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.