MB0038 assignment.docx

8/18/2019 MB0038 assignment.docx

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Question No.-1

What do you mean by span of control? Dierentiate between narrow span of

control and wide span of control. Describe the factors that inuence the span of

control.

Answer

Meaning of span of control-

The tern span of control indicates the number of employees or managers who

work under one head. Span of control may be narrow or broad.

Dierence between narrow and wide span control-

When a few people reported to a head and a chain is made that way upward,

then it is called narrow span. Thus in a narrow span a department may haethree or four sections, under each section head, there could be another two or

these sub section and under each subsection there could be nine or ten

employees.

While in wide span of control there may be !", #" or more sub ordinates under

one head. $ore the number of subordinates under one head, atter the

organisation becomes but keeping the factors that inuence the span of control,

a balance has to be struck.

Factors that inuence the span of control

There are seeral factors that inuence the span of control as follows%

Training-Wide span demands high leel of training while in narrow span, one can managewith less.

Task defnition-Wide span demands clear task while this can me much less in narrow span.

Well defned plans-&f a business has these a wide span is iable, if not a narrow span if preferred.

Verifable Objectives-Wide span demands eri'able ob(ecties and this is much less in narrow span.

!ective interaction and "eeting-Wide span demands both more than narrow span.

Task si"plicit#- &f the task is simple a wide span is iable.

$o"petenc# o% "anagers- With highly competent managers, a wide span works well.


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Question No.-&

De'ne the term controlling. What are the prere)uisites of eectie control?

Answer

Controlling

*ontrolling can be de'nes as measuring and correction of performance to

achiee the goals. +ccording to rench, -*ontrolling is a systematic eercise

which is called as a process of checking actual performance against the

standards or plans with a iew to ensure ade)uate process and also recording

such eperience as is gained as a contribution to possible future needs./

Prerequisites of eective control

There are following pre re)uisites of eectie control

Tailoring controls to plans and positions'*ontrol techni)ues should reect the plans they follow, and reect the place inthe organi0ation where responsibility for action lies. This enables managers totake action when controls dier from their plans.

Tailoring controls to individual "anagers'

When controls are tailored to indiidual managers, indiidual managers carry outtheir functions of control more eectiely. The system of control shouldn1t be tooambiguous to people who will utili0e it.

(aking sure t)e control point up e*pectations at critical points'*ontrols that point out eceptions help managers detect areas that re)uireattention. &ts is best to look for eceptions at critical points, and the eceptionprinciple should be accompanied by principle of critical point control.

+eeking objectivit# o% controls'+n ob(ectie, accuracy, and suitable standards are re)uired for eectie controltechni)ue.

nsuring ,e*ibilit# o% controls'*ontrols should remain in place despite unepected plans, unforeseencircumstances, or outright failures.

itting t)e control s#ste" to t)e organiational culture'Systems that 't within the organi0ational culture are deemed to do best.

Ac)ieving econo"# o% controls'*ontrol techni)ues are most eectie when they achiee maimum output atminimum cost.


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Question No.-/

De'ne the term 2personality3. Describe *attell3s 4ersonality 5actor $odel.

Answer

0ersonalit# The term 1personality1 means dierent things to dierent people. To the commonman, it means eternal appearances and behaiour, to the psychologists itmeans the inner awareness of self as a permanent organi0ing force, and to themanager, it denotes the measurable traits, both inner and outer which canpredict the performance in an organisation. $attell2s 0ersonalit# actor (odel-

Working on earlier models, *attell reduced the traits to 67 primary factors. 8ach

of these has high and low ranges. These 67 are described below. oth the high

and low ranges are gien against the 'rst one i.e., -Warmth/ to illustrate the

point. 5or others only the high range is gien. *attell had gien each a name but

we will con'ne to understanding the meaning of these9

1. War"t)-Warm, outgoing, attentie to others, kind, easy going, participating, likes peopleon the high range as against impersonal, distant, cool, resered, impersonal,detached, formal or aloof.

&. 3easoning+bstract%thinking, more intelligent, bright, higher general mental capacity, fastlearner :;igher Scholastic $ental *apacityule%conscious, dutiful, conscientious, conforming, moralistic, staid, rule bound.

9. +ocial boldnessSocially bold, enturesome, thick skinned, uninhibited.

:. +ensitivit#

Sensitie, aesthetic, sentimental, tender minded, intuitie, re'ned.


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;. Vigilanceigilant, suspicious, sceptical, distrustful, oppositional.

1C theory says that as far as an indiidual3s motiationis concerned, it might not necessarily arise out of satisfaction of one need ratherthe indiidual might seek satisfaction of more than one need at a gien point of time. The 4repotency of need not necessarily follows the se)uence asestablished by $aslow.

Thus, this theory is highlighting three things.

6. The 4repotency of the need may not follow the $aslow3s need hierarchy. Theery emergence of the need may be at any leel. +ny need may becomeprepotent at any gien point of time.

!. This theory has emphasi0ed that these characters of the indiidual3s needary from each other because eery indiidual has hisBher own eperiences andbackground.


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#. &t has also discussed a phenomenon called as 5rustration%>egressionDimension. +n indiidual being frustrated with a higher order need deelops anurge to satisfy or attain more and more of the lower order need.

$ognitive valuation T)eor# This theory has established the relationship between the etrinsic and intrinsicfactors while inuencing the behaiour of the indiidual. The introduction of theetrinsic factors inuences the eect of intrinsic factors and weakens the

intrinsic factor3s inuence oer the indiidual. This eplains the lack of motiation among the indiiduals in arious organi0ations.

While this theory eplains administratie behaiour in a pleasing manner but stillit suers from some in'rmities.

6. Though it eplains the etrinsic factor inuencing the intrinsic factors, but itfails to eplain how the strength of the intrinsic factor can be maintained in thebackground of the introduction of the etrinsic factors.

!. This theory has been deeloped while conducting the studies with groups of students rather than groups of employees. Thus, its 'ndings are )uestionable.

#. Some subse)uent studies were undertaken and those studies reealed thatthis theory is not applicable to eplain the (obs which carry high intrinsic factorsor certain type of (obs which are higher in terms of (ob *ontent. + (ob whereintrinsic factors are high, in such a scenario, the etrinsic factors are notinuence the intrinsic factors. This is particularly in the higher leels of anorgani0ation.

. +t the same time, the studies also found that (ob which in terms of content islow, for them the etrinsic factors are motiational or etrinsic factors act asmotiators. The cognitie ealuation theory is more releant to eplain the (obswhere the (ob in terms of (ob content is more intermediate. Thus, his theory ismore releant at the intermediate leels of an organi0ation.

>uit# t)eor#&t is a cognitie theory which eplains behaiour in organi0ations and was 'rstdeeloped by +dams. &t is based on the simple assumption that people want tobe treated fairly. The general assumption of this theory is that indiidualcalculates the relatie alue between his input and output with the relatie aluebetween the input and output of comparable indiidual or indiiduals andcompares these ratios. The (ustice eists (ust when the proportion of indiidual1sinput and output is e)ual with others1 input and output

=oal setting t)eor#+ccording to this theory, if a goal is established for indiiduals, they will bemotiated to achiee that goal. &n fact, those with speci'c goals try more than


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those who hae no speci'c goal. &n addition, the people with competitie andchallenging goals try more than the people with simple and easy goals. Scholarsbeliee that although setting the goal increases productiity, it does not proidean analysable pattern for absenteeism, turnoer and (ob satisfaction.

3ein%orce"ent t)eor# The aboe mentioned theories are mainly cognitie and concentrate onemotions, states, assumptions and epectations, but reinforcement theoriesfocus on the relationships between internal needs of indiidual and tangibleresults and response like positie reinforcement, negatie reinforcement,punishment and etinction

4ositie reinforcement9it is the reward gien to a desirable response. The aim of this behaiour is toapproe the desirable behaiour and increase rewards so that the behaiour isrepeated.

@egatie reinforcement9 the indiidual1s attempts to obtain desirable results byremoing undesirable behaiours. &n other words, the indiidual shows there)uired behaiour to aoid undesirable results. 5or eample an employeedisplays the desirable behaiour to aoid the criticisms of his superordinate

4unishment9Endesirable results are for undesirable behaiours, for eample the result of delay is suspending, and punishment, etc. Enfortunately the proper behaiour isnot taught to the indiidual.

8tinction9&t is employed to remoe all reinforcements in conse)uence of an undesirable

and inade)uate behaiour. @eglecting weak sta implies that he must makemore eort to improe and promote himself. &n order to apply the strategies of theory of reinforcing behaiour, the situation must be analysed according toeectieness theory which leads to desirable results

T)eor# o% e*pectanc# and justice4erformance is the function of motiation and ability9+bility :+< eort :8< F performance :4


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Question No.-6

What are the factors that aect group behaiour?

Answer

Factors that aect group behavior

There are seeral factors that aect group behaiour in addition to the groupprocess. These factors aect the group process and group decision making andhence it is important to learn about them.

Nor"s-@orms can be de'nes as -acceptable standards of behaiour that are shared bygroup members./ This is guideline for members detailing what they ought andought not to do under certain circumstances.

$on%or"it#-*onformity is the process of adhering to group norms. >esearch eidencesuggests strong eidence that group can place strong pressure on indiidualmembers to change their attitudes and behaiour to con'rm to the groupstandard.

+tatus-Status is a socially de'nes position or rank gien to groups and group membersby others. Those members of the group who en(oy a higher status are able tobreak group norms.

=roupt)ink-Croupthink is perhaps the greatest danger to eectieness of groups. *aughtbetween the need for cohesion and multiplicity of ideas, most group suers from

this. +ccording to &ris Ganis groupthink is -a deterioration of mental eHciency,reality testing, and moral (udgement resulting from in%group pressure./ Thus the


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oeremphasis on consensus and agreement leads members to be unwilling toealuate group member3s ideas critically. This hinders )uality in decision makingand becomes an obstacle to group productiity. ;ighly cohesie groups tend toaoid conict and to demand conformity and defeat the purpose of group link.

=roups)i%t- This is a spatial case of grouplink. +s the discussion proceeds, those who aremore conseratie, tend to shift the greater risk.

+ocial lo%ting-Social lofting occurs when one or more group members rely on the eorts of other group members and fail to contribute their own time, eort, thoughts orother resources to a group since it is harder to attribute the group3s output toindiidual contribution. This is a drag on the group process and to obiate it. &t isimportant to hae identi'able indiidual contribution to the group product.$ember self%ealuation system etc.

0roduction blocking-4roduction blocking is limiting another person3s output by getting in his or herway. &t occurs when too many employees are trying to work in a gien space orwhen the organisation has poorly planned the use of its facilities.

Question No.-8

De'ne the term 2leadership3. Write a brief note on -*ontingency theories of

leadership./

Answer

7eaders)ip--=eadership is a function of knowing yourself, haing a ision that is wellcommunicated, building trust among colleagues and taking eectie action torealise your own leadership potential./

$ontingenc# t)eories o% leaders)ip-*ontingency theories suggest that there is no one best style of leadership and aneectie style depends on how the leader adopts a style in relation to the group

and situation. So there are following contingency theories of leadership%

1. Fielders contingenc! "odel #FCM$ of leadership-

This model dominates the modern literature on contingency theories. 5*$postulates that the leader3s eectieness in based on 2situational contingency3which is a result of the interaction of two factors i.e. leadership style andsituational faourableness. 5*$ identi'ed three situational components thatdetermine the faourableness of situation control. They are

• ;ow de'ned and structure the work is?

• ;ow much position power the leader has?• The relationship between the leader and the followers.


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%. Path goal theor!-

4ath goal theory draws its inspiration from the epectancy model of motiation.&f there is a leader and a follower, the follower epects something and the leaderis able to ful'l it by identifying it as a goal, means to achiee the goals, remoingobstacle to achieing it etc. thus leadership eectieness is contingent upon thepromised reward and the creation of a smooth way to achiee that reward. 4athgoal brings in a high degree of indiidual need.

&. 'ituational leadership-

The 4aul ;ersey and Ienneth lanchard identi'ed that the leaders hae fourleadership styles%

• Telling :Directing<

• Selling :*onsulting<

• 4articipating

• Delegating to the followers This theory interestingly tends to merge the ideas of the style with the ideas of contingency or condition of the follower. Task situation are inherent in this sincethe term maturity relates to the ability to handle the task in a situation. Thetheory assumes the leader has the cognitie ability to identify the follower3smaturity and the leel of maturity re)uired in the relation to the task.

(. )eddins &D theor! of "anage"ent eectiveness-

This theory builds on the ;ersey lanchard theory of situational leadership andlake and $outon theory of $anagerial grid. ;e identi'es four eectie stylesthat are matches to the situation using the situational sensitiity of the leaders%

• ?ureaucrat- Typically they should be delegating and allowing people todo their (ob. >eddin cleerly links the style to the situation when heidenti'es how bureaucratic style which could be ery functional becomesa dysfunctional one.

• 5eveloper% ;ighly people oriented and participatie in style which maybe ecellent in leading a research team or when the (ob is unstructured.ut when the followers are not so capable or the situation demandsstructures steps as in the case when a product is launched or a pro(ectdeadline is missed, then it becomes ineectie.

*ecutive- These kind of persons are people oriented .+t times thefollowers may not understand the importance of the achieing targets orthe situation may demand awless eecution een at the cost of considerable discomfort to the people then it can become a compromise.

• ?enevolent autocrat- This kind of people are highly task oriented anduses a directie style. Eseful with followers of aerage calibre and


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abnormal situation. &t becomes dysfunctional when used with high calibrefollowers and in ordinary situations.

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MB0038 assignment.docx