Assignment-A

Assignment-A

Q1). Explain the importance of self awareness in building self concept.

A.1 Self-awareness is one of the first components of the self-concept to emerge. While self-awareness is something that is central to each and every one of us, it is not something that we are acutely aware of at every moment of every day. Instead, self-awareness becomes woven into the fabric of who we are and emerges at different points depending upon the situation and our personality. We are not born with self-awareness, however. Researchers have demonstrated that the awareness of ourselves begins to emerge at around one year of age and becomes much more developed by around 18 months of age.

How Do Experts Define Self-Awareness? "Self-awareness is a psychological state in which people are aware of their traits, feelings and behaviour. Alternately, it can be defined as the realization of oneself as an individual entity."(Crisp & Turner, 2010)

Self-awareness is "..a psychological state in which one takes oneself as an object of attention."(Franzoi, 1996)

When Does Self-Awareness Emerge?Lewis and Brooks-Gun (1979) conducted some interesting research on how self-awareness develops. The researchers applied a red dot to an infant's nose and then held the child up to a mirror. Children who recognize themselves in the mirror will reach for their own noses rather than the reflection in the mirror, indicating that they have at least some self-awareness. Lewis and Brooks-Gun found that almost no children under one year of age would reach for their own nose rather than the reflection in the mirror. About 25 percent of the infants between 15 and 18 months reached for their own noses, while about 70 percent of those between 21 and 24 months did so.

It is important to note that the Lewis and Brooks-Gun study only indicates an infant's visual self-awareness; children might actually possess other forms of self-awareness even at this early point in life. Researchers Lewis, Sullivan, Stanger, and Weiss (1989) suggest that the expression of emotions involves self-awareness as well as an ability to think about oneself in relation to other people.

How Does Self-Awareness Develop?Researchers believe that an area of the brain known as the anterior cingulate, a region of the frontal lobe, plays an important role in the development of self-awareness. The Lewis and Brooks-Gun experiment indicates that self-awareness begins to emerge in children around the age of 18 months, an age that coincides with the rapid growth of spindle cells in the anterior cingulate. Researchers have also used brain imaging to show that this region becomes activated in adults who are self-aware.

Types of Self-AwarenessPsychologists often break self-awareness down into two different types, either public or private.

Public Self-Awareness: This type emerges when people are aware of how they appear to others. Public self-awareness often emerges in situations when people are at the center of attention, such as when giving a presentation or talking to a group of friends. This type of self-awareness often compels people to adhere to social norms. When we are aware that we are being watched and evaluated, we often try to behave in ways that are socially acceptable and desirable. Public self-awareness can also lead to evaluation anxiety in which people become distressed,anxious, or worried about how they are perceived by others.

Private Self-Awareness: This type happens when people become aware of some aspects of themselves, but only in a private way. For example, seeing your face in the mirror is a type of private self-awareness. Feeling your stomach lurch when you realize you forgot to study for an important test or feeling your heart flutter when you see someone you are attracted to are also good examples of private self-awareness.

Self-Consciousness: A Heightened State of Self-AwarenessSometimes, people can become overly self-aware and veer into what is known as self-consciousness. Have you ever felt like everyone was watching you, judging your actions, and waiting to see what you will do next? This heightened state of self-awareness can leave you feeling awkward and nervous in some instances. In a lot of cases, these feelings of self-consciousness are only temporary and arise in situations when we are "in the spotlight." For some people, however, self-consciousness can become a chronic condition.

People who are privately self-conscious have a higher level of private self-awareness, which can be both a good and bad thing. These people tend to be more aware of their feelings and beliefs, and are therefore more likely to stick to their personal values. However, they are also more likely to suffer from negative health consequences such as increased stress and anxiety. They sometimes tend to ruminate on events and feelings and may experience more depression.

People who are publicly self-conscious have a higher level of public self-awareness. They tend to think more about how other people view them and are often concerned that other people might be judging them based upon their looks or their actions. As a result, these individuals tend to stick to group norms and try to avoid situations in which they might look bad or feel embarrassed.

Q2) What are the techniques of managing emotions at work? Explain.A.2 There are those known in the workplace for their level head and then there are those known for their not-so-level-head. Emotions are a part of being human but there are ways to manage emotions in the workplace while maintaining your dignity, team relations, satisfaction and productivity in your work.

Whether aware of it or not, while working, people constantly move from one emotional state to another and some emotions present an extra challenge when we encounter them. The five common, hard-to-handle emotions in the workplace are:

Fear (and anxiety) - most often stemming from change or impending change

Anger can result from perceived unfairness in the workplace

Depression either from personal issues at home or resulting from feelings of not being recognised or being overloaded. Can require professional treatment if left unchecked and continues for long periods

Guilt feelings of inadequacy and not living up to the role or the expectations of the role

Insecurity (which can lead to jealousy) often stems from a fear of being excluded

Ways to manage your emotions at work

It is possible to become more aware of your emotions and to be known as a level head!

Recognise your emotions in their early stage, before they feel out of control.Review and understand the source of the difficult feelings you just experienced. Writing these down can help.

Learn to express your emotions in appropriate ways.Once you've identified how you're feeling, allow yourself to deal with those feelings in appropriate ways at work. If you feel angry, for example, take a little time to consider what may have triggered the feeling and consider actions you could take to diffuse such a situation in the future. You don't need to pretend you're not feeling the way you are, but you do need to deal with the emotions so that they do not affect your interactions with others.

Give appropriate feedback to clear the air.For example, if a co-worker has said something in a meeting that offended you and this bothers you, talk with the person about it. Focus on what was said or done without attacking the person individually and remember, even though expressing your emotions can be useful, it's never appropriate to yell at or demean others.

Remember how you managed a problem in the past.Consider how you overcame a similar problem in the past. What worked? What didn't work?

Seek support from a professional.Talking to a professional can help you gain perspective on problems and come up with solutions as well as specific techniques that will help you manage your emotions more effectively.

Build up your emotional resilience.Pay attention to your overall physical and psychological health. Eat well, get enough sleep and exercise regularly - you'll have more energy to meet emotional challenges.

Maintain support systems outside of work.Talk honestly with close friends and family about your concerns to keep perspective.

Cultivate interests outside of work.Not all satisfaction comes from work accomplishments! Find activities and hobbies that help you relax, have fun and take your mind off work.

Learning to deal with emotions and problems before they become overwhelming can encourage a happier workplace with better team participants and, most importantly, an increased sense of control and effectiveness in our lives - both inside and outside of work.

Q3) What do you understand by attitude? Job related attitudes are significant forunderstanding Organizational Behaviour . Explain A.3 Attitude is a reflection of your mind as the way it attends to a problem. This is a relative term, because it changes as per situation. Whether it is positive or negative, depends upon its suitability to the attitude of the receiver, and the ultimate result of the decisions taken. All relative! It is influenced by your formative strengths & weaknesses, grooming back-ground, maturity, and thorough knowledge of the event. Attitude = Effectiveness And Success On-The-Job

Thinking and behaving (attitude) influence the world around us in ways obvious and not so apparent, but the effect is REAL, nonetheless. There are four basic kinds of people in business today.They can be best characterized by their attitudes:

Job Lover

A person can LOVE their job and may, read trade journals,spend hours over working lunches/breaks, have friends that are in the same industry, and also find time to seek out ways to even further improve work or business:By all appearances the MODEL worker right?

WRONG. This employee, business owner, or consultant may miss opportunities by erroneously thinking that all their hard work, without a doubt will benefit them.Throwing oneself into work so fully and energetically can create blinders not only to unexpected pitfalls in the business arena, but may also keep one from fully experiencing personal opportunities.In short, all work and no play makes Jane a dull girl!

Job Doer

Perhaps this Jack or Jane takes a more pragmatic approach:The job as a means to an end.Working like a dog might mean more enjoyable periods of time off, the ability to pay the bills, travel, take vacations, and/or enjoy hobbies.Sometimes it is just the little things pride in a job well done, being responsible, just being a contributing member of society in general!

Still, there is room for growth and self-examination. A job, business, or current opportunity (while it lasts!) can provide one with the basics, maybe more.Sure life is good, but, in the current climate, one must be prepared for the unexpected.

Job Hater

Again it does not matter the title owner, worker, consultant, whatever. Folks in this category may bark out orders whenever possible, complain constantly, frown consistently, and criticize coworkers, boss, company in general.One wonders not how they are able to bring themselves to get out of bed in the morning, but why they are allowed to!

Typically, a person with this type of attitude has too much time and energy wrapped up in expressing these negative feelings that seem to build and explode in a never-ending torrent to consider opportunities. Blindfolded, often opportunities and anything else that could be construed as positive are missed.

Job What?

Most readers will admit to knowing at least one of this type, who can be summed up by their perpetual query, Why am I here?They often call in sick whenever possible (especially when not), spend more time on personal business than work, miss meetings, deadlines, and are frequently late/miss work.

This guy or gal is seldom a boss, but sometimes people get lucky and own businesses run effectively by the sweat of others!Regardless, one is left to wonder who benefits from this person showing up on the job. Potential is buried by lack of caring and activity.Talk about hiding ones light under a bushel!Opportunities are not only not recognized by this type, but are literally pushed aside

Think about your attitude about work now.How is it affecting you and your opportunities are you prepared to make a change if you need to?Who are you as an owner, employee, boss, or consultant?How do you present to others?Creating an up to date curriculum vitae or resume help you develop a clear statement of who you are and what you have to offer to customers, employees, employers or bosses.In short, it can help you develop your own personal brand that can make you stand head and shoulders above others in your field.

Q5) Answer any three of the following.a)Components of Attitudesb)Concept of Emotional Intelligencec) Eustress and distressd) Johari Window e)Listening ProcessA.5 Components of Attitudes1. Cognitive component:It refers that's part of attitude which is related in general know how of a person, for example, he says smoking is injurious to health. Such type of idea of a person is called cognitive component of attitude.

2: Effective component:This part of attitude is related to the statement which affects another person. For example, in an organization a personal report is given to the general manager. In report he point out that the sale staff is not performing their due responsibilities. The general manager forwards a written notice to the marketing manager to negotiate with the sale staff.

3: Behavioral Component:The behavioral component refers to that part of attitude which reflects the intension of a person in short run or in long run.For example, before the production and launching process the product. Report is prepared by the production department which consists of there intention in near future and long run and this report is handed over to top management for the decision.Johari WindowThe Johari Window is shown as a four-quadrant grid, which you can see in the diagram below.

The four quadrants are:

1. Open Area (Quadrant 1)

This quadrant represents the things that you know about yourself, and the things that others know about you. This includes your behavior, knowledge, skills, attitudes, and "public" history.

2. Blind Area (Quadrant 2)

This quadrant represents things about you that you aren't aware of, but that are known by others.

This can include simple information that you do not know, or it can involve deep issues (for example, feelings of inadequacy, incompetence, unworthiness, or rejection), which are often difficult for individuals to face directly, and yet can be seen by others.

3. Hidden Area (Quadrant 3)

This quadrant represents things that you know about yourself, but that others don't know.

4. Unknown Area (Quadrant 4)

This last quadrant represents things that are unknown by you, and are unknown by others.

The End Goal

The ultimate goal of the Johari Window is to enlarge the Open Area, without disclosing information that is too personal. The Open Area is the most important quadrant, as, generally, the more your people know about each other, the more productive, cooperative, and effective they'll be when working together.

The process of enlarging the Open Area quadrant is called "self-disclosure," and it's a give-and-take process that takes place between yourself and the people that you're interacting with.

As you share information, your Open Area expands vertically and your Hidden Area gets smaller. As people on your team provide feedback to you about what they know or see about you, your Open Area expands horizontally, and your Blind Area gets smaller.

Done well, the process of give and take, sharing, and open communication builds trust within the group.

At first glance, the Johari Window may look like a complex tool, but it's actually very easy to understand with just a little effort. As such, it provides a visual reference that people can use to look at their own character, and it illustrates the importance of sharing, being open, and accepting feedback from others.

People who have a large Open Area are usually very easy to talk to, they communicate honestly and openly with others, and they get along well with a group. People who have a very small Open Area are difficult to talk to, they seem closed off and uncommunicative, and they often don't work well with others, because they're not trusted.

Other people might have a large Blind Area, with many issues that they haven't identified or dealt with yet. However, others can see these issues clearly. These people might have low self-esteem, or they may even have anger issues when working with others.Listening ProcessSIX STAGES OF LISTENING PROCESS: hearing, attending, understanding, remembering, evaluating, and responding. these stages occur in sequence, but they generally performed with little awareness an often rapid succession

1. HEARING - it refers to the response caused by sound waves stimulating the sensory receptors of the ear; it is physical response; hearing is perception of sound waves; you must hear to listen, but you need not listen to hear (perception necessary for listening depends on attention

2. ATTENTION- brain screens stimuli and permits only a select few to come into focus- these selective perception is known as attention, an important requirement for effective listening; strong stimuli like bright lights, sudden noiseare attention getters; attention to more commonplace or less striking stimuli requires special effort; postural adjustments are aided by physical changes in sensory receptor organs; receptor adjustments might include tensing of the ears tympanic muscle for better response to weak sounds

3. UNDERSTANDING- to understand symbols we have seen and heard, we must analyze the meaning of the stimuli we have perceived; symbolic stimuli are not only words but also sounds like applause and sights like blue uniformthat have symbolic meanings as well; the meanings attached to these symbols are a function of our past associations and of the context in which the symbols occur; for successful interpersonal communication, the listener must understand the intended meaning and the context assumed by the sender.

4. REMEMBERING- it is important listening process because it means that an individual has not only received and interpreted a message but has also added it to the minds storage bank; but just as our attention is selective, so too is our memory- what is remembered may be quite different from what was originally seen or heard.

5. EVALUATING- it is a stage in which active listeners participate; it is at these point that the active listener weighs evidence, sorts fact from opinion, and determines the presence or absence of bias or prejudice in a message; the effective listener makes sure that he or she doesnt begin this activity too soon ; beginning this stage of the process before a message is completed requires that we no longer hear and attend to the incoming message-as a result, the listening process ceases

6. RESPONDING- this stage requires that the receiver complete the process through verbal and/or nonverbal feedback; because the speaker has no other way to determine if a message has been received

, this stage becomes the only overt means by which the sender may determine the degree of success in transmitting the message.

Assignment-B

Q7 Explain the different behaviour styles for handling conflict?Ans 7. Conflict is often best understood by examining the consequences of various behaviors at moments in time. These behaviors are usefully categorized according to conflict styles. Each style is a way to meet one's needs in a dispute but may impact other people in different ways.

Competing is a style in which one's own needs are advocated over the needs of others. It relies on an aggressive style of communication, low regard for future relationships, and the exercise of coercive power. Those using a competitive style tend to seek control over a discussion, in both substance and ground rules. They fear that loss of such control will result in solutions that fail to meet their needs. Competing tends to result in responses that increase the level of threat.

Accommodating, also known as smoothing, is the opposite of competing. Persons using this style yield their needs to those of others, trying to be diplomatic. They tend to allow the needs of the group to overwhelm their own, which may not ever be stated, as preserving the relationship is seen as most important.

Avoiding is a common response to the negative perception of conflict. "Perhaps if we don't bring it up, it will blow over," we say to ourselves. But, generally, all that happens is that feelings get pent up, views go unexpressed, and the conflict festers until it becomes too big to ignore. Like a cancer that may well have been cured if treated early, the conflict grows and spreads until it kills the relationship. Because needs and concerns go unexpressed, people are often confused, wondering what went wrong in a relationship.

Compromising is an approach to conflict in which people gain and give in a series of tradeoffs. While satisfactory, compromise is generally not satisfying. We each remain shaped by our individual perceptions of our needs and don't necessarily understand the other side very well. We often retain a lack of trust and avoid risk-taking involved in more collaborative behaviors.

Collaborating is the pooling of individual needs and goals toward a common goal. Often called "win-win problem-solving," collaboration requires assertive communication and cooperation in order to achieve a better solution than either individual could have achieved alone. It offers the chance for consensus, the integration of needs, and the potential to exceed the "budget of possibilities" that previously limited our views of the conflict. It brings new time, energy, and ideas to resolve the dispute meaningfully

Q8) Explain Type A and Type B Personality traitsType A Personality vs Type B Personality

There are many classifications out there That helps in determining peoples personalities ,however, the type A and type B classification is the most famous one due to its high accuracy.

This classification divides people into type As, type Bs and other types like Type C and d But the most famous ones are the A the B. below is all what you need to know about these types:

Type A Personality

The following are the characteristics of the type A personality

Type As has got a severe sense of time urgency. They are always running and can hardly relax. If they sat without doing something useful they may end up feeling guilty Type As are over achievers, they usually get themselves involved in many different unrelated activities and perform well in them all.

Type A's biggest problem is stress, they are usually overwhelmed by the amount of tasks they have to do. These tasks are usually a huge list that they planned for themselves.

Type A is usually competitive and has a high challenging spirit.

Type B Personality

Type B personality is almost the opposite of Type A.This type of person is relaxed by nature and has no sense of time urgency

Type Bs have got no problems relaxing or sitting without doing anything

Type Bs may delay the work they have to the last moment and they usually don't get stressed that easily.

Type B could be an achiever too but his lack of sense of time urgency helps him much in not feeling stressed while doing his tasks

CASE STUDY

Coping StrategiesThis stress audit case study is about Company A, a 100-year-old UK manufacturing organization. The company employs 15,000 people and operates on 50 sites. It primarily supplies the agricultural machinery markets.The company set itself the objective of pulling itself out of a stagnant loss-making situation and to regain market dominance. It set out to accomplish this by completely redesigning its manufacturing techniques through lessons learnt from Japanese companies. The company also implemented a large-scale programme of organizational restructuring involving decentralization and the establishment of cost centers. However, the payoffs were not as great as expected, even after several years of development.The programme of large-scale change, in the context of an already ailing business had improved performance at a slower than expected rate. Individuals were experiencing stress also. Changes were being implemented and performance was being improved slowly but at a high personal cost (in terms of health) and high organization cost (in terms of disappointing efficiency increases).Senior managers presumed that middle managers were experiencing the worst stress, being caught between upper management and the work force. A stress audit was conducted with middle managers at each site. The hypothesis was confirmed by the stress audit. An analysis of the stress audit results indicated that stress levels were greater than expected and that many middle managers had adopted stressed styles of behaviour. The stress audit revealed that many of the middle managers perceived also that several of the changes going on around them were outside their influence or control.Analysis of stress sources and stress coping strategies employed by the middle managers revealed that the organizational development effort itself had the effect of being a source of stress. This in turn made it difficult for people to cope with the change of working practices.The organization decided therefore to implement additional programmes of stress counseling, and to address the issues of roll clarity and participation in change planning. The latter were seen as complimentary inputs to the development process. Efficiency gains and a reduction of stress were realized as a result.1. Based on the above case study, what steps the company should take to reduce Organisational stress?.

A.1 An important feature of the stress audit case above is that the application of a stress audit was itself managed.

1. It is essential to take a planned approach to conducting the stress audit and its stages rather than to conduct the stress audit in an isolated or haphazard manner.

2. Specific plans will depend on the situation of course. The outcome of a stress audit must be carefully considered beforehand. As the stress audit case studies suggest, the use of a stress audit will create expectations within the workforce and the resulting changed perspectives and heightened expectations should be considered.

3. As part of the overall plan, it is vitally important that someone is seen as owning the stress audit, preferably a senior figure. In other words, someone must be seen to be responsible for the stress audit and seeing the project through.

4. A stress audit can be seen as an integral first step in problem identification. As with all forms of planned intervention, management programs (whether stress-related or not) must be targeted in order to be fully effective. A stress audit can provide that focus, as these stress audit case studies show.

Assignment-C 1. Which of the following best explains why an employee behaves as s/he does?a. The environment is the most important consideration in understanding individual employee behavior.b. Both the environment and individual differences are important considerations in understanding individual employee behavior.

c. Neither the environment nor individual differences are important considerations in understanding individual employee behavior.d. Employee personality and attitudes are primarily dictated by the environment.2. Environmental stressors include---.

a. Physical factorsb. Economical factorsc. Technological Factorsd. All of the above3. The behavioural outcomes of stress can includea. Poor memoryb. Absenteeismc. Burnoutd. Depression4. Inter personal Intelligence is the ability toa. Understand other peopleb. Understand one self

c. Understand organizationd. None of the above5. Intra Personal Intelligence is a correlative activitya. Turned inwardb. Turned outwardc. Turned aroundd. All of above6. Recognizing emotions of others

a. Empathyb. Sympathyc. Understanding selfd. Understanding others7. Listening process is

a. Levelingb. Sharpeningc. Assimilationd. All of the above8. People who go through life watching it around them are: a. Criticsb. Spectatorsc. Playersd. None of the above9. Your five senses and past experiences create your.a. Thoughts

b. Feelings

c. Perceptiond. Expectation10. Critics usually have a _____________attitude about life.a. Positive

b. Negativec. Neutral

d. None11. The physical presence but the mental absence of the listener can be defined as---a. Marginal listeningb. Passive Listeningc. Projective listening

d. Sensitive Listening12. Levelling and assimilation takes place in__________ Listening..

a. Passive

b. Marginalc. Actived. Empathetic13. Which is a deterrent to listening Process?a. Lack of interest.

b. Stress.

c. Fear.

d. All of the above.

14. _____________component represents the beliefs of a person about an attitude object..

a. Affectiveb. Cognitive

c. overtd. None of the above15. Self esteem has ________interrelated aspects.a. Manyb. Twoc. Nod. One16. Absenteeism is an outcome of _________symptoms.a. Emotionalb. Physiological

c. Behavioural

d. Physical

17. Behaviour style for handling any situation should be---a. Assertive

b. Non Assertivec. Aggressived. Tactfully18. ___________ people attempt to get what they want by making others feel sorry or guilty.a. Aggressiveb. Manipulative

c. Passive

d. Submissive19. ---------------------is empathetic Listeninga. Sympatheticb. Sensitivec. Actived. Projective20. Our tendency to seek out the company of others, even if we do not feel particularly close them, is known as ---a. Social cognitionb. Relationshipc. Attractiond. Affiliation21. Which of the four components of social support does NOT correspond to information-giving or anxiety reduction?a. Instrumental Supportb. Informational Supportc. Emotional Supportd. Appraisal Support22. When compared to people who are less physically attractive, attractive people are viewed as being---

a. More Sociable

b. less assertive

c. High in integrityd. In Worse Mental Health23. Characteristics of attitude is---a. Valence.

b. Multiplexity.

c. Centrality.

d. All of the above.24. Stressors at workplace is termed as---?

a. Organisational Stress.

b. Family Stress.

c. Physical Stress.

d. None of the above.

25. Eustress is---:

a. Good Stress.

b. Bad Stress.

c. Neutral Stress.

d. All of the above.

26. Factors affecting Organizational Effectiveness are---a. Overall Performance

b. Productivity c. Flexibility and Adaption

d. All of the above

27. Consequences of stress can be---

a. Physicalb. Psychological

c. Behavioral

d. All of the above

28. The stage of stress where maximum adaption is when the individual restores the equilibrium---a. Alarmb. Resistancec. Exhaustiond. None of the above29. ______________occurs when we feel insecure, inadequate, helpless or desperate.?

a. Eustress

b. Distress

c. Physiological Stress

d. Psychological Stress

30. There are _____________types of Personality---a. Three.

b. Two.

c. Multiple.

d. Four.31. Type b Personality is---a. Patientb. Rudec. Competitived. Aggressive32. _______________method does not require the use of judges in scaling the statements.

a. Thurstone Attitude Scale.

b. Likerts Scale.

c. Opinion Surveys.

d. Interview.

33. ____________________refers to any incompatibility that an individual might perceive between two or more his attitudes.a. Cognitive Dissonance.

b. Workforce Diversity.

c. Behavioural component.

d. None of the above34. An atmosphere of objectivity and mutual trust can help reduce---

a. Eustress.

b. Distress.

c. Environmental stress.

d. Organisational Stress.

35. In alarm stage, the resistance is---

a. Lowered.

b. Exhausted.

c. Medium.

d. Higher.

36. Music---

a. Effects on attitude.

b. Improve morale.

c. Increase Productiond. All of the above37. Stress results in--- a. Physical deviation.

b. Psychological Deviation.

c. Behavioral Deviationsd. All of the above38. What is the key word in understanding organization structure?a. Controlb. Change.

c. Processd. Delegation

39. Which of the following is true of managers in relationship to conflict? a. Managers generally encourage low levels of conflict because it improves performance, up to a certain point.

b. Managers generally ignore conflict

c. Managers attempt to eliminate conflict because the organization rewards them for keeping conflict out of their area of responsibility.d. Managers show no consistent attitude toward conflict

40. Organization Structures:

a. affect group behaviour more than individual behaviorb. change rapidly to meet environmental and market changec. contribute positively to organizational performanced. can be defined simply as activities that occur rgularly