs to

increase employee motivation and job satisfaction include, AT&T, IBM, and

General Motors (Daft, 1997).

Workers role in job satisfaction

A worker should also take some responsibility for his or her job satisfaction.

Everett (1995) proposed the following questions which employees ask

themselves in regard to job satisfaction at the workplace:

1. When have I come closest to expressing my full potential in a work situation?
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2. What did it look like?

3. What aspects of the workplace were most supportive?

4. What aspects of the work itself were most satisfying?

5. What did I learn from that experience that could be applied to the present

situation?

The following suggestions can help a worker find personal job

satisfaction:

1. Seek opportunities to demonstrate skills and talents.

2. Develop communication skills.

3. Acquire job related skills and try to implement them.

4. Demonstrate creativity and initiative.

5. Improve team building and leadership skill.

6. Learn to de-stress.

Q.6 Given below is the HR policy glimpse of the VARK-LEARNING a learning and

training solutions company

1. It offers cash rewards for staff members

2. It promotes the culture of employee referral and encourages people to refer people

they know may be their friends, ex. Colleagues batch mates, relatives.

3. What all needs do it takes care off according to maslows need hierarchy

4. It recognizes good performances and give fancy titles and jackets to the people

who perform well and also felicitates them in the Annual Day of the company.

What all aspects does it takes care of according to the Maslows Need Hierarchy ?

The following needs are taken care of according to Maslows Hierarchy of Needs Theory:

According to this theory, proposed by Maslow (1943), human beings have wantsand desires which influence their behavior, only unsatisfied needs can influence

behavior, satisfied needs cannot. The needs are arranged in order of importance,

from the basic to the complex. The person advances to the next level of needs

only after the lower level need is at least minimally satisfied. The further they

progress up the hierarchy, the more individuality, humanness and psychological

health a person will show.

The first point of rewarding the staff members with cash shows thephysiological

needs which is satisfied, the staff members will be satisfied to receive any form

of monetary benefits which encourages him to perform better

The second point is the promotion of referral for employees, this shows that thesocial need can be satisfied as with referrals the employee feels to be a part of
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the company being responsible for the referral given to the firm, an employee

feels belongingness to his firm/company

The fourth point of recognition and felicitation for the good performance shown

by the employee satisfies the esteem and self-actualization, the esteem need

will take care of the recognition of ones work which improves achievement

realization and self respect for ones work which in turn gains him the status

recognition and attention within the company.

The employees drive to become what he is capable of including ones growth is

satisfied with the self-actualization needs, along with ones growth the employee

gains the confidence to achieve to his fullest potential and this gives him the

satisfaction of self-fulfillment

These are among the few things which are satisfied by Maslows Need Hierarchy

the hierarchy is clearly stated below which shows all the 5 basic needs required

by an employee

of the company/firm. Maslow was a contributor who influenced the human

aspects of management in workplace

The above pictorial representation is the Maslows Hierarchy as explained below

Maslows Need Hierarchy Pyramid.

The five needs are:

Physiological: Includes hunger, thirst, shelter, sex, and other bodily needs

Safety: Includes security and protection from physical and emotional harm

Social: Includes affection, belongingness, acceptance, and friendship

Esteem: Includes internal esteem factors, such as, self-respect, autonomy, andachievement; and external esteem factors, such as, status, recognition, and


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attention

Self-actualization:The drive to become what one is capable of becoming;

includes growth, achieving ones potential, and self-fulfillment

Maslow separated the five needs into higher and lower orders. Physiological and

safety needs are described as lower-order. Social, esteem, and self-actualizationare classified as higher-order needs. Higher-order needs are satisfied internally,

whereas, Lower-order needs are predominantly satisfied, externally.

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