MBA Career by MBA Books for MBA Education

About Noun and Uses of Noun by Remedial English from Business Communication

2009-10-11T03:04:00.000-07:00

Remedial English is the chapter of Business Communication of SMU MBA. SMU introduces the book as MB0023 for MBA student. I want to discuss about the Remedial English chapter from the Business Communication book. This is the very big chapter of Business Communication which is about parts of speech. During the English language learning, grammar is known as the foundation. In the English Grammar, parts of speech is the base on which we make a sentence. There are eight parts of parts of speech in English grammar such as – Noun, Pronoun, Verb, Adverb, Adjective, Preposition, Conjunction and Interjection.

Here, I want talk about Noun and uses of Noun. Noun is the basic and most important chapter of English grammar. It is the first chapter of parts of speech. It is the communication process from where we begin.

Definition of Noun:

There are many definitions about Noun but we take only few for references. According the David Green, “A Noun may be defined as the name of a person, place or thing. By ‘thing’, we mean something that can be seen and touched (concrete) or something that can only be thought of and not seen and touched (abstract).” This definition is very suitable that says everything about Noun in short.

For example – Lisa, Shyam, Rohan etc. for names; Park, Patna, Delhi etc. for places; Pen, Pencil, Book etc for thing.

Functions of Noun:

Noun can function as subject, object and compliment in a sentence. For example – Ram Reads a Book. (Ram is Noun). A Book is read by Ram. (A Book is Noun). Ram’s book is very informative. (Ram’s Book is Noun).

Kinds of Noun:

There are very differences about kinds of noun between modern grammar and old grammar. According to the old grammar, noun is divided into five parts such as – Proper Noun, Common Noun, Abstract Noun, Collective Noun and Material Noun. New grammar treats these in two parts such as – Countable Noun and Uncountable Noun.

According to the Business Communication book, noun can be shown as:

Gender in Noun:

Father, Boy, Hero; male denoted noun is known as the Masculine Gender.

Mother, Girl, Heroine; female denoted noun is known as the Feminine Gender.

Baby, Parent, Student, Teacher; common denoted noun is known as the Common Gender.

Tree, Jewel, Building; neuter denoted noun is known as the Neuter Gender.

Number of Noun:

Single thing is known as the Singular Noun such as – tomato, boy, card etc.

More than one is known as the Plural Noun such as – tomatoes, boys, cards etc.

So, this chapter gives knowledge about Noun and uses of Noun in English grammar which is the first and basic chapter of parts of speech. This is the most important chapter in the process of learning English grammar. It is the most preferable chapter of business communication to develop communication skills and to know about types of communication also.

Types of Communication and Impact of Communication

2009-09-11T10:46:00.000-07:00

We already have discussed about communication process and communication barriers in our previous post. Here, I want to tell about types of communication and impact of communication on human behaviour.

Communication is possible with words. We talk to our friend to write a letter or E-mail. It means we are talking through words. We are establishing a communication with our friends. This is one type of communication but here we will discuss on many types of communication.

Communication through words:

When a baby cries, the mother turns to her. Communication through spoken words or written words is called verbal communication. Verbal communication is known as spoken communication also.

Non-verbal communication:

Non-verbal communication is known as communication without words. In this process we don’t use words to send or receive massages. We can categories non-verbal communication as:

Gestures

Body Language

Posture

Facial Expression

Eye Gazing

Impact of Communication on human behaviour or performance:

Effective communication is known as the well-defined strategy that enables any organization to achieve its set goals. A close tie between business, performance, technology and communication strategies provides a strong base for understanding and support within an organization.

The performance of an individual is either enhanced or hampered depending upon the effectiveness of communication in the work place. An organization is more than a set of by-laws, financial reports or organizational charts. It is a group of ‘people’. We cannot deny the social aspects of the workplace because it inhibits the transfer of information and knowledge and hinders the organization’s ability to outperform and innovate.

Just turn around- you may be in the cafeteria, front office, recreation area or the administrative block. Pay attention to different communication that I going on. Are they clear? Are they too harsh or too dry? How are they perceived? Is the receiver of the message accepting or rejecting the message? Do people care to what you say? Do you accomplish your goal? It is more than often that you are in a dilemma about issuing new instructions.

Effective communication enables you to hold a “relaxed” meeting and read to them what you wrote so that they could critique.

Communication Process and Communication Barriers in an Organization

2009-08-17T07:00:00.000-07:00

Mostly, “Communication” term is used by behavioural theorists, management scholars and the general public. We will follow here some definition of communication which has been varyingly defined over the years.

I am going to share some definition of communication process from one of the MBA books - MB0023.

According to the Newman and Summer, communication is used as,

“an exchange of facts, ideas, opinions or emotions by two or more persons.”

Here Newman and Summer theorizes communication as an exchange of views.

Hoben defines it as,

“Communication is the verbal interchange of thought or idea.”

He is not dealing with written and visual communication.

We get a good definition about communication by Anderson who says,

“Communication is the process, by which we understand others and in turn endeavor to be understood by them. It is dynamic, constantly changing and shifting in response to the total situation.”

So, the definition is in the process and continuances.

Function and Purpose of Communication

In an organization communication helps to establish and disseminate the goals. It facilitates the development of plans for the achievement of goals. Communication helps to manage and utilizes manpower and other resources in the most effective and efficient manner. Communication helps manager lead, direct and motivate employees to contribute right things.

Process of Communication

Normally, communication is known as interpersonal, wherein the information or message is transferred from one person to the others. Transmitting person of the message is called the sender or transmitter. Receiver of message is called the receiver. The process of converting information that has to be sent, into a format which the receiver can understand is known as encoding.

Information can be encoded into various formats – oral, written or visual. To show each of the formats we had to go through a medium called channel. There are many channels of communication which may be a letter, memorandum, computer, telephone, fax, telegram or a television.

Information which is transferred to the receiver has to be interpreted. Interpretation is known as decoding. The process of replying is known as feedback. Here is a diagram of communication process:

So, to send any message a sender chooses a suitable channel and finally receiver sends a message back to the sender.

Barriers to Effective Communication

In each process of communication – encoding, transference and decoding, there may be possibility of interface. It may hamper the communication process. This is known as noise. It is just like carrying water in leaky bucket. Barriers are also major difficulties during message transferred. To ensure clarity in communication, barriers must be eliminated or minimized.

Barriers of communication can be defined as

Linguistic and cultural differences: It creates the problem for receiver to complete or understand the language used by the transmitter.

Environment: Noise is the basic barriers in the types of environment barriers of communication.

Channel: A faulty fax machine, a crackling phone or illegible hand-writing can be barriers of channel communication.

Receiver’s Attitude and Behaviour: The type comes basically in organization to satisfy clients. It can lead the inaccurate hearing of the information.

Transmission Journey: There can be some difficulties during transmission journey. So, it is necessary to repeat the massage and use more than one channel to communicate a message.

Lack of Planning: Purpose to communicate a person should be very clear. So, planning is the most effective thing to void lack of planning in communication.

Semantic Distortion: The distortion comes in the uses of words. It may be a serious barrier to effective communication.

At last, we can sum up communication definition, function, process and barriers. To handle a person or an organization it is the most necessary thing to understand communication, communication process and communication barriers. There should be a planned way of communication to understand or send a message.

Leader and Leadership in an Organization

2009-07-09T20:16:00.000-07:00

There are great debate on leader and leadership. Some of the people say that leaders are born not made but some are against it. It is said that Alexander/Julius Caesar were leader from born.

On the chapter we have to discuss about leader and leadership in an organization. A manager should be leader or not? A manager has better quality of leaders or leaders have better quality of managers?

Leadership objectives:

Meaning of leadership

Qualities of a good leader

Theories of leadership

Different types of leaders

Functions of a leader

Differences between ‘managers’ and ‘leaders’

According to the Haiman Leadership is, “the process by which an executive or a manager imaginatively directs, guides and influences the work of others in choosing and attaining specified goals by mediation between the individual and organization in such a manner that both will obtain the maximum satisfaction.” In other word we can say leadership is, “the relationship in which one person influences others to work together willingly on related tasks to attain that level which he desires.”

Some quality of a good leader:

Has foresight

Has influence

Has representative role playing

Communicates properly

Commands attention and respect

Helps to achieve task objectives

Commands trust and confidence

Is sensitive to the task, people and environment

Builds team and becomes a model

Has the ability and skill to manage the team

Has the ability to take decision and many more

In the leadership theories “Great Man” theories comes first and according to it great leaders are born, not made.

According to trait theories people inherit certain qualities and traits that make them better suited to leadership.

According to Contingency theories leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation.

According to situational theories leaders choose the best course of action based upon situational variable.

According to the behavioural theories leaders are based upon the belief that great leaders are made, not born.

According to the participative theories ideal leadership style is one that takes the input of others into account.

Management theories focus on the role of supervision, organization, and group performance.

Relationship theories focus upon the connections formed between leaders and followers.

About the classification of leadership we know these types:

Bureaucrat Leaders

Autocrat Leaders

Diplomat Leaders

Expert Leaders

Quarter Back Leaders

But according to the Chris Argyris leadership classification leaders types are:

Directive type

Permissive type

Participative type

Abraham Zaleznik (1977), delineated differences between leadership and management. He saw leaders as inspiring visionaries, concerned about substance; while managers are viewed as planners who have concerns with process. Warren Bennis (1989) further explained a dichotomy between managers and leaders. He drew twelve distinctions between the two groups:

Managers administer, leaders innovate.

Managers ask how and when, leaders as what and why.

Mangers focus on systems, leaders focus on people.

Managers do things right, leaders do the right things.

Managers maintain, leaders develop.

Mangers rely on control, leaders inspire trust.

Managers have a short-term perspective, leaders have a long-term perspective.

Managers accept the status-quo; leaders challenge the status-quo.

Managers have an eye on the bottom line, leader have an eye on the horizon.

Managers imitate, leaders originate.

Managers emulate the classic good soldier, leaders are their own person.

Managers copy, leaders show originality.

In the end of the chapter we can say leaders are far ahead from a manager. Manager vision should be like a leader. Above mentioned all the resources will clear you about the function of a manager and leaders. In this term we can say leaders purpose are for high term however manager purposes are for short-term.

Groups and Group Dynamics

2009-06-08T09:31:00.000-07:00

The group concept is as old as civilization. In the primitive age group was a basic unit of survival. On this group chapter we have to focuses on group dynamics and principles of group dynamics.

Groups and Group Dynamics Objectives:

Meaning of group

Characteristics and functions of groups

Different types of groups

Group characteristics

Group dynamics and principles of group dynamics

About group Kimball Young defines, “two or more persons in a state of social interaction.” Sherif and Sherif define about group as, “a social unit which consists of a number of individuals who stand in definite status and role relationships to one another and which possesses a set of values or norms of its own regulating the behaviour of individual members, at least in matters of consequence to the group.”

Normally group characters define in four parts 1) two or more people, 2) who interact with one another, 3) share some common ideology, and 4) see themselves as a group.

On the formal group MBA book MB 0027 writes, “The formal work group has a designated leader who supervises group members, mediates rewards and punishments, and is responsible for group performance to a higher authority in the organization.”

On the informal work groups, “Informal groups are loosely organized groups such as bowling teams and social clubs that arise apart from the formal organization to which members of the informal group may belong.”

Thomas Harrll has defined group dynamics as, “an expression that describes the situation in which people acting together in a group accomplish certain thing, either positively or negatively in a way that cannot be explained adequately in terms of the individual acting separately.”

Cartwright has termed principles of group dynamics which are:

If a group is to be used effectively as a medium of change, those who are to be changed and those who are to wield an influence for change must have a strong sense of belonging to the same group, i.e., the barriers between the leaders and the led should be broken down.

The more attractive a group is to its members, the greater the influence it would exercise on its members.

The higher the prestige of a group member in the eyes of the members, the greater the influence he will exercise on them.

Information relating to the need for change, plans for change, and the consequence of change must be shared by all the members of a group.

In the end of the chapter we can say that group dynamics is concerned with the interactions and forces between group members in a social situation.

Grievance and Grievance Procedure

2009-05-01T20:07:00.000-07:00

Grievances always vary from company to company and it has many definitions also by many authors. Grievance is used company to indicate various forms and stages of an employee’s dissatisfaction.

According to the Dale Yoder, “a written complaint filled by an employee and claiming unfair treatment.” Another definition comes with Prof. Jucious who defines as, “any discontent or dissatisfaction, whether expressed or not and whether valid or not, arising out of anything connected with the company that an employee thinks, believes or even feels unfair, unjust or inequitable.”

There are various factors which arise Grievances. A grievance is always a symbol of some malfunctioning or maladjustment and an able and skillful manager can always find out the real or submerged reasons for a grievance.

The dispute or grievance constitutes a managerial problem and the scientific method is usually most productive in arriving at a satisfactory solution.

On the Grievance handling procedure from MBA books, MB 0027 writes:

A grievance should be dealt within the limits of the first line supervisor.

The appellate authority should be made clear to the employee so that is he cannot get satisfaction from his immediate supervisor, he should know the next step.

The grievance should be dealt with speedily.

In establishing a grievance procedure, if the grievance is against an instruction given by a superior in the interest or order and discipline, the instructions must be carried out first and then only employee can register his protest.

Grievance Handling Procedure Image

In the grievance handling the some factors include:

Receive and define the nature of the dissatisfaction.

Get the facts.

Analyze and divide.

Apply the answer.

Follow up.

In establishing a grievance procedure, if the grievance is against an instruction given by a superior in the interest of order and discipline, the instructions must be carried out first and then only employee can register the protest.

In the language of the labour management relations, a grievance is a complaint formally presented by the employee or employees to the management.

In case, the grievance has not been settled by top management and top union leadership, the same may be submitted to an impartial arbitrator.

Discipline and Disciplinary Procedure of Management

2009-04-11T08:04:00.000-07:00

On the basis of discipline a system or an organization may run very smoothly. Discipline in an organization is a paramount importance for its smooth running and survival.

Discipline comes with the capitalist system to run factories and arrange the resources and labour power. It is basically known for an organization however in the Jamindari system it was also most famous for discipline.

Discipline and Disciplinary Procedure Objectives:

Meaning of discipline and disciplinary procedure

Objectives of discipline

Principles for maintenance of discipline

Basic ingredients and guidelines for disciplinary action

Procedure for disciplinary action

Process of dismissal and discharge of the employee

Conditions for discharge of the employee

According to the Bremblett, Earl R, “discipline in the broad sense means orderliness-the opposite of confusion.” But according to the Calhoon Richard D., “discipline may be considered as a force that prompts individuals or groups to observe the rules, regulations and procedures which are deemed to be necessary for the effective functioning of an organization.”

On the objectives of Discipline one of the MBA books MB 0027 writes:

To obtain a willing acceptance of the rules, regulations and procedures of an organization, so that organizational goals may be attained.

To impact an element of certainty despite several differences in informal behaviour patterns and other related changes in an organization.

To develop among the employees a spirit of tolerance and a desire to make adjustments.

To give and seek direction, and responsibility.

To create an atmosphere of respect for the human personality and human relations.

To increase the working efficiency and morale of the employees, so that their productivity is stopped up, the cost of production brought down and the quality of production improved.

According to Article 311 of the Indian constitution, which says that, “no person shall be dismissed or removed from service until he has been given a reasonable opportunity to show cause as to why the proposed action should not be taken against him.”

In the end of the chapter we can say that the ultimate purpose of a disciplinary action is to maintain discipline, to ensure productivity, and avoid a repetition of the offense.

In the other words a disciplinary action should be evaluated in terms of its effectiveness after it has been taken.

Morale and Motivation Theory of Management

2009-03-06T03:06:00.000-08:00

Morale is internal feeling and it is inspired by the environment. Motivation comes from enthusiasm, zeal, confidence in individuals or groups that they will be able to cope with the tasks assigned to them.

Morale and Motivation Objectives:

Meaning and importance of morale

Relationship between morale and productivity

Methods of measurement of employee morale

Distinguish between morale and motivation

Steps in motivation

Ways of motivating the employees

Major theories of motivation

From one of the MBA Books MB 0027 a theory comes in my mind which has been proposed by Professor Ralph C. Davis about morale, “Good organizational morale is a condition in which individuals and groups voluntarily make a reasonable subordination of their personnel objectives of their organization.”

Another theory of morale comes from B Flippo morale is, “a mental condition or attitude of individuals and groups which determines their willingness to co-operate. Good morale is evidenced by employee enthusiasm, voluntary conformance with regulations and orders, and a willingness to co-operate with others in the accomplishment of an organization’s objectives. Poor morale is evinced by surliness, insubordination, a feeling of discouragement and dislike of the job, company and associates.”

On the importance of morale we can say that it is the realization of common objectives which refers to the working of an individual. Morale is also depends on the reality and material background. So, it depends upon the relations between expectations and reality.

There are some scales on which we can measure employee’s Morale:

The supervisor/executive’s impressions

The guided interview

The unguided interview

A combination of the guided and unguided interview

An analysis of company records

The listening-in process

The questionnaire

A combination of any of the foregoing methods

Morale can be improved in a specific organization and in a specific environment:

Creation of whole jobs

Job enrichment

Building Responsibility into a job

Modifying the work environment

Flexing Working hours

Job-sharing

Rotation of Jobs

Profit-Sharing

These are the perception on which we can develop a strong feeling for the morale in a person to do that.

Motivation is also an internal feeling like morale but it is not consistence like morale. About the motivation Michael Jucius has defined, “motivation is an act of stimulating someone to get a desired course of action.”

In the theories of motivation Maslow’s Need Hierarchy theory comes at first. According to Maslow’s hierarchy theory it is known as an individual’s motivations as a predetermined order of needs which he strives to satisfy. His model of hierarchy of needs indicates satisfaction of human basic needs.

Another theory comes with McGregor’s which is known as theory of X and theory of Y (and theory of Z).

In the end of the chapter we can say the best results come when an organization has both high morale and high motivation.

Compensation Management – Salary Negotiation

2009-02-24T07:11:00.000-08:00

Compensation management chapter contain wage and salary aspect. The word salary applies to compensation that is uniform from one period to the next and does not depend upon the number of hours worked.

Compensation Management Objectives:

Wage, Compensation and their administration

Job Satisfaction

Labour and Wage Theories

Classification of Wages

Machinery for fixing wages

Job Evaluation

Objectives of job evaluation and methods of evaluation

Promotions and transfers

Wage and Salary Administration:

The term compensation management is the alternative of wage and salary administration. Wage word is commonly used for those employees whose pay is calculated according to the number of hours worked. The concept of wage came from capitalist before it in the Jamindari system the concept of wage was in the slaves form. Salary applies to compensation that is uniform from one period to the next and does not depend upon the number of hours worked. When we got for job definition we found that job is defined as a collection or aggregation of tasks, duties, and responsibilities that, as a whole, is regarded as the reasonable assignment to an individual employee. Job is known as impersonal however position is known as personal. Job always contains a position which defines some set of works.

Job Satisfaction

Job satisfaction depends on the situations and environment of work atmosphere. According to the MBA Book MB 0027, “Job satisfaction is determined by a set of personal and job factors, personal factors relate to worker’s age, length of service, intelligence, skill, and other personality or temperamental factors.

About the Job Evaluation British Institute of Management has defined “job evaluation as the process of analysis and assessment of jobs to ascertain reliably their relative worth, using the assessment as a basis for a balanced wage structure.”

“Job analysis is the process of getting information about jobs; specifically, what the worker does; how he gets it done; why he does it; skill, education and training required; relationships to other jobs; physical demands and environmental conditions”.

On the job evolution methods we can include some aspects:

Ranking methods

Grade Description Method

Point Method

Factor-Comparison Method

Time-Span Method

Guide-Chart Profile Method

Pigors & Meyers give a unique definition of promotion which is, “the advancement of an employee to a better job – better in terms of greater respect of pay and salary. Better houses of work or better location or better working conditions-also may characterize the better location or better working conditions-also may characterize the better job to which an employee seeks promotions, but if the job does not involve greater skill or responsibilities and higher pay, it should not be considered a promotions.”

On the Subject of Transfer Pigors and Mayers also writes, “the movement of an employee from one job to another on the same occupational level and at about the same level of wages or salary.”

In the end of the chapter we can say that Compensation Management deals not only salary and wages but also job analysis and job satisfaction.

Performance Appraisal : Evolution of Employee Performance

2009-02-06T08:50:00.000-08:00

Performance is a type of evolution about employee which tells the organization about the employee skills and their work efficiency. Performance appraisal is evaluating the employee’s work and gives the chance to their career growth and satisfaction.

Performance Appraisal Objectives:

Meaning of performance evaluation and recognition

Various techniques and methods of evaluation

Significance of rewards and incentives

Purpose of promotions

Concept of 360 degree Appraisal

Performance appraisal has been arranged by HRM time to time on the yearly or half yearly basis to review the performance of an employee towards the organization. About the performance appraisal MBA book MB 0027 writes, “Performance evaluation is the personnel activity by means of which the enterprise determines the extent to which the employee is performance the job effectively.”

Techniques of Evaluation

Evaluation techniques depend on a particular organization because every organization has their own evolution techniques.

But normally evaluation methods have been divided into three parts:

Individual evolution methods

Multiple-person evaluation methods

Other methods

In the individual evolution methods there can be some aspects to evaluate which can be:

Graphic rating scale – normally it contain (0-9) scale to rate a person scores.

Forced choice – Forced choice can be by superiors, peers, subordinates, or a combination of these in evaluating employees.

Easy Evolution – In the evolution system some questions has been asked by evaluator strong and weak aspects of the employee’s behaviour.

Management by Objectives – It is known as MBO and in the system the supervisor and employee to be evaluated jointly set objectives in advance for the employee to try to achieve during a specified period.

Critical Incident technique – In this technique, personnel specialists and operating managers prepare lists of statements of very effective and very ineffective behaviour for an employee.

Checklists and weighted checklists – In the process you have to check out some question on the understanding of your answers.

Behaviorally anchored rating scales – It is known as BARS.

In the multiple-person evaluation methods there are also some techniques occurs:

Ranking – in the method the evaluator is asked to rate employees from highest to lowest on same overall criterion.

Paired comparison – this approach makes the ranking method easier and more reliable.

Forced distribution – It is similar to grading on a curve.

In the other methods we can include performance tests, fixed review techniques etc.

Appraisal, Praise or Recognition

About the praise, “Praise seems to have its greatest value when given and received as recognition, and is not perceived by either party as an attempt to control the behaviour of the recipient.”

Recognition satisfies human need for esteem by others and for self-esteem.

About the Rewards and Incentives Burack and Smith says, “An incentive scheme is a plan or programme to motivate individual or group performance. An incentive programme is most frequently built on monetary rewards (incentive Ray or a monetary bonus), but may also include a variety of non-monetary rewards or prizes.”

Incentives and rewards always attract the employee attraction towards the work and give them satisfaction to the organization.

Promotions

According to the MBA book MB 0027 promotion is, “a term which covers a change and calls for greater responsibilities, and usually involves higher pay and better terms and conditions of service and, therefore, a higher status of rank.”

360 Degree Appraisal

These terms (360-degree, full circle, etc.) mean using the variety of sources that provide the best picture of performance. Therefore, for example, an agency may use supervisor, self and customer input to supplement the rating official’s appraisal in one division’s program. Another division of the same agency with “self-directed teams” may use peer, self and subordinate ratings to obtain the most useful input.

Employee Growth & Development Training

2009-01-23T19:47:00.000-08:00

The era is of skilled workers because outsourcing has developed the work efficiency and has moved to quality works. So, every organization needs to have well-trained and experienced professional to perform the activities that have to be done. To solve the problem of complex job there is need of well trained employee selection policy.

Objectives of Employee Growth & Development Training Chapter:

Objectives of training

Importance of training

Types and techniques of training and development

Types, Methods and Procedures of training

Reasons of Failure of training

About the meaning of training MBA book MB 0027 writes, “Training indicates any process by which the aptitudes, skills and abilities of employees to perform specific jobs are increased. Training refers to the teaching/learning activities carried on for the primary purpose of helping members of an organization to acquire and apply the knowledge, skills, abilities and attitudes needed by that organization” It is well known that a company give the training to its employee to the fulfill organization objectives not for employee satisfaction however the job descriptions satisfy employee satisfaction also.

According to Douglas McGregor there are three different purposes of learning:

Acquiring Intellectual Knowledge

Acquiring Manual Skills

Acquiring Problem-Solving Skills

These three training purpose develop the skills, intellect and problem solving ideas to the employee.

Now, we can say that importance of training main purpose is sound management, for it makes employees more effective and productive. Importance of training widely known as, “training is widely accepted problem-solving device. Indeed, our national superiority in manpower productivity can be attributed in no small measure to the success of our educational and industrial training programmes.”

According to the A.D. Sinha identifying training needs:

Views of the line manager

Performance appraisal

Company and departmental plans

Views of training manager

Analysis of job difficulties

Now, we can look into need and importance of management development by Dr. B. K. Madan, “Mangement development is the development of management over and above its science and theory, of its practice and application in organization, corporations and institutions, alike in relation to the organization and manager, so as continuously to re-equip both to fulfill their purposes more effectively and in harmony with each other, and both with the environment in which they function and have their being and hope to thrive upon and grow.”

About the training evaluation MBA book MB 0027 writes, “Objectives of training evaluation is to determine the ability of the participant in the training programme to perform jobs for which they were trained, the specific nature of training deficiencies, whether the trainees required any additional on the job training, and the extent of training not needed for the participants to meet job requirements. There are various approaches to training evolution. To get a valid measure of training effectiveness, the personnel manager should accurately assess trainee’s job performance two to four months after completion of training.”

On the training failure we can writes:

The benefits of training are not clear to the top management.

The top management hardly rewards supervisors for carrying out effective training.

The top management rarely plans and budgets systematically for training.

It means all the aspect depends on the higher management who doesn’t know the reality and don’t want the reality of training management programme. It is the cause of training failures.

In the end of the chapter we can say that employee growth depends on the training and training for the organization development as well as well employee satisfaction.

Human Resource Planning & Selection Policy

2009-01-08T07:19:00.000-08:00

We already have discussed in previous chapter about the human resources evolution, importance and objectives. Now, we will elaborate here bout the planning and selection policy of human resource.

The objectives of Human Resource Planning & Selection Policies are:

Need for HR Planning

Process of HR Planning

HR Planning System and its Components

Responsibilities for HR Planning

Recruitment practices in the Indian Context

Recruitment Programme

According to Wikcstrom, “Human-resource planning consists of a series of activities.” Human resource planning is nothing but manpower planning.

About the Human Resource Planning Tata Electrical Locomotive company writes, “embraces organization development, management development, career planning and succession planning.”

The human resource planning contains:

Deciding goals or objectives

Estimating future organizational structure and manpower requirements

Auditing Human resources

Planning job requirements and job descriptions

Developing a human resource

In the responsibility of human resource planning Geisler writes:

1. To assist, counsel and pressurizes the operating management to plan and establish objectives

2. To collect and summaries data in total organizational terms and to ensure consistency with long-range objectives and other elements of the total business-plan

3. To monitor and measure performance against the plan and keep the top management informed about it

4. To provide the research necessary for effective manpower and organization planning.

From the MBA book 0027 about the recruitment policy Dale Yoder writes, “Recruitment is a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force.”

In the sources of recruitment these are following aspects:

Advertising: the Company adverse about the job vacancy from the various sources –off-line and on-line.

Employment Agencies: In the recent era job consultants have acquired the job areas to give the job for employee.

Employee Referrals: It is the programme which is run by the company. It is internal communication within a company to get some referral when a employee refer to another for the organization.

In the India recruitment practices have been classified:

1. within the organization
2. Badii or temporary workers
3. Employment agencies
4. Casual Callers
5. Applicants Introduced by friends
6. Advertisement
7. Labour contracts

These are the major sources from where Indian company hair employee for an organization.

Human Resource Management : HR Management

2008-12-13T20:07:00.000-08:00

After having completed the book review of MB 0022 of 1st semester I am going to write about the human resource management in an organization. Globally, Human Resource Management today known as a part of an organization and it has own existence world wide.

It is said that management of human resources lead, mobilize and direct the efforts of people. In the stage of globalization and industrialization human resource management reveal the following trends according to Dale Yoder:

1. Increased complexity of organization and employment communication and a distinction between owners, managers and workers

2. Decreased number of employers and self-employed, and enlarged size or workforce

3. Enhanced need for training in view of increased requirements of specialized skills

4. Public interventions and legal complication in employer-employee relationships

5. Enhanced training and development of managers and professionalisation of management education

6. Possibility of employment explosion in view of the ever-increasing size of workforce

7. Rising formal level of education of rank-and-file employees who are becoming increasingly critical of management malpractices and errors

8. Rank-and-file employees’ rapidly growing demands in different employment situations

9. Increased applications of behavioural science by enterprising managers

10. Recognition of close relationship between profits and earnings and ability to manage human resources

These are the identified problem which occurs in an organization with the employee and owners. The need creates the role of human resource management.

Objectives of Human Resource Management by the MB 0027 Book:

Importance of Human Resources

Economic and Non-Economic factors and their interaction with HR

Evaluation of HR and HR management in the Indian context

Theory of Human Relations

Objective of HR

Growth of HR as a profession

Personnel Management and HR Management

At first we will discuss on the importance of Human Resources however it has been discussed some more above. From the MBA book MB 0027 we can defined that Human Resources is known as the “total knowledge, skills, creative abilities, talents and aptitudes obtained in the population whereas from the viewpoint of the individual enterprise, they represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of its employees” Main importance of human resource management are increasing significance in modern organizations.

In the chapter economic and non-economic factors we can say at 1st human resource known as the importance from the economic standpoint at national, enterprise and individual levels of analysis.

Evolution of Management of Human Resources in Indian Context:

In the “Artha-Shastra” which is written by Kautliya, an Indian 1st economist in 4th century B.C provides a systematic treatment of management of human resources. In the book he described labour in a society as the system of “Shreni”. According to the “Shreni” Indian society was divided in four parts from the labourer point of view. Kautilya has provided an excellent thought on staffing and personnel management also which define the ability of a man to work in society. According to the personnel skills everyone will get the job in society. Further, Indian society divided on the cast system to distribute labour system.

In the modern age of India there was a factory act in 1881. According to the act workers were allowed a week off-day and for woman workers hours of a day have been limited as eleven hours per day. Further the act lead to the child workers also and give them royalties to work seven hours in a day and a child should be in minimum age of 7 years and only day shift they can work.

To lead the voice of workers first labour organization designated in Bombay in 1890 as Mill Hands association. In 1905 the Printers’ Union at Calcutta comes in light and similarly in 1907 the Postal Union at Bombay was established.

In this process after the post independent of India the fight between employee and owners were continuous. All the aspect to organize resources and human being for an organization give birth the management of human resources in India also.

Theory of Human Relations

The theory of human relations has been defined in two factors – employee human relationship within an orgnastion and public human relations outside an organization. About the theory Huneryager and Heckmann said, “Human relations is a systematic, developing body of knowledge devoted to explanning the behaviour of individuals I the working organsion”. According to McFarland, “Human Relations is the study and practice of utilizing human resources through knowledge and through an understanding of the activities, attitudes, sentiments and inter-relationship of people at work.”

According to the MBA Book of SMU – MB 0027 Human Relations in Management “is a process that brings workers into contact with and causes them to be influenced by their leaders, their jobs and other aspects of the organizations which they work.”

Human Relations Objectives:

Mainly human relations work within the employee and for the employee in the favour of an organization and owners. It is not a technical and economic aspects but it is the aspect which deals the motives of an organization.

Specially, in India human relation movement took place in 1970s when Indian workers and agrarian announced to fight against the capitalist classes. It was the turning point for the human relation department in India.

In the end of the chapter we can take look of Yader, Henemen and others who differentiate the Personal Management and Human Resource Management by the definition, “HRM is a broad concept which covers many personnel aspects and include social, professional and individual enterprise aspects, whereas Personnel Management focuses only on personnel aspects such as leadership, justice determination, task specialization, staffing, performance appraisal, etc. HRM is more growth-oriented whereas Personnel Management is slightly narrow.”

Organisational Change and Development – MBA Book

2008-12-01T08:59:00.000-08:00

MBA is all about related to a firm or company so we have to discuss all things in the relation of on organization.

An intellectual has said that everything is changeable. So, it is also fact in the situation of organization. Development of organization is changing process.

We should decide some objectives of this chapter which can be:

Forces for change

Form of change

Approach to change

Concept and purpose of development

Types of Organisation Development Activity

Analysis of Organisational effectiveness

Change refers to a modification always. We know change without force is not possible. For example we can see whole history of life. So, we can indicate the forces of change in an organization:

Nature of the Work Force

Technology

Economic Shocks

Competition

Social Trends

World Politics

Change should be recognized as external and internal changes. External forces which is beyond us and include – Technological changes, globlisation, social and political changes, workforce diversity and managing ethical behaviour etc.

Like these internal forces includes - changes in Managerial personnel, declining effectiveness, changes in work climate, deficiencies in the Existing System, Crisis and Employee expectations.

Internal forces, which can be managed by us and which is not beyond us.

Now, we will discuss about forms of change. There are two types of changes – planned and unplanned.

Now, here is another thing which is definition of Organisation Development (OD)

For the topic we should take look on some theoretician definition. According to Wendell L. French and Cecil H. Bell, Jr., “Organisation development is a systematic process for applying behavioural science principles and practices in organizations, to increase individual and organizational effectiveness.”

Another theory comes from Worly, “a systematic application of behavioural science knowledge to the planned development and reinforcement of organizational strategies, structures, and processing for improving an organisation’s effectiveness.”

Now, we can say that organization development is organization improvement strategy. OD is known as a technique which brings change in the organisatioin.

Now, we can say change is inevitable in a progressive culture and society to meet the new.

Conflict Management – MBA Book

2008-11-08T06:52:00.000-08:00

Best examples of conflict are conflict between management and employees. Conflict a serious problem in any organization if the problem not handle properly.

Conflict Management Objectives from the MBA Book

Definition of Conflict

Outcome of Conflict

Forms of Conflict

Conflict Management Strategies

Stress

Causes of Stress

Stress Management

Crisis of Management

About the conflict in an organization there are many definitions by some academician. At 1st we will give some light on Gray and Starke’s theory of conflict management, “Conflict is behaviour by a person or group that is purposely designed to inhibit the attainment of goals by another person or group. This ‘purposeful inhibition may be active or passive.”

According to K. W. Thomas conflict is, “processes that begins when one party perceives that another party has negatively affected or is about to negatively affect, something the first party cares about.”

At last I give one more definition about conflict by B. Kabanoff, “Conflict refers to a disagreement, opposition, or struggle between two or more individuals or groups. It results from incompatible influence attempts between and within individuals, groups or organizations.”

In the age of globalization company has conflicts in terms of people personality, values, attitudes, perceptions, languages, cultures and national backgrounds.

Now, we will discuss about outcomes of conflicts. Outcome of conflicts is the results of conflicts. Conflicts has two consequences – Positive and Negative.

Positive consequences of conflicts are:

Leads to new ideas

Stimulates Creativity

Motivates changes

Promotes Organizational vitality

Helps Individual and Groups

Indicate Problems

Negative consequences of conflicts are:

Diverts energy from work

Wastes of resources

Creates negative climate

Breaks down group cohesion

Increase hostility and aggressive behaviours

Conflicts are divided into two parts – Functional Conflict and Dysfunctional conflict.

Functional conflicts support the goals of the group and improve its performance while dysfunctional conflict hinders the group performance.

In this chapter now we have to discuss about sources of organizational conflict. These are:

Line and Staff Competition

Organization-Individual Disagreements

Overlapping Responsibilities

Functional Interdependence

Personality Clashes

Disagreement over Goals

Flow of Work

Conflict can be divide into two forms also – Intra-Individual or Interpersonal conflict. An Individual can get experience about cognitive conflict, affective conflict, inter-role conflict, intra-role conflict and personal-role conflict.

Strategies of Conflict Management

In the strategies of conflict management we can include – avoiding, accommodating, competing, compromising and collaborating which is style of management.

Negotiation

In this chapter we have to study about negotiation also. Negotiation is a process by which we can define conflict what they are willing to give and accept in return. Negotiation has been including in this chapter because it is a part of conflict management. Negotiation process solves management conflicts towards the employees.

There can be some negotiation steps:

Preparation

Evaluation of Alternatives

Identifying Interests

Bargains

In every country there are different cultural differences in negotiation. Like Japanese give the high importance of emotional sensitivity while for North American it has no high value.

In the negotiation there are two major approaches – Distributive Bargaining and Integrative Negotiation.

In today world there are more value of third-party negotiators who known as – mediator, arbitrator, consultant, inquisitor and delegator or avoider.

Stress

Stress is exceeding complex. Here I will give some definition which has been proposed by theoreticians. According to J. C quick and J. D Quick, “Stress, or the stress response, is the unconscious preparation to fight or flee a person experiences when faced with any demand.”

Another definition from Mikhail is also very important, “Stress refers to a psychological and physiological state that result when certain features of an individual’s environment challenge that person, creating an actual or perceived imbalance between demand and capability to adjust that results in a non-specific response.”

I think stress creates from our environmental situation. Stress affects normally our health.

The causes of stress

After having study the definition of stress we need to know about causes of stress. In the causes of stress we can introduce conflict.

There is some cause of stress:

Inner conflicts

Perceptual influences

Thresholds of stress

Motivational level

Stress value can be measured by a rating scale. These are:

If a person feels about the spouse death its mean value is 100. Like that when a person gets notice of divorce then stress value mean of 73 scales.

In this chapter we will study about two type of behaviour pattern – A and B.

In pattern of “A” behaviour we see these:

Impatience

Aggressiveness

Hostility

Restlessness

Devotion to work

Feeling of Intense time Pressure

Attempts to several things at once

In the type of “B” behaviour pattern we can summarize it as:

Never suffer from a sense of time urgency

Feel no need to display any achievement

Play for fun

To manage stress we can follow some level which can be:

Individual Level

Organisation Level

Crisis Management

It is the last chapter of conflict management. Crisis management is an issue in business world. It is a big issue for now. We can categories crisis management.

Types of Crisis

Natural Disaster

Environmental disaster

Industrial accident

Shortfall in demand

At last, we can say conflict can be a serious problem for a company or organisatioin.

Power and Politics in Organisations – MBA Book

2008-11-02T01:21:00.000-07:00

Power and Politics both are associated with each other. In a firm or in a country power in is in dominating position if the politics is associated with that.

In the chapter of “Power and Politics in Organisation” from this MBA book we can decide some objectives which can be:

About Power

Source of Power

Types of Power

Ethical Use of Power

Analysis of Political behaviour in an organization

Power is a potential ability and influence for a people which direct others people in desired direction to do something.

Now, we discuss about source of power in organizations which is depends upon a manger. In an organization manager use multiple source of power to bring out the best employees for the organization.

Manager use normally two types of power – interpersonal and structural. Interpersonal power includes these elements:

Reward Power

Coercive Power

Legitimate Power

Referent Power

Expert Power

All these associated with maintain power and effectively uses of power. To maintain power for reward point we can find out the need and want of people but when we will want to use effectively “Reward Power” then we will offer desirable rewards.

Same with to maintain coercive power we will identify credible penalties to deter unacceptable behaviour while to use effectively coercive power we will inform target and rules and penalties.

In the Legitimate power to maintain we can will gain more formal authority while to use effectively it we will be polite and send a request.

To maintain “Referent Power” we will show acceptance and positive regards while to use effectively it we will use personal appeals when necessary.

To maintain expert power we will gain more relevant knowledge while to use effectively it we will explain the reasons for a request or proposal.

Using of Power Ethically

Ethical power is logical power in the favour of humanity which comes from manager characters.

There are some processes to use “Ethical Power” in a firm or organization which are:

Reward Power in ethical way should be use by manager as: Verify Compliance, make feasible, reasonable requests etc.

Like this all the sources comes from types of power but should be use them ethically by a manager in any firm.

Structure of Sources of Power

Source of power depends upon mainly three abilities which are: reduce uncertainty, lack of substitutes and centrality of activities.

Uncertainty contains - Resource control, information control, decision-making control, substitutability, centrality and managing the boss.

Now, we should come on political behaviour in Organisation

For the topic there is very good definition from D.Farrell and J.C Petersen, “those activities that are not required as part of one’s formal role in the organization, but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization.”

Politics always tightly linked with power. In our day to day life we can see politics and power also. So, no one people and place escape with politics and power.

So, there should be some political strategies and influence tactics which may affect the thoughts, behaviour or feelings of another person.

In the political tactics we can include these elements:

Pressure

Upward Appeals

Exchange

Coalition

Ingratiation

Rational Persuasion

Inspirational Appeals

Consultation

About the types of politics when we inter we know about Maccoby’s Political thought which is divided into four parts. These are:

The Craftsman

The Jungle Fighter

Company Man or Women

The Gamesman

Using of Power and Politics as a Manager

As a manager we should care something when we use politics and power. These can be:

Effective use of power

Power should be use in Ethical way

We should understand all types and power and should use them very effectively

Should be develop power skills also

In the summery of Power and Politics in Organisation chapter we can say power refers to the potential ability to influence others in a desired direction.

Group Behaviour – MBA Book

2008-10-27T00:19:00.000-07:00

Introduction of Group Behaviour:

Group formation is created by more than one people for common interest. It is defined as two or more people interaction to achieve particular objectives.

According to Schien Group Behavior is, “Any number of people who interact with one another and are psychologically aware of one another and perceive themselves to be a group”. The theory was developed in 1972.

According to Adair theory which was proposed in 1986, “A group has common needs relating to task, group and individuals and each group develops its own “group personality”.

Objective of Group Behaviour Chapter:

Concept of Group

Types of Group

Group Formation

Characteristics of Group

Group Structures

These are topics of group behvaiour chapter which we have to study and elaborate this in our experience.

About the concept of group I have already mentioned it in introduction of group. So, from here I will start to write about “Types of Group”.

Groups can be divided into two parts – formal or informal. Formal group is well design and well define for an organization structure.

Formal groups run on command on group, task of group and with committee. Formal groups have some characteristics which should be followed by any formal group. These are:

It meets a required goal

It has defined structure

It is Problem solving group

It has some designation and work assignments for its member.

It has well defined norms.

It has specified goals and deadlines.

After the formal groups we can discuss on informal groups. In an organization both informal and formal groups work actively. But informal group don’t take responsibility like formal group.

Informal groups bring people together based on personal friendship and interest to the organization.

In informal group we can include – friendship group, interest group, reference groups, membership groups and cliques.

Stages of group development:

Everything has development process. So, group has also some process to develop its. According to Tuckman group development has five-stage. The theory was proposed in 1965.

The five stages of group developments are:

Forming

Storming

Norming

Performing

Adjourning

Forming is initial formed group.

Storming is the stage of inter-group conflicts for group.

Norming is the stage of developing close relationship within group.

Performing is the stage of function within a group.

Adjourning is the stage of permanent for any group.

After this, we should discuss about characteristics of groups. In the group characteristics we can involve some aspects that are:

Role Structures: It defines the group member’s roles. It develops on individual skills. Personal roles can be explained as:

Role Overload

Role Conflict

Role Ambiguity

Now, there are group roles also which can be explained as:

Work roles

Informer roles

Maintenance roles

Group Roles can be defined in two ways – task roles and maintenance.

In the task roles we can include:

Initiator

Information seeker or giver

Opinion seeker or giver

Elaborator

Coordinator

Orienter

Evaluator

Energizer

Procedural Technician

Recorder

Like these in the maintenance roles we can includes these:

Encourager

Harmonizer

Compromiser

Gatekeeper

Standard Setter

Commentator

Follower

After all these discussion, now we can discuss about group structures. Group is not a mob at all. It is well organized formation of individuals to achieve goals.

For a group these structures can be followed:

Leadership: it is main roles of a group and leadership has major responsibilities.

Norms: it is vision to look the world.

Status: It is social aspect which is recognized by people.

Size: a group has different size but depends upon group goals. But normally it should be from 3-13 but for high quality it should be 3-5.

Composition: a group is a collaboration of many people and many targeted goals. So, in a group there should be composition of knowledge and skills.

Some Techniques for Group Decision Making:

Decision making is main task of a group. To take decision in group there are some techniques which is known as:

Brainstorming: it is known as generating alternatives.

Normal Group Technique (NGT): It is known as very good technique because in this technique a group meets formally but does not restrict independent thinking.

Delphi Technique: the technique has great value because it has ability to generate a number of independent judgments without the involvement of members face-to-face.

Lastly, we can say define group behaviour in short as group ethics. It is not individual propaganda but it is an inter-dependence propaganda however it satisfies individual needs and goals also.

Motivation - MBA Book

2008-10-25T10:35:00.000-07:00

Motivation known as internal condition which derives from desire and needs. About the motivation Stephen P Robbins says, “The willingness to exert high levels of effort towards organizational goals, conditional by the effort ability to satisfy some individual needs.”

Another theory about motivation Fred Luthans said in 1986, “a process that starts with a physiological or psychological deficiency or need that activates behaviour or a drive that is aimed at a goal or incentive.”

Objective of Motivation:

In this chapter we have define some objective for motivation that are:

Process of Motivation

Theories of Motivation

Motivation Tools

Now, we will discuss about process of motivation. Motivation derives from needs and desire and it satisfy our goal and relief.

Needs: It is want or desire in normal words. Needs can be also defined as primary or secondary, depends upon situation.

In the theories of “Motivation” we 1st study about Maslow Hierarchy of Needs theory which was proposed by Abraham Maslow. The theory known as “Hierarchy of need theory” also.

Abraham Maslow defines his theory into five levels which are:

Physiological Needs

Security/Safety Needs

Social Needs

Esteem Needs

Self-Actualization Needs

Maslow defines these needs in a arranged way that is why its name is Hierarchy of need theory. It has been arranged by importance of hierarchical manner.

In the Motivation Tools we include some motivating factors which can be:

Job Security

Sympathetic Help

Personal Loyalty to Employees

Interesting work

Good Working Conditions

Tactful Discipline

Good Wages

Promotion and Growth in a Firm

Feeling of being in on things

Full Appreciation of work done etc.

These can be motivation tools by which we can motivate a people, in a organization an employee, working environment and our surroundings also.

Types of Motivation:

Here we can discuss about types of motivation which we can use to motivate a people who is related to us. There are some motivation types:

Achievement Motivation

Affiliation Motivation

Competence Motivation

Power Motivation

Attitude Motivation etc.

These are type of motivation which let us know about motivation situation.

Motivation is a part of OB (Organisation Behaviour). Motivation change and modified OB also. In the Organisation Behavour change known as MBO (Management by Objectives).

As a Motivation tools MBO is a systematic and organized approach and it allows management to focus about achievable goals and resources.

Objectives of MBO:

In the Objective of MBO we can read by MBA book these:

Specific

Measurable

Attainable

Result-Oriented

And Time Limited

All these explore the MBO objectives and let us MBA students about motivation which is the part of MBO.

To change or modified employees behaviour we arrange team training and employee involvement which let us know about employees behaviour modification.

Another theory about “Motivation” comes from Hertzbeg. Hertzberg gives “two-factor theory”. The theory is known as motivation-hygiene theory also. It was developed by Hertzberg in 1959.

Hertzberg develop his theory as Hygiene Factors or Extrinsic factor and another is Motivator factors or Intrinsic factor.

In the Hygiene factors there are some examples which deal:

Supervision

Company Policy

Working Condition

Salary

Interpersonal Relationship

Security

In the Intrinsic factor these involves:

Achievement

Recognition

Work It

Responsibility

Growth and Advancement

Challenging Job

All these factors let to know us about the motivation factors which are based on two-factor theory.

After some time criticism of Hertzberg Two-Factor Theory came in light because in the theory there are some errors which was founded by R.J House and L.A Wigdor. The errors of two-factor theory were:

Two-Factor theory is based on limited methodology.

Hertzberg’s theory based on situation which is not scientific.

Two-Factor theory is only related to job satisfaction which can be not a theory in real sense.

It ignores situational variables.

Hertzerg think about satisfaction and productivity by himself but in his theory there are only satisfaction not productivity.

By the End of Hertzerg’s theory in future came another theory which was Alderfer-ERG theory of motivation.

Alderfer developed his theory in 1972 which was known as ERG theory. It was also in criticism of Maslow “Motivation” theory.

Alderfer theory mean as:

E = Existence

R = Relatedness

G = Growth

Theory of ERG is similar to Maslow’s theory. Both theories define hierarchy of needs. But here Alderfer theory differs from Maslow in two major ways that are:

Individual regress to lower level if need remain unsatisfied at lower levels.

If the need satisfy, May continuous to dominant.

We know needs and desire create motivation. So, there is need theory also which is proposed by McClelland.

McClelland theory of needs announced that needs are acquired or learned on the basis of our life experience.

Motivating Tools in a Firm:

Today, when there is a chance to growth career for employee, a firm should also give them a chance to explore their career.

There are some tools by which we can give some satisfaction to our employees:

Job Enlargement

Job Enrichment

Job Rotation

These are the best practice by which can satisfy our employee and can motivate them in right direction also.

Summary of “Motivation” Chapter

Motivation is the process of explore goal behaviour in right direction. Motivation creates need and desire also. All these experience you can get from SMU MBA books also which is written by many reference books. I am writing here also after reading this book but all these writing based on my own experience.

MBA Results of Sikkim Manipal University

2008-09-29T23:09:00.000-07:00

MBA results has been already declared by SMU on 6^th, September, 2008 for July examination. Now, you can maintain all the things on the web along with results like- mail, prospectus, exam dates, forms and applications etc.

I have already told that I am doing my MBA from future point in my previous post. So, to see the my results I visit my future point site http://futurepoint.co.in/. Here in left navigation iI got student login with Sikkim Manipal University hyper link. Here all the students can enter their Roll Number to login on the site and passwords are also same – Roll Number. After entering your roll number the site will redirect to SMU panel where your profile and results all the things will be displayed.

I think like this all the centers sites have student login option where students can login to view their results. My 1^st semester results is not satisfactory and I got “C” Grade.

MBA Book – Perception

2008-09-21T03:31:00.000-07:00

Perception is the primary process of evaluation. It is way to understand our surroundings and ourselves. As an MBA in an organization perception study is necessary to understand employees activates. Perception can be process of interpreting information about another person or another organization. It is our sensory experience and by it we evaluate thought, behaviour, organization and a situation in initial stage of our thought.

Perception Objectives are:

Perception process

Factors influencing perception

Barriers to perception

Attribution: Internal and External perception

Kelley’s attribution theory

Attribution Biases

Perception process moves from selecting, starting and end on interpreting information.

Factors which influence perception are: perceiver, Object or being perceived and in the context of the situation in which the perception is made.

Barriers to perception are like burdensome whatever others want to perceiving and interpreting.

“Attribution refers to how a person explains the cause of another’s or his or her own behaviour,” defined by SMU book.

Internal attributions: This is something within the individual’s control.

External Attributions: it means something is outside the individual’s control.

Kelly’s Attribution Theory: it shows that attribution is a perceptual process. Kelly has proposed attribution theory, “Individuals make attribution based on information gathered in the form f three informational cues – consensus, distinctiveness and consistency.”

Theoreticians proposed that attributions can be affected by two very common errors – fundamental attribution error and self-serving bias. In these two attribution errors can be cultural errors.

In the last we can say perception can be defined as personal primary sensory to evaluate a person, organization and situations.

MBA Book – Personality & Emotions

2008-09-21T01:34:00.000-07:00

Personality has many definitions in general opinions or in a psychologist opinions but personality words origin is from Latin word “personare” which meaning is “to speak through”. In the MBA book personality is defined as “relatively stable set of characteristics that influence an individual’s behaviour.”

In this chapter we understand about:

Term of Personality

Determinants of Personality

Various Theories of Personality

Defence Mechanism

Theories of Emotion

About the personality I have already explained that there are no limitations of its theory. Here is one of the theoreticians, Gluck writes about personality, “Personality is a pattern of stable states and characteristics of a person that influences his or her behaviour toward goal achievement. Each person has unique way of protecting these states.”

Determinants of personality: depends on biological, cultural, family, social and situational factors.

Biological factors are related to heredity, brain, biofeedback, physical features etc. Like that cultural factors, family factors, social factors and situational factors are the determinants of personality.

There are four theories of Personality:

Intrapsychic Theory: the theory was developed by Sigmund Freud and it emphasizes on unconscious determinate of behaviour. It runs among three elements of personality- id, ego and superego.

Type Theories of Personalities: The theory classifies the label or categories of people. The theory comes from people body types, thinking types, judgment types etc.

Trait Theories: The theories include five factors- Openness to Experience, Conscientiousness, Extraversion, Agreeableness, and Neuroticism. Trait theories can be defined in short term as OCEAN.

For the Trait personality theories some theoretician has also defined its. In the series Gordon Allport’s Personality Traits are on top. According to the Gordon Allport’s personality theory, “Personality traits are real entities, physically located somewhere in the brain.”

He defines his theory mainly in two parts:

Common Traits: the theory share or hold in common with most others in our own culture.

Individual traits: According to Allport, Individual traits have three elements- cardinal traits, central traits and secondary traits.

Reymond Cattell’s 16 Personality factors theory: Known as 16 P.F Test.

Unconditional Positive Regard Theory: It is developed by Rogers. He believes in therapist and thinks that unconditional positive regard gives the therapist.

Personality Characteristics in Organisation: As a manager if you going to hire in an organization, you would have to learn as much as possible about personality in order to understand their employees. Individual behaviour can be traced by these personality characteristics in an organization:

Locus of Control

Machiavellianism

Self-Esteem

Self-Monitoring

Positive/Negative Affect

Risk Taking

Type of Personality

In the book MBA which is provided by SMU defined emotion, “Emotion is defined as subjective feelings accompanied by physiological changes and usually associated with the change in perception, thinking and behaviour.

Many theoreticians have also defined emotions which are:

James Lange Theory of Emotion: James defines emotion theory that felt emotion occur of the bodily changes.

Cannon-Bard Emotion Theory: He says, “Felt emotion and bodily reaction are quite independent of each other.”

Emotion shows facial expressions as:

Anger

Fear

Sadness

Joy

Surprise

Disgust

Curiosity

Acceptance etc.

In the last we can say personality and emotion are guided by each other. And both are developed in a situational environment. Personality and emotion in an organization should be rational for the growth of organization as a manager.

MBA Book – Values, Attitudes and Job Satisfaction

2008-09-20T22:56:00.000-07:00

In this chapter, objective of MBA students are:

Concept of Values

Types of Values

Analysis of Attitudes formation, Component of Attitudes and Cognitive Dissonance Theory

Attitudes in Organisation

Job Satisfaction

Ethics in Organisation

Values decide what is right and what is wrong and it is inspired by moral.

Formation of values are rely on family, organization, school, religious, institutes and self justification.

About types of values we can say there are – theoretical, economical, aesthetic, social, political, religious etc. values which depends on person’s environment.

Attitude is psychological aspects which remain a person inside. Attitudes are also like values and come from person’s environment. Attitude develops thorough experience also.

Components of Attitudes:

Cognitive Component: The theory reflects a person’s perception or beliefs.

Affective Component: The theory reflects person’s feelings that result from his or her beliefs about a person, object or situation.

Behavioural Component: The behaviour component of an attitude refers to behave in a certain way towards an object or person.

Formation of Attitudes is also like values formation and it comes from family, organization, school, institutes etc.

Cognitive Dissonance Theory: The theory was proposed by Leon Festinger, in 1957. According to the theory people change their attitudes and behaviour to re-establish consistency which motivates by unpleasant state of arousal.

According to the book attitudes and behaviour are depends on five things:

Attitude Specificity

Attitude Relevance

Timing of Measurement

Personality Factors

Social Constraints

To change attitude a person is a very hard task but through some massages attitude can be changed like politician.

In an organization commitment towards organization depends on attitudes. A manager can develop attitudes in employee’s loyalty towards organization to increase job satisfaction.

Job satisfaction and organizational commitment is depends on attitudes that can be satisfied by a manager to improve employee’s attitudes satisfaction.

Attitudes in an organization are most important things because it affects work behaviour directly or indirectly in organization. If an employee is satisfied then his commitment towards organization and attitudes towards organization will be in favour of organization.

Ethics in an organization is developed by managers. Ethics are standards of conducts or moral judgment which is used by managers in the favour of organization to handle business very effectively.

Ethics are defined in three ways: Immoral, Moral and Amoral. Unethical behaviour can affect individuals, work teams and the organization so managers should be ethical in terms of organization and employees.

In the last we can say values and attitudes both are tinged with moral and lead to job satisfaction with ethical management.

MBA Books – Foundation of Organisational Behaviour: Individual Behaviour

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In this chapter, we will discuss about organizational behaviour as an individual. How to behave in an organization as an individual? In an organization when we work for productivity and growth as a manger, we care every individual employee and their goal derives to the company.

Objective of this chapter:

Biographical Character of Employee

Different types of abilities in an Employee

Concept of Learning

Theories of Learning

In the Basic Model of Individual Behaviour we learn about person environment, their attitudes, heredity, skills, needs, personality and knowledge then we able to know about individual behaviour in an organization and their consequences towards organizations productivity.

Biographical Character of an employee depends on age, gender, martial status and loyalty with an organization.

Abilities in an individual show his work capacity. Broadly, abilities are divided into two parts in the MBA book – intellectual abilities which occurs intelligence test, aptitude test, spatial aptitude etc.

Second are physical abilities which are related to individual stamina, dexterity, strength and characteristics.

In the concept of learning theory there are many definitions by theoretician like Stephen P Robbins, Munn N.L and Steers and porter. But in my sense learning change behaviour and give new things knowledge. Learning never related to only degree and university it is beyond from book also.

Now, for theories of learning there are about four learning theories in the MBA book chapter-

Classical Conditioning theory – The theory had been developed by Ivan Pavlov. Ivan Pavlov (1849-1936) was a Russian physiology at the institute of Experimental Medicine in St. Petersburg. The theory was published in his book “Conditioned Reflexes”. Classical Conditioning theory is basically for modifying behaviour by conditioned stimulus.

Operant Conditioning Theory: The theory had been developed by B. F. Skinner in the critique of Pavlov Classical Conditioning theory. Operant Conditioning theory argues that behaviour is a function of its consequences.

Cognitive Learning Theory: the theory focus on mainly unobservable change in mental knowledge which is defined by the MBA books in the chapter. Further, it refers to individual’s ideas, thoughts, knowledge, interpretation and understanding of individual’s environment.

Social Learning Theory: Simply we can know about it that it is learning from social context.

Summery

The organizational behaviour and individual behaviour is the part of management. As an MBA we can justify individual goals and can adjust them towards the organization.

MBA Books – Management Process and Organization Behavior

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The book has been provided by Sikkim Manipal University for MBA Students (Distance Education) in the 1st semester there are six books. The 1st book is “Management Process and Organization Behavior”. The book is for Master in Business Administration degree and the management book code is “MB 0022” for SMU distance education students.

There are 10 chapters in the book. I am writing about 1st chapter “Organisational Behaviour”.

The chapter defines about management as a creative problem moving process. Management has some managerial features which are – organizing, staffing, leading and controlling. Every manager should be these skills to handle management situation.

Organisational behavour objectives are:

Functions of a Manager

Skills of a Manager

Roles of Manager

Organisational behavour as a discipline

Challenges and Opportunities for Organisational Behaviour

Functions of a manager are dependent on management environment. According to theoretician there are many definitions also: Neuman and summer has divided into four parts as a management: planning, organizing, staffing, leading and controlling.

Henri Fayol, define as – planning, organizing, commanding, coordinating and controlling in five parts.

Luther Gulik gives a new theory of management - POSDCORB. POSDCORB define management as – planning, organizing, staffing, directing or leading, coordinating, reporting and budgeting.

These are the theoretician concept about management and manager roles as a MBA.

Skills of manager are also decided by management environment. In the MBA book there are there types of management level has been defined:

Conceptual Skills – The skills is for top lever management which evolve concept about management.

Human Skills- It is middle level of management for a manger to handle human being softly.

Technical Skills- It is Supervisory or we can say low level of management which deals technical aspect of companies.

About the managerial roles there are also three process to get inform, to make decisions etc. that are –

Personal- it provides information to figurehead, leader and liaison.

Informational- it gives process information to monitor, disseminator and spokesperson.

Decisional- it is for using information to entrepreneur, disturbance handler, resource Allocator, and negotiator.

Now Organisation Behaviour:

Organisaation Behaviour is the systematic study of actions and attitudes within organizations. It learns how to behave as an individual in group and in organizations. It is the study of dynamic character which acts in various organizations.

Organisation Behaviour is a part of management study. Its challenges in today’s world are:

Study of dynamic workplace

Employee behaviour modification

Employee up gradations

At last I can say management can enhance business growth and it can be back of business.

Objectives of MBA (Distance Education)

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MBA is broader aspect of management. We can say, it is mastery in business. Master in Business Administrator is a management of creative problem solving process. Nowadays, MBA course from distance education is for developing knowledge and skills in fundamental management disciplines and management activities.

Objective of MBA course are:

As a MBA the course is aim to develop essential management skills to face and participate in the creative solving problem among global business environment.

The course intended to industrialize, commercialize the cultural background of MBA students to make them professional manager in global companies.

MBA degree for a student can be a professional course to get promotions and manager rank in the big companies but it gives also a skill of management to manage business problem in the favour of companies.