1. q-1 Define emotional intelligence. Explain Goleman’s model of emotional
intelligence
Emotional intelligence is the capacity for recognizing our own feelings and those of others, for motivating ourselves, for
managing emotions well in ourselves and in our relationships.
Daniel Goleman and the Hay Group have identified a set of competencies that differentiate individuals with Emotional
Intelligence. The competencies fall into four clusters:
Self-Awareness: Capacity for understanding one‟s emotions, one‟s strengths, and one‟s weaknesses.
Self-Management: Capacity for effectively managing one‟s motives and regulating one‟s behavior.
Social Awareness: Capacity for understanding what others are saying and feeling and why they feel and act as they do.
Relationship Management: Capacity for acting in such a way that one is able to get desired results from others and reach
personal goals.
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. Personal competence determines how we manage ourselves,
whereas social competence determines how we handle our interpersonal relationships.
Personal competence
It comprises of three dimensions of emotional intelligence, such as, self-awareness, self-regulation and motivation. Self-
awareness is the ability of an individual to observe him/herself and to recognize „a feeling as it happens‟ (Goleman, 1995). The
hallmarks of this ability are self-confidence, self- assessment and openness to positive criticism. Self-regulation is the ability to
control emotions and to redirect those emotions that can have negative impact. Trustworthiness, integrity, tolerance of ambiguity
and attitude to accept change are some characteristics of this ability. Motivation is the ability to channelize emotion to achieve a
goal through self-control and by moderating impulses as per the requirement of the situation. The people who have this ability are
optimistic and committed towards organizational as well as individual goals.
Social competence
It comprises of two dimensions namely, empathy and social skills. 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 in generating
and motivating others. Social skills are the ability to build rapport and to manage relationships with people. People having this
skill 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.

2. Figure: Goleman’s emotional intelligence model (1995)
What are the hindrances that we face in perception?
Barriers to Perception
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.
1. 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. Selectivity works as a shortcut in judging other people by allowing us to “speed-read” others, but, not
without the risk of drawing an inaccurate picture. The tendency to see what we want to see can make us draw
unwarranted conclusions from an ambiguous situation.
2. Halo Effect
The halo effect (Murphy & Anhalt, 1992) 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. Research suggests that it is likely to be most extreme when

3. the traits to be perceived are ambiguous in behavioral terms, when the traits have moral overtones, and when the
perceiver is judging traits with which he or she has had limited experience.
3. Contrast Effects
Individuals do not evaluate a person in isolation. Their reaction to one person is influenced by other persons they
have encountered recently. For example, an interview situation in which one sees a pool of job applicants can distort
perception. Distortions in any given candidate’s evaluation can occur as a result of his or her place in the interview
schedule.
4. Projection
This tendency to attribute one’s own characteristics to other people which is called projection can distort perceptions
made about others. When managers engage in projection, they compromise their ability to respond to individual
differences. They tend to see people as more homogeneous than they really are.
5. Stereotyping
Stereotyping–judging someone on the basis of our perception of the group to which he or she belongs.
Generalization is not without advantages (Hilton & Hippel, 1996). It is a means of simplifying a complex world, and it
permits us to maintain consistency. The problem, of course, is when we inaccurately stereotype. In organizations, we
frequently hear comments that represent stereotypes based on gender, age, race, ethnicity, and even weight. From a
perceptual standpoint, if people expect to see these stereotypes, that is what they will perceive, whether or not they
are accurate.
6. First-impression error
Individuals place a good deal of importance on first impressions. First impressions are lasting impressions. We tend
to remember what we perceive first about a person, and sometimes we are quite reluctant to change our initial
impressions. First-impression error means the tendency to form lasting opinions about an individual based on initial
perceptions. Primacy effects can be particularly dangerous in interviews, given that we form first impressions quickly
and that these impressions may be the basis for long-term employment relationships.
Q. Describe the bases of power.
Answer:
Bases of Power
Power can be categorized into two types: Formal and informal
A. Formal Power
It is based on the position of an individual in an organization. Formal power is derived from either one’s ability to
coerce or reward others or is derived from the formal authority vested in the individual due to his/her strategic position
in the organizational hierarchy. For example, a manager may threaten to withhold a pay raise, or to transfer, demote,
or even recommend the firing of a subordinate who does not act as desired. Such coercive power is the extent to
which a manager can deny desired rewards or administer punishments to control other people. The availability of
coercive power also varies across organizations. The presence of unions and organizational policies on employee

4. treatment can weaken this power base significantly. Formal power may be categorized into four types which are as
follows:
1. Coercive Power:
The coercive power base is being dependent on fear. It is based on the application, or the threat of application, of
physical sanctions such as the infliction of pain, the generation of frustration through restriction of movement, or the
controlling by force of basic physiological or safety needs. In an organization one can exercise power over another if
they have the power to dismiss, suspend, demote another assuming that the job is valuable to the person on whom
power is being unleashed.
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, or
enriched jobs. 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:
The third base of “position” power is legitimate power, or formal authority .It stems from the extent to which a
manager can use subordinates’ internalized values or beliefs that the “boss” has a “right of command” to control their
behavior. For example, the boss may have the formal authority to approve or deny such employee requests as job
transfers, equipment purchases, personal time off, or overtime work. Legitimate power represents a special kind of
power a manager has because subordinates believe it is legitimate for a person occupying the managerial position to
have the right to command. The lack of this is legitimacy will result in authority not being accepted by subordinates.
Thus this type of power has the following elements:
It represents the power a person receives as a result of his/her position in the formal hierarchy.
Positions of authority include coercive and reward powers.
Legitimate power, however, is not limited to the power to coerce and reward. It encompasses the acceptance of the authority of
a position by members of an organization.
4. Information Power:
This type of power is derived from access to and control over information. When people have needed information,
others become dependent on them. (For example, managers have access to data that subordinates do not have).
Normally the higher the level, the more information would be accessed by managers.
B. Personal Power
Personal power resides in the individual and is independent of that individual’s position. Three bases of personal
power are expertise, rational persuasion, and reference.
Expert power is the ability to control another person’s behavior by virtue of possessing knowledge, experience, or
judgment that the other person lacks, but needs. A subordinate obeys a supervisor possessing expert power because
the boss ordinarily knows more about what is to be done or how it is to be done than does the subordinate. Expert
power is relative, not absolute. However the table may turn in case the subordinate has superior knowledge or skills
than his/ her boss. In this age of technology driven environments, the second proposition holds true in many
occasions where the boss is dependent heavily on the juniors for technologically oriented support.
Rational persuasion is the ability to control another’s behavior, since, through the individual’s efforts, the person
accepts the desirability of an offered goal and a viable way of achieving it. Rational persuasion involves both
explaining the desirability of expected outcomes and showing how specific actions will achieve these outcomes.

5. Referent power is the ability to control another’s behavior because the person wants to identify with the power source.
In this case, a subordinate obeys the boss because he or she wants to behave, perceive, or believe as the boss
does. This obedience may occur, for example, because the subordinate likes the boss personally and therefore tries
to do things the way the boss wants them done. In a sense, the subordinate attempts to avoid doing anything that
would interfere with the pleasing boss subordinate relationship. 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 toward
lucrative future prospects.
Charismatic Power is an extension of referent power stemming from an individual’s personality and interpersonal
style. Others follow because they can articulate attractive visions, take personal risks, demonstrate follower
sensitivity, etc.
Dependency: The Key to Power
The General Dependency Equation is as follows:
The greater B‟s dependency on A, the greater the power A has over B. When an individual possess anything that others require
but that which alone the individual controls, he / she can make others dependent and, therefore, gain power over them.
Dependency, then, is inversely proportional to the alternative sources of supply.
This is one of the reasons why most organizations develop multiple suppliers rather using just one. It also explains
why individuals in general aspire to financial independence.
Three factors are responsible for dependency. They are as follows:
Importance
To create dependency, the thing(s) you control must be perceived as being important. Organizations actively seek to
avoid uncertainty and hence, those individuals or groups who can absorb an organization’s uncertainty will be
perceived as controlling an important resource.
Scarcity
A resource needs to be perceived as scarce to create dependency. For example, low-ranking members in an
organization who have important knowledge unavailable to high-ranking members gain power over the high-ranking
members. The scarcity-dependency relationship is also important in the power of occupational categories. Individuals
in occupations in which the supply of personnel is low relative to demand can negotiate compensation and benefit
packages, which are far more attractive than can those in occupations where there is an abundance of candidates.
Thus scarcity in supply of certain types of skilled people can give them power to bargain over compensations and
other benefits.
Non-substitutability
The more that a resource has no viable substitutes, the more power that control over that resource provides.
Q. Explain sensitivity training.
Answer:

6. Sensitivity training (also known as T-group, T standing for training).
This approach evolved from the group dynamics concept of Kurt Lewin and the first sensitivity training session was
held in 1946 in State Teachers College, New Britain, USA. Since then, it spread to numerous training centers in USA
and other countries. Sensitivity training is a small-group interaction process in the unstructured form which requires
people to become sensitive to others feelings in order to develop reasonable group activity. The objectives of
sensitivity training are as follows:
1. To make participants increasingly aware of, and sensitive to, the emotional reactions and expressions in themselves and
others.
2. To increase the ability of participants to perceive, and to learn from, the consequences of their actions through attention to
their own and others feelings.
3. To stimulate the clarification and development of personal values and goals consonant with a democratic and scientific
approach to problems of personal and social decisions and actions.
4. To develop achievement of behavioural effectiveness in participants.
5. To develop concepts and theoretical framework for linking personal values and goals to actions consistent with these inner
factors and situational requirements.
Process of Sensitivity Training
Sensitivity training focuses on small group (T-group) with number of members ranging from ten to twelve. T-groups
are designed to provide members with experiential learning about group dynamics, leadership and interpersonal
relationships. The basic T-group training or sensitivity training is to change the standards, attitudes and behavior of
individuals by using psychological techniques and programs. Based on the sources from where these members are
drawn, there may be three types of T-group: stranger-lab, cousin-lab, and family-lab. In the stranger-lab, all
participants are from different organizations and they are strangers to each other. In cousin-lab, all participants are
from the same organization but from different units.
Q. Explain the different leadership styles as per Managerial – Leadership Grid Theory.
Answer:
The Managerial Grid was the original name which was the modifications were made by Robert R Blake and Anne
Adams McCanse. After the modifications it was named as Leadership Grid.
Figure: Leadership Grid

7. Leadership Grid – an approach to understanding a leader’s concern for results (production) and concern for people
The five major leadership styles specified as per Managerial – Leadership Grid Theory:
1. The impoverished style (1, 1). The indifferent Leader (Evade & Elude)
In this style, managers have low concern for both people and production. Managers use this style to avoid getting into
trouble. The main concern for the manager is not to be held responsible for any mistakes, which results in less
innovative decisions. A leader uses a “delegate and disappear” management style. Since they are not committed to
either task accomplishment or maintenance; they essentially allow their team to do whatever it wishes and prefer to
detach themselves from the team process by allowing the team to suffer from a series of power struggles.
2. The country club style (1, 9). The accommodating Leader (Yield & Comply)
This style has a high concern for people and a low concern for production. Managers using this style pay much
attention to the security and comfort of the employees, in hopes that this would increase performance. The resulting
atmosphere is usually friendly, but not necessarily that productive.
This person uses predominantly reward power to maintain discipline and to encourage the team to accomplish its
goals. Conversely, they are almost incapable of employing the more punitive coercive and legitimate powers. This
inability results from fear that using such powers could jeopardize relationships with the other team members.
3. The produce or perish style (9, 1). The Controlling Leader (Direct & Dominate)
This believes in the authority-obedience. With a high concern for production, and a low concern for people, managers
using this style find employee needs unimportant; they provide their employees with money and expect performance
back. Managers using this style also pressure their employees through rules and punishments to achieve the
company goals. This dictatorial style is based on Theory X of Douglas McGregor, and is commonly applied by
companies on the edge of real or perceived failure. This is used in case of crisis management.
People who get this rating are very much task-oriented and are hard on their workers (autocratic). There is little or no
allowance for co-operation or collaboration. Heavily task-oriented people display these characteristics: they are very
strong on schedules; they expect people to do what they are told without question or debate; when something goes
wrong they tend to focus on who is to blame rather than concentrate on exactly what is wrong and how to prevent it;
they are intolerant of what they see as dissent (it may just be someone’s creativity), so it is difficult for their
subordinates to contribute or develop.
4. The middle-of-the-road style (5, 5). The Status – Quo Leader. (Balance & Compromise)
It is Organization – man management approach, which believes that the adequate organization performance is
possible through balancing the necessity to get out wprk with maintaining morale of people at satisfactory level.

8. Managers using this style try to balance between company goals and workers’ needs. By giving some concern to
both people and production, managers who use this style hope to achieve acceptable performance.
5. The team style (9, 9). The Sound / Team Leader (Contribute & Commit)
This is based on the aspect that work accomplishment is from committed people; interdependence through a
common stake in the organization purpose leads to relationships of trust and respect. In this style, high concern is
paid both to people and production. As suggested by the propositions of Theory Y, managers choosing to use this
style encourage teamwork and commitment among employees. This method relies heavily on making employees feel
as a constructive part of the company.
This type of person leads by positive example and endeavors to foster a team environment in which all team
members can reach their highest potential, both as team members and as people. They encourage the team to reach
team goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various
members. They normally form and lead some of the most productive teams.
Q. Mr. Suresh Kumar is the VP- HR of a leading Financial services company. He is having a meeting with Ms. Rejani
Chandran leading HR consultant. Mr. Suresh is concerned about creating an environment that helps in increasing the job
satisfaction amongst employees. Assume that you are Ms. Rejani, the HR consultant. What suggestions you will give to
Mr. Suresh, for creating an environment that increases job satisfaction?
Answer:
Job satisfaction is the sense of fulfillment and pride felt by people who enjoy their work and do it well. For an
organization, satisfied work force ensures commitment to high quality performance and increased productivity. Job
satisfaction helps organizations to reduce complaints and grievances, absenteeism, turnover, and termination. Job
satisfaction is also linked to a healthier work force and has been found to be a good indicator of longevity. And
although only little correlation has been found between job satisfaction and productivity, it has also been found that
satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the bottom
line.
Below are the suggestions that as a leading HR consultant I will give to Mr. Suresh, for creating an environment that
increases job satisfaction:
Mentally Challenging Work: Employees tend to prefer jobs that give them opportunities to use their skills and abilities and
offer a variety of tasks, freedom and feedback on how well they are doing. Under conditions of moderate challenge, most
employees will experience pleasure and satisfaction.
Personality-Job Fit: People with personality types congruent with their chosen vocations should find they have the right talents
and abilities to meet the demands of their jobs; and because of this success, they have a greater probability of achieving high
satisfaction from their work. It is important, therefore to fit personality factors with job profiles.
Equitable Rewards: Employees want pay systems and promotion policies that they perceive as being just, unambiguous, and
in line with their expectations. When pay is seen as fair based on job demands, individual skill level, and industry pay standards,
satisfaction is likely to result. Similarly, employees seek fair promotion policies and practices. Promotions provide opportunities
for personal growth, more responsibilities and increased social status. Individuals who perceive that promotion decisions are
made in a fair and just manner are likely to experience job satisfaction.
Supportive working conditions: Employees prefer physical conditions that are comfortable and facilitate doing a good job.
Temperature, light, noise and other environmental factors should not be extreme and provide personal comfort. Further,
employees prefer working relatively close to home, in clean and relatively modern facilities and with adequate tools and
equipment.
Supportive Colleagues: Employees have need for social interaction. Therefore, having friendly and supportive co-workers and
understanding supervisor‟s leads to increased job satisfaction. Most employees want their immediate supervisor to be

9. understanding and friendly, those who offer praise for good performance, listen to employees‟ opinions and show a personal
interest in them.
Whistle blowing: Whistle-blowers are employees who inform authorities of wrongdoings of their companies or co-workers.
Whistle blowing is important because committed organizational members sometimes engage in unethical behaviour in an
intense desire to succeed. Organizations can manage whistle blowing by communicating the conditions that are appropriate for
the disclosure of wrongdoing. Clearly delineating wrongful behaviour and the appropriate ways to respond are important
organizational actions.
Social Responsibility: Corporate social responsibility is the obligation of an organization to behave in ethical ways in the social
environment in which it operates. Socially responsible actions are expected of organizations. Current concerns include
protecting the environment, promoting worker safety, supporting social issues, investing in the community, etc. Managers must
encourage both individual ethical behaviour and organizational social responsibility.
s

10. set 2
Q. State the characteristics of management.
Answer:
The main characteristics of management are as follows:
Management is an activity: Management is an activity which is concerned with the efficient utilization of human and non-
human resources of production.
Invisible Force: Management is an invisible force. Its existence can be felt through the enterprise or institution it is managing.
Goal Oriented: Management is goal oriented as it aims to achieve some definite goals and objectives. According to the
Haimann, “Effective management is always management by objectives”. Managers and other personnel officers apply their
knowledge, experience and skills to achieve the desired objectives.
Accomplishment through the efforts of Others: Managers cannot do everything themselves. They must have the necessary
ability and skills to get work accomplished through the efforts of others.
Universal activity: Management is universal. Management is required in all types or organizations. Wherever there are some
activities, there is management. The basic principles of management are universal and can be applied anywhere and in every
field, such as business, social, religious, cultural, sports, administration, educational, politics or military.
Art as well as Science: Management is both an art and a science. It is a science as it has an organized body of knowledge
which contains certain universal truths and an art as managing requires certain skills which apply more or less in every
situation.
Multidisciplinary Knowledge: Though management is a distinct discipline, it contains principles drawn from many social
sciences like psychology, sociology etc.
Management is distinct from ownership: In modern times, there is a divorce of management from ownership. Today, big
corporations are owned by a vast number of shareholders while their management is in the hands of paid qualified, competent
and experienced managerial personnel.
Need at all levels: According to the nature of task and scope of authority, management is needed at all levels of the
organization, i.e., top level, middle and lower level.
Integrated process: Management is an integrated process. It integrates the men, machine and material to carry out the
operations of the enterprise efficiently and successfully. This integrating process is result oriented.
Q. What are the 14 principles of management of Henri Fayol?
Answer:
14 principles of Management of Henri Fayol:
1. Division of Work: Work should be divided among individuals and groups to ensure that effort and attention are focused on
special portions of the task. Fayol presented work specialization as the best way to use the human resources of the
organization.
2. Authority of Responsibility: The concepts of Authority and responsibility are closely related. Authority was defined by
Fayol as the right to give orders and the power to exact obedience. Responsibility involves being accountable, and is
therefore naturally associated with authority. Whoever assumes authority also assumes responsibility.
3. Discipline: A successful organization requires the common effort of workers. Penalties should be applied judiciously to
encourage this common effort.
4. Unity of Command: Workers should receive orders from only one manager.
5. Unity of Direction: The entire organization should be moving towards a common objective in a common direction.

11. 6. Subordination of Individual Interests to the General Interests: The interests of one person should not take priority over
the interests of the organization as a whole.
7. Remuneration of Personnel: Many variables, such as cost of living, supply of qualified personnel, general business
conditions, and success of the business, should be considered in determining a worker‟s rate of pay.
8. Centralization: Fayol defined centralization as lowering the importance of the subordinate role. Decentralization is
increasing the importance. The degree to which centralization or decentralization should be adopted depends on the specific
organization in which the manager is working.
9. Scalar Chain: Managers in hierarchies are part of a chain like authority scale. Each manager, from the first line supervisor
to the president, possess certain amounts of authority. The President possesses the most authority; the first line supervisor
the least. Lower level managers should always keep upper level managers informed of their work activities. The existence
of a scalar chain and adherence to it are necessary if the organization is to be successful.
10. Order: For the sake of efficiency and coordination, all materials and people related to a specific kind of work should be
treated as equally as possible.
11. Equity: All employees should be treated as equally as possible.
12. Stability of Tenure of Personnel: Retaining productive employees should always be a high priority of management.
Recruitment and Selection Costs, as well as increased product-reject rates are usually associated with hiring new workers.
13. Initiative: Management should take steps to encourage worker initiative, which is defined as new or additional work
activity undertaken through self direction.
14. Esprit de Corps: Management should encourage harmony and general good feelings among employees.
Q. Distinguish between internal and external forces of change.
Answer:
Internal forces and External forces of change:
1) Internal forces
Any change in organization’s internal factors may also necessitate change. Such a change is required because of two
reasons: change in managerial personnel and deficiency in existing organizational practices.
Change in the top management: Change in the top management and consequent change in the ideas to run the organization
also leads to change in the system, structure and processes. Old managers are replaced by new managers which are necessitated
because of retirement, promotion, transfer or dismissal. Each new manager brings his own ideas and way of working into the
organization. The formal or informal relationships may change because of changes in top management. Moreover, attitudes,
ideology, leadership style of the person may be different from the earlier one, this will reflect in their actions and decisions. The
result is that an organization has to change accordingly.
Change in size of the organization: Change in the organization‟s size leads to change in the internal structure and complexity
of the operations in the organization.
Performance gaps: When a gap between set target and actual results (in terms of market share, employee productivity and
profit) is identified, organizations face the forces to change and reduce the gap.
Employee needs and values: With changing needs and values of the employees, organizations change their policies. For
example, attractive financial incentives, challenging assignments, vertical growth opportunities and autonomy at work may be
provided in an organization to attract and retain its effective employees.
Deficiency in existing organization: Sometimes, changes are necessary because of deficiency in the present organizational
arrangement and process. These deficiencies may be in the form of unmanageable span of management, large number of
managerial levels, lack of co-ordination between various departments, obstacles in communication, multiplicity of committees,
lack of uniformity in policy decisions, lack of co-operation between line and staff and so on.

12. 2) External forces
Each organization has goals and responsibility related to others in its environment. Thus, an organization must not
only deal with its environment in conducting its affairs, but also give consideration to the goals of others, as it
establishes its goals and conducts its operations. The present-day environment is dynamic and will continue to be
dynamic. Changes in social, political, economic, technological, and legal environment force organizations to change
themselves. Such changes may result in organizational changes like major functions, production process, labour-
management relations, nature of competition, economic constraints, organization methods, etc. In order to survive in
the changing environment, organization must change.
Technology: Technological changes are responsible for changing the nature of the job performed at all levels in an
organization. When there is a change in technology in the organization‟s environment and other organizations adopt the new
technology, the organization under focus becomes less cost-effective and its competitive position weakens. Therefore, it has to
adopt new technology. When the organizations adopt a new technology, its work structures are affected and a new equilibrium
has to be established. We have seen that technology has impact on organization structure, organizational processes, and
behavior of people. For example, computers and automation have made significant impact on organizational functioning.
Business scenario: Due to rapid changes in the business scenario with increasing competition and global economy, the needs
and demands are also changing among the customers, suppliers and other stakeholders. Organizations are, therefore, forced to
change their operational methods to meet the demands of the stakeholders. Since every organization exports its outputs to the
environment, an organization has to face competition in the market. There may be two types of forces which may affect the
competitive position of an organization, other organizations supplying the same products and, buyers who are buying the
product. Any change in these forces may require suitable changes in the organization. For example, when Indian economy was
liberalized (the process still continues), there were many foreign organizations which entered the Indian market. This forced
many Indian organizations to re-align themselves with the new situation. The result is that there have been many cases of
divesting the business and concentrating on the core business, acquiring core business, and developing competitive competence
to face competitive threats. Similarly, there may be changes in buyers in terms of their needs, liking-disliking, and income
disposal for a product. These changes force the organizations to bring those products which meet buyer‟s requirements.
Environmental and National factors: Environmental factors such as economic, political and demographic and legal factors
play a vital role in devising organizational policies and strategy. Any change in these political and legal factors may affect the
organizational operation. For example, organizations may have to change their employment policies in accordance with the
government policy, demand of the non-government organizations and changing economic conditions of a country.
Social changes: Social changes reflect in terms of people‟s aspirations, their needs, and their way of working. Social changes
have taken place because of the several forces like level of education, urbanization, feeling of autonomy, and international
impact due to new information sources. These social changes affect the behavior of people in the organization. Therefore it is
required to make adjustment in its working so that it matches with people.
Q1. Explain the four processes of Social Learning Theory.Ans: The Social Learning Theory was proposed
by Albert Bandura. It
recognizest h e i m p o r t a n c e o f o b s e r v i n g a n d m o d e l i n g t h e b e h a v i o r s , a t t i t u
d e s , a n d emotional reactions of others. The four processes of Social Learning Theory are:a) Attention
processes, b) Retention processes, c) Motor reproduction
processes,d) Reinforcement processesa ) A t t e n t i o n p r o c e s s e s : S o c i a l C o g n i t i v e T h e o r y i
m p l i e s t h a t y o u m u s t p a y attention for you to learn. If you want to learn from the
behavior of
them o d e l ( t h e p e r s o n t h a t d e m o n s t r a t e s t h e b e h a v i o r ) , t h e n y o u s h o u l d eliminate

13. anything that catches your attention other than him. Also, themore interesting the model is, the
more likely you are to pay full attentionto him and learn.b)Retention processes: The ability to store
information is also an importantpart of the learning process. Retention can be affected by
a number of factors, but the ability to pull up information later and act on it is vital
toobservational learning.c)Reproduction processes: Once you have paid attention to the
model andretained the information, it is time to actually perform the behavior youobserved. Further
practice of the learned behavior leads to improvementand skill advancement.d)Reinforcement processes:
Finally, in order for observational learning to besuccessful, you have to be motivated to imitate the
behavior that hasbeen modeled. Reinforcement and punishment play an important role inmotivation.
While experiencing these motivators can be highly effective,so can observing other experience some type of
reinforcement orpunishment. For example, if you see another student rewarded with extracredit for being to
class on time, you might start to show up a few minutesearly each day.
Q4. Ms. Chanchal Das Gupta is a recruitment specialist. For the post of
QCM a n a g e r , s h e i n t e r v i e w s t h r e e c a n d i d a t e s . G i v e n b e l o w a r e t h e
p h y s i c a l characteristics of the candidates.
Candidate Physical Characteristics
Mr.Ravi Muscular, thick skin, rectangular shaped.
Mr.Gineesh Thin, delicate build,
large brain, tall.
Mr.Ramgopal Soft, round shaped, underdeveloped
muscles.
From the above descriptions, what personality traits can Ms. Chanchal derive out of the
candidates as per Sheldon’s theory of personality?
Ans: Per Sheldon`s theory of personality, below are the traits that Ms. Chanchalcan derive:
•
Mr. Ravi represents Mesomorph body type. He is “well-proportioned”.Psychologically he is Adventurous,
Courageous, Indifferent to what othersthink or want, Assertive/bold, Zest for physical activity, Competitive,
Witha desire for power/dominance, And a love of risk/chance
•
Mr. Gineesh represents Ectomorph body type. Psychologically he is Self-conscious, Private, Introverted,
Inhibited, Socially anxious, Artistic,Intense, Emotionally restrained, Thoughtful
•
Mr. Ramgopal represents Endomorph body type. Psychologically he isSociable, Fun-loving, Love of food,
Tolerant, Even-tempered, Goodhumoured, Relaxed, With a love of comfort, And has a need for affection

14. Q5. What are the consequences of conflict in organisations?Ans: Organizational Conflict can have both
positive and negative consequences.Negative consequences: Increased costs (time, money) devoted to
dealing withthe conflict, wasted resources and energy spent dealing with the conflict,Decreased
productivity, Lowered motivation, Decreased morale, Poor decision-making, Withdrawal and
miscommunication or non-communication, Complaintsand blaming, Backstabbing and gossip, Attitudes of
distrust and hostility (thatmay influence all future interactions, (Permanent) erosion to personal, work,
andcommunity relationships, Harm to others not directly involved in the conflict,Damaged emotional and
psychological well-being of those involved in theconflict, Dissatisfaction and stress.Positive
consequences: Leads to new ideas, Stimulates creativity, Motivateschange, Promotes organizational
vitality, Helps individuals and groups toestablish identities, Serves as a safety valve to indicate problems,
Buildscooperation, Helps individuals to develop skills on how to manage conflicts,Improving quality
decisions.