I.

Scientific Management approach is developed by

c) F.W. Taylor

2.What sort of goals does Management by Objectives (MBO) emphasise?

a) Tangible, verifiable and measurable

3.What is the most relevant application of perception?

The perceptions people form about their

culture

4. Goal setting theory is pioneered by

c.) Edwin Locke

5. Which of the following is/are not organisational factors causing stress?

d.) Satisfaction

6.. In which stage of the conflict process does conflict become

visible?

c). Behaviour

7.. In --------------leadership, there is a complete centralization of authority in the

leader?

b.) Autocratic

8. Which of the following is not a contingency theory of leadership?

d. )Job centred Leadership

9. A technique to bring changes in the entire organisation, rather man focusing

attention on individuals to bring changes easily. ?
a. )Organisational development

10.Which one is not a Process Based Theory of motivation?

a) Porter Lawler Theory

Part B

1. Define Scientific Management.?

Scientific Management, also known as Taylorism or Taylor's principles, is a

management theory developed by Frederick Winslow Taylor in the late 19th and early
20th centuries. It is based on the principles of applying scientific methods to improve
efficiency and productivity in industrial settings.This thing helps everyone in the
company see what they have achieved and how it relates to what the company
wants. It makes sure that what people do matches what the company wants, which
makes them work better.
Even though MBO is supposed to help set goals and manage them, each company
will have different goals. It lets companies show what they care about and what they
want to do, and most importantly, actually do it.

2. Explain Management by Objectives (MBO).?

Management by Objectives (MBO) is a management approach that focuses on

setting clear and specific goals for employees and aligning them with the overall
objectives of the organisation. It was developed by Peter Drucker in the 1950s as a
way to improve organisational effectiveness and motivate employees.

Here are the key features of MBO: 1. Goal Setting: MBO starts by establishing clear
and measurable objectives at different levels of the organisation. These objectives
should be specific, achievable, relevant, and time-bound.

2. Participative Process: MBO encourages employees to actively participate in the

goal-setting process. Managers and employees work together to define meaningful
and challenging objectives that take into account individual roles and capabilities.

3. Joint Agreement: Once objectives are set, there is a mutual agreement between
managers and employees. They agree on the objectives to be achieved, as well as
the necessary resources, support, and timeframe. This ensures everyone is clear
and committed to the goals.

4. Action Planning: After setting goals, action plans are developed to outline the
specific tasks, activities, and strategies needed to achieve them. These plans
allocate responsibilities and establish timelines for completion.

5. Performance Monitoring: Regular monitoring and feedback are crucial in MBO.

Managers track progress towards objectives, provide ongoing feedback to
employees, and evaluate performance against predetermined criteria.

6.Performance Evaluation: When the performance period comes to an end, we

assess how well objectives have been met. Instead of focusing on activities or
efforts, we concentrate on the results and outcomes. These evaluations form the
foundation for rewards, recognition, career growth, and decision-making.

7.Ongoing Enhancement: MBO fosters a culture of constant improvement and

learning within the organisation. We utilise feedback from performance evaluations
to identify areas of strength and weakness, establish new objectives, and enhance
the goal-setting process for future cycles. Overall, Management by Objectives offers
a structured and systematic approach.

This allows for adjustments, corrections, and identification of areas for improvement.
By following the principles of MBO, organisations can enhance their performance
management and create a more motivated and effective workforce.

3..Explain Five-Stage Model of group development.?

.The Tuckman Model, also known as the Five-Stage Model of group

development, was 0created by psychologist Bruce Tuckman in 1965. This model
outlines the different stages that groups typically go through as they form, grow, and
accomplish their objectives. Let's take a closer look at each stage:These stages are
commonly known as: Forming, Storming, Norming, Performing, and Adjourning.
Tuckman's model explains that as the team develops maturity and ability,
relationships establish, and leadership style changes to more collaborative or
shared leadership.
 1. Forming: During the forming stage, group members come together and begin to
get to know one another. There is often uncertainty and nervousness as individuals
try to understand their roles within the group and build relationships with fellow
members. It is common for group members to seek guidance and direction from the
leader at this stage.

2. Storming: The storming stage is characterised by conflict and disagreement as

group members start expressing their opinions, ideas, and preferences. This stage
can be challenging as individuals compete for positions within the group and
negotiate power dynamics. Differences in personality, values, or working styles may
lead to conflicts.

3. Norming: In the norming stage, the group starts establishing norms, values, and
rules of conduct that guide their behaviour. Members develop a sense of unity and
camaraderie as they work through their differences and find common ground. Trust
and collaboration increase as group members recognize and appreciate each
other's strengths and contributions.

4. Performing: The performing stage is marked by high levels of productivity and

effectiveness as the group focuses on achieving its goals. Group members work
together seamlessly, utilising each other's strengths and expertise to complete tasks
and overcome challenges. Communication is open and efficient, and conflicts are
resolved in a constructive manner.

5. Adjourning (or Mourning): The adjourning stage occurs when the group disbands
either because it has accomplished its goals or because its purpose is no longer
relevant. This stage may involve feelings of sadness or loss as members bid farewell
to one another and reflect on their shared experiences. It is important for leaders to
facilitate closure and provide support during this stage.

Each stage in the Tuckman Model plays a crucial role in the development and
success of a group. By understanding these stages, individuals can navigate the
challenges and dynamics that arise within a group setting.

4.Write a short note on Trait Theory.?

Trait theory is a foundational approach in psychology that aims to comprehend and

clarify human personality by identifying and analysing specific traits or
characteristics. Essentially, trait theory suggests that individuals possess enduring
and stable personality traits that impact their thoughts, emotions, and actions across
different situations and contexts.
One of the main principles of trait theory is the stability of traits, which implies that
personality traits remain relatively consistent over time and are resistant to change.
These traits are organised in a hierarchical manner, with broader dimensions like
extraversion and neuroticism encompassing more specific facets or sub-traits. Trait
theorists believe that individuals exhibit unique combinations of these traits, resulting
in individual differences in personality.
Furthermore, trait theory highlights the biological foundation of personality traits,
proposing that genetic factors, neurobiological processes, and physiological
mechanisms contribute to shaping an individual's personality. Traits are also
conceptualised along continua, with individuals varying in the extent to which they
exhibit certain traits.
Trait theory has practical implications for understanding human behaviour and
predicting individual differences. By identifying and measuring personality traits,
psychologists can better anticipate how individuals are likely to respond in diverse
situations and contexts. For instance, individuals with high levels of extraversion
may be more inclined to seek social interactions, while those with high levels of
neuroticism may be more susceptible to experiencing negative emotions.
Although trait theory offers valuable insights into understanding personality, it is
not without criticism. Some argue that it oversimplifies the complexity of human
personality and fails to fully consider situational influences on behaviour.
Additionally, the theory has encountered challenges in identifying a comprehensive
list of universally applicable traits.
Some of the key marks are about trait theory ;

1. Stability of Traits: According to trait theory, individuals have consistent personality

traits that remain stable over time and in various situations. These traits reflect
enduring patterns of behaviour, thoughts, and emotions.

2. Trait Hierarchies: Traits are organised in a hierarchical manner, with broad traits
like extraversion and neuroticism containing more specific sub-traits such as
assertiveness and warmth. Factor analysis is often used by trait theorists to
categorise these hierarchical structures.

3. Trait Dimensions: Traits are typically viewed along dimensions or spectrums,

rather than as distinct categories. For instance, extraversion ranges from
introversion to extraversion, with individuals showing varying levels of extraverted
behaviours.

4. Individual Differences: Trait theory highlights the unique individual differences in

personality traits. While some traits may be shared to some extent, each person has
a distinct combination of traits that shape their personality.

5. Biological Basis: Trait theorists suggest that personality traits have a biological
foundation influenced by genetics, neurobiology, and physiology. Certain traits like
sensation seeking or impulsivity may be linked to specific neural pathways or
neurotransmitter systems.

6. Predictive Power: Trait theory suggests that personality traits can predict and
explain behaviour across different situations. Individuals with specific traits are more
likely to exhibit certain behaviours, make particular decisions, or respond in certain
ways to their environment.

7. Trait Stability and Change: Although traits are generally stable, trait theory
recognizes the potential for personality development and change over time

Caselet1

Given the situation described, Ms. Priyanka needs to take several steps to address the
issues affecting the performance and morale of her sales team:

​ Set Clear Expectations:

● Clearly communicate the expectations for all salespersons regarding their
sales targets and responsibilities for common tasks, such as assisting the
merchandise manager, arranging displays, and handling customer
complaints.
● Emphasise the importance of teamwork, cooperation, and mutual support
in achieving both individual and store-wide goals.
​ Address Mr. Ranjan's Behavior:
● Have a private conversation with Mr. Ranjan to discuss his reluctance to
help with common tasks and its impact on team morale and performance.
● Acknowledge Mr. Ranjan's sales achievements but emphasise the
importance of being a team player and fulfilling all aspects of his role.
​ Address Poor Performance:
 ● Provide constructive feedback and coaching to employees, like Mr.
Manish, who are not meeting expectations in terms of sales performance
and completing common tasks.
● Develop action plans with struggling employees to address areas of
improvement, provide additional training or support as needed, and set
clear performance goals.
​ Promote Collaboration and Accountability:
● Foster a culture of collaboration, where all team members understand
their roles and responsibilities and work together to achieve common
goals.
● Encourage open communication and teamwork, where employees feel
comfortable raising concerns and offering suggestions for improvement.
● Hold all employees accountable for their performance and behavior,
regardless of their sales achievements.
​ Incentivize Cooperation:
● Consider revising the commission structure to include incentives for
teamwork and cooperation, in addition to individual sales performance.
● Recognize and reward employees who consistently demonstrate
teamwork, cooperation, and a willingness to help their colleagues.
​ Provide Support and Resources:
● Offer additional training, resources, or support to help employees improve
their skills and performance in both sales and other tasks.
● Ensure that all employees have the necessary tools and resources to
succeed in their roles, including training on customer service and product
knowledge.
​ Monitor and Follow-Up:
● Continuously monitor the performance and morale of the sales team, and
follow up with individual employees to track progress and address any
ongoing issues.
● Regularly review and adjust strategies as needed to promote a positive
work environment and drive improved performance and teamwork.

By taking proactive measures to address the challenges within her sales team, Ms.
Priyanka can help improve overall performance, morale, and collaboration, ultimately
leading to greater success for the Happy Home Furniture outlet.

caselet2
1. What is the principal problem with ANC's existing organisational Structure?

1. ANC's current organisational structure seems to struggle with the growing

complexity and diversity of its activities. It lacks the necessary flexibility and
coordination mechanisms to handle multiple programs with different customers,
technologies, and manufacturing requirements. As a result, Mr. Ketan feels
overwhelmed by the number of major decisions he needs to make and faces
challenges in sharing resources and specialised functions among various programs.
Moreover, the structure heavily relies on Mr. Ketan's managerial expertise instead of
empowering lower levels of the organisation to make decisions and take on more
responsibility.

2. How can the matrix form of organisation assist Mr. Ketan?

2. To assist Mr. Ketan, implementing a matrix form of organisation can provide a

more adaptable and flexible structure. This would enable better coordination and
integration across different programs and functions. In a matrix organisation,
employees report to both functional managers (e.g., engineering, manufacturing)
and project managers (responsible for specific programs or projects). This dual
reporting structure promotes cross-functional collaboration, communication, and
resource sharing across different programs. By adopting a matrix structure, Mr.
Ketan can delegate decision-making authority and responsibility to project managers
while still maintaining overall oversight and strategic direction for the division. This
would help alleviate his burden of managing multiple programs and facilitate more
efficient and effective decision-making processes within the organisation.

The matrix form of organisation can assist Mr. Ketan in several ways:

Improved Coordination: In a matrix organisation, employees have the unique

advantage of reporting to both functional managers and project managers. This
setup promotes better coordination and integration across various programs and
functions. Mr. Ketan can make use of this structure to ensure that all programs within
the Avionics Division are aligned with the organisation's overall strategic goals.

Optimal Resource Allocation: The matrix structure allows for efficient allocation of
resources, including personnel, budget, and equipment, across multiple programs.
Mr. Ketan can take advantage of this flexibility to prioritise resources based on the
specific needs of each program. This ensures that critical projects receive the
necessary support to achieve their objectives.
Enhanced Communication: The matrix organisation fosters frequent communication
and collaboration among cross-functional teams. Mr. Ketan can actively facilitate
information sharing, problem-solving, and decision-making processes across
different programs. This promotes a culture of transparency and teamwork within the
Avionics Division.

Increased Flexibility: The matrix structure enables greater adaptability to changes in

the external environment, such as shifts in customer preferences, technological
advancements, or market trends. Mr. Ketan can respond swiftly to emerging
opportunities or challenges by reallocating resources, adjusting priorities, or
reorganising teams as required.

Development of Talent: In a matrix organisation, employees have the opportunity to

work on diverse projects and collaborate with colleagues from different functional
areas. Mr. Ketan can leverage this cross-functional exposure to nurture the skills
and capabilities of his team members. This cultivates a culture of continuous
learning and professional growth.

Empowerment of Project Managers: By delegating decision-making authority and

accountability to project managers, Mr. Ketan can lighten his own managerial load
and empower lower levels of the organisation to take ownership.

Section c

1.What are the components of attitude? How does attitude determine the behaviour
of an
individual?

Cognitive Component: This part refers to an individual's beliefs, thoughts, and

perceptions about a specific object, person, or situation. It involves their
understanding and evaluation of the object based on their knowledge and
experiences. For example, if someone believes that regular exercise is important
for health, they have a positive cognitive attitude towards exercise.

Affective Component: The affective component of attitude involves the

emotional or feeling aspect of an individual's evaluation of the object. It reflects
their emotional reactions, preferences, likes, or dislikes towards the object. Using
the example of exercise, someone with a positive affective attitude may feel
happy, enthusiastic, or motivated when engaging in physical activity.

Behavioural Component: The behavioural component refers to an individual's

tendency or inclination to act in a certain way towards the object of their attitude.
It involves observable actions or behaviours that result from their attitudes. For
instance, someone with a positive attitude towards exercise is more likely to
engage in regular physical activity, such as going for a run or attending fitness
classes

1.Attitudes play a significant role in determining an individual's behaviour through

several mechanisms:

Consistency Principle: Attitudes are generally consistent with behaviour. This

principle suggests that individuals are more likely to behave in ways that align
with their attitudes. For example, someone who has positive attitudes towards
environmental conservation is more likely to engage in eco-friendly behaviours,
such as recycling or reducing energy consumption.

Attitude-Behaviour Correspondence: The degree of correspondence between

attitudes and behaviour depends on various factors, including the strength,
relevance, and accessibility of the attitude, as well as situational constraints and
social norms. Stronger attitudes that are personally relevant and easily
accessible are more likely to influence behaviour.

2.Explain the factors that affect an organisational climate. What are the
determinants of job satisfaction of employees inside the organisation?

Leadership Style: The way leaders behave and lead greatly affects the
organisation's atmosphere. Supportive leadership creates trust, open
communication, and collaboration, leading to a positive climate. On the other hand,
autocratic or micromanaging leadership can result in fear, mistrust, and low morale.
Organisational Culture: The shared values, beliefs, norms, and practices within an
organisation make up its culture. A strong and positive culture that encourages
innovation, inclusivity, and employee engagement contributes to a favourable
climate. Conversely, a toxic or dysfunctional culture can lead to a negative climate
that impacts performance and well-being.

Communication: Effective communication practices, such as clear, timely, and

transparent communication from leadership, help employees understand, align, and
trust each other. Open communication channels promote collaboration,
problem-solving, and innovation, creating a positive organisational climate.

Work Environment: The physical work environment, including office layout,

amenities, and facilities, can influence how employees view their workplace and
impact the organisational climate. A comfortable, safe, and well-equipped work
environment boosts employee satisfaction and well-being, while a poorly maintained
or unsafe environment can lower morale and productivity.

Workplace Policies and Practices: Organisational policies and practices related to

recruitment, selection, performance management, compensation, and benefits
shape employees' experiences and perceptions of fairness, equity, and justice within
the organisation. Fair and consistent policies that prioritise employee well-being and
development contribute to a positive climate, while unfair or discriminatory practices
can lead to resentment and disengagement.

Employee Relationships: How employees interact with each other.to perform

various functions in order to achieve organisational objectives towards the
organisation.