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MS-21 Jan June 2017

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Dharmendra Kumar Singh
Dharmendra Kumar Singh

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Sample MBA Solved Assignment Jan June 2017 - MS-21 Course Code MS - 21 Course Title Social Processes and Behavioral Issues Assignment Code MS-21/TMA/SEM - I/2017 Assignment Coverage All Blocks To buy MBA assignments please use below link https://ignousolvedassignmentsmba.blog.spot.in/ KIAN PUBLICATION ignousolvedassignmentsmba@gmail.com kianpublication1@gmail.com ignou4you@gmail.com School of Management Studies INDIRA GANDHI NATIONAL OPEN UNIVERSITY MAIDAN GARHI, NEW DELHI – 110 068
1. Briefly discuss the evolution of the concept of Motivation and its importance in organizational scenario. Describe any two theories of motivation and their relevance.  Motivation is one of the forces that lead ----------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------------------- as being motivated, we mean that the person is trying hard to accomplish a certain task. ------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------the job—is also important and is sometimes the key determinant of effectiveness. Evolution of the ------------------------------------------ and its importance- Motivation is a difficult but a ------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------. However, it became popular only with the work of William McDougal and Sigmund Frued, and later with the development of theories of learning, it came to occupy a central position. When psychology began its application to ---------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------------------doing any work and achieving excellence. However, inspite of the relevance ----------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------work way back in 1953. McClelland's unique contribution lies in ----------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------to a general applicability in 'industry, education and a wide range of areas and ----------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------, motivation consisted in the learned anticipation of a goal as arousing positive or negative emotional reaction. Goals previously known to arouse pleasure are approached and those that produce pain ------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------expectancies of goal-attainment and (b) the incentive value one attaches to the goal presented. He proposed the equation around motivation = F (Mx Ex I). A year later Maslow (1954) developed a ----------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------, social, self-esteem and self-actualization. This theory is based on assumption of internal-motivation--the needs, wants and desires which exist within an individual and influence the person by determining his thoughts, which in turn lead to his/her behaviour in a particular situation. For example, a student who desires ---------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------to be the correct behaviour to receive the grade- paying attention in class, taking good notes, studying hard, doing outside reading, writing good terms papers and so forth. This example points out --------------------------------------------------------------- motivation. The underlying assumption of ----------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------. (The detailed picture of Maslow's theory will be provided later). ----------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------and hygienes reflect the power of contextual factors like money, work conditions, etc. which shape the motivation of the individual. Herzberg's theory is espectially relevant as he is one of the pioneers to discuss effectiveness of the domain of motivation within organizations and other work spheres. Herzberg's motivations described human beings relationship to what he does, that is the content of the job. And the hygienes on the other hand -------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------entirely on different hypothesis and sought an answer to motivation in the nature of man. Theory X and Y reflect McGregor's --------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------of assumptions. Theory X assumes the human being as lazy, idle and indolent. Argyris (1962, 64) shifted attention from individual --------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------creativity that it thwarts the development and maturity of the individual. He -------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------worker is given minimal control over the environment and is encouraged to be passive, dependent and subordinate.
Argyris, however, was of ----------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------basically to achieve certain goals or objectives. It is this very strategy, which becomes the priority and not the people. Argyris concludes by saying that the concept of formal organization leads to assumption about human nature that ------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------and formal organization. Likert (1961-1967) deliberated on different styles of --------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------IV. The argument behind Likert's approach lives in the reality that effectiveness of management style depends on mnager's as well as organizations need and strategy to include participation of subordinates in decision ------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------of any kind of participation for choosing a pathway to a complete confidence, and trust in the subordinates competence and establishment of a wide spread involvement in decision ---------------------------------------------------------------------------- and action orientated. The difference that one can observe ---------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------factors their levels and intensity and how they can be fitted to explain human behaviour or even ----------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------the vacuum in human life. Thus the later sixties and early ----------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------begins with added efforts to bring the motivational constructs closer to application and create a ------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------and strategies. Hence we have seen the multi repetitions and erroneous conclusions being arrived at by many researchers devoid of any possibility of application. Victor Vroom (1964) looked at ---------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------contents and understanding of one's skill/abilities in the reality. Vroom related the concept of motivation to ---------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------------------to Vroom. when a worker says he is satisfied with his job, in fact he is, saying that his needs are satisfied. The individual motivation thus depends on n particular weds as reflect in the goals toward which ---------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------- of attainment of these goals. In the late sixties and the period thereafter, -------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------and their members. The emphasis shifted from study of motivational notions ns to such ----------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------been a paradigm shift in understanding the relevance and contribution of motivation vis-a-vis organizations. The enmeshing of individual identity with --------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------and application of the concept. The psychological understanding likes to put a premium of individual, however, the organizational strategist would like to focus on the collective. There is a continuous struggle to find ----------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------the common ground for understanding the motivation is still elusive. It is, however, important that there must be participation in the efforts to address the issues and one can come to some time --------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------and its complexities help us to understand and create a unique relationship of the two. Importance of ------------------------------------------- scenario- Motivation is one of the important ------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------. And today I am going to discuss about the its importance. There is a close relationship between motivation and performance. The most important of motivation are:
Lead ------------------- operation- ------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------of self responsibility among the workers contributes for the best utilization of available resources like materials, money, machines and others. High level of productivity- -------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------. The development of working efficiency among workers leads to maximize production and productivity. Management can expand its business activities in large areas for organizational profitability and growth. Best remedy for resistance to change- The change in the management system and organizational structure is essential to adjust an organization and its business ------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------. The motivated workers have knowledge about the outcome of changes. They even better appreciate the management view points to the introduction of chances in the organization. Effective ------------------------ resources- Manpower is the main active factor of production and is responsible for the best utilization of organizational resources. ------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------of their skills, knowledge, capabilities etc. in the existing environment. Satisfaction of employees- The --------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------high morale become dedicated to the organization. They also perform their jobs in the best manner. Generally, employees are motivated through facilities both financial and non financial. Financial facilities are --------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------to fulfill social needs. Minimize disputes and strikes- Motivation ------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------and disputes between the management and workers. The development of transparency -------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------and return, they perform their work efficiently. Basis of coordination- Motivation is the ---------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------their mutual problems and resolve differences through mutual consent. The main reason for the differences in approach among the workers is the lack of coordination. However, motivation ---------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------- effort for common goals. Stability of workforce- It is known ---------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------, frustrated and dissatisfied employees may think of leaving the organization for better opportunity. ------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------needs to provide facilities to workers on the basis of their efficiency and experience. Minimizes supervision cost- Motivated ----------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------. For such employees, only guidance and timely suggestion is sufficient. ----------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------- supervision cost. Achievement of organization goals- Every ------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------. Motivated workers put their effort toward the attainment of organization ----------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------or service and maximize profitability. Two theories of motivation- 1. Maslow’s Hierarchy of Needs In his 1943 paper “A ---------------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------, and Self-actualizing.
 Physiological needs ----------------------------------------------- food, water, and sleep.  Security needs -------------------------------------------------------- the environment.  Social needs include ----------------------------------------------------------------------- or group.  The need for esteem is ----------------------------------------------------------------------, and accomplishment.  The highest need is self--------------------------------------------------------------------------------------------------------------- -------------------------------------------- and is more focused on achieving their full potential. A point worth noting is that Maslow stated that the predominance of a need assigned by the individual determines its’ importance not the order presented. ---------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------before the next need is even addressed. 2. Vroom’s ------------------------------- Motivation Vroom developed his Expectancy theory (1964) through his study of the motivations behind decision making. It proposes that an individual will decide to behave or --------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------behaviour will be (ie, their expectations based on pervious experience or observation). This --------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------and wanted by the recipients. Example- A ------------------------------------------------ Case of Zappos It is unique to hear about a CEO who --------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------anytime during that 5 weeks if you feel the company is not a good fit. Top that off with an on-site life coach who also happens to be a chiropractor, and you are really talking about something you don’t hear about every day. --------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------ (NASDAQ: AMZN), Zappos managed to move from number 23 in ------------------------------------------ Companies to Work For” list to 15 in 2010. Performance is a function of motivation------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------delivers above and beyond basic workplace needs and addresses the self-actualization needs -------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------culture of caring a priority. This is reflected in the company’s 10 core values and its emphasis on building a team and a family. During the interview process, applicants are asked questions relating to the ------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------has increased from its original number of $400, only 1% of trainees take the offer. Work is structured differently at Zappos as well. For example, there is no limit to
the time customer service ----------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------try to get rid of them. Although Zappos has over 1,300 -------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------and lengthy letter to employees, Hsieh spelled out what the new partnership with Amazon would mean --------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------freedom, which can lead to greater satisfaction. Although Zappos pays its employees well and ---------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------------to go beyond that. As Hsieh would say, happiness is the driving force behind almost any ------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------strives to address these needs. 2. Briefly describe the factors affecting interpersonal relations. Discuss “Johari Window” model with reference to enhancing interpersonal relations with examples.  An interpersonal relationship ------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------, or some other type of social commitment. Interpersonal relationships are formed in the context of social, cultural and other influences. The interpersonal relationship that an employee -------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------interpersonal relationship that develops fuels his work achievement, -------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------at his workplace. Factors affecting interpersonal relationship The different factors ----------------------------------------------- are given below.  Rapport – Rapport is ---------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------time to develop.  Empathy – It -------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------of good two way communication.  Trust – It means ---------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------- support from him.  Compatibility – Two ---------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------in interpersonal relationship. It is easier to have a healthy interpersonal --------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------and hence fail to have a healthy interpersonal relationship.  Communication – -------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------to communicate with each other effectively for better understanding. Lack of communication can lead to problem and misunderstanding. Staying in touch is essential for a relationship to grow. ------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------solutions. The recipient must understand what the ----------------------------------------------- is essential in relationships.  Respect – It involves ----------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------- the co employee.
 Mental expectations – These are seen as ----------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------the same purpose or goals for both the employees.  Flexibility – Good -------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------they have made together.  Honesty – Honesty is very important ---------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------------is important in relationships.  Staying calm – Overreacting on any issue ---------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------------------. It solves several issues.  Forgiving – Employees need to be a little ---------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------makes the situation all the more worse.  Smile – Smile creates ---------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------interaction with co –employees smile can be a good tool for having a positive interpersonal relationship.  Time – Every relationship ----------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------quality time with their co- employees to strengthen the bond amongst themselves. This helps in having a healthy and effective interpersonal relationship. Interpersonal relationships are ----------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------grow and improve gradually, as employees get to know each other and become closer, or they gradually deteriorate as the employees drift apart. As per Knapp’s model for interpersonal ------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------vii) circumscribing, (viii) stagnating, (ix) avoiding, and (x) termination. These ten stages can be grouped into three -------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------10 stages and three phases are given in Fig 1 -----------------Window- It is necessary to improve self-awareness and personal development among individuals when they are in a group. The ‘Johari’ window model is a convenient ------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------developed this model in 1955. The idea was derived as the upshot of the group dynamics in --------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------as feedback/disclosure model of self- awareness.
Introduction The Johari window ------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------and learning yourselves from their feedbacks. Each person is represented by the Johari model through four quadrants or -------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------unknown to oneself or others in four viewpoints. The Johari Window Model The method of conveying and ----------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------the part unknown to self but to others. The information transfers from one pane to the other as the result of mutual trust which can be achieved through socializing and the feedback got from other members of the group. 1. Open/self-area or arena – Here ----------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------all the communications occur and the larger the arena becomes the more effectual and dynamic the relationship will be. ‘Feedback solicitation’ is a process which occurs by understanding and listening to the ------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------increased downwards and thus by reducing the hidden and unknown areas through revealing one’s feelings to other person. 2. Blind self or blind spot – Information ---------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------spot is reduced for an efficient communication through seeking feedback from others. 3. Hidden area or façade – Information ---------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------, past experiences, fears, secrets etc. we keep some of our feelings and information as private as it affects the relationships and thus the hidden area must be reduced by moving the information to the open areas. 4. Unknown area – The Information --------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------past experiences or events which can be unknown for a lifetime. The person will be unaware till he ------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------unknown area and thus to communicate effectively. Example Linda got a job in an organization. Her co---------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------know much about her the blind spot also will be smaller and the model will be as shown in Figure 1.
Linda spent most of her free time ------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------and interacted more with other co-workers. This helped her to increase her open area and -------------------------------------------------------- areas smaller. (Figure 2) Through the feedback --------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------among the colleagues. 3. Discuss the importance of Behaviour Modification in organisations and ethical issues involved in it.  Importance ------------------------------------------ in organizations Behaviour is a function of its consequences. That is the heart of the behavioural approach if you spend all of your time nagging and criticizing a ------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------possible. Work behaviour that lead to reward will increase. Those that lead to discomfort will decrease. So it is for every organism including your workers. If the relationship between the act and the results is the heart of behaviour --------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------delivered. It provides the feedback that an employee must have in order to know that he is performing satisfactorily. Behaviour modification or applied ------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------of the laboratory behaviour scientist to bear or deal world problems. As science, the techniques of monitoring, charting, feedback, and positive reinforcement (in the form of attention and more tangible rewards) have --------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------cost. While many industrial problems --------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------, bonuses, disciplinary procedures, and at last resort the threat of termination as behaviour change techniques--------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------that a number of behavioral scientists began to extrapolate the ------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------other areas into the workplace. Industrial behaviour modification is not really a theoretical approach as much as it is a new methodology for managers. It represents a concrete, practical programme for changing employee behaviour through changes in management behaviour.
For the manager to achieve --------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------data so that the rewards follow behaviours that he wants to increase. Companies have been --------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------digital information and communications, growth of the service- based economy and changes in rules affecting corporate governance and trade relationships. Organizational structures have trended from tall, hierarchical bureaucracies to --------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------OB-mod, plays a key role. ----------------------- Modern OB-mod is based ---------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------or he is not being appropriately rewarded for his work. Behaviorist theory postulates that ------------------------------------------------ will affect them as individuals, and gear their work efforts to ------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------, identifies the triggers present, develops an intervention strategy, applies the strategy and maintains performance through appropriate rewards. Techniques Managers have many ways --------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------techniques. Most employees feel they are performing as well as possible, but if their work is not achieving company goals or their work efforts must change to meet new company goals, it is vital to inform the ------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------change. Incentive rewards and recognition have been shown to promote positive behavior -------------------------------------------------------------- to cause their own problems. Positive -------------------------- The best way to improve performance is to reward the employee. First, you must discover how the employee reacts to different types of rewards. ---------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------will likely be grateful and the atmosphere in the office will improve with removal of the reason for antagonism over tardiness. If she is sleeping late because she has a second job to make ends meet, a modest raise may --------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------company shift to different goals. Career counseling and training are ------------------------------------------- by showing employees they are valued. Change ----------------------------- Modifying the behavior of the entire organization involves gathering information from the front-line managers and employees. They --------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------gathering and exchange might be greater decision-making authority given to the line managers. Recognition in the form of ------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------competitive edge. The role of ----------------------------- modification: Behavior modification is the act of shaping how your employees behave in the workplace. Most managers practice behavior modification by using positive reinforcement to reward those who excel. For example, --------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ are examples of behavior modification through negative reinforcement. If successful, these modification techniques encourage or discourage behaviors in the workplace. -------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------------------manager to use positive and negative reinforcement objectively. Control The ethics of -------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------an employee to behave in a way that might not be normal for her. In some instances, you might not see any ethical issues with modification. For example, writing up an employee who's consistently
late might not seem to pose any issues. ------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------in the short term. Behavior modification should bring out the best in your employees as well as benefit the office. Influence Influencing selfishness or vicious competition among employees is a serious ethical concern in behavior modification. This issue is most obvious when it comes to ------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------on their colleagues, considering it a part of the workplace culture. Positive --------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------as a group to offset these adverse effects. Fairness Even the most well------------------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------motives. Ask yourself if you're being fair. For example, if you're about to reward one of your employees with ------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------based on past experiences with similar people or even just a -------------------------------------------------------------- job performance. Perspectives Even if you --------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------, others might feel jealous or that you based your decision on favoritism. Use positive and negative reinforcement ----------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------reactions your decision might cause. ------------------------------------------------ Modification The above section concentrated on the ------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------used to promote a desired behaviour (i.e. number of sales, customer courtesy, safety in ---------------------------------------------------------------------- turnover, as the following two examples illustrate in some detail. Behaviour Management in the Public Accommodations Industry This example of a scientifically studied ----------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------was to thoroughly deep clean and then maintain property cleanliness with minimum turnover and cost. The reason behind the implementation of ---------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------, the hiring, training, outfitting and maintenance of housekeeping staff is one of the largest budget line item for most hotel/motel operations. Needless to say, most hotels have tried various methods ------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------the situation. In this particular hotel, ---------------------------------------------------------------- of the ---------------------- process:  A definition of the behaviour of -------------------------------------------------------------------- to the hotel industry;  The definition would require ------------------------------------------------ the daily activities of the cleaning staff;  There was a distinct lack ---------------------------------------------------------------- as part of the intervention;  Aversive managerial ------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------low morale. The last point is a clear use of reinforcement to promote the required behaviour. With the behaviour and requirements defined, the intervention was put into action, and comprised of the following:
 The initial -------------------------------------------------------- cleanliness for a period (baseline measurement);  The prominent ------------------------------------------------------------------------ work output per day;  The original checklist became more ------------------------------------------------------------------------------------------------ ------------------------------------------ 70 points; the cleaners mutually agreed on its contents. The baseline was measured to be a mere 20% of the defined criteria for “cleanliness???. As a result, it was deemed that the full introduction of the 70-point checklist would pose a shock for the workers, and was thus implemented in staggered stages over time. The cleaners were informed specifically that:  The ---------------------------------------------------------------- be random;  A preset goal was given (i.e--------------------------------------------------------------- 21-point checklist;  Participation in the scheme ----------------------------------------------------------- would not be penalised;  Management would train, ----------------------------------------------------------- to attain the required 18 points;  Target meeting -------------------------------------------------------- off, dinner out etc.;  After six months, if all cleaners ---------------------------------------------------- or discontinue the scheme. Over the staggered ------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------The data produced displayed the following facts:  The baseline --------------------------------------------- 90% very quickly;  The fluctuations ------------------------------------- over in time;  Despite withdrawal of interference, the new baseline performance remained the same. The program was considered a success, with management saving money, as well as gaining a marked increase in cleaning performance. However, being rushed --------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------as hard, and the improvement would have been marginal. 4. What is the difference between a Group and a Team? Discuss the process of building effective teams and maintaining them. Difference between Group and Team Nowadays, most of the work of an ------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------collectively to achieve any objective. In a particular team, there can be several groups in which the group members individually help their leader to accomplish the goals. Groups and teams are very commonly -------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------behaviour, in tabular form. Comparison Chart BASIS FOR COMPARISON GROUP TEAM ------------ A -------------------------------------------- -------------------------------------- a task. A group ------------------------------------------------------- ---------------------------------------------------- a goal. Leadership Only ------------------------------------- ------------------------------------------------ one ---------- --------------------------------- Interdependent Process Discuss, -------------- Delegate. Discuss, --------------------------- Do.
BASIS FOR COMPARISON GROUP TEAM ----------Products Indi----------------------- ----------------------- --------- on --------------------------------------. Accomplishing ------------------- Accountability Individually Either --------------------- mutually ------------------- of Group A group is an assemblage of ------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------- The members share information and resources with other group members. In an organization, the groups are made on -------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------are two kinds of groups:  Formal Group: These groups are ------------------------------------------------------- a specific task.  Informal Group: The --------------------------------------------------------------------------------------------------------------- --------------------------------, to satisfy the social or psychological human needs. For example: Ethnic groups, ------------------------------------------- flight crew, etc. Definition -------------------------- A group of people who are joined for achieving a common goal within a stipulated period, having collective accountability is known as the team. The agenda of ------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------responsible for the outcome (i.e. Result of the collective efforts of the team members). The team members have a mutual understanding with other members. They work jointly to maximize the strengths and minimize the weakness by ---------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------key features of team functioning are:  Cohesion  -----------------------  -------------------------- For example: Cricket --------------------------------------------------------------------------------------- team etc. For years now, organizations have been under increasing pressure to improve performance while making use of fewer resources. Measures to cut costs --------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------organizations with flatter structures, which are being run increasingly offsite and where employees work --------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------to teams when they really mean just groups. Is there a difference you might ask. Definitely--------------------------------------------------- between a group and a team. Purpose Within any group there is ----------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------to remove a management layer. Within a team, on the other hand, the members typically ------------------------------------------------------------------- be realized by one individual is to work together. It is this common purpose that binds and connects. Role awareness
Within any group, each individual ------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------makes towards the end result, and this forms the basis for a lack of understanding, for suspicion and for the creation of ‘little ---------------------------------------------------------------------- -----------------------------------------------------------------------------------------other’s tasks can lead to even better results. Conflict resolution Within any group, when ------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------that any problems in collaboration are dealt with. Within teams, the members feel a bond with ---------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------called in if conflicts threaten to escalate. Trust Within any group, there is always ------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------- ‘stupid’ leads to their creativity being stifled, and their ability to resolve problems is weakened. Within a team, trust ---------------------------------------------------------------------------- ------------------------------------------------------------------of different perspectives in finding solutions to the problems. Managing Within any group, control forms the ---------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------done. They are reduced to ‘lending a hand’. Within teams, the manager’s attention is focused on gaining commitment to goals. Team members are asked their opinions on the goals and how ------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------one. An example ca-----------------------------------------------------. Development Within any group, training is directed -------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------they’re paid for! Within teams, members are encouraged to collaborate, to not be ---------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------and team dynamics, for example, as well as in the usual --------------------------------------------------- training. Appreciation Within any group, results are not really ------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------. And any successes are ‘claimed’ by the manager. Teams, by contrast, know how important it is to -------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------team members can excel. What ------------------------------- team? Are you part of a group or a -------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------no surprise to me that research performed by Team Coaching International shows that less than 10% of the teams they studied considered themselves to be High-Performing. In other words, they did not see themselves as teams that achieve --------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------------------and are less at risk of not being able to cope with the pressure of work. Are you curious to know where your --------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------, insight and skills concerning results-oriented and collaborative working leads to ------------------------------------------------------------ higher productivity. Process of ---------------------------------------------------------------------- them- Teams have always been, and will ------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------get them right--and to keep them that way.
Smart leaders know that for their teams to work well, they must accurately identify employees' skill sets and assign them tasks that are well suited to their abilities----------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------results, they also build a sense of solidarity within their organizations. The next time you need to --------------------------------------------------------------------------------------- a team, consider these five steps to building really effective teams: 1. Recognize ----------------------------------- Before you begin, take a moment ------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------your employees, match their skills to the tasks of the project, but also identify personalities you feel ---------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------combined energies focused on a common goal. 2. Choose --------------------- people If you want your team to be really ------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------to the project. If, for example, you're trying to come up with a new way to track customer ------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------choose people for your team who together will provide a broad perspective on your project. 3. Delegate Once you've chosen your team and ----------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------very quickly if they do not have the freedom, access to tools, and other resources they need to complete their work. Once you have set forth your guidelines, your job becomes making sure they can do theirs. Avoid telling ----------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------------support your team needs to achieve those goals. 4. Monitor progress In an ideal world, you'll have ------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------the project is on track. Provide, as necessary, a forum where you and the team can share concerns, successes, and project status on a regular basis. If necessary, you may find you need to assign a team leader, or redefine the project ------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------pushes through obstacles on its own, individuals draw closer together, and their success gives rise to confidence and camaraderie. 5. Celebrate ------------------------ When your team accomplishes or ------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------and describe the positive impact their work will have on your organization and your customers. ------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------for it as the team takes on more responsibility. Quick tips for effective teamwork  Pick team mates who are hard ------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------as effectively as possible.  Know your ----------------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------sharing will be.  Check in with your -------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------make plans for the future.  Remember that team contribution takes many forms. Team work includes taking notes/minutes at meetings, brainstorming outside of meetings, -------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------snacks to make the meeting for enjoyable.
 Talk to each other. ------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------. Each team member should feel comfortable making their voice heard.  In order to truly unite ---------------------------------------------------------------- team mates are focused and calm.  Conflicts may make for a ------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------or resentment later on.  Separate the idea ---------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------their ideas. Working ------------------------------- Team In order to achieve success as a team, one must know exactly how to work as a cohesive unit. According to a recent study discussed in the paper “The -------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------stemmed from communication failures among crew members”. Not all team work will involve ---------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------ensure success. This statistic prompted airline ----------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------of standard tools and behaviors to improve safety and ensure effective communication”. --------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------. The more you know about your field, co-workers, and assignments the more you can effectively communicate and get the job done. Example- I am referring here MSA Safety Company. As the MSA Safety Company ---------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------------------------project-level teams. Those firms serious about -------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------initiatives and strategies. There are a few key ------------------------------------------------------------------------- if they are to move forward: • You don’t form ------------------------------------------- them. • Teams and team ------------------------------------------- results. • Know what ------------------------------------------------------------- collaboration efforts. • The team is ----------------------------------------------------- team looks like. • Team -----------------------------------------------------------, not an event. • Just-in-time is ----------------------------------------------------- a team. • Development must be a felt need of the team. • Use the ------------------------------------------------ the team. • There are no shortcuts to team effectiveness. • Willingness precedes skill when it comes to collaboration. There are five stepping stones in the path to team development: • Orient -------------------------------------------------------------------- team. • Define the team purpose to ensure clarity of task and alignment by all. • Develop mission-critical team processes and skills. • Build ---------------------------------------------------------------------------. • Ensure ongoing evaluation ----------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------- making adjustments accordingly. Building high-------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------rather than taxing them. 5. Discuss Perceptual Selectivity and Perceptual Organisation. What are the Perceptual errors which occur in the organisation and how to overcome these?
Perceptual -------------------------------------------------------- Organisation-  Selective perception is the process by which individuals perceive what they want to in media messages while ignoring opposing viewpoints. It is a broad term to --------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------interpret sensory information in a way that favors one category or interpretation over another. In ---------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------believe this process occurs automatically. Selective perception may refer to any -------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------of cognitive, perceptual and motivational biases, and people tend not to recognize their own bias, though they tend to easily recognize (and even overestimate) the operation of bias in human judgment by others. We process and interpret the incoming ------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------may be defined as the dynamic psychological process responsible for attending to, organising and ----------------------------------------------------- process are illustrated in Figure 1. From a psychological point of view, the ----------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------processing. The bottom-up phase concerns the way in which we process the raw data received by our sensory apparatus. One of the key characteristics of bottom-up processing concerns the need for selectivity. We are ---------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------so that we can focus on what is important. On the other hand, `top-down' ----------------------------------------------------------------------------------------------------------------- ------------------------------------------------------our need to make sense of our environment and our search for meaning. This distinction between ------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------. For example, the missing ------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------- of the human reader: This sentnce us incorrect, -------------------------------------------------------- d it In the above example, our top------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------incoming raw data. All of us have a similar nervous system and share more or less common sensory equipment. However, we have different social and physical backgrounds -------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------world `as it really is'. This idea of the `real world' is somewhat arbitrary. In fact, we have, ----------------------------------------------------------------------- perceptual world. Perception is a dynamic process because it involves ordering and attaching meaning to raw sensory data. Our sensory apparatus is bombarded with vast ------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------of it and interpreting it. Therefore, it can be said that perception is an information-processing activity.
This information processing concerns the ---------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------choose from the stream of sensory data to concentrate on particular elements and to ignore others. The internal and external factors which affect selective attention are illustrated in Figure 2.  The external factors affecting selective ------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------which are described in Table 1.   However, it may be noted that we ------------------------------ to the pattern of stimuli available to us. Our attention is also influenced by context Factors. For example, the ------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------------will mean quite different things to those within earshot and -------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------of the context also affect our attention. The internal factors affecting perception are:  Learning: Our past ------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------stimuli and to ignore other information.  Personality: Our personality traits ------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------and not others.  Motivation: We are more likely ---------------------------------------------------- that find motivating. Much of perception can be described as classification or categorisation. We categorise people as male or female, lazy or energetic, extrovert or shy. We ---------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------that these categories are learned. They are social constructs. What we learn is often culture-bound or culture-specific. For example, the British revulsion at the thought of eating dog (classified as pet), the Hindu revulsion at ---------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------emotions based on learned values. However, different people ---------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------, our personalities, our motivations - contribute to the development of our expectations of the world around us--------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------less attention to information that does not.
Our categorization process and the ------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------. Perceptual organization is the process through which incoming stimuli are organized or patterned in systematic and meaningful ways. Max Wertheimer first identified the ----------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------stimuli that are physically close to each other and which thus appear to `belong' together. For example, note ------------------------------------------------------ six blobs here: The `similarity principle' states ---------------------------------------------------------------------------------------------------------------- ---- some respect. For example, note how ---------------------------------------- eight objects: The fact that we are able to --------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------as the `principle of closure'. Perceptual organization is the process ------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------think about the main screen of Microsoft Word, you have buttons along the top which represent -------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------, making it easy to understand their basic purpose. This idea holds true for all of the applications in the Microsoft Office suite, and many Windows-based applications. We care about perceptual organization ------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------that suits our purpose. If you think about the Microsoft Word example again, commands are grouped together at the top. We know to look there if we want to execute some sort of command. Similarly, if we ------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------conclusions through visual organization. Perceptual errors which ------------------------------------------ overcome these- The main ------------------------------------------------------------------- the following:  Not ------------------------------------------------------------------------ other people.  Basing our judgements on ---------------------------------------------------------- or insignificant.  Seeing what we ---------------------------------------------------------------------not investigating further.  Allowing early information ---------------------------------------------------------------------contradictory information.  ---------------------------------------------------------------------uncritically.  Allowing our own ---------------------------------------------------------------------others and how we judge them.  Attempting to decode non----------------------------------------------------------------------in which it appears.  Basing ---------------------------------------------------------------------evidence. Thus, it is clear ---------------------------------------------------------------------can be overcome by:  Taking more ---------------------------------------------------------------------judgements about others.  Collecting and consciously using more information about other people.  Developing self----------------------------------------------------------------------affect our perceptions and judgements of other people.  Checking our attributions - ---------------------------------------------------------------------of personality and appearance on the one hand and behaviour on the other. Therefore, it can be said that if we are to improve our understanding of others, we must first have a well-developed knowledge of ourselves -- our strengths, our preferences, our weaknesses and our biases. The development of self-
knowledge can be an uncomfortable ---------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------norms and to the communication barriers erected by status and power differentials. This ------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------growth. Adrian Furnham (1997) argues ---------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------is particularly ------------------------------- context. These are:  Central tendency: --------------------------------------------------------of the rating scale.  Contrast error: Basing an --------------------------------------------------------than on established performance criteria.  Different from me: Giving a poor --------------------------------------------------------not possessed by the appraiser.  Halo effect: Appraising an employee --------------------------------------------------------, for example) because s/he is perceived highly by -------------------------------------------------------- (attractiveness).  Horn effect: The opposite of --------------------------------------------------------one quality (attractiveness) influences poor -------------------------------------------------------- (performance).  Initial impression: Basing an --------------------------------------------------------has behaved throughout the period to which appraisal relates.  Latest behaviour: Basing an --------------------------------------------------------recent behaviour.  --------------rating: Perhaps the --------------------------------------------------------in appraisal mostly to avoid conflict.  Performance ------------- error: Giving --------------------------------------------------------qualities, because they happen to follow each other on the appraisal form.  Same as me: Giving a --------------------------------------------------------possessed by the appraiser. Spillover effect: Basing this appraisal, good --------------------------------------------------------on how the person has behaved during the appraisal period.  Status effect: Giving those in higher level --------------------------------------------------------in lower level jobs.  Strict rating: Being consistently harsh in appraising performance. To buy MBA assignments please use below link https://ignousolvedassignmentsmba.blog.spot.in/ KIAN PUBLICATION ignousolvedassignmentsmba@gmail.com kianpublication1@gmail.com ignou4you@gmail.com

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MS-21 Jan June 2017

  • 1. Sample MBA Solved Assignment Jan June 2017 - MS-21 Course Code MS - 21 Course Title Social Processes and Behavioral Issues Assignment Code MS-21/TMA/SEM - I/2017 Assignment Coverage All Blocks To buy MBA assignments please use below link https://ignousolvedassignmentsmba.blog.spot.in/ KIAN PUBLICATION ignousolvedassignmentsmba@gmail.com kianpublication1@gmail.com ignou4you@gmail.com School of Management Studies INDIRA GANDHI NATIONAL OPEN UNIVERSITY MAIDAN GARHI, NEW DELHI – 110 068
  • 2. 1. Briefly discuss the evolution of the concept of Motivation and its importance in organizational scenario. Describe any two theories of motivation and their relevance.  Motivation is one of the forces that lead ----------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------------------- as being motivated, we mean that the person is trying hard to accomplish a certain task. ------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------the job—is also important and is sometimes the key determinant of effectiveness. Evolution of the ------------------------------------------ and its importance- Motivation is a difficult but a ------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------. However, it became popular only with the work of William McDougal and Sigmund Frued, and later with the development of theories of learning, it came to occupy a central position. When psychology began its application to ---------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------------------doing any work and achieving excellence. However, inspite of the relevance ----------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------work way back in 1953. McClelland's unique contribution lies in ----------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------to a general applicability in 'industry, education and a wide range of areas and ----------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------, motivation consisted in the learned anticipation of a goal as arousing positive or negative emotional reaction. Goals previously known to arouse pleasure are approached and those that produce pain ------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------expectancies of goal-attainment and (b) the incentive value one attaches to the goal presented. He proposed the equation around motivation = F (Mx Ex I). A year later Maslow (1954) developed a ----------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------, social, self-esteem and self-actualization. This theory is based on assumption of internal-motivation--the needs, wants and desires which exist within an individual and influence the person by determining his thoughts, which in turn lead to his/her behaviour in a particular situation. For example, a student who desires ---------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------to be the correct behaviour to receive the grade- paying attention in class, taking good notes, studying hard, doing outside reading, writing good terms papers and so forth. This example points out --------------------------------------------------------------- motivation. The underlying assumption of ----------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------. (The detailed picture of Maslow's theory will be provided later). ----------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------and hygienes reflect the power of contextual factors like money, work conditions, etc. which shape the motivation of the individual. Herzberg's theory is espectially relevant as he is one of the pioneers to discuss effectiveness of the domain of motivation within organizations and other work spheres. Herzberg's motivations described human beings relationship to what he does, that is the content of the job. And the hygienes on the other hand -------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------entirely on different hypothesis and sought an answer to motivation in the nature of man. Theory X and Y reflect McGregor's --------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------of assumptions. Theory X assumes the human being as lazy, idle and indolent. Argyris (1962, 64) shifted attention from individual --------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------creativity that it thwarts the development and maturity of the individual. He -------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------worker is given minimal control over the environment and is encouraged to be passive, dependent and subordinate.
  • 3. Argyris, however, was of ----------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------basically to achieve certain goals or objectives. It is this very strategy, which becomes the priority and not the people. Argyris concludes by saying that the concept of formal organization leads to assumption about human nature that ------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------and formal organization. Likert (1961-1967) deliberated on different styles of --------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------IV. The argument behind Likert's approach lives in the reality that effectiveness of management style depends on mnager's as well as organizations need and strategy to include participation of subordinates in decision ------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------of any kind of participation for choosing a pathway to a complete confidence, and trust in the subordinates competence and establishment of a wide spread involvement in decision ---------------------------------------------------------------------------- and action orientated. The difference that one can observe ---------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------factors their levels and intensity and how they can be fitted to explain human behaviour or even ----------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------the vacuum in human life. Thus the later sixties and early ----------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------begins with added efforts to bring the motivational constructs closer to application and create a ------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------and strategies. Hence we have seen the multi repetitions and erroneous conclusions being arrived at by many researchers devoid of any possibility of application. Victor Vroom (1964) looked at ---------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------contents and understanding of one's skill/abilities in the reality. Vroom related the concept of motivation to ---------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------------------to Vroom. when a worker says he is satisfied with his job, in fact he is, saying that his needs are satisfied. The individual motivation thus depends on n particular weds as reflect in the goals toward which ---------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------- of attainment of these goals. In the late sixties and the period thereafter, -------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------and their members. The emphasis shifted from study of motivational notions ns to such ----------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------been a paradigm shift in understanding the relevance and contribution of motivation vis-a-vis organizations. The enmeshing of individual identity with --------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------and application of the concept. The psychological understanding likes to put a premium of individual, however, the organizational strategist would like to focus on the collective. There is a continuous struggle to find ----------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------the common ground for understanding the motivation is still elusive. It is, however, important that there must be participation in the efforts to address the issues and one can come to some time --------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------and its complexities help us to understand and create a unique relationship of the two. Importance of ------------------------------------------- scenario- Motivation is one of the important ------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------. And today I am going to discuss about the its importance. There is a close relationship between motivation and performance. The most important of motivation are:
  • 4. Lead ------------------- operation- ------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------of self responsibility among the workers contributes for the best utilization of available resources like materials, money, machines and others. High level of productivity- -------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------. The development of working efficiency among workers leads to maximize production and productivity. Management can expand its business activities in large areas for organizational profitability and growth. Best remedy for resistance to change- The change in the management system and organizational structure is essential to adjust an organization and its business ------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------. The motivated workers have knowledge about the outcome of changes. They even better appreciate the management view points to the introduction of chances in the organization. Effective ------------------------ resources- Manpower is the main active factor of production and is responsible for the best utilization of organizational resources. ------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------of their skills, knowledge, capabilities etc. in the existing environment. Satisfaction of employees- The --------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------high morale become dedicated to the organization. They also perform their jobs in the best manner. Generally, employees are motivated through facilities both financial and non financial. Financial facilities are --------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------to fulfill social needs. Minimize disputes and strikes- Motivation ------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------and disputes between the management and workers. The development of transparency -------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------and return, they perform their work efficiently. Basis of coordination- Motivation is the ---------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------their mutual problems and resolve differences through mutual consent. The main reason for the differences in approach among the workers is the lack of coordination. However, motivation ---------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------- effort for common goals. Stability of workforce- It is known ---------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------, frustrated and dissatisfied employees may think of leaving the organization for better opportunity. ------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------needs to provide facilities to workers on the basis of their efficiency and experience. Minimizes supervision cost- Motivated ----------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------. For such employees, only guidance and timely suggestion is sufficient. ----------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------- supervision cost. Achievement of organization goals- Every ------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------. Motivated workers put their effort toward the attainment of organization ----------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------or service and maximize profitability. Two theories of motivation- 1. Maslow’s Hierarchy of Needs In his 1943 paper “A ---------------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------, and Self-actualizing.
  • 5.  Physiological needs ----------------------------------------------- food, water, and sleep.  Security needs -------------------------------------------------------- the environment.  Social needs include ----------------------------------------------------------------------- or group.  The need for esteem is ----------------------------------------------------------------------, and accomplishment.  The highest need is self--------------------------------------------------------------------------------------------------------------- -------------------------------------------- and is more focused on achieving their full potential. A point worth noting is that Maslow stated that the predominance of a need assigned by the individual determines its’ importance not the order presented. ---------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------before the next need is even addressed. 2. Vroom’s ------------------------------- Motivation Vroom developed his Expectancy theory (1964) through his study of the motivations behind decision making. It proposes that an individual will decide to behave or --------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------behaviour will be (ie, their expectations based on pervious experience or observation). This --------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------and wanted by the recipients. Example- A ------------------------------------------------ Case of Zappos It is unique to hear about a CEO who --------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------anytime during that 5 weeks if you feel the company is not a good fit. Top that off with an on-site life coach who also happens to be a chiropractor, and you are really talking about something you don’t hear about every day. --------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------ (NASDAQ: AMZN), Zappos managed to move from number 23 in ------------------------------------------ Companies to Work For” list to 15 in 2010. Performance is a function of motivation------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------delivers above and beyond basic workplace needs and addresses the self-actualization needs -------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------culture of caring a priority. This is reflected in the company’s 10 core values and its emphasis on building a team and a family. During the interview process, applicants are asked questions relating to the ------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------has increased from its original number of $400, only 1% of trainees take the offer. Work is structured differently at Zappos as well. For example, there is no limit to
  • 6. the time customer service ----------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------try to get rid of them. Although Zappos has over 1,300 -------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------and lengthy letter to employees, Hsieh spelled out what the new partnership with Amazon would mean --------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------freedom, which can lead to greater satisfaction. Although Zappos pays its employees well and ---------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------------to go beyond that. As Hsieh would say, happiness is the driving force behind almost any ------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------strives to address these needs. 2. Briefly describe the factors affecting interpersonal relations. Discuss “Johari Window” model with reference to enhancing interpersonal relations with examples.  An interpersonal relationship ------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------, or some other type of social commitment. Interpersonal relationships are formed in the context of social, cultural and other influences. The interpersonal relationship that an employee -------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------interpersonal relationship that develops fuels his work achievement, -------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------at his workplace. Factors affecting interpersonal relationship The different factors ----------------------------------------------- are given below.  Rapport – Rapport is ---------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------time to develop.  Empathy – It -------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------of good two way communication.  Trust – It means ---------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------- support from him.  Compatibility – Two ---------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------in interpersonal relationship. It is easier to have a healthy interpersonal --------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------and hence fail to have a healthy interpersonal relationship.  Communication – -------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------to communicate with each other effectively for better understanding. Lack of communication can lead to problem and misunderstanding. Staying in touch is essential for a relationship to grow. ------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------solutions. The recipient must understand what the ----------------------------------------------- is essential in relationships.  Respect – It involves ----------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------- the co employee.
  • 7.  Mental expectations – These are seen as ----------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------the same purpose or goals for both the employees.  Flexibility – Good -------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------they have made together.  Honesty – Honesty is very important ---------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------------is important in relationships.  Staying calm – Overreacting on any issue ---------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------------------. It solves several issues.  Forgiving – Employees need to be a little ---------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------makes the situation all the more worse.  Smile – Smile creates ---------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------interaction with co –employees smile can be a good tool for having a positive interpersonal relationship.  Time – Every relationship ----------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------quality time with their co- employees to strengthen the bond amongst themselves. This helps in having a healthy and effective interpersonal relationship. Interpersonal relationships are ----------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------grow and improve gradually, as employees get to know each other and become closer, or they gradually deteriorate as the employees drift apart. As per Knapp’s model for interpersonal ------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------vii) circumscribing, (viii) stagnating, (ix) avoiding, and (x) termination. These ten stages can be grouped into three -------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------10 stages and three phases are given in Fig 1 -----------------Window- It is necessary to improve self-awareness and personal development among individuals when they are in a group. The ‘Johari’ window model is a convenient ------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------developed this model in 1955. The idea was derived as the upshot of the group dynamics in --------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------as feedback/disclosure model of self- awareness.
  • 8. Introduction The Johari window ------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------and learning yourselves from their feedbacks. Each person is represented by the Johari model through four quadrants or -------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------unknown to oneself or others in four viewpoints. The Johari Window Model The method of conveying and ----------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------the part unknown to self but to others. The information transfers from one pane to the other as the result of mutual trust which can be achieved through socializing and the feedback got from other members of the group. 1. Open/self-area or arena – Here ----------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------all the communications occur and the larger the arena becomes the more effectual and dynamic the relationship will be. ‘Feedback solicitation’ is a process which occurs by understanding and listening to the ------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------increased downwards and thus by reducing the hidden and unknown areas through revealing one’s feelings to other person. 2. Blind self or blind spot – Information ---------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------spot is reduced for an efficient communication through seeking feedback from others. 3. Hidden area or façade – Information ---------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------, past experiences, fears, secrets etc. we keep some of our feelings and information as private as it affects the relationships and thus the hidden area must be reduced by moving the information to the open areas. 4. Unknown area – The Information --------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------past experiences or events which can be unknown for a lifetime. The person will be unaware till he ------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------unknown area and thus to communicate effectively. Example Linda got a job in an organization. Her co---------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------know much about her the blind spot also will be smaller and the model will be as shown in Figure 1.
  • 9. Linda spent most of her free time ------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------and interacted more with other co-workers. This helped her to increase her open area and -------------------------------------------------------- areas smaller. (Figure 2) Through the feedback --------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------among the colleagues. 3. Discuss the importance of Behaviour Modification in organisations and ethical issues involved in it.  Importance ------------------------------------------ in organizations Behaviour is a function of its consequences. That is the heart of the behavioural approach if you spend all of your time nagging and criticizing a ------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------possible. Work behaviour that lead to reward will increase. Those that lead to discomfort will decrease. So it is for every organism including your workers. If the relationship between the act and the results is the heart of behaviour --------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------delivered. It provides the feedback that an employee must have in order to know that he is performing satisfactorily. Behaviour modification or applied ------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------of the laboratory behaviour scientist to bear or deal world problems. As science, the techniques of monitoring, charting, feedback, and positive reinforcement (in the form of attention and more tangible rewards) have --------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------cost. While many industrial problems --------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------, bonuses, disciplinary procedures, and at last resort the threat of termination as behaviour change techniques--------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------that a number of behavioral scientists began to extrapolate the ------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------other areas into the workplace. Industrial behaviour modification is not really a theoretical approach as much as it is a new methodology for managers. It represents a concrete, practical programme for changing employee behaviour through changes in management behaviour.
  • 10. For the manager to achieve --------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------data so that the rewards follow behaviours that he wants to increase. Companies have been --------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------digital information and communications, growth of the service- based economy and changes in rules affecting corporate governance and trade relationships. Organizational structures have trended from tall, hierarchical bureaucracies to --------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------OB-mod, plays a key role. ----------------------- Modern OB-mod is based ---------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------or he is not being appropriately rewarded for his work. Behaviorist theory postulates that ------------------------------------------------ will affect them as individuals, and gear their work efforts to ------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------, identifies the triggers present, develops an intervention strategy, applies the strategy and maintains performance through appropriate rewards. Techniques Managers have many ways --------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------techniques. Most employees feel they are performing as well as possible, but if their work is not achieving company goals or their work efforts must change to meet new company goals, it is vital to inform the ------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------change. Incentive rewards and recognition have been shown to promote positive behavior -------------------------------------------------------------- to cause their own problems. Positive -------------------------- The best way to improve performance is to reward the employee. First, you must discover how the employee reacts to different types of rewards. ---------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------will likely be grateful and the atmosphere in the office will improve with removal of the reason for antagonism over tardiness. If she is sleeping late because she has a second job to make ends meet, a modest raise may --------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------company shift to different goals. Career counseling and training are ------------------------------------------- by showing employees they are valued. Change ----------------------------- Modifying the behavior of the entire organization involves gathering information from the front-line managers and employees. They --------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------gathering and exchange might be greater decision-making authority given to the line managers. Recognition in the form of ------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------competitive edge. The role of ----------------------------- modification: Behavior modification is the act of shaping how your employees behave in the workplace. Most managers practice behavior modification by using positive reinforcement to reward those who excel. For example, --------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ are examples of behavior modification through negative reinforcement. If successful, these modification techniques encourage or discourage behaviors in the workplace. -------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------------------manager to use positive and negative reinforcement objectively. Control The ethics of -------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------an employee to behave in a way that might not be normal for her. In some instances, you might not see any ethical issues with modification. For example, writing up an employee who's consistently
  • 11. late might not seem to pose any issues. ------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------in the short term. Behavior modification should bring out the best in your employees as well as benefit the office. Influence Influencing selfishness or vicious competition among employees is a serious ethical concern in behavior modification. This issue is most obvious when it comes to ------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------on their colleagues, considering it a part of the workplace culture. Positive --------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------as a group to offset these adverse effects. Fairness Even the most well------------------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------motives. Ask yourself if you're being fair. For example, if you're about to reward one of your employees with ------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------based on past experiences with similar people or even just a -------------------------------------------------------------- job performance. Perspectives Even if you --------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------, others might feel jealous or that you based your decision on favoritism. Use positive and negative reinforcement ----------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------reactions your decision might cause. ------------------------------------------------ Modification The above section concentrated on the ------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------used to promote a desired behaviour (i.e. number of sales, customer courtesy, safety in ---------------------------------------------------------------------- turnover, as the following two examples illustrate in some detail. Behaviour Management in the Public Accommodations Industry This example of a scientifically studied ----------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------was to thoroughly deep clean and then maintain property cleanliness with minimum turnover and cost. The reason behind the implementation of ---------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------, the hiring, training, outfitting and maintenance of housekeeping staff is one of the largest budget line item for most hotel/motel operations. Needless to say, most hotels have tried various methods ------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------the situation. In this particular hotel, ---------------------------------------------------------------- of the ---------------------- process:  A definition of the behaviour of -------------------------------------------------------------------- to the hotel industry;  The definition would require ------------------------------------------------ the daily activities of the cleaning staff;  There was a distinct lack ---------------------------------------------------------------- as part of the intervention;  Aversive managerial ------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------low morale. The last point is a clear use of reinforcement to promote the required behaviour. With the behaviour and requirements defined, the intervention was put into action, and comprised of the following:
  • 12.  The initial -------------------------------------------------------- cleanliness for a period (baseline measurement);  The prominent ------------------------------------------------------------------------ work output per day;  The original checklist became more ------------------------------------------------------------------------------------------------ ------------------------------------------ 70 points; the cleaners mutually agreed on its contents. The baseline was measured to be a mere 20% of the defined criteria for “cleanliness???. As a result, it was deemed that the full introduction of the 70-point checklist would pose a shock for the workers, and was thus implemented in staggered stages over time. The cleaners were informed specifically that:  The ---------------------------------------------------------------- be random;  A preset goal was given (i.e--------------------------------------------------------------- 21-point checklist;  Participation in the scheme ----------------------------------------------------------- would not be penalised;  Management would train, ----------------------------------------------------------- to attain the required 18 points;  Target meeting -------------------------------------------------------- off, dinner out etc.;  After six months, if all cleaners ---------------------------------------------------- or discontinue the scheme. Over the staggered ------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------The data produced displayed the following facts:  The baseline --------------------------------------------- 90% very quickly;  The fluctuations ------------------------------------- over in time;  Despite withdrawal of interference, the new baseline performance remained the same. The program was considered a success, with management saving money, as well as gaining a marked increase in cleaning performance. However, being rushed --------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------as hard, and the improvement would have been marginal. 4. What is the difference between a Group and a Team? Discuss the process of building effective teams and maintaining them. Difference between Group and Team Nowadays, most of the work of an ------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------collectively to achieve any objective. In a particular team, there can be several groups in which the group members individually help their leader to accomplish the goals. Groups and teams are very commonly -------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------behaviour, in tabular form. Comparison Chart BASIS FOR COMPARISON GROUP TEAM ------------ A -------------------------------------------- -------------------------------------- a task. A group ------------------------------------------------------- ---------------------------------------------------- a goal. Leadership Only ------------------------------------- ------------------------------------------------ one ---------- --------------------------------- Interdependent Process Discuss, -------------- Delegate. Discuss, --------------------------- Do.
  • 13. BASIS FOR COMPARISON GROUP TEAM ----------Products Indi----------------------- ----------------------- --------- on --------------------------------------. Accomplishing ------------------- Accountability Individually Either --------------------- mutually ------------------- of Group A group is an assemblage of ------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------- The members share information and resources with other group members. In an organization, the groups are made on -------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------are two kinds of groups:  Formal Group: These groups are ------------------------------------------------------- a specific task.  Informal Group: The --------------------------------------------------------------------------------------------------------------- --------------------------------, to satisfy the social or psychological human needs. For example: Ethnic groups, ------------------------------------------- flight crew, etc. Definition -------------------------- A group of people who are joined for achieving a common goal within a stipulated period, having collective accountability is known as the team. The agenda of ------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------responsible for the outcome (i.e. Result of the collective efforts of the team members). The team members have a mutual understanding with other members. They work jointly to maximize the strengths and minimize the weakness by ---------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------key features of team functioning are:  Cohesion  -----------------------  -------------------------- For example: Cricket --------------------------------------------------------------------------------------- team etc. For years now, organizations have been under increasing pressure to improve performance while making use of fewer resources. Measures to cut costs --------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------organizations with flatter structures, which are being run increasingly offsite and where employees work --------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------to teams when they really mean just groups. Is there a difference you might ask. Definitely--------------------------------------------------- between a group and a team. Purpose Within any group there is ----------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------to remove a management layer. Within a team, on the other hand, the members typically ------------------------------------------------------------------- be realized by one individual is to work together. It is this common purpose that binds and connects. Role awareness
  • 14. Within any group, each individual ------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------makes towards the end result, and this forms the basis for a lack of understanding, for suspicion and for the creation of ‘little ---------------------------------------------------------------------- -----------------------------------------------------------------------------------------other’s tasks can lead to even better results. Conflict resolution Within any group, when ------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------that any problems in collaboration are dealt with. Within teams, the members feel a bond with ---------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------called in if conflicts threaten to escalate. Trust Within any group, there is always ------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------- ‘stupid’ leads to their creativity being stifled, and their ability to resolve problems is weakened. Within a team, trust ---------------------------------------------------------------------------- ------------------------------------------------------------------of different perspectives in finding solutions to the problems. Managing Within any group, control forms the ---------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------done. They are reduced to ‘lending a hand’. Within teams, the manager’s attention is focused on gaining commitment to goals. Team members are asked their opinions on the goals and how ------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------one. An example ca-----------------------------------------------------. Development Within any group, training is directed -------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------they’re paid for! Within teams, members are encouraged to collaborate, to not be ---------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------and team dynamics, for example, as well as in the usual --------------------------------------------------- training. Appreciation Within any group, results are not really ------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------. And any successes are ‘claimed’ by the manager. Teams, by contrast, know how important it is to -------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------team members can excel. What ------------------------------- team? Are you part of a group or a -------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------no surprise to me that research performed by Team Coaching International shows that less than 10% of the teams they studied considered themselves to be High-Performing. In other words, they did not see themselves as teams that achieve --------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------------------------and are less at risk of not being able to cope with the pressure of work. Are you curious to know where your --------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------, insight and skills concerning results-oriented and collaborative working leads to ------------------------------------------------------------ higher productivity. Process of ---------------------------------------------------------------------- them- Teams have always been, and will ------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------get them right--and to keep them that way.
  • 15. Smart leaders know that for their teams to work well, they must accurately identify employees' skill sets and assign them tasks that are well suited to their abilities----------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------results, they also build a sense of solidarity within their organizations. The next time you need to --------------------------------------------------------------------------------------- a team, consider these five steps to building really effective teams: 1. Recognize ----------------------------------- Before you begin, take a moment ------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------your employees, match their skills to the tasks of the project, but also identify personalities you feel ---------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------combined energies focused on a common goal. 2. Choose --------------------- people If you want your team to be really ------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------to the project. If, for example, you're trying to come up with a new way to track customer ------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------choose people for your team who together will provide a broad perspective on your project. 3. Delegate Once you've chosen your team and ----------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------very quickly if they do not have the freedom, access to tools, and other resources they need to complete their work. Once you have set forth your guidelines, your job becomes making sure they can do theirs. Avoid telling ----------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------------support your team needs to achieve those goals. 4. Monitor progress In an ideal world, you'll have ------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------the project is on track. Provide, as necessary, a forum where you and the team can share concerns, successes, and project status on a regular basis. If necessary, you may find you need to assign a team leader, or redefine the project ------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------pushes through obstacles on its own, individuals draw closer together, and their success gives rise to confidence and camaraderie. 5. Celebrate ------------------------ When your team accomplishes or ------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------and describe the positive impact their work will have on your organization and your customers. ------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------for it as the team takes on more responsibility. Quick tips for effective teamwork  Pick team mates who are hard ------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------as effectively as possible.  Know your ----------------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------sharing will be.  Check in with your -------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------make plans for the future.  Remember that team contribution takes many forms. Team work includes taking notes/minutes at meetings, brainstorming outside of meetings, -------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------snacks to make the meeting for enjoyable.
  • 16.  Talk to each other. ------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------. Each team member should feel comfortable making their voice heard.  In order to truly unite ---------------------------------------------------------------- team mates are focused and calm.  Conflicts may make for a ------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------or resentment later on.  Separate the idea ---------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------their ideas. Working ------------------------------- Team In order to achieve success as a team, one must know exactly how to work as a cohesive unit. According to a recent study discussed in the paper “The -------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------stemmed from communication failures among crew members”. Not all team work will involve ---------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------ensure success. This statistic prompted airline ----------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------of standard tools and behaviors to improve safety and ensure effective communication”. --------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------. The more you know about your field, co-workers, and assignments the more you can effectively communicate and get the job done. Example- I am referring here MSA Safety Company. As the MSA Safety Company ---------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------------------------project-level teams. Those firms serious about -------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------initiatives and strategies. There are a few key ------------------------------------------------------------------------- if they are to move forward: • You don’t form ------------------------------------------- them. • Teams and team ------------------------------------------- results. • Know what ------------------------------------------------------------- collaboration efforts. • The team is ----------------------------------------------------- team looks like. • Team -----------------------------------------------------------, not an event. • Just-in-time is ----------------------------------------------------- a team. • Development must be a felt need of the team. • Use the ------------------------------------------------ the team. • There are no shortcuts to team effectiveness. • Willingness precedes skill when it comes to collaboration. There are five stepping stones in the path to team development: • Orient -------------------------------------------------------------------- team. • Define the team purpose to ensure clarity of task and alignment by all. • Develop mission-critical team processes and skills. • Build ---------------------------------------------------------------------------. • Ensure ongoing evaluation ----------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------- making adjustments accordingly. Building high-------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------rather than taxing them. 5. Discuss Perceptual Selectivity and Perceptual Organisation. What are the Perceptual errors which occur in the organisation and how to overcome these?
  • 17. Perceptual -------------------------------------------------------- Organisation-  Selective perception is the process by which individuals perceive what they want to in media messages while ignoring opposing viewpoints. It is a broad term to --------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------interpret sensory information in a way that favors one category or interpretation over another. In ---------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------believe this process occurs automatically. Selective perception may refer to any -------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------of cognitive, perceptual and motivational biases, and people tend not to recognize their own bias, though they tend to easily recognize (and even overestimate) the operation of bias in human judgment by others. We process and interpret the incoming ------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------may be defined as the dynamic psychological process responsible for attending to, organising and ----------------------------------------------------- process are illustrated in Figure 1. From a psychological point of view, the ----------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------processing. The bottom-up phase concerns the way in which we process the raw data received by our sensory apparatus. One of the key characteristics of bottom-up processing concerns the need for selectivity. We are ---------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------so that we can focus on what is important. On the other hand, `top-down' ----------------------------------------------------------------------------------------------------------------- ------------------------------------------------------our need to make sense of our environment and our search for meaning. This distinction between ------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------. For example, the missing ------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------- of the human reader: This sentnce us incorrect, -------------------------------------------------------- d it In the above example, our top------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------incoming raw data. All of us have a similar nervous system and share more or less common sensory equipment. However, we have different social and physical backgrounds -------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------world `as it really is'. This idea of the `real world' is somewhat arbitrary. In fact, we have, ----------------------------------------------------------------------- perceptual world. Perception is a dynamic process because it involves ordering and attaching meaning to raw sensory data. Our sensory apparatus is bombarded with vast ------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------of it and interpreting it. Therefore, it can be said that perception is an information-processing activity.
  • 18. This information processing concerns the ---------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------choose from the stream of sensory data to concentrate on particular elements and to ignore others. The internal and external factors which affect selective attention are illustrated in Figure 2.  The external factors affecting selective ------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------which are described in Table 1.   However, it may be noted that we ------------------------------ to the pattern of stimuli available to us. Our attention is also influenced by context Factors. For example, the ------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------------will mean quite different things to those within earshot and -------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------of the context also affect our attention. The internal factors affecting perception are:  Learning: Our past ------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------stimuli and to ignore other information.  Personality: Our personality traits ------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------and not others.  Motivation: We are more likely ---------------------------------------------------- that find motivating. Much of perception can be described as classification or categorisation. We categorise people as male or female, lazy or energetic, extrovert or shy. We ---------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------that these categories are learned. They are social constructs. What we learn is often culture-bound or culture-specific. For example, the British revulsion at the thought of eating dog (classified as pet), the Hindu revulsion at ---------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------emotions based on learned values. However, different people ---------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------, our personalities, our motivations - contribute to the development of our expectations of the world around us--------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------less attention to information that does not.
  • 19. Our categorization process and the ------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------. Perceptual organization is the process through which incoming stimuli are organized or patterned in systematic and meaningful ways. Max Wertheimer first identified the ----------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------stimuli that are physically close to each other and which thus appear to `belong' together. For example, note ------------------------------------------------------ six blobs here: The `similarity principle' states ---------------------------------------------------------------------------------------------------------------- ---- some respect. For example, note how ---------------------------------------- eight objects: The fact that we are able to --------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------as the `principle of closure'. Perceptual organization is the process ------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------think about the main screen of Microsoft Word, you have buttons along the top which represent -------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------, making it easy to understand their basic purpose. This idea holds true for all of the applications in the Microsoft Office suite, and many Windows-based applications. We care about perceptual organization ------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------that suits our purpose. If you think about the Microsoft Word example again, commands are grouped together at the top. We know to look there if we want to execute some sort of command. Similarly, if we ------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------conclusions through visual organization. Perceptual errors which ------------------------------------------ overcome these- The main ------------------------------------------------------------------- the following:  Not ------------------------------------------------------------------------ other people.  Basing our judgements on ---------------------------------------------------------- or insignificant.  Seeing what we ---------------------------------------------------------------------not investigating further.  Allowing early information ---------------------------------------------------------------------contradictory information.  ---------------------------------------------------------------------uncritically.  Allowing our own ---------------------------------------------------------------------others and how we judge them.  Attempting to decode non----------------------------------------------------------------------in which it appears.  Basing ---------------------------------------------------------------------evidence. Thus, it is clear ---------------------------------------------------------------------can be overcome by:  Taking more ---------------------------------------------------------------------judgements about others.  Collecting and consciously using more information about other people.  Developing self----------------------------------------------------------------------affect our perceptions and judgements of other people.  Checking our attributions - ---------------------------------------------------------------------of personality and appearance on the one hand and behaviour on the other. Therefore, it can be said that if we are to improve our understanding of others, we must first have a well-developed knowledge of ourselves -- our strengths, our preferences, our weaknesses and our biases. The development of self-
  • 20. knowledge can be an uncomfortable ---------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------norms and to the communication barriers erected by status and power differentials. This ------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------growth. Adrian Furnham (1997) argues ---------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------is particularly ------------------------------- context. These are:  Central tendency: --------------------------------------------------------of the rating scale.  Contrast error: Basing an --------------------------------------------------------than on established performance criteria.  Different from me: Giving a poor --------------------------------------------------------not possessed by the appraiser.  Halo effect: Appraising an employee --------------------------------------------------------, for example) because s/he is perceived highly by -------------------------------------------------------- (attractiveness).  Horn effect: The opposite of --------------------------------------------------------one quality (attractiveness) influences poor -------------------------------------------------------- (performance).  Initial impression: Basing an --------------------------------------------------------has behaved throughout the period to which appraisal relates.  Latest behaviour: Basing an --------------------------------------------------------recent behaviour.  --------------rating: Perhaps the --------------------------------------------------------in appraisal mostly to avoid conflict.  Performance ------------- error: Giving --------------------------------------------------------qualities, because they happen to follow each other on the appraisal form.  Same as me: Giving a --------------------------------------------------------possessed by the appraiser. Spillover effect: Basing this appraisal, good --------------------------------------------------------on how the person has behaved during the appraisal period.  Status effect: Giving those in higher level --------------------------------------------------------in lower level jobs.  Strict rating: Being consistently harsh in appraising performance. To buy MBA assignments please use below link https://ignousolvedassignmentsmba.blog.spot.in/ KIAN PUBLICATION ignousolvedassignmentsmba@gmail.com kianpublication1@gmail.com ignou4you@gmail.com