Q.

1 Explain controlling and also discuss different types of control [10]Answer: controlling involves monitoring the employee s behavior and organizationalprocesse s and take necessary actions to improve them, if needed. Control is theprocess t hrough which standards for performance of people and processes are set,communica ted, and applied. Effective control systems use mechanisms to monitor activities and take corrective action, if necessary. There are four steps in the control process. They are as follows: Step 1. Establish Performance Standards. Standards are created when objectives areset du ring the planning process. A standard is any guideline established as the basis for measurement. It is a precise, explicit statement of expected results from a product,service, machine, individual, or organizational unit. It is usually expr essed numericallyand is set for quality, quantity, and time. Tolerance is permis sible deviation from thestandard. Step 2. Measure Actual Performance. Supervisors collect data to measure actualperformanc e to determine variation from standard. Written data might include timecards, pr oduction tallies, inspection reports, and sales tickets.Personal observation, st atistical reports, oral reports and written reports can be used tomeasure perfor mance. Management by walking around, or observation of employeesworking, provide s unfiltered information, extensive coverage, and the ability to readbetween the lines. While providing insight, this method might be misinterpreted byemployees as mistrust. Oral reports allow for fast and extensive feedback. Computersgive supervisors direct access to real time, unaltered data, and information. On line systems enable supervisors to identify problems as they occur.Database programs allow supervisors to query, spend less time gathering facts, and beless dependen t on other people. Step 3. Compare Measured Performance Against Established Standards. Comparingresults wit h standards determines variation. Some variation can be expected in all activities and the range of variation - the acceptable variance - has to be esta blished.Management by exception lets operations continue as long as they fall wi thin theprescribed control limits. Deviations or differences that exceed this ra nge would alert thesupervisor to a problem. Step 4. Take Corrective Action. The supervisor must find the cause of deviation fromstan dard. Then, he or she takes action to remove or minimize the cause. If the sourc e of variation in work performance is from a deficit in activity, then a supervi sor can takeimmediate corrective action and get performance back on track. Types of Control : Controls are most effective when they are applied at key places. Supervisors can implement controls before the process begins (feed forward), during the process( concurrent), or after it ceases (feedback). Feed forward controls focus on operations before they begin. Their goal is to preventanticipated probl ems. An example of feed forward control is scheduled maintenance onautomobiles a nd machinery. Concurrent controls apply to processes as they are happening. Concurrent controlsenacted while work is being performed include any type of steering or guidingmechanism such as dire ct supervision, automated systems (such as computersprogrammed to inform the use r when they have issued the wrong command), andorganizational quality programs. Feedback controls focus on the results of operations. They guide future planning,inputs, and proce ss designs. Examples of feedback controls include timely (weekly,monthly, quarte rly, annual) reports so that almost instantaneous adjustments can be made. ====

Q.2 Veer Prabhakar is the Vice President of web bazaar, online portal for shopping o f various products. He has team of 100 people at different levels and department s. He isfacing certain challenges. Challenge 1 To maintain motivation levels of sales associated who are doing good sales Challenge 2 How to deal with the supply chain associates who are not following up properly f or order delivery. (Currently, they are getting Cell Phone allowance for consist ence follow-upafter office hours) Challenge 3 To deal with the people who keep taking leaves without prior information. Sugges tsuitable methods to shape employee behavior. [10]Answer: All the three challenge can be solved by analysis of individual level according to view of OB.Organizational Behavior emphasizes on intellectual capital as repr esented by the sumtotal of knowledge, expertise, and dedication of an organizati on s workforce. Itrecognizes that even in the age of high technology, people are t he indispensable humanresources whose knowledge and performance advance the orga nization s purpose,mission, and strategies. Only through human efforts can the gre at advantages berealized from other material resources of organizations, such as, technology,information, raw materials, and money. Mr Prabhakar needs to do Individual level of analysis. This level of analysis at ======== Q.3 Write a detailed note on Myers-Briggs type indicator [10]Answer: The Myers Briggs Type Indicator (MBTI) is a widely used and highly regarded syst emfor understanding and interpreting personality, and derives most of its underp inningtheory from Carl Jung's Psychological Types ideas and to a lesser extent t he Four Temperaments (or Four Humours).Myers Briggs (in fact Isabel Briggs Myers working with her mother Katharine Briggs)essentially developed Carl Jung's theo ries into a usable methodology and system for understanding and assessing person ality (more easily and accessibly than by becomingan expert on Jung and his theo ries).The owners of the system, the Myers Briggs Foundation, explain that the pu rpose of ===== Q.4 Explain the factors influencing perception [10]Answer:Factors Influencing Pe rception Perception is our sensory experience of the world around us and involves both th erecognition of environmental stimuli and actions in response to these stimuli. Throughthe perceptual process, we gain information about properties and elements of theenvironment that are critical to our survival. Perception not only create s our experienceof the world around us; it allows us to act within our environme nt.A number of factors operate to shape and sometimes distort perception. These factorscan reside:i) In the perceiver.ii) In the object or target being perceive d or iii) In the context of the situation in which the perception is made.1. Characteristics of the Perceiver: Several characteristics of the perceiver can affec ==== Q.5 Describe the leadership Grid with the help of the diagram [10]Answer: Leadership Grid an approach to understanding a leader s concern for results(produc tion) and concern for people