1. Q1. What are the consequences of conflict in organizations?
Answer:
Consequences of conflict in organizations
Organizational Conflict can have both positive and negative consequences.
Negative consequences:
 Increased costs (time, money) devoted to dealing with
the 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, Complaints and blaming,
Backstabbing and gossip, Attitudes of distrust and hostility (that may influence
all future interactions, (Permanent) erosion to personal, work, and community
relationships, Harm to others not directly involved in the conflict,
Damaged emotional and psychological well-being of those involved in the conflict,
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
indicate problems, Buildscooperation, Helps individuals to develop skills on how to
conflicts, Improving quality decisions.

2. Q2. State the characteristics of management.
Answer:
The main characteristics of management are as follows:
I. Management is an activity:
 Management is an activity which is concerned with the efficient utilization of human and
non-human resources of production
II. Invisible Force:
 Management is an invisible force. Its existence can be felt through the enterprise or
institution it is managing.
III. Goal Oriented:
 Management is goal oriented as it aims to achieve some definite goals and objectives.
According to the Hayman, "Effective management is always management by objectives".
Managers and other personnel officers apply their knowledge, experience and skills to
achieve the desired objectives
IV. 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.
V. 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.
VI. 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.

3. VII. Multidisciplinary Knowledge:
 Though management is a distinct discipline, it contains principles drawn from many
social sciences like psychology, sociology etc.
VIII. 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
IX. 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
X. 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.

4. Q4. What are the 14 principles of management of Henri Fayol?
Answer:
Following are the 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:
 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.
6. SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERALINTERESTS:
 The interests of one person should not take priority over the interests of the organization
as a whole.
7. REMUNERATION:
 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, possesses 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

5. 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. ESPIRIT DE CORPS:
 Management should encourage harmony and general good feelings among employees.

6. Q5. Distinguish between internal and external forces of change.
Answer:
Internal and external forces of change:
Internal Forces:
 Poor financial performance
 Employee dissatisfaction
 Inefficiency of existing business processes and systems
 Need to increase profitability
 Existence of cultural misfits to organization goals and objectives
External Forces:
 Changes in technology
 Political factors
 General macro-economic environment
 Changes in consumer tastes, preferences, purchasing patterns & frequencies
 Declining market shares due to competition.

7. Q6. Ms. Chanchal Das Gupta is a recruitment specialist. For the post of QC Manager, she
interviews three candidates. Given below are the physical 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?
Answer.
Per Sheldon`s theory of personality, below are the traits that Ms. Chanchalcan
derive:
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
 Mr. Ravi represents Mesomorph body type. He is “well-proportioned”. Psychologically
he is Adventurous, Courageous, Indifferent to what others think or want,
Assertive/bold, Zest for physical activity, Competitive, With a 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 is Sociable, Fun-
loving, Love of food, Tolerant, Even-tempered, Good humored, Relaxed, with a love
of comfort, and has a need for affection.

8. Q3. Explain the four process of Social Learning Theory.
Answer:
PROCESS OF SOCIAL LEARNING THEORY
The social learning theory was proposed by Bandura. It recognizes the importance of
observing and modeling the behaviors, attitudes, and emotional reactions of others.
 According to Bandura (1977), most human behavior is learned observationally
through modeling: from observing others one forms an idea of how new behaviors
are performed, and on later occasions this coded information serves as a guide for
action. Social learning theory explains human behavior in terms of continuous
reciprocal interaction between cognitive, behavioral, and environmental influences.
Social learning has four processes:
 Attention processes People learn from a model only when they recognize and
pay attention to its critical features. In order to learn, it is required to pay attention.
Anything that detracts the attention is going to have a negative effect on
observational learning. If the is model interesting or there is a novel aspect to
the situation, it is more likely to dedicate the full attention to learning.
 Retention processes A model’s influence will depend on how well the individual
remembers the model’s action after the it is no longer readily available. The ability to
store information is also an important part 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 to observational learning.
 Motor reproduction processes after a person has seen a new behavior by observing
the model, the watching must be converted to doing. The ability to store information
is also an important part 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 to
observational learning.
 Reinforcement processes Individuals will be motivated to exhibit the modeled
behavior if positive incentives or rewards are provided. Finally, in order for

9. observational learning to be successful, you have to be motivated to imitate the
behavior that has been modeled. Reinforcement and punishment play an important
role in motivation. While experiencing these motivators can be highly effective, so
can observing other experience some type of reinforcement or punishment?
For example, if you see another student rewarded with extra credit for being to class
on time, you might start to show up a few minutes early each day.
Principles of social learning are as follows:
 The highest level of observational learning is achieved by first organizing and
rehearsing the modeled behavior symbolically and then enacting it overtly. Coding
modeled behavior into words, labels or images results in better retention than simply
observing.
 Individuals are more likely to adopt a modeled behavior, if it results in outcomes
they value.
 Individuals are more likely to adopt a modeled behavior, if the model is similar to the
observer and has admired status and the behavior has functional value.

10. Master of Business Administration- MBA Semester
1
MB0038 –Management Process and Organizational
Behaviour –
4 Credits
(Book ID:B1127)
Assignment Set- 2 (60 Marks)