Q1. List the types of organizational structure? Mention the basic elements of Organizational Structure. Explain any three elements. The three types of organizational organizational structure structure are a. Line Line org organ aniz izat atio ion n b. Sta Sta org organ aniz izat atio ion n c. Functio unctional nal organ organiza izatio tion n The basic elements elements of Organizational Organizational Structur Structure e are a. b. c. ". e. f.
Hier Hierar arc chy Division Division of wor wor or speciali specializati zation on !nit !nity y of of com comma man" n" #utho #uthorit rity y an" respon responsi sibil bility ity $entraliz $entralizatio ation n an" an" Decentra Decentralizat lization ion Depa Deparrtment mentat atiion
a) Hierarchy It is also known as the chain of command. As we know, an organization is sliced into three levels viz, top, middle and bottom level. Across these levels are many positions that are held by people. Depending upon these positions people enjoy their authority and responsibilities. people placed at the top in the pyramid enjoy a large amount of authority. The moment we climb down the pyramid, employees start having more of obligations to be fulfilled towards their seniors and enjoy minimum amount of authority. This This unbroken line of authority and responsibility establishes the pattern of hierarchy in every organization. It is helpful in establishing the relationship between a senior and his subordinates. b) Division of work or Specialization being human beings we have our own physical as well as mental limitations. Due to this, a person needs to perform the task where he is well ualified!skilled!e"perienced. #.$. #.$.Tay Taylor lor has introduced the concept of specialization in his scientific management theories. %ince then companies have universally practiced this system. Division of work is also reuired to bring about efficiency in performing a task. &y repeating the task again and again, the person becomes specialized in it. Thus, to increase productivity, productivity, to reduce comple"ities and confusions at work, division of work is very essential. It not only trains a person at work, also provides satisfaction to him. &y specializing a task, segregation o f activities becomes easier and it becomes simple to form a structure. c) Unity of command no man can serve two masters alone, 'enri #ayol borrowed this idea from &ible and implemented in his principles o f administrative management. (nity of command means that a subordinate has to be responsible to one senior only. 'e will be getting the orders from one boss and will be answerable to that boss. This is done to
minimize misunderstandings and chaos. &y providing a single source of authority through which the instructions and orders will flow towards the subordinates, they will get proper guidance and will be easily managed and controlled by their senior.
unity of Command
Q2. Explain the nature of interpersonal behaior. !escribe the "ohari #in$o# mo$el.
Interpersonal behaviour determines the depth of relationships. A relationship is normally viewed as a connection between two individuals such as parentchild relationship, teacher)student relationship or employer)employee relationship. *eople in a relationship influence others, share their thoughts and feelings, and tend to engage in common activities together. These relationships usually involve some level of interdependence on the part of each member of the group. This interdependence results in positive behaviour shown by group members towards each other, which at last develops good interpersonal relationships. +eorge evinger has proposed a model of relationship development that consists of five stages(a) Acuaintance ) at this stage, two people come in contact with each other and start interacting. If they start liking each other their interactions will move to the ne"t stage, (b) !uildup)this stage is marked by trust, care and sensitivity towards each o ther. ontinuity of relationships depends upon the degree to which each member shares common habits, background, interests, likes, dislikes etc., (c) Continuation this stage follows mutual trust and understanding to form long term relationships. (d) Deterioration not all relationships pass through this stage but those where mistrust, betrayal, bitterness, dislike creeps in cease to e"ist (e)"ermination the final stage is marked by the end of relationship. "he #ohari $indow is a communication model that can be used to improve understanding between individuals. The model was named as window for the purpose that we can see others clearly through the window, and others can also view us from the o ther side of the window. The /ohari $indow comprises four uadrants which represent an individual%s personal awareness across four different stages) open, hidden, blind, and unkno wn. The lines dividing the four uadrants are like window shades, which can move as communication progresses. Individuals are compared with others on the basis of their behaviour, motivation, feelings, needs, interest, etc. There are two techniues used in /ohari window ) feedback and disclosure. #eedbac k is used to make people aware about their behaviour of which they are unaware and disclosure is used to disclose our own information to others.
%llustrates the model of #ohari $indow #ohari $indow can be used to&
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Assess and improve a group0s relationship with others.
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Improve self)awareness and mutual understanding among individuals of a group.
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&uild trust between individuals by disclosing and providing feedback .
Q%. !e&ne the term 'learning(. Explain the theories of learning. "heories of 'earnin
There are several approaches to learning. The y are as followsI. lassical conditioning II. 1perant conditioning III. %ocial learning I2. ognitive learning 2. *rogrammed learning % Classical Conditionin& This approach e"plains the learning of refle" behaviour. An e"ample of a refle" behaviour is) when stuck with a pin we flinch without thinking. Pavlov a 3ussian scientist conducted a remarkable e"periment on his d og. Pavlov observed that his dog began to salivate as soon as food was offered to it. It did n ot salivate when a bell was rung. Thereafter he trained his dog by ringing a bell and then offering food to the dog. After sometime he noticed that dog would salivate as soon as the bell was rung. %% *perant conditionin& B. F Skinner is closely associated with this learning theory. 1perant conditioning is based on the fact that voluntary behaviours are learnt. As human beings we learn behaviour because we find it rewarding. In the same way we can unlearn behaviour if its conseuence becomes unrewarding or punishing. Thus a child learns to become obedient because he is rewarded with parental love and appreciation. %imilarly a child stops bad behaviour when punished. %%% Social learnin& This theory of learning is an e"tension of operant conditioning. Albert Bandura demonstrated that people learn or unlearn behaviours even by watching others being rewarded or punished for a particular behaviou r. $e decide on our behaviour by watching others.
In other words we keenly watch others around us then develop a mental picture of a behaviour and its result and finally we try the behaviour ourselves. %+ Conitive learnin& %o far in the theories discussed that the learner pla ys merely a passive role. ognitive learning is built around what happ ens within the individual while learning and it investigates the motives, feelings, attitudes, memory and cognition of the learner. In cognitive learning analysis and interpretation of data helps us to learn new patterns of thoughts and relationships. + ,rorammed learnin& 4ver since you entered school and then college you have undergone a very structured learning process in which you pla yed a very active role. This learning also involves successive steps and immediate feedback.
&'. De(ne )personality%. *+plain the personality traits in,uencing organizational behavior. The wor" personality has been "erive" from the Latin wor" per sona that means to speak through. The concept goes bac to the people of ancient -reece an" ome. During those "ays the public of -reece an" ome entertaine" themselves through stage shows. The actors of the show use" to wear huge mass for representing their i"eas very sharply. Thus/ it was treate" as a way to in,uence people. From there the term personality got evolve". 0ersonality refers to in"ivi"uals personal traits that can be both e+ternal an" internal. 1t helps in "ierentiating between two in"ivi"uals as the in"ivi"uals are uni2ue/ personal an" a ma3or "eterminant of personality.
,ersonality "raits influencin *ranizational !ehaviour
The various personality traits that influence the behaviour of people in organizations are Locus of Control locus of control is of two types- Internal locus of control and e"ternal locus of control. *eople with internal locus of control believe that what all happens in their life can be controlled by them and they are the masters of their destiny. $hereas, the people with e"ternal locus of control believe that whatever happens to them is due to their destiny or luck. They give up everything very easily. Internals are more satisfied than e"ternals as they establish a link between their efforts and performance. Authoritarianism it refers to the belief that power and status differences should prevail in organizations. %uch people are fascinated by jobs and positions that demand high status and a great amount of authority. Authoritarian people give more respect to their seniors who e"ercise more control over others. They stick to their beliefs and work with rigidity. %uch people follow autocratic or directive leadership to command others.
Self - Esteem refers to the degree to which an individual likes or dislikes himself. The way a person interacts with others largely depends on how he perceives himself. A person who is confident and happy about himself will always interact with others happily. *eople with high self)esteem are self)assertive, courageous, seek responsibility, and are optimistic and v ery open) minded. $hereas, people having low self)esteem are introverts, lack confidence, and are submissive and pessimistic in nature. Machiavellianism 5iccolo 6achiavelli proposed a brutal strategy in the early 7899 for seizing and holding political power. %uch people are known as hih mach people . According to 5iccolo if a person wants something, he can get it at the cost of e"ploiting and manipulating others. Introversion and Extroversion these terms are associated with an individuals interpersonal orientation. 4"troverts as discussed are e"pressive, sociable, out)going, and friendly in nature, whereas Introverts are shy, submissive, uiet, timid and retiring. The career patterns of both introverts and e"troverts are totally different. 4"troverts are suitable for jobs where freuent interaction with others is reuired such as in sales, marketing, 'uman 3esource. 1n the other hand, introverts can perform the tasks well that are a nalytical in nature and reuire less interaction with others, such as that of a finance officer, research analyst, uality controller etc.
&4 How is a lea"er "ierent from a manager5 Describe the styles of lea"ership. The terms leader and manager are generally used interchangeably. A leader influences others whereas a manager can manage also. A manager can be a leader but a leader may not be a manager. In other words all managers are leaders but all leaders are not managers. $e can differentiate leaders and managers on the following points. •
eadership is a narrow term, but a manager is more than a leader.
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eadership doesn:t reuire any organized structure. It e"ists in unorganized groups. 6anagers have need of an organized structure.
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eader influences others to make every effort for group goals, whereas managing includes planning, organizing, staffing, directing and controlling. eadership is one aspect of it.
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The authority of the leader depends upon the followers who give consent to be influenced. A manager has formal authority from the top management.
Styles of Leadership& eadership style refers to the behaviour of the leader. It is a pattern which a leader is reflecting. There are three different types of leadership styles- Autocratic, *articipative and aissez)faire
a) Autocratic Style: Autocratic leadership style is also known as authoritarian style. An autocratic leader believes in strict commands. 'e passes orders and relies on negative influences. 'e gives orders which must be obeyed by his subordinates. 'e determines policies of the group without consulting them. 'e passes orders to the group without revealing their future plans. In this style, the leader remains aloof from the group. 'e gives criticism and praise individually.
Autocratic style b) Participative style: *articipative style is also known as democratic style. In this style the decision making power is dispersed among the g roup members. *olicies are worked out in group discussions and with the acceptance of the group. *raises or blames are a group factor. Decisions are not unilateral as they arise out of group consensus.
,articipative style c) 'aissez- faire style& This leadership style is also known as free)rein leadership. The leader acts as a supervisor. +enerally self managed teams have this kind of leadership. It is also called
permissive leadership. A free rein leader does not lead but leaves the group entirely to itself. $e can understand it from the following figure.
'aissez-faire style
#ree rein leaders avoid power. In this leadership style the group establishes its own goal and works out its problems on its own. The leader leaves all responsibilities to his subordinates.
Q). Explain the characteristics of a team. !iscuss $i*erent types of teams. Characteristics of a "eam& •
A team comprises people who are mutually accountable to each other.
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There is a high level of interdependence among members of the team and each member is motivated enough to contribute towards the group goals.
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6embers of the team are able to e"amine errors without having personal attacks.
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A team produces positive synergy due to the coordinated efforts e"tended by team members.
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The members of the team share complementary skills. #or e"ample, imagine a hospital where there are only doctors with no nurses, lab technicians, attenders or clerks to assist. In this case, the doctors cannot manage the hospital.
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In a team, the rewards and punishments are given to all the members of the team. If only the captain is appreciated or rewarded on winning a match, then it will definitely demoralize the other team members.
The leader of the group holds good people skills and adopts a team approach. +reg happell, the former coach of the Indian cricket team was criticized as very autocratic and dominant and thus, failed to be a good coach for the team.
"ypes of "eams
There are four types of teams commonly found in organizations. ;a< ,roblem solvin teams These teams comprise 8)7= employees from the same department. The team members are informed about the departmental problems such as problems related to cost, uality, absenteeism of workers, dissatisfaction among employees, dela yed delivery of finished goods, inadeuate working conditions, poor supervision, etc. ;b< Self-manain teams- These comprise 8 to =9 multiskilled members. The team works on its own once the team members receive targets to be achieved. The team members nominate their own leader, lay down plans, formulate strategies, allocate the resources, hold meetings to co ntrol group proceedings, give and take feedback, check out deviations, take their own decisions, choose members for their team, etc. ;c< Cross-functional teams These teams consist of employees from the same hierarchical levels, but from different sections!units! departments of the organization. These teams are created for specific purposes, and once the target is achieved, the team is disbanded. ;d< +irtual teams- The members of virtual teams are geographically dispersed across the organization!nation or world. The team members are linked together through electronic de vices or internet. There is absence of face)to)face interaction between the team members. 2irtual teams are helpful where the group members cannot meet each other, and thus, speed up the pace of activity.
