MB01 – 02 : MANAGEMENT PROCESS & ORGANIZATION BEHAVIOR

Q3. Discuss the nine-step framework in the decision cycle. What do you mean by decision rationality?
Ans : A study of over 2000 managers, supervisors and executives was undertaken in order to determine what steps in the decision cycle they used and found helpful. Out of this study came a simple nine-step framework.



1. Monitor
The environment should be monitored constantly to obtain feedback. The decision - maker monitors the environment to detect deviations from plans or to pick up signals on the deed to take a decision.
2. Define
The problem or situation has to be defined precisely. The information picked up at the monitoring stage could relate to the symptoms of the problem, but not causes.
3. Specify
The decision objectives have to be specified, and the likely risks and the constraints should be considered what the decision-makers expect to be achieved is clarified.
4. Diagnose
The problem or situation is analyzed more thoroughly and the cause of the problem is scrutinized.
5. Develop
Alternative courses of action or solutions are developed. The options open to the company are discussed at length and the critical options are listed
6. Establish
At this stage, the methods or criteria to be used in the appraised the options or alternatives are established.
7. Appraise
Alternative solutions or courses of action should be appraised. Each alternative or option is evaluated. The costs of implementation of the alternatives would also be appraised. Both cost and benefited would be expressed in quantitative and qualitative terms.
8. Choose
The best alternative solution or course of action is chosen.
9. Implement
The best alternative solution or course of action is implemented and the detailed operational plan is discussed.

 Decision Rationality
The most often used definition of rationality in decision making is that it is a means to an end. If appropriate means are chosen to reach desired ends, the decision is said to be rational. However, there are many complications to this simple test of rationality. To begin with, it is very difficult to separate means from ends because an apparent end may be only a means for some future end. This idea is commonly referred to as the means - end chain or hierarchy.

One way to clarify means-ends rationality is to attach appropriate qualifying adverbs to the various type of rationality.

1. Objective Rationality
Can be applied to decisions that maximize given values in a given situation.
2. Subjective Rationality
Might be used if the decision maximize attainment relative to knowledge of the given subject.
3. Conscious Rationality
Might be applied to decision in which adjustment of means to ends is a conscious process.
4. Deliberately Rational
A decision is deliberately rational to the degree that adjustment of means to ends has been deliberately sought by the individual or the organization.
5. Organizationally Rational
A decision is organizationally rational to the extent that it is aimed at the organizational goal.
6. Personally Rational
A decision is personally rational if it is directed towards the individual's goal.

Q4. What is Perception? Explain the factors influencing the perceptual process.
Ans
Several factors influences how we process the perceptual inputs and transform them into outputs. People behave on the basis of what they perceive reality to be not necessarily as what reality is. Three influences on the concept of perception are described below. The influences are
1. The characteristics of the Perceiver.
2. The characteristics of the Perceived.
3. The characteristics of the Situation.

1. The characteristics of the Perceiver.
A person's needs, habit, impact, past experience; ethics and values, attitudes and personality all influences the perception process.
 Needs and Motive
Our need patterns play an important part in how we perceive things.
 Self-Concept
Self- concept connotes how we perceive our self, which then influences how we perceive other and the situation we are in.
 Our ethics values and culture
Our ethics, values and culture upbringing also play an important role in our perception about others. It is difficult to perceive the personality of a person raised in another culture because our judgment is based upon our values.
 Past Experience
Our attitude towards other is also influences by our previous experiences with them. Our past experiences with them. Our past experiences would the way we perceive our current situation.

 Current Emotional State
If an individual is depressed, he is likely to perceive the same situation differently than if the individual is elated. Thus, the emotional and psychological states of the individual are also likely to influence how things are perceived.

2. The characteristics of the Perceived
It may defy logic and objectivity but we cannot deny that our perceptions about others are influenced by their physical characteristics such as appearance, facial expressions, age, gender, manner of communication as well as personality traits and other forms of behaviors.

Thus, People interpret the meaning of what they have selectively perceived and organized in terms of their own assumptions of people, things and situations. They make attribution while interpreting data. Individuals also tend to be judgmental and distort information while interpreting events. Thus, subjectivity judgmental attitudes distortion or totally ignoring some stimuli could very bias our interpretational of the data that we selectively perceive and organize conveniently to suit our cognitive process.

3. The characteristics of the Situation
The Physical, social, organizational setting, in which an event occurs, as well as the timing of events, can influence how we interpret stimuli. Location of a given event is also an important factor in determining behavior. For e.g. you will behave with your boss differently at a social function than in office.

MB01 – 02 : MANAGEMENT PROCESS & ORGANIZATION BEHAVIOR

Q1. Explain the different types of roles a manager should perform in an organization.

Ans:

The manager has to perform a set of managerial roles and the requirements of these roles lead to certain common work characteristics. Henry Minitzberg made a detailed study of chief executives. On the basis of his study, he came to the conclusion that managerial activity may be divided into three groups:
• Inter-Personal role
• Informational Role
• Decisional Role
 Inter - Personal Role
This role relates to his contacts and dealing with other people. This role includes -
1. A manager represents his organization with outsiders.
2. He Performa the role of a figurehead. The formal authority of a manager gives him special status in the organization.
3. He performs the role of a leader. He has to communicate with his subordinates ,motivate them and activates them to work in pursuit of desired objectives.
 Informational Role
His contacts with the outside world and leadership position make him a focal point of information. He has to receive and collect information so that he can develop a thorough understanding of his organization. This role includes -
1. He functions as a disseminator. He gathers information from the environment and transmits it into his organization.
2. He functions as a monitor. He becomes a kind of nerve centre organizational function. He acts as a liaison man and a leader.
3. He functions as a spokesman, by disseminating the organizational information into the environment.
 Decisional Role
A manager occupies a central point in his organization because of his unique position and authority. This naturally means that he would be performing significant organizational duty of decision-making. There are four decisional roles that he has to perform
1. He has to perform the entrepreneur's role by initiating change and taking the risk that is involved in introducing change.
2. He has to assume the role of a discerning handler by taking charge whenever his organization is threatened.
3. He performs the role of an allocator of resources when he decides how and where his organization will expand its efforts and resources.
4. He performs the negotiator's role in which he deals with those situations where he has to enter into negotiations on behalf of the organization.

Q2. Describe the process of management and explain how it can be used to accomplish results in any organization?
Ans :
Process of Management involves the following:
 Panning
 Organizing
 Staffing
 Directing
 Motivating
 Controlling
 Co-ordination
 Communication

 Planning:
When management is reviewed as a process, Planning is the first function-performed by the manager. The work of mgr begins with setting of objectives of organization of each area in business. This is done thru planning. A Plan is pre-determined coarse of action to accomplish set objectives. It is today’s projection for tomorrow’s activities. Planning includes objective strategies, policies, programmes etc. As it involves making choices, decision-making is the heart of planning.
Planning is
 Flexible
 Goal oriented
 Intellectual process

 Organizing:
Includes putting lives into the plan by bringing together, the personal capital, machine, material etc, to execute the plan. While Planning decides, what mgmt wants to do, Organizing provides an effective machine for achieving the plan. Once the things are organized, planning helps in achieving the “common goal” of the organization.


 Staffing:
Involves filling the position needed in the organization structure by appointing contended and qualified person for the job. This needs manpower planning, scientific selection and training of personnel. Suitable methods of remuneration and performance. Appraisal.
 Directing:
Involves managing manager, managing workers and work through the means of motivation. Proper leadership, effective communication as well as co-ordination. Manager must develop the ability to command and direct others. Giving proper direction to the sub-ordinates helps in better and effective performance of the employees who all are working for the common goal.
 Motivating:
Motivation a managerial function to inspire and encourage people to take required action. It is key to successful mgmt of any enterprises. It can set into motion, a person to carry out certain activity.
 Controlling
Is a process of measuring actual results with some std. F performance, finding the reason for deviation of actual from desired result, taking corrective action when necessary,. This controlling enables the realization of plans. A manager must adopt the following in controlling activities:
 Identify potential problem
 Select Mode of control
 Evaluate performance in terms of planning
 Spot significant deviation
 Ascertain cause of deviation
 Take remedial measure

 Co-ordination:
Is concerned with harmonious and unified action directed towards a common objective. It ensures that all group and persons work efficiently economically and in harmony. Co-ordination requires and effective channel of communication. Person-to person communication is most effective for co-ordination.
 Communication:
Means transfer of information and understanding from person to person. Communication also leads to sharing of info. Ideas ad know. It enables group to think together and act together.