Management Function & Behaviou

S. No.

Questions

1.

How can the field of OB contribute to the effective functioning of organizations and the well
being of the individual?
How are leadership theory and styles related to employee motivation? Explain with suitable examples.
Discuss in detail the contribution of Taylor to the development of Management thought.
Do you think when managers make decisions they follow the decision making steps as has been
conceptualized in the rational decision making model? Which steps are likely to be overlooked or
given inadequate attention? What can be the possible consequences of overlooking any of the steps?
Participation is an excellent method for identifying differences and resolving conflicts. Do you agree
or disagree. Discuss with suitable examples.
Why does communication break down? How can communication be improved?

2.
3.
4.

5.
6.

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Leadership Issues
The inability of some leaders to create a conducive environment for communications in the workplace
can lead to incomprehension and inattention. For example, if a manager "barks" orders rather than
treating employees respectfully when delegating tasks, workers might stop listening altogether. Another
communication problem can occur if a manager gives vague or inconsistent directives. Finally, a
manager who ignores issues and closes his door for most of the day creates a barrier that prevents
active communication.

Rapid Growth
Rapid growth in your small business can be great initially for profits, but it can ultimately cost you money
if it adversely affects the communication in your facility. In periods of expansion, the workload becomes
greater and hiring new employees often becomes necessary. More people necessitates more training
and mentoring. Management and longtime employees might have difficulties adjusting to new
personalities and the need for more communication. Also, you might be adding employees who speak

English as their second language, which can cause additional problems with comprehension in both
speech and written documentation.

Conflicts
Breakdowns in communicating between staff members as well as management can occur due to
disagreements and personality clashes. When conflicts are not properly managed, they can grow into
large disputes in which employees stop speaking. Even if conflict only exists between two workers,
the morale of the entire company is likely to suffer to the point that communications throughout your
enterprise come to a standstill. Invest in conflict resolution training for managers and staff to help
improve communication techniques for the entire workforce.

Distractions
Physical disturbances at the job also can result in ineffective communication. When a company's
production process causes a lot of noise, for example, the staff will find it difficult to focus on work
conversations. Another circumstance that can interfere with work communications is when managers
allow employees to use headphones at work, make personal phone calls on a regular basis
or engage in Internet surfing. This too-casual environment can distract employees from active
listening, which is a key component of effective communication.
2-

In theory, the fact that people are living longer, healthier, more fulfilling lives

is good news for society.

Figures from the 2011 census, released last week, show that one in six of the
population are aged 65 and above the largest proportion seen in any census
and no doubt in part due to the huge advances made in healthcare over the
past 100 years. However, as the average age of Britons increases, it also raises

serious questions about how we can adapt to reflect the needs of an older
population, in particular, how we ensure that there is a two-way dialogue
between seniors and the state.
Now 16.4% of the population, this is an important demographic segment for the
government, arguably requiring more public services than other sections of
society, especially in health and social care. It is therefore imperative that the
government is doing all it can to ensure that its communication with senior
citizens is effective, especially as older people are most at risk of becoming
isolated.
From council tax notifications to letters from our GP, we all rely on information
communicated to us by the state. However, unless communication is effective
and considers the specific requirements of senior citizens, response rates can be
low.
We recently commissioned a YouGov study into the ways government could
more effectively communicate with citizens. It suggested that 78% of those
aged 55 and over thought government communication could be improved if
it was clearer about what it was asking from recipients, higher than any other
age category surveyed. This could include correspondence telling senior citizens
where and when to attend a hospital appointment, or a letter with information
about their current benefit entitlements. A further 37% said highlighting of key

information in bold or "strong" colours would help response rates to government

communication, while 66% of those questioned suggested use of more simplistic
language would help.
This isn't an issue limited to these shores. Figures from a
Canadian report on the topic suggest that more than 80% of Canadian seniors
"have low literacy skills that do not enable them to cope well in today's complex
knowledge society, or to make effective use of such documents as transportation
schedules, maps and charts".
However, it is as much about communication preference as it is about ability,
and knowing which communication channels senior citizens are most likely to
respond to will not only increase the likelihood of reply, but also reduce the
response time.

While the number of senior citizens with access to mobile phones is on the rise,
none of the over 55 age bracket we surveyed said they wanted to receive
government communication by text message. Some actually went further still,
with 41% saying they would be most likely to ignore government correspondence
if it was sent by text. Just over half the respondents wanted to receive
correspondence from the government in the form of a letter, while more
surprisingly, 39% of over-55s favoured contact by email.

If society wants to be able to effectively cater for the growing number of over-65s
then it will need as much quality data on the age bracket as possible. The
government is in a prime position to take advantage of solutions commonly
used in the private sector, such as high-performance analytics, which empowers
public servants to make better judgment calls faster.
Despite the government's commitment to ringfence health budgets, the reality
is that a growing, ageing and diversifying population means pressure on the
limited resources of the health service will only grow. To achieve the necessary
efficiencies, without compromising frontline services or fairness, will require a
radical transformation in the way the NHS operates.
Also important is the government strategy towards services reflecting local needs,
where local authorities will be the key player in using new delegated powers.
They will have a crucial role to play in ensuring that services in their
communities are efficient and effective, offer good value for money and deliver
what people actually want. So they also need as much quality data as possible on
local citizens.
Knowing the right channels, and the right ways to communicate with the UK's
older people will make this possible. It will also mean that central and local
government will be better equipped to respond swiftly to changes in public
service demands and thus provide its citizens with what they need, when they

need it.

7.

What is departmentalization? Why is it required? Discuss any one form of departmentalization.

Ans:- Departmentalization refers to dividing a given organization into different departments so as to

perform specific tasks according to their specialization. Examples of departmentalization in an
organization includes geographical, product and functional.

* The word departmentation generally refers to the process of grouping jobs into different logical units.
It is the process of categoring an organisation based on departments to facilitate planning and control.
the most common method of departmentation is separating different units as per their function. Most
organisations mostly consist of the following departments:
* sales and marketing
* production
* finance
* human resources
* materials and logistics
To accomplish organisational goals, job tasks can be sub divided in a variety of ways. There is no one
best way of departmentation that is applicable to all organisation. It differs from situation to situation.
It is the method of grouping jobs and resources into department.,
Most organisation use a combination of the following types of departmentation:
* departmentation by simple numbers
* departmentation by function
* departmentation by geography
* departmentation by product..
2- When a business is split ed up into a number of sections or division and they are situated under the
same roof, these sections or divisions are known as Departments. Each departments may deal with
ifferent type of commodity. They maintain their accounting in a set of books. In such a condition,
departmental Account refers to the maintenance of accounts of a business in a manner that makes
it possible to ascertain the operational results of each activity/section/division/or department by
preparing separate Trading and Profit and Loss Account. If business organisation is engaged in
various lines of business, the preparation of Departmental Accounts is almost a financial necessity
and managerial responsibility.
Departmental Accounting is a vital one for large prosperous business organizations. It controls wastage
& misusing, compensates employee in terms of profit and commission, compares performance and
progress of year to year or department to department or similar type of firm to firm, consolidates all
kinds of operations or profitable lines, formulates suitable business policies for its expansion identifies
the efficiency of its worker, serves to fulfill financial necessities and managerial responsibilities, and it
evaluates employees contribution to the organization, etc

8.

What do you understand by authority and power? How are they different from each other?

Ans:As companies expand and become more complex, no matter what organizational
structure is in place, people must work with each other across reporting lines. It
doesnt work to say, Do it because I told you so.
But were the good old days really so good? Hierarchical systems replicate parent
child relationships and create dependency. Worse yet, authority-based systems are a
breeding ground for abuse of power and are prone to creating oppressive work
environments.
Leading without relying on authority is a higher evolutionary skill. It supports
developing adult relationships based on mutual objectives and creates work
environments grounded in respect for human dignity.
The 8 Portals of Influence Ways to Influence Without Authority
1. Character Your own character is your greatest source of influence. Do you lead
2.

by example and follow through on your commitments? Are you respectful,

3. authentic and trustworthy? People will believe you are motivated by the
4. common good and not personal gain.
5. Expertise Do you have content knowledge and experience? Are you a
6. thought leader? Do you understand the process needed to accomplish the
7. objective? You can influence by providing a clear logic, an explanation of the
8. benefit, and reassurance that it is the right course of action.
9. Information Do you have access to valuable information? You can influence
10. by providing data and proof.

[Link] Do you form close relationships with people? Do they enjoy

12. working with you? Do you engender loyalty? You can influence by appealing to
13. shared values and your emotional connection.
[Link] intelligence Do you offer insight into interpersonal issues that interfere
[Link] work and help facilitate resolution of issues? People trust that youll be able to
16. help them work together effectively.
[Link] Do you put the right people in touch with each other? Can you garner
the endorsements of credible people? People will trust that you will get the support
18. needed.
[Link] Do you seek win-win solutions, unify coalitions and build
20. community? People will trust that you can help them become a high performing
21. team that accomplishes its objectives.
[Link] Do you have access to financial support? If financial resources are
[Link], its easier to influence when you can ensure adequate funding is available.
Build your muscles before you need them.
Too often we rely on one source of influence, and when it doesnt work, there is no
fall-back. If you always influence through the logic of expertise, you will have little
impact on those who are more open to an appeal from someone they have a personal
connection with.
When you develop more of these portals, you have more options; and you have the
opportunity to step back and consider which is the best portal for a particular situation.
3 Guidelines to Influence Without Authority
1. Put it out there. Communicate clearly what you want. First be clear with yourself

2.

because if youre not, it will be difficult to be clear with others. Then make sure

3.

youve been understood correctly.

4. Be transparent. No hidden agendas. Dont withhold information. Or if you do

5.

need to withhold information, provide an explanation of why. People respect a

6. sincere attempt at influence and resent being manipulated.

7. Do your best AND be willing to let go. If an appeal to logic doesnt work, try
8. a different source of influence such as an appeal to values, building a credible
9. network of support, or obtaining financial resources. However, theres a difference
[Link] influencing and driving an agenda. If you are too attached, you are less
11. likely to be heard. At some point, if you have done your best and have not been
12. successful, you need to let it go.
There are no guarantees.
When we move away from a control-base approach to leadership, not all efforts to
influence will be successful. Failing to influence does not mean you made a mistake.
It might have been a good idea but the wrong time. Or it might have been the wrong
idea maybe you had a blind spot or didnt see a bigger picture.
When we shift from authority-based to influence-based leadership, we have to accept
that we are not always in control. However, the reality is that we actually never were.