Q.11. Briefly describe groups & group dynamics.
Related Questions -
Q. What do you mean by group dynamics? (AKTU. 2010 - 11)
Ans. Groups and Group Dynamics -
In an industrial situation, as in any other, people form groups. As soon as studies such groups it is obvious that:
(1) The structures of these groups differ.
(2) The groups are rarely distinct; rather, they overlap.
(3) Certain individuals (not necessarily known to management) determine the group behavior.
(4) The behavior of certain individuals is determined by group behavior.
(5) Individuals in a group contribute to group structure and behavior in different degrees.
(6) The group generates a climate that transcends individual feeling.
Further, it must be recognized that predications of group attitudes and behavior are possible. As a result of encouraging group formations or working with those already formed, it has been found possible to:
(1) Change the purpose of groups.
(2) Change the structure of groups.
(3) Change the personality of individuals in a group.
(4) Promote an understanding of the motives of others in the group.
(5) Improve morale.
(6) Solve problems by reducing conflict.
Q.12. Why do individual join informal groups. (AKTU. 2009 - 10)
Ans. Since formal requirements for a secretary might include typing letters or filing memos. Informal requirements might involve making coffee or picking up the boss’s children from school. Including informal requirements has the advantages of identifying and eliminating duties that may be illegal or unnecessary. For example, suppose a job analysis reveals that a secretary in one department picks up the boss’s children from school and takes them to a day-care center. This is an important finding because the company may not want this to occur. However, because the manager makes $130,000 per year, the company may prefer that the lower-paid secretary rather than the higher-paid executive take an hour a day to pick up the children. If this task is in the job description, an applicant will know about this duty in advance and can decide at the time of hire whether it is acceptable.
In addition, informal requirements (e.g., picking up mail) may need to be made more formal to reduce potential confusion regarding who is responsible for the task. At one credit union, a continued source of bickering involved whose job or whose turn it was to pick up the mail, especially when the weather was bad and post office parking became limited. This problem could have been eliminated if the task were assigned to one individual.
Q.13. What are the principles on which a leader action should base.
Related Question -
Q. What are the determinants of Leadership? (AKTU. 2009 - 10)
Ans. A leader should base his actions on the following five principles:
(1) Fair evaluation of work: -
A subordinate is constantly seeking an appraisal of his work; hence the superior should not hesitate to give praise or criticism periodically as well as whenever the situation calls for it. He should remember that people may be praised publicly, but that no one should be criticized publicly.
(2) Sufficient delegation of authority: -
A “perfect executive” - if there were such a thing - would be a person who has no work to do himself because his subordinates do it for him this function is to assign the work and see that it is done properly. But once the superior has delegated authority, he should back up the subordinate at all times. However, if the subordinate misunderstand or fails to carry out instructions, he should not be supported at the expense of the organization. Under such circumstances the delegation of authority should be changed. News of such changes should be communicated to the employees in advance.
(3) Fair treatment for all: -
The leader must remember that one employee is as important as any other employee, even though one may have higher status in the company. All people deserve and demand equal consideration. Regardless of status, every employee likes to feel that the company considers him important; he will resent being treated as if he were unimportant.
(4) Availability to all employee: -
The leader should be readily available to all employees. Just as it is his prerogative to send for a subordinate, so it should be the subordinate’s prerogative to make an appointment with the leader for any cause he deems justified. The “big boss” in a large organization would do well to have one of the telephones on his desk connected directly with the main switchboard for employee use. The feeling that all the employees have an equal right to talk to the “big boss” often makes it unnecessary for an employee to call him. A leader who is readily available to his subordinates impresses them with his interest in their problems and there by promotes a more effective subordinate-superior relationship.
(5) Discussion of employee problems with employees: -
Management should not make decisions concerning employees without taking the employees wishes into consideration. Many times, taking subordinates into the leader’s confidence has resulted in suggestions that have solved the problem more successfully. The feeling created in employees as a result of such a policy has outstanding rewards, not only for the employees but for management as well.
