MB0038 – Management Process and Organisational Behaviour

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ASSIGNMENT

 

 

Note: Answer all questions. Kindly note that answers for 10 marks questions should be approximately of 400 words. Each question is followed by evaluation scheme.

 

Q.1 (a) A vision statement is a formal statement of what a business wants to be. According to Collins and Porras, a vision statement should have four parts. What are those four parts?

 

Answer: Parts of vision statement:

 

1. The core values:

 

These are those things very close to your heart that you will not give up at any cost. It can be integrity (for example, I will never cheat on the taxes I have to pay) or quality (I will never use a lower quality wood), etc. Usually we say that you should have only 4 to 6 core values. Of course, personal values and business values may differ.

 

2. Core purpose:

 

It is the purpose of the organization, for example, to make furniture. This is something that you want to achieve within the framework of our

 

 

 

(b) Differentiate between ‘process’ and ‘tasks’

 

Answer : Process is a collection of related, structured activities or tasks that produce a specific service or product (serve a particular goal) for a particular customer or customers. It often can be visualized with a flowchart as a sequence of activities with interleaving decision points or with a Process Matrix as a sequence of activities with relevance rules based on the data in the process include the strategic planning process, talent planning, expense and capital budgeting, performance management systems, product planning

 

 

 

Q. 2 Planning is called as the cornerstone of management. Define planning and describe the importance of planning. Explain the types of planning.

 

Answer : Definition of planning :

 

Planning (also called forethought) is the process of thinking about and organizing the activities required to achieve a desired goal. Planning involves the creation and maintenance of a plan. As such, planning is a fundamental property of intelligent behavior. This thought process is essential to the creation and refinement of a plan, or integration of it with other plans; that is, it combines forecasting of developments with the preparation of scenarios of how to react to them. An important, albeit often ignored aspect of planning, is the relationship it holds with forecasting..

 

 

 

 

Q.3 What is meant by ‘span of control’? Differentiate between narrow span of control and wide span of control. What are the factors that influence the span of control?

 

Answer :  Span of control:

 

Span of control is the term now used more commonly in business management, particularly human resource management. Span of control refers to the number of subordinates a supervisor has.

In the hierarchical business organization of some time in the past it was not uncommon to see average spans of 1 to 4 or even less. That is, one manager supervised four employees on average. In the 1980s corporate leaders flattened many organizational structures causing average spans to move closer to 1 to 10. That was made possible primarily by the development of inexpensive information technology.

 

Difference between narrow span of control and wide span of control :

 

1. Required Supervision:

 

 

 

Q.4 Define Organisational behaviour. What are the various approaches to Organisational behaviour? 

 

Answer : Organisational behaviour:

 

Organizational behavior is a field of study that investigates the impact that individuals, groups and structures have on behavior within an organization for the purpose of applying such knowledge towards improving an organization’s effectiveness. It is an interdisciplinary field that includes sociology, psychology, communication, and management; and it complements the academic studies of organizational theory (which is focused on organizational and intra-organizational topics) and human resource studies (which is more applied

 

 

Q.5 Perception is the way we see and interpret things. Explain the importance of such ‘perception’. What are the factors affecting perception?

 

Answer : Importance of perception :

 

The relationship between perception and organizational behavior stems from the role that the perception of an employee regarding factors in an organization influence the manner in which he or she reacts or performs in the organization. This process of perceiving something is a truly complicated one that is often shaped by individual preconceived notions regarding certain factors. As such, it is possible for two people to look at the same object and still manage to perceive it in wholly different ways. Sometimes, there are certain aspects that lend themselves to a more uniform sort of perception than others, even if there will

 

 

Q.6 Give the definition and importance of ‘motivation’. Describe Maslow’s hierarchy of needs theory.

 

Answer:  Definition of motivation :

 

Motivation is one of the most important factors determining organizational efficiency. All organizational facilities will go to waste in absence of motivated people to utilize these facilities effectively. Every superior in the organization must motivate its subordinates for the right types of behavior. The performance of human beings in the organization is dependent on the ability in the motivation. Rensis Likert called motivation as” the cost of the management”. Motivation is an effective instrument in the hands of management in inspiring the workforce.

 

Importance of motivation :

 

1. Best utilization of resources:

 

Motivation ensures best and efficient utilization of all types of resources.

 

 

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