Subject Code : MB0038

Subject Name : Management Process and Organization Behavior

Assignment : Set – 1
Q. 1 Write a note on the characteristics of Management.

Ans. Management is a distinct activity having the following salient features or characteristics:

1. Goal-Oriented: Management is a purposeful activity. It co-ordinates the efforts of

employees to achieves the goal of the organization. The success of management is
measured by the extent to which the organizational goals are achieved. It is
imperative that the organizational goal must be well-define and properly understood
by the managers at various levels.

2. Economic Resources: Management is one of the factors of production together

with land, labor and capital. It is the most critical input in the success of any
organized group activity. It is the force which assembles and integrates other
resources, namely, labor, capital and materials. These factors do not by themselves
ensure production; they require the catalyst of management to produce goods and
services required by the society. Thus management is an essential ingredient of an
organization.

3. Distinct Process: Management is distinct process consisting of such functions as

planning, organizing, staffing, directing and controlling. These functions are so
interwoven that it is not possible to lay down exactly the sequences of various
functions or their relative significance. In essence, the process of management
involves decision-making and putting of decision into practice.

4. Integrative Force: The essence of management is integration of human and other

resources to achieve the desired objectives. All these resources are made available
to those who manage. Managers apply knowledge, experience and management
principles for getting the result from the workers by the use of non-human resources.
Managers also seek to harmonize the individuals’ goals with the organizational goals
for the smooth working of the organization.

5. Intangible Force: Management has been called an unseen force. Its presence is
evidenced by the result of its efforts-orderliness, informed employees, buoyant spirit
and adequate work output. Thus, feeling of management is result-oriented. One may
not see with the naked eyes the functioning of management but its results are
apparently known. People often remark of the effectiveness (or ineffectiveness) of
management in the basis of the end results, although they can’t observe it during
operation.

6. Results through Others: The managers cannot do everything themselves. They

must have the necessary ability and skills to get work accomplished through the
efforts of others. They must motivate the subordinates for the accomplishment of the
tasks assigned to them.

7. A Science and an Art: Management has an organized body of knowledge

consisting of well-defined concepts, principles and techniques which have wide
applications. So it is treated as science. The application of these concepts, principles
and techniques requires specialized knowledge and skills on the part of the
manager. Since the skills acquired by a manger are his personal possession,
management is viewed as an art.

8. System of Authority: Management as a team of managers represents a system

of authority, a hierarchy of command and control. Managers at different level
possess varying degrees of authority. Generally, as we move down in managerial
 hierarchy, the degree of authority gets gradually reduced. Authority enables the
managers to perform their functions effectively.

9. Multi-disciplinary Subject: Management has grown as a field of study (i.e.

discipline) taking the help of so many other disciplines such as Engineering,
Anthropology, Sociology and Psychology. Much of the management literature is the
result of association of these disciplines. For instance, productivity orientation drew
its inspiration from industrial Engineering and human relations orientation from
Psychology. Similarly, Sociology and Operations Research have also contributed to
the development of management science.

10. Universal Application: Management is universal in character. The principles and

techniques of management are equally applicable in the fields of business,
education, military, government and hospital. Henri Fayol suggested that principles
of management would apply more or less in every situation. The principles are
working guidelines which are flexible and capable of adaption to every organization
where the efforts of human beings are to be co-ordinate.

Q. 2 Discuss intellectual abilities in detail.

Ans. Intellectual abilities are those required to perform mental activities.

IQ tests are designed to ascertain one’s general intellectual abilities. Examples of such
tests are popular college admission tests such as, the SAT, GMAT, and LSAT. The
seven most commonly cited dimensions making up intellectual abilities are: number
aptitude, verbal comprehension, perceptual speed, inductive reasoning, deductive
reasoning, spatial visualization, and memory (Dunnette, 1976).

The abilities are categorized in the following table:

Dimension Description Job Example

Number aptitude Ability to do speedy and accurate arithmetic Accountant

Verbal Read write speaking ability Senior managers
Communication
Perceptual Speed Identify similarities and differences quickly and Investigators
accurately
Inductive reasoning Logical sequence drawing Market Researcher
Deductive Ability to use logic and assess the implications of Supervisors
reasoning the argument

Spatial Ability to imagine Interior decorator

Visualization
Memory Ability to retain and recall past experience Sales person-
Remembering
customer’s name

Jobs differ in the demands they place on incumbents to use their intellectual abilities. A
review of the evidence demonstrates that tests that assess verbal, numerical, spatial,
and perceptual abilities are valid predictors of job proficiency at all levels of jobs.

In this regard, the theory of multiple intelligences was developed by Gardner (1983,
1993). This theory suggests eight different intelligences to account for a broader range
 of human potential in children and adults. It has been claimed that our intelligence or
ability to understand the world around us is complex. Some people are better at
understanding some things than others. For some, it is relatively easy to understand
how an automobile works, but it is immensely difficult for some to understand and use a
musical instrument.

For others music might be easy but playing football is difficult. The several different
intelligences are listed below:

1. Linguistic intelligence ("word smart"):

2. Logical-mathematical intelligence ("number/reasoning smart")
3. Spatial intelligence ("picture smart")
4. Bodily-Kinesthetic intelligence ("body smart")
5. Musical intelligence ("music smart")
6. Interpersonal intelligence ("people smart")
7. Intrapersonal intelligence ("self smart")
8. Naturalist intelligence ("nature smart")

Advantages

 Highly reliable.
 Verbal reasoning and numerical tests have shown high validity for a wide range
of jobs.
 The validity rises with increasing complexity of the job.
 Combinations of aptitude tests have higher validities than individual tests alone.
 May be administered in group settings where many applicants can be tested at
the same time.
 Scoring of the tests may be completed by computer scanning equipment.
 Lower cost than personality tests.

Q. 3 Explain the classification of personality types given by Sheldon.

Ans. William Sheldon (1940, 1942, cited in Phares, 1991) classified personality according to
body type. He called this a person‘s somatotype.

Sheldon’s Classification of Personality Types:

Sheldon's Somatotype Character Shape

Endomorph [viscerotonic] relaxed, sociable, tolerant, plump, buxom, developed

comfort-loving, peaceful visceral structure
Mesomorph [somatotonic] active, assertive, vigorous, muscular
combative
Ectomorph [cerebrotonic] quiet, fragile, restrained, non- lean, delicate, poor muscles
assertive, sensitive

Somatotypes
In the 1940s, Sheldon proposed a theory about how there are certain body types
("somatotypes") that are associated with certain personality characteristics. William
Sheldon (1898-1977) was an American psychologist who devoted his life to observing
the variety of human bodies and temperaments. He taught and did research at a
number of U.S.universities and is best known for his series of books on the human
constitution. He was a keen observer of animals and birds as a child, and he turned this
talent to good effect by becoming an avid people-watcher, and out of his observations
he gradually elaborated his typology.He claimed that there are three such somatotypes:
endomorphy, mesomorphy, and ectomorphy.

 Endomorphy
Focused on the digestive system, particularly the stomach (endoderm); has the
tendency toward plumpness, corresponds to Viscerotonia temperament tolerant,
love of comfort and luxury, extravert.

 Mesophorphy
Focused on musculature and the circulatory system (mesoderm), has the
tendency towards muscularity, corresponds to the Somatotonia temperament
courageous, energetic, active, dynamic, assertive, aggressive, risk taker.

 Ectomorphy
Focused on the nervous system and the brain (ectoderm) – the tendency towards
slightness, corresponds to Cerebrotonia temperament artistic, sensitive,
apprehensive, introvert.

On this basis, Sheldon created his very interesting Atlas of Men (Macmillan Pub
Co; 1970) in which all possible body types are graded in a scale from 1 (low) to 7
(high), based on the degree to which they matched these types; with 4 as
average). Each type is represented by a series of photos, and is given a comical
or descriptive name, like "saber tooth tiger" for extreme mesomorph,
"Baluchitherium" (the largest prehistoric land mammal) for mesomorph and
endomorph, "Male Mosquito" for the extreme ectomorph, and so on. On this scale,
the extreme or pure mesomorph has a score of 1-7-1, the pure endomorph 7-1-1,
and the pure ectomorph 1-1-7. Most people of course are a combination of types.

A. Endomorphic Body Type:

 soft body
 underdeveloped muscles
 round shaped
 over-developed digestive system

Associated personality traits:

 love of food
 tolerant
 evenness of emotions
 love of comfort
 sociable
 good humored
 relaxed
  need for affection

B. Mesomorphic Body Type:

 hard, muscular body
 overly mature appearance
 rectangular shaped
 thick skin
 upright posture

Associated personality traits:

 adventurous
 desire for power and dominance
 courageous
 indifference to what others think or want
 assertive, bold
 zest for physical activity
 competitive
 love of risk and chance

C. Ectomorphic Body Type:

 thin
 flat chest
 delicate build
 young appearance
 tall
 lightly muscled
 stoop-shouldered
 large brain

Associated personality traits:

 self-conscious
 preference for privacy
 introverted
 inhibited
 socially anxious
 artistic
 mentally intense
 emotionally restrained

Sheldon measured the proportions of hundreds of juvenile delinquent boys and

concluded that they were generally mesomorphs (Ornstein, 1993).
 Body types have been criticized for very weak empirical methodology and are not
generally used in psychology. The use of somatotyping (using different taxonomies) is
used more often in alternative therapies and Eastern psychology and spirituality.

Traits are underlying tendencies to behave in a consistent and distinctive style and they
describe the frequency or intensity of a person's feelings, thoughts, or behaviors.
Possession of a trait is, therefore, a matter of degree.

Q. 4 what are the different barriers to perception?

Ans. Individuals have a tendency to use a number of shortcuts when they judge others. An
understanding of these shortcuts can be helpful toward recognizing when they can
result in significant distortions.
1. Selective Perception
Any characteristic that makes a person, object, or event stand out will increase the
probability that it will be perceived. It is impossible for an individual to internalize and
assimilate everything that is seen .Only certain stimuli can be taken in selectively.
Selectivity works as a shortcut in judging other people by allowing us to “speed-read”
others, but, not without the risk of drawing an inaccurate picture. The tendency to see
what we want to see can make us draw unwarranted conclusions from an ambiguous
situation.
2. Halo Effect
The halo effect (Murphy & Anhalt, 1992) occurs when we draw a general impression on
the basis of a single characteristic. For example, while appraising the lecturer, students
may give prominence to a single trait, such as, enthusiasm and allow their entire
evaluation to be tainted by how they judge the instructor on that one trait which stood
out prominently in their estimation of that person. Research suggests that it is likely to
be most extreme when the traits to be perceived are ambiguous in behavioral terms,
when the traits have moral overtones, and when the perceiver is judging traits with
which he or she has had limited experience.
3. Contrast Effects
Individuals do not evaluate a person in isolation. Their reaction to one person is
influenced by other persons they have encountered recently. For example, an interview
situation in which one sees a pool of job applicants can distort perception. Distortions in
any given candidate’s evaluation can occur as a result of his or her place in the
interview schedule.
4. Projection
This tendency to attribute one’s own characteristics to other people – which is called
projection – can distort perceptions made about others. When managers engage in
projection, they compromise their ability to respond to individual differences. They tend
to see people as more homogeneous than they really are.
5. Stereotyping
Stereotyping–judging someone on the basis of our perception of the group to which he
or she belongs. Generalization is not without advantages (Hilton & Hippel, 1996). It is a
means of simplifying a complex world, and it permits us to maintain consistency. The
problem, of course, is when we inaccurately stereotype. In organizations, we frequently
hear comments that represent stereotypes based on gender, age, race, ethnicity, and
 even weight. From a perceptual standpoint, if people expect to see these stereotypes,
that is what they will perceive, whether or not they are accurate.
6. First-impression error
Individuals place a good deal of importance on first impressions. First impressions are
lasting impressions. We tend to remember what we perceive first about a person, and
sometimes we are quite reluctant to change our initial impressions. First-impression
error means the tendency to form lasting opinions about an individual based on initial
perceptions. Primacy effects can be particularly dangerous in interviews, given that we
form first impressions quickly and that these impressions may be the basis for long-term
employment relationships.

Q. 5 Mr. Batra is the General Manager, HR of a leading Automobile company. He is

having a meeting with Mr. Chandan, a leading HR consultant. Mr. Batra is
concerned about creating an environment that helps in increasing job satisfaction
among employees. Assume that you are Mr. Chandan, the HR consultant. What
suggestions will you give to Mr. Batra, for creating an environment that increases
job satisfaction?

Ans. 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.
The most important factors conductive to job satisfaction are:
i) Mentally Challenging Work: Employees tend to prefer jobs that give them
opportunities 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 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 experience job 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 supervisor's leads to
increased job satisfaction. Most employees want their immediate 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 behavior 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 behavior and the appropriate ways to respond are important
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 behavior and
organizational social responsibility.

Q. 6 Given below is the HR policy glimpse of “iMagine”, an advertising 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, maybe their friends, ex. colleagues, batch mates and
relatives.
3. It recognizes good performances and gives 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 take care of, according to Maslow’s Need Hierarchy?

Ans. Please find below the detail of aspects, it take care:

1. It offers cash rewards for staff members

This is an aspect of Physiological need which also includes hunger, thirst, shelter,
sex, and other bodily needs.

2. It promotes the culture of employee referral and encourages people to refer people
they know, maybe their friends, ex. colleagues, batch mates and relatives.

This is an aspect of Social need which also includes affection, belongingness,

acceptance, and friendship.

3. It recognizes good performances and gives fancy titles and jackets to the people
who perform well and also felicitates them in the Annual Day of the company.

This is an aspect of Esteem need which also includes internal esteem factors, such
as, self-respect, autonomy, and achievement; and external esteem factors, such as,
status, recognition, and attention.