reinforcement strategies

21. Compare Fred Fiedler's 'contingency' model with the 'Path Goal' theory of leadership. Which of them achieve Organisational Goals better?

21.       The Fiedler contingency model bases the leader's effectiveness on what Fred Fiedler called situational contingency. This results from the interaction of leadership style (LPC scale) and situational favourableness. The theory defined two types of leader: those who tend to accomplish the task by developing good-relationships with the group (relationship-oriented), and those who have as their prime concern carrying out the task itself (task-oriented). 

20. Comment on 'individual differences' in modern organisations. Explain how this diversity is addressed by MNC's.

20.       The existence of Individual differences within organisations provides an opportunity to help recognise an individual’s capabilities. It can be on issues like gender, emotions or at the physical plane. Some indicators could be uniqueness, experience, learning, cultural backgrounds, mentall make-ups, parentage, hardships, work ethic, attitudes, expectations list, etc.                           individual differences are seen to be present among leaders, employees, customers, and other stakeholders in an organisation. Workplace diversity can be viewed positively by MNC’s as they present creative opportunities to individualise attention and be custom based in providing services to individuals. It is a known fact that customisation is the key to true satisfaction and if the corporate sector recognises individual differences existing in the work place as an opportunity to be tapped, it might create a more practical, realistic, and even an enjoyable work environment for all stakeholders. Hofstede’s’ approach can be also used to explain.

19. What is participative management? What are the processes that are necessary to influence participation? Comment on the benefits of Participative management?

1.       Respecting labor and employees, as co-participants in the achievements of an organisation is a form of management which is truly the ideal and optimal way to function, the entrepreneur, leader along with other functional leaders of the organisation gets true share of the wealth/ profits generated. It also implicates that labor/ employees have a stake in the management processes of the organisation because there is recognition of merit and competency, discussion, along with implementations and feedback. The processes that predispose ‘participative- management’ are important concepts like ‘free expression’, ‘sharing of information and wealth’, ‘idea generation’, ‘group participation’ etc.

18. What are 'Values'? Explain the various types of values that we observe within an organisation.

18.       Values are expressions of one’s beliefs and learning’s which one possesses and use in the work place dynamics, and behaviour among others. It decides an individual’s response to all objects and situations. However the definitions are varied and has many uses with applicability in philosophy, education, theology etc. Hofstede’s theory can also be used to explain values held and practiced by individuals in a firm.

17. Differentiate 'power' and 'authority'.

17.       ‘Power’ is the strength of the personality, expertise, experience, ability etc. which one shares and exhibits while doing his/her professional duties. ‘Authority’ is often the vested rights on the job, which is capable of being delegated and used with responsibilities. Both authority and responsibility go hand in hand. 

16. How do you address the issue of 'pay and promotion' discrimination?

16.       Pay systems can be daily, weekly, or monthly depending on the nature of the job, conventions and contract. The pay is an accepted form of return for labor spent on productive work for the firm. Promotions are often given as a reward or recognition of the efforts of an employee during a period, project or for a work done. Discrimination is often eliminated if the pay and promotion systems are based on principles of fairness, is just and promoting equity among employees and is a consequence of ‘learnt behaviours’ and ‘expectations’ of a job. Such managements provide a democratic and equal opportunity work environment, which ethic has long term benefits and enhance the brand value of the firm.

15. Comment on the categories of workplace diversity with specific reference to Chennai based industries.

15.       Workplace diversity dynamics involve the combination of workers, and management, to work in unison to achieve company objectives least obtrusively and efficiently. Chennai based industries workplaces as in any other state or will exhibit workplace diversity on several grounds. They could be in obvious areas like gender, age, religion, or other profile variable. Other diversity issues also exhibit themselves over time through habits, learning, cultural moorings, experience, attitudes, etc. the best way to deal with them is to understand, respect and work with them. The ultimate challenge is to guide employees towards organisational goals achievement (growth and profitability), encouraging mentorship, enhancing communication skills, persistence, and being positive.

14. Explain the contribution of psychology in the study of Organisational Behaviour.

14.       ‘Psychology’ essentially means the study of the mind. Such studies on human being are of vital importance for the understanding of the attitudes, behaviours and tendencies of man. Psychology therefore enables practitioners and academicians to appreciate the ‘why’, ‘how’, and ‘what’ aspects of behaviour. When applied to ‘organisations’ behaviours and traits emanating from the experiences and exposures of men in human societies are brought into the organisational environment. Issues like ‘expected’ behaviours, work culture, habits, retraining, personality types required, abilities to face challenges, stress, resources handling, people skills, structured work, etc. expose employees and organisational members to change or modify behaviours which are both personally and organisationally sustainable. The study of psychology is expected to contribute much to organisational studies.

13. Comment on the importance of a 'trade-off between 'efficiency of the work system' and 'motivation of employees' to improve overall performance of the organisation'.

13.       The trade off between ‘efficiency’ and ‘motivation’ is like the management grid theory of orientation to ‘people’ or ‘work’. Ultimately an optimal relationship between the two is desirable for the sake of organisational performances. Efficiency of work system and Motivation of employees involve job rotation, enlargement, enrichment among, others like 1) Employment security. (2) Selective hiring of new personnel. (3) Self-managed teams and decentralization of decision making (4) Comparatively high compensation contingent on organizational performance. (5) Extensive training. (6) Reduced status distinctions and barriers, including dress, language, office arrangements, and wage differences across levels. (7) Extensive sharing of financial and performance information throughout the organization. Specific motivational practices such as training, alternative pay systems, and employee involvement often are correlated with higher productivity. Companies that use employee involvement practices overwhelmingly believe that they receive significant benefits from them. The use of a wide variety of specific power-sharing, reward, information-sharing, and training practices is also linked to specific positive impacts. Modern organisations also use the new lingo, involving, e-mpowering, e-nergizing, e-ngaging, e-nabling!

12. Comment on Effective Group Decision making Skills.

1.       Basically the skills for decision making as a group involve freedom to share ideas freely and a right as well as a professional method. Ultimately as decision making is meant for the benefit of the firm, all problems and challenges in groups like ‘group think’ biases, etc. are to be taken care of. . One technique (brainstorming) is where group members generate ideas primarily meant to overcome the usual pressure of conformity, whereas another decision making technique (nominal) allows independent views to be expressed formally through presentations and later enable interactivity before decision-making.

11. Comment on the Four functions of Conciousness in the context of understanding a 'Personality Type'.

11.       The four mental functions of consciousness which has a bearing on ‘personality types’ are feeling, thinking, intuition and sensing. Extroverts/introverts, thinking/feeling, sensing/intuition,judging/perceiving. The MBTI format could also be used for explanations.

10. Identify any two ways to enhance employee motivation?

10.       There are intrinsic and extrinsic motivators/ Rewards, and involves recognition, applauding in public, nurturing, teaching, projecting etc.

9. What is the utility of MBTI?

1.       MBTI relates to the Myers' Briggs Type Indicator, a 100 word personality test related to how people feel or act in particular situations.

8. Explain 'hygiene' factors in the context of Herzberg’s theory?

8.     Quality of supervision, pay, company policies, physical working conditions, relations with others, and job security as hygiene factors. These are factors that do ot motivate but their absence will d-motivate (improvements are a short term removal of dissatisfaction-hygiene factors are cyclical in nature).

7. What was William Ouchi's proposed intergrative model of Organisational Behaviour called?

1.       William Ouchi, of Z-theory book fame suggests ways to enable organisations to function better by adopting three approaches to control in an organisations management: Market control, Bureaucratic control and Clan control. There is a focus on increasing employee loyalty through lifetime employment and focus on wellbeing of employees (on and off job) and thus promoting stable employment, hi-productivity and employee morale and satisfaction.

6. Explain any one example of an effective reward system.

6.    Reward systems recognizes people and managers who adhere to preferred policy or behavioural paths like being conservative or avoiding controversy, among others.

5. Mention two steps involved in any conflict resolution.

1.       Some tips for understanding conflict: Do not avoid conflict, hoping it will go, do not meet separately with people in conflict, conflict involves more than the participants. Conflict resolution methods involve- listening to aggrieved party, problem recognition, competition, collaboration, avoidance, accommodation, and compromise.

4. What is TQM?

1.       Total Quality Management. The TQM approach stresses employee involvement, the type of involvement it stresses is limited to allowing employees to make suggestions and control certain elements of the production process and the quality-control process.

3. Mention any one example of a terminal value.

1.       Connected to Rokeach Value Survey- terminal values are desirable end-states of being or global goals that consumers try to achieve in their lives like, being comfortable, exciting, accomplished, peaceful, appreciating beauty, equality, family security, freedom, happiness, inner harmony, mature love, national security, pleasure, salvation, self-respect. Social recognition, true friendship, wisdom……..any three

2. What is 'Extraversion'?

1.        Extroversion is the personal quality of being comfortable with social relationships often outgoing and socially interactive.

1. Define 'ability'.

1.       Acquired or natural capacity, competence, dexterity, proficiency, talent, etc., that enables an individual to perform a particular act, job, or task successfully at any time.