Professional Documents
Culture Documents
(SET 2)
Ans.) PERCEPTION can be defined as, “a process by which individuals organize and
interpret their sensory impressions in order to give meaning to their environment.”
Individuals differ in their perceptions with regard to people and inanimate objects.
People have beliefs, motives, or intentions. Therefore an individual’s perception and
judgment of another person’s actions are influenced by these assumptions.
Individuals have a tendency to use a number of shortcuts when they judge others. An
understanding of these shortcuts can be helpful toward recognizing when they can
result in significant distortions.
SELECTIVE PERCEPTION:
Any characteristic that makes a person, object or event stand out will increase the
probability that it will be perceived. It is impossible for an individual to internalize and
assimilate everything that is seen. Only certain stimuli can be taken in selectively .
HALO EFFECT:
The Halo effect occurs when we draw a general impression on the basis of a single
characteristic.
For example, while appraising the lecturer, students may give prominence to a single
trait, such as, enthusiasm and allow their entire evaluation to be tainted by how they
judge the instructor on that one trait which stood out prominently in their estimation of
that person.
Q2.) Explain “Emotional Intelligence”?
Ans.) Emotional intelligence is “an aggregate of individual’s cognition of own and other’s
emotions, feelings, interpretation and action as per environmental demand to
manipulate the consequence which in turn result in superior performance and better
human relationship”.
The most popular and accepted mixed model of emotional intelligence is the one
proposed by Goleman (1995). He viewed emotional intelligence as a total of
personal and social competences.
SOCIAL
SELF-
EMPATHY
PERSONAL
COMPETENC
COMPETENC
AWARENESS
E
SOCIAL
E
SELF-
SKILLS
REGULATION
MOTIVAION
PERSONAL COMPETENCE:
SOCIAL COMPETENCE:
EMPATHY is the ability to feel and get concerned for others, take their perspective and
to treat people according to their emotional reactions. People with this ability are experts
and generating and motivating others.
SOCIAL SKILLS are the ability to build rapport and to manage relationships with people.
People having this ability are very effective in persuasiveness and team management.
Social skill is the culmination of all other components of emotional intelligence,
assuming that people can effectively manage social and work relationships only when
they can understand and control their own emotion and can emphasize with the feelings
of others.
Q3.) ‘A group passes through various stages”. Explain the various stages of group
formation?
Ans.) The most important models of group development have been cited below:
1. Forming
In this stage the members are entering the group. The main concern is to facilitate
the entry of the group members. The individuals entering are concerned with issues
such as what the group can offer them. Their needed contribution the similarity to
their personal needs, goals and group goals, the acceptable norms and behavior
standards expected for group membership and recognition for doing the work as a
group member.
2. Storming
This is a turbulent phase where individuals try to basically form coalitions and
cliques to achieve a desired status within the group. Members also go through the
process of identifying to their expected role requirements in relation to group
requirements. In the process membership expectations tend to get clarified and
attention shifts towards hurdles coming in the way of attaining group goals.
Individual begin to understand and appreciate each other’s styles and efforts are
made to find ways to accomplish group goals while also satisfying individual needs.
3. Norming
From the Norming stage of group development, the group really begins to come
together as a coordinated unit. At this point close relationships develop and the
group shows cohesiveness. Group embers will strive to maintain positive balance at
this stage.
4. Performing
The group now becomes capable of dealing with complex tasks and handling
internal disagreements in novel ways. The structure is stable and members are
motivated by group goals and are generally satisfied. The structure is fully functional
and accepted at this stage. Group energy makes a transition from member’s focus
on getting to know and understand each other to performing. For permanent work
groups performing is the last stage in their development.
5. Adjourning
A well integrate d group is able to disband if required when its work is accomplished
though in itself it may be a painful process fro group members emotionally. The
adjourning stage of group development is especially important for the many
temporary groups that are rampant in today’s workplaces. Members of these groups
must be able to convene quickly do their jobs on a tight schedule and then adjourn-
often to reconvene later, whenever required.
Temporary groups with deadlines do not seem to follow the model explained above.
Their pattern is called the punctuated-equilibrium model.
Phase 1: the first meeting sets the group’s direction. This stage is the first inertia
phase. A structure of behavioral patterns and assumption emerges.
Transition: then a transition phase takes place when the group has used up almost
half its allotted time. The group’s direction becomes fixed and is unlikely to be re-
examined throughout the first half of the group’s life. The group tends to stand still or
become locked into a fixed course of action. The group is incapable of acting on new
insights in phase 1. The midpoint seems to set an alarm clock going increasing
member’s awareness that their time is limited and that they need to move on fast. A
transition triggers off major changes. This ends phase 1 and is characterized by a
concentrated burst of changes, replacement old patterns and adoption of new
perspectives. The transition sets a revised direction for phase 2.
Phase 2: it is a new equilibrium and is also a period of inertia. In this phase, the
group executes plans created during the transition period. The group’s last meeting
is characterizes by a flurry of activities. The punctuated-equilibrium model
characterizes groups as demonstrating long periods of inertia interspersed with brief
and rapid changes triggered mainly by their member’s awareness of time and
targets.
Q4) “Power is the ability to make things happen in the way a individual wants, either by
self or by the subordinates. The essence of power is to control over the behavior of
others”. Explain what are the various bases of powers?
A) FORMAL POWER:
1. COERCIVE POWER
2. REWARD POWER
The opposite of coercive power is reward power. Reward power is the extent
to which a manager can use extrinsic and intrinsic rewards to control other
people. Examples of such rewards include money, promotions, compliments
etc. although all managers have some access to rewards, success in
accessing and utilizing rewards to achieve influence varies according to the
skills of the manager.
3. LEGITIMATE POWER
4. INFORMATIVE POWER
This type of power is derived from access to and control over information.
When people have needed information, others become dependant on them.
Normally the higher the level, the more information would be accessed by
managers.
EXPERTISE,
REFERENCE.
REFERENT POWER - is the ability to control another’s behavior because the person
wants to identify with the power source. Followership is not based on what the
subordinate will get for specific actions or specific levels of performance, but on what
the individual represents- a path towards lucrative future aspects.
✔ PROBLEM IDENTIFICATION:
The first step in OD process involves understanding and identification of the
existing and potential problems in the organization. The awareness of the
problem includes knowledge of the possible organizational problems of growth,
human satisfaction, the usage of human resource and organizational
effectiveness.
✔ DATA COLLECTION
Having understood the exact problem in this phase, the relevant data is collected
through personal interviews, observations and questionnaires.
✔ DIAGNOSIS
OD efforts begin with diagnosis of the current situation. Usually, it is not limited to
a single problem .Rather a number of factors like attitudes, assumptions,
available resources and management practice are taken into account in this
phase. According to Rao and Hari Krishna, four steps in organizational diagnosis
can be identified:
• STRUCTURAL ANALYSIS: Determines how the different parts of
organization are functioning in terms of laid down goals.
Ans.) High or low levels of stress over long periods of time can lead to reduced
employee performance and thus require action by the management.
1. Individual Approaches:
• Effective individual strategies include implementing time management
techniques, increasing physical exercise, relaxation training and
expanding the social support network.
• Practicing time management principles also leaves as an element in
managing stress such as-
a) making daily lists of activities to be accomplished
b) prioritizing activities by importance and urgency
c) Scheduling activities according to priorities set.
d) Knowing your daily cycle and handling the most demanding parts of
your job during the high part of your cycle when you are most alert
and productive.
1. Organizational Approaches:
• Strategies that management might want to consider include-
a) Improved personnel selection and job placement leading to right
person-job-fit thereby reducing chances of non-performance and
stress level.
b) Use of realistic goal setting, redesigning of jobs can help in
aligning the individuals and job effectively and reduce stress.
c) Training in stress management techniques can be helpful.
d) In creased employee involvement improves motivation, morale,
commitment and leads to better role integration and reduction in
stress.
e) Improved organizational communication helps in creating
transparency in organizations and reduces confusion thereby
decreasing stress levels at work.
f) Establishment of corporate wellness programs is an important
component in managing stress among members by rejuvenating
and refreshing them from time to time leading to increased
productivity with renewed energy.
1. Become aware of the stressors and the emotional and physical reactions:
Notice what causes distress. Ignoring them is not a solution. Listing out all the
events that cause distress is important. What does an individual tell
himself/herself about the meanings of these events?