Submitted By:

Madhusudan (91029)

Sravani (91028)

Bishnu (91012)

Ashutosh (91011)

Harsh (91022)

Nishant (91039)

Madanmohan believed in fun in work.He was exceptionally funny and made his

group laugh at his jokes and storiesMr. Bankelal, the supervisor, had problems

with Madanmohan’s behaviorHe did not like the wastage of time by the

group in listening to stories and jokes.But Madanmohan’s group was high on

productivity

Bankelal tries to discourage Madanmohan and also his group from wasting time by giving Money as incentive.

The efforts of Bankelal appeared to be successful initially, but finally the group including Madanmohan again started showing same behavior.

Bankelal is at dilemma whether to take disciplinary action against him or transfer him to other groups (Utility Man)

In Big5 model Madanmohan is high on all the five factors: ExtraversionAgreeablenessConscientiousnessEmotional StabilityOpenness to experienceThis Implies that he is high on Job Satisfaction,

Productivity, Good leadership skills and …….

Role Identity: Attitudes and behavior consistent with a role Madan was an efficient leaderRole expectations: how others believe one should act in a

given situation Banke’s expectation from the groupRole conflict: situation where an individual is confronted by

divergent role expectations Group members had to behave otherwise when Banke

involved them

Contd…

Deviant Workplace behavior: violating significant organizational norms

Group sharing jokes and short stories in office hours

Cohesiveness: degree to which members are attracted to each other

The group enjoyed working together High performance group

One of the distinct characteristics of the group was its Cohesiveness.

The members are bonded to each other, and this is only due to the stories and jokes.

It is clearly discernible that the Group is performing far better than other groups.

High Productivity

Moderate Productivity

Low Productivity

Low Productivity

Cohesiveness

Perform

ance High Low

Hig

hL

ow

From the Above relationship, it is per se clearly visible that the group was high on productivity and this was mainly because of high Cohesive nature of group.

Though the group was performing well, if the current behavior does not goes with the organizational culture then it should be avoided.

Bankelal knew Madanmohan and he was familiar with the way of his working.

Bankelal failed to understand that active environment and social bonding is per se indispensible in any work environment.

Though he rightly identified money as incentive and which will act as enforcement for discouraging this behavior.

But, he could not succeed because the team believed in fun at work.

Money was more important for Bankelal but it was not the case with Madanmohan.

Madanmohan gives more preference to enjoyment of life.

Definition of success was different for both

It is clearly observable that Madan tend to waste his and his group mates time in Informal gatherings during work time.

This lead to wastage of his and his teammates time and efforts.

But this has some indirect impact on the productivity…

The group was more productive and high on performance than other groups.

Consideration :The extent to which a leader is likely to have a

job relationships characterized by mutual trust, respect for sub-ordinates ‘ ideas ,and regard for their feelings.

Bankelal was reasonably considerate.Did not involve new employee Shankar in the

discussion.Did not force his ideas on the subordinatesPatient in listening to them and trusted them

when they agreed to him.

Production oriented Leader:Bankelal was a production oriented leader

who emphasized on the quantity of the task done.

He was not an employee oriented leader.He could not figure out the reasons for

deviant work place behavior of his group.Leader -member relations are not very good

as the members are not ready to follow the instructions of the leader.

Reason is the difference in the interests of the leader and the member.

Self-fulfulling prophecy of Bankelal made him believe that his group values money as much as he does.

Madan was trying to incorporate task significance to his work by adding fun element to it.

To motivate the employees Job shifting can be used as a tool as it makes the task more interesting.

It will be a good idea to transfer Madanmohan to other groups, As he is good at leadership and team work.

This will also increase productivity of other groups.

This type of behavior becomes a must in lower level of jobs featured with monotonous jobs.

Madanmohan should change his behavior if the task requires attention and continuous efforts.

But if the task is monotonous and boredom, the humor along the job will increase the productivity.

Thank You