Marris Growth Maximisation Model

Assignment Set 2 suspense 1 What ar the principles of oversight? response at that place be cardinalteen principles of management laid by Henri Fayol. They ar elaborated further below. Division of churn A particular task is divided into several units or segments, to each wizard performed by specialists in come out to achieve efficiency. Authority and responsibility coexist Responsibility moldiness be understood properly in order to achieve command in the business by taking the remediate decision at the right time for the right purpose. Unity of commandThere should be superstar range of a function of command in the organisational structure which means one person should report to only one boss Unity of focalization Managers must be methodical and must progression with a single plan following the single universal blast to achieve goals blondness Management actions must be a combination of fairness, justice and empathy overlying with the idea of productivity-based in centives. Order The entire process of productivity must equaliser on a discrete system which governs on the principles of desired produce DisciplineManagement must elaborate done the entire chain of command the infallible of importanttaining norms, rules and guidelines to enhance productivity and harmony in workplace Initiative The workers must find their job interesting so that they are enthusiastic al most(prenominal) learning new responsibilities, thus realizeing upshotiveness. Fairness Various industrial laws and norms are established and governed by the respective legislative bodies to ensure a system of fairness, justice, equality is maintained within the industrial as swell up as organisational environment. StabilityProper schooling of guidelines, methodologies, and systems involved creates aggroup spirit, smoothness and enhances productivity. Thus an employee testament always adjust himself or herself according to the dynamic reality. Scalar chain A strict and co ordinated effort of inflow and outflow of study from crystallize level to the lowest level of organisational hierarchy creates smoothness, review plans and exculpate problems faster. Subordination of individual interest to general interest Organisations interest must be prioritised at all cost because it chance on the interest of many stakeholders.Espirit de corps Management must ensure the worldly concern of team spirit, harmony and intense communication and accurate dissemination of information, presumption among the employees. Centralisation and decentralisation Authority and power must centralise and alter accordingly although decentralisation is the trend nowadays in various breathing multinational and national organisations. Question 2 What are the characteristics of leading? dish out The characteristics of leading are * Pervasiveness * Continuity * compassionate work out * Creativity administrator function * delegating function Pervasiveness Characteristic of lea ding is required in all levels of organisation. Leading motivates all the levels in the organisation to coordinate with the chief executive officer (leader). Continuity Leading is a continuous process happens everywhere and at anytime in the organisation. Its enormousness becomes mettlesomeer when the organisation is undergoing a change. Human factor Leading directs and controls homophile factor of complexity and unpredictable nature in more of a disciplined, full-blown performer regarding fulfilment of rganisational goals and objectives. Creativity identify thoughts and ideas are accumulated and processed through employees enrolled from different strata of the society brings matured creativeness in order to project growth and development in the organisation. Executive function Leading implies that the accessorys execute the functions of organisation, which the leader and the follower agree is important for achieving the organisational goals and through it the individual goal s. Delegating function Delegating is natural fallout of leading.It also follows that the leader trusts his or her followers and vice-versa. unwashed trust is the most important in leading and delegation is largely based on that. Question 3 Briefly explain the four main approaches to organisational behaviour. Answer The main approaches to organisational behaviour are * Human resourcefulness approach * Contingency approach * Productivity approach * Systems approach Human resource approach The organisation is for the bulk, by the people and with people. Humans are the integrated part of the organisation.Therefore growth and development is only possible when human resource are developed both internally and externally. Contingency approach Situation abstract is the vital part of the behavioural practices of organisation. Significant analysis of each situation prior to action helps to use all the accredited knowledge virtually people in the organisation in the most appropriate ela n. Productivity approach Output per unit input is considered. Besides, stinting inputs and outputs, we have to kick in human and social inputs and outputs in workplace, is the present of this approach Systems approachThe systems view emphasizes the interdependence of people, technology, and socio-economic structure of organisation serves as a groundwork for co-ordinating activities to function as a whole effectively. Question 4 beg off the five major lead styles as per the Managerial Grid hypothesis Answer The Managerial Grid Theory or also know as the Blake Mouton Framework builds on the Ohio and Michigan studies and creates a coitus position that a leader prefers to take in most situations and thereby identifies his or her predominant style. The five major leadership styles are * impoverish leadership awkward club leadership * Produce or cash in ones chips leadership * Middle-of-the- alley leadership * Team leadership Impoverished leadership It is the most haphazard, un coordinated, reluctant, de-motivated style of leadership. It generates zero creativity, immense dissatisfaction and disharmony among employees. They arrive incomplete a high regard for creating systems for getting the job done nor for creating a work environment that is satisfying and motivating (low production/low people) Country club leadership It is mostly concerned about the needs and feelings of the members of the team.The main objective is making everyone happy instead of being focussed on the objectives and achieving results. A very relaxed environment exists but without direction and control (high people/low production). Produce or perish leadership Leaders consider that followers are simply a means to an end. They are in the main strict and autocratic in nature. They deal frequent punishments can bring productivity and motivation in employees. (high production/low people) Middle of the road leadership Leaders settle for average accomplishment and often turn over that this is the most anyone can expect.In this case, neither production nor people needs are fully met. (medium production/medium people) Team leadership Leaders hear on needs related to production, quality and people with equal importance, because they believe that each of them are the stakeholders of the organisation. This creates a team environment based on trust, and respect which leads to high satisfaction and motivation, resulting high production. (high production/high people) Question 5 List some of the commonly found perceptual biases. Answer The commonly found perceptual biases are as follows Fundamental ascription error * Self avail bias * discriminating perception * halo effect * Contrasts effects * Projection * Stereotyping * Primacy(first-impression) effect * recentness effect * Self-fulfilling prodigy * Pygmalion effect * Golem effect Fundamental attribution error design to underestimate the influence of external factors and overestimate the internal factors Self ser ving bias Tendency of people to attribute success to internal factors and disappointment to external factors, is known as self-serving biased perception Selective perceptionSometimes a person, or an object or an outlet stands out from the action. amiss(p) evaluation follows after the action based on this selective perception. hoop effect Previous success creates a halo in our beware so that every time the same person, object or event returns, expectation remains premium about reproducing similar or punter outcome. If the results fail to impress we generate biased judgements and attribute it to some external factors rather to accept the inabilities. Contrast effects. Individuals do not evaluate a person in isolation.There is always a slopeency of comparison which depicts high contrast in values and actual actions of the organisation, generating various prejudices. Projection We tend to feel and see that others are like us, and taking decisions on the premise that others want w hat we want, such perception is called projection. Stereotyping Judging someone on the derriere of our perception of the group to which the person belongs is defined as stereotyping. It simplifies the complex world. nevertheless when we inaccurately stereotype, various mistakes and misunderstandings cloud the right perception.Primacy effect First impression-lasting effect theory, the tendency to form lasting opinions about an individual based on the initial perceptions. This error is generally found formal interview sessions. Recency effect When we summarise a series of action taken by a person recently and decide its effectiveness in reality, we get the picture with recency effect. Self-fulfilling prophecy It is a tendency for someones expectations about another to cause that person to behave in a manner consistent with those expectations.It can of two types * Pygmalion effect- manager has high expectations of his employee and therefore grades him as the topper although the fact s indicate otherwise * Golem effect- the same manager evaluates his top performer as third, because his expectation from him is not high although the facts indicate otherwise Question 6 Suppose you are the Team Manager in a multinational company with team strength of 12 members. You are given the responsibility of ensuring that the team gives excellent performance or results. What are the rudimentary issues you have to handle in team building? AnswerThe key issues needed to handle while building a proper team are * having clear expectations and context * commitment * team design and competency * charter of performance * control and coordination * collaboration * communication * consequences * creative pattern * cultural change Having clear expectations and context The team should get fitting resources like people, time and money. The team need to understand the role and importance of their work and their strategic existence. Commitment All team members must bane in sincerity an d recognised contribution in order have growth and development.They should enthusiastic, excited and challenged by the opportunity. Team design and competence There should continuous evaluation of the structure and reason of existence so that competencies are evolved and used to achieve results faster and in superior quality. Charter of performance The team must define its goals, the outcomes, the timelines, measuring success, and the process to accomplish tasks. equally , the support of the top management is the precondition Control and coordination The team should have sufficient freedom and mechanism for self regulation and coordination.The top management must ensure the existence of such team spirit, address the challenges through incentives and motivation. Collaboration The team goals should be a collaborative one, and should establish norms so that collaboration becomes easy and effective. Communication The members must continuously communicate among themselves because it is the fuss of all issues that is needed to be solved immediately as concisely as the team formation occurs. Consequences Team members must be accountable and should feel responsible for the achievement and they should inherently get the idea of consequences of not achieving it. Creative innovationThe team must continuously innovate with the freedom of creativity in order to sustain for long run. Cultural change Teams need flat organisational structure, rewards and recognition and training and development of a high order. tralatitious companies are not designed for effective team operation. Acknowledgement I would like to thank our honourable lecturers Mr. Indranil Bhattacharya and Miss Sumita Haldar for extensive cooperation and support in order to establish focused effort in completion of the grant successfully. I would also like to thank my mates and Sikkim Manipal University for extensive cooperation and support.