Situational Theories: -
Several theories of organizational behavior have taken the specific situation as the focal point for resolving the conflict between individual and organizational goals. For example, McGregor suggest a process he calls integration which involves a complicated process of working out these conflicts for any particular situation as a joint endeavor between the manager and his subordinates. Leavitt takes the point of view that the organization must fit the task or the situation that is, one should take the task as being given and structure the organization to fit it, rather than take the organization as being given and attempt to shape the task to fit the organization. He feels that within one large organization there may be many subunits, each with quite different organizational forms.
Q.8. How is organization culture created? (AKTU. 2010 - 11)
Ans. Organizational culture is an idea in the field of organizational studies and management which describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It has been defined as “the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization.
This definition continues to explain organizational values, also called as “beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals. From organizational values develop organizational norms, guidelines, or expectations that prescribe appropriate kinds of behavior by employees in particular situations and control the behavior of organizational members towards one another.
Q.9. Write short note on leadership criteria.
Ans. Leadership Criteria: -
Probably the best place to begin out examination of the leadership concept is by examining the criterion problems as it applies here. Ask yourself “What is a successful leader? How can I tell that leader X is terrific while leader Z is a dud?” You would probably be able to make a list of things which are clues to whether or not a leader is being effective. For example, one might list the following:
(1) His men respect him.
(2) His men follow his order without question.
(3) His workgroup has high morale.
(4) He looks out for his men.
Examination of these statements should serve to point out two rather striking difficulties inherent in leadership criteria development. First, there is a wide variety of different ways of defining success as a leader. Not all people will agree on which ways are appropriate, either in general or in any particular situation. Second even if people can agree on which clues to use, there still remains the difficulty in measuring each leader on each characteristics. It is easy enough to say that one essential criterion for determining good leadership is whether or not his men follow his orders without question. But how does the psychologist go about measuring the degree to which that is true or not with a number of supervisors?
Objective measures of leadership are extremely difficult to find. One that is sometimes used is team or workgroup productivity. Whether this is legitimate or not is subject to question, since it is necessary to assume that productivity is a by product or result of good leadership. Some of the research to be examine later would indicate this may not be a particular good premise.
A much more frequently used measure of leadership effectiveness is the rating technique. Because of the difficulty in acquiring any objective measure, one is often forced into this method of leadership evaluation.
Q.10. What do you mean by the term group.
Ans. Group: -
For a collection of people to be called a group, the following four criteria must be met -
(a) The members of the group must see themselves as a unit
(b) The group must provide rewards to its members
(c) Anything that happens to one member of the group affects every other member
(d) The member of the group must share a common goal.
Multiple Members Who Perceive Themselves As A Unit: -
The first criterion is that the group must have multiple members. Obviously, one person does not constitute a group (even if he is a multiple personality). Therefore, at least two people are necessary to form a group. Usually we refer to 2 people as a dyad, to 3 people as a triad and to 4 to 20 people as a small group. To be consider as a group, these two or more people must also see themselves as a unit. Thus, three individuals walking down the sidewalk would be considered a group only if they knew one another and were together. Eight separate customer shopping at a store would not be considered as a group.
Group Rewards: -
The second group criterion is that membership must be rewarding for each individual in the group. To demonstrate this point, imagine four students studying for an exam. If the four study in separate rooms and do not share information, they are not in a group. Likewise, consider if the same four people sat at one desk in the library. If each person studies the book separately and never communicates with other three, then four still will not be a group because none of the individuals is rewarded by the others. But if none of the four would have otherwise studies independently, then the four students would be considered a group because being together was rewarding. Even though they did not talk with one another during their time in the library, the fact that they were together provided the structure for each of them to study.
Corresponding Effects: -
The third group criterion is that an event that affects one group member should affect all group members. That is, if something significantly happens to one person and does not affect any other people gathered with her, then the collection of people can not be considered a group. This requirement is called corresponding effects. For example, suppose five bank tellers work side by side, and one teller becomes ill and goes home. If the activities of the other four changes as a result of one teller leaving, the five might be considered a group. But if the activities of the other four do not change after one teller leaves, then the tellers can not be considered as a group.
Common Goal: -
The fourth and final criterion is that all members must have a common goal. In the teller example, if the goal of one of the tellers is to meet only young, single customers and the goal of another teller is to serve as many customer as possible, the tellers are not considered to be a group because they work in different ways and for different reasons.
