DMBA101: Management Process and Organisational Behaviour Assessment Answer

Question 1

Planning is the primary and basic management function. It has to be pre-decided to signify the actions in future. It is an intellectual procedure of management that the company follows with several blueprints, methodologies and discussions. This concept includes formulating effective policies, advertisement objectives, budget segregation, marketing strategies, etc. (Sargeant & George, 2021). Planning assists in offering direction and decreasing uncertainty and risk, specifically in the corporate field. Also, it decreases touching and depletion of resources in the corporation, indorses new innovative ideas, simplifies decision-making, and forms a standard of control over administration.

There are 4 forms of planning. Every form of plan obligates personnel within distinct divisions and their resources to particular actions. While there are several distinct forms, 4 major forms of plans consist -

• Operational planning – It can be single-use or continuing planning. The latter is normally shaped for a precise event that will just occur once, like an exclusive marketing movement. Continuing plans can consist of regulations and rules, actions and the daily operations of the corporation (Langenwalter, 2020).
• Strategic planning – It acts as the basis of the corporation. Specifically, strategic planning dictates the significant decisions made inside the corporate. Strategic planning can have possibilities that range from 3 years to 10 years. Such plans include the work, vision and values of the organization. An effective calculated plan continuously reproduces things in the long-term and recollects the bigger picture.
• Tactical planning – It embraces tactics that will be castoff to implement the deliberate plan. Inside the tactical plan, particular queries require to be responded regarding what it will undertake to achieve the objectives established in the deliberate plan. The utmost significant query is how the corporation will achieve its goal. This form of planning is extremely engrossed and short-term. These are at times, flexible and repeatedly break policy down into various parts and allocate responsibilities to every part.
• Contingency planning – It is significant for any firm as there are always chances of unforeseen changes (Jacobs, 2019). The contingency plan is made for when unanticipated happens or the main change requires to be completed to endure towards the objective. Not each change can be predicted that is why it is authoritative to have a eventuality plan in position. Each business frontrunner must comprehend the significance of having a eventuality strategy.

Question 2

Organizing is the management purpose that procedures the step after planning. It is the procedure of describing and clustering the actions of the firm and founding the authority associations among them. In executing this function, the manager describes, departmentalizes and allocates operations (Kotter, 2019). It can be stated as gathering and using human and non-human possessions to execute plans in an extremely efficient and operative way. It is to attain the complete plan of the corporation.

The significance of organizing can be mentioned as follows –

• Facilitates administration and operations – The process of organizing directs to determine and group the activities. Grouping and allocating the activities is the administrative task while processing as per the operational activity.
• Promotes competent communication – Organizing is a significant means of producing communication and coordination among several divisions of the company. Distinct jobs and spots are interlinked by organizational relationships. It stipulates the channel and communication mode among distinct members (Kalogiannidis, 2020).
• Brings specialization – Organizational structure is the system of associations where the work is categorized into departments and units. This work division aids in carrying specialization in numerous activities of the company. Specialization in activities directs to the rise in organizational efficiency.
• The clarity in a working association – Organizing elucidates the responsibility and authority of people of distinct divisions. It is the means of producing organization among distinct divisions of firms. It aims to create clear-cut accountability and authority associations amongst distinct levels and make sure about cooperation amongst groups and individuals.
• Maximum usage of resources – Organizing makes sure about the maximum usage of people and material possessions. In forming, work is allocated as per knowledge and skills. The clearness in a job well in advance of what the staffs are fictional to do avoid misunderstanding and inspires workers to place in their finest.
• Growth and expansion – The growth of the company is entirely reliant on how competently and efficiently it operates (Ahmad, 2021). The process of organizing produces a favourable situation for the development and divergence of the firm by allowing it to diverge from prevailing standards and undertake new challenges.
• Progress of workforce – In the organizing process, the administrative individual is qualified to acquire broad experience in varied actions via assignment of authority. Allocation enables executives to lessen their effort by transmitting future occupations to assistants. Also, it provides time to think on substantial work.

Question 3

Controlling can be described as that management function that aids in seeking strategic results from assistants, executives and at all stages of the company. This function aids in computing the development towards the objectives of the organization and brings any nonconformities and denotes remedial action (Elmouatamid et al., 2020). In other words, controlling is regarded as the procedure of extent of performance against the benchmarks, measuring unconventionalities and undertaking corrective action to accomplish predetermined objectives. Controls at each level focus on processes, inputs and outputs.

Prerequisites of effective control

• Accuracy – Operative controls produce precise data. Accurate information is vital for operative decisions by management. Imprecise controls would distract the administration efforts and dynamisms on issues that do not occur or have lower importance and would flop to aware executives to severe issues that do need attention.
• Flexibility – The economic and business environment is largely dynamic. Technical variations occur fast. The inflexible control system is not appropriate for changing environments. These variations outline the requirement for elasticity in planning and control (Macas et al., 2021).
• Timeliness – Numerous problems need immediate attention. In case information regarding such issues does not grasp management in an appropriate way, then such material might develop as impractical and harm might occur. Therefore, controls should assure that material spreads the decision-makers when they require it so that a expressive reply can trail.
• Suitability – Controls must be like that all individuals who are impacted by them are capable to comprehend them completely and receive them. A controlling scheme that is complex to comprehend can cause needless errors and prevention and might be begrudged by workforce.
• Economic viability – The charge of the control system should be stable against its aids. The system should be frugally viable and rational to function (Dounya & Mbarek, 2021).
• Strategic assignment – Operative controls must be situated and highlighted at such strategic and critical control facts where the disappointments cannot be endured. The aim is to smear controls to the competitive facet of business wherein the unconventionality from assumed benchmarks will do the highest harm. Such control extents may consist of sales, finance, production, customer provision, etc.
• Integration – When controls are reliable with business culture and morals, they operate in accord with corporate strategies and thus are simpler to impose. Such controls become an incorporated part of the business environment and thereby, become operative.

Question 4

Motivation is the way that directs, induces and upholds goal-oriented behaviours. It entails emotional, biological, reasoning and social forces that trigger human behaviour. It also includes aspects that direct and upkeep goal-directed movements. Motivation as a word is derived from the word 'motive' which indicates desires, needs, wants or drives inside individuals. It is the procedure of motivating individuals to action to achieve objectives (Filgona et al., 2020).

Maslow's need hierarchy is the philosophy in psychology that elucidates human motivation on the basis of the chase of distinct levels of requirements. The philosophy mentions that humans are inspired to meet their wants hierarchically. This order initiates with the fundamental requirements before going on to highly progressive needs.

• Physiological needs – These constitute the lowermost level in Maslow's need hierarchy. They act as most vital elements that the individual needs to endure. They consist of the need for water, shelter, food, rest, well-being, etc. The motivation in individuals at this level is derived from their vibe to survive (Hopper, 2020).
• Safety and security needs – This constitutes the 2^nd level in the hierarchy. Individuals wish to control and order in their lives. A few elementary security needs include well-being, monetary security, and safety against damage and accidents. Here, the motivation arrives from the necessity for order, law, and shield from random and harmful conditions.
• Social and belonging needs – These wants in Maslow’s pyramid comprise acceptance, love and belongingness. At this phase, the desire for emotional relations drives the behaviour of human beings. A few things that satisfy this need include community groups, social groups, friendships, family relations, etc. To evade depression, isolation, and nervousness, it is substantial for individuals to feel treasured, and recognized by others (Li et al., 2019).
• Esteem needs – These needs are concerned with the want of a person to advance status, recognition and feel appreciated. Maslow classified esteem needs into 2 groups – the necessity for admiration from others and the want for admiration from oneself. Admiration from others is related to accomplishing prestige, reputation and recognition and admiration from oneself includes competence, dignity, freedom and independence.
• Self-actualization needs – These relate to the recognition of the full latent of the individual. At this stage, people thrive to develop the finest that they probably can be. The need at this stage can manifest in distinct ways like continued education, gaining skills, pursuing life dreams, and seeking happiness.

Question 5

Teams are made up of individuals having distinct qualities, perspectives and talents. Each brings exclusive competences and fortes to the table to accomplish the common objective. The major features of an effective team are listed below –

1. A clear understanding of objectives – An adequate understanding of what the objectives of the group are, is extremely significant. Each team member must be capable to converse for the team on project growth when termed upon.
2. Common values – Operative teams share the desire to prosper at whatsoever they do. They intend to have a shared intellect of drive. The team should decide that the task they are performing is valuable and that their objectives are value making a try to accomplish.
3. Shared trust – Team associates need to sense comfortable while making their feelings known and also to not agree with whatever has previously been said by others. It can only occur when there is trust between each other.
4. Shared respect – This characteristic among team associates is also crucial, both as persons and for the influence everyone makes towards the performance of the team (Degbey & Einola, 2020).
5. Sustainable conflict – Effective team come across conflict. Divergences pertaining to task-based deliberations are preserved as normal occurrences and team associates do not harbour any hostility towards each other after the team conference ends.
6. Support – Team associates support each other even when the whole thing is not going in the right direction. It may inspire them to work stiffer as they know that they have the back of the entire team.
7. Team first attitude – In whatsoever they do, team associates place the team objectives in the first place.
8. Readiness to share expertise – Team members always remain willing to share skills and knowledge with other team members (Newman & Ford, 2021).
9. Involvement – Members are carried along through each assignment. To stay involved, team associates require to sense that they are making effective contributions.
10. Organizational linking – An operative team senses that it is appreciated by the rest of the company and thoroughly linked to overall accomplishment.
11. Self-evaluation – Periodically team halts to study how well it is operating and what might be intrusive with the effectiveness.
12. Style multiplicity – The team has a wide range of team player kinds consisting of members who pay consideration to goal setting, and tasks, and focus on questions and processes.
13. Exterior relations – The team dedicates time developing major external associations, assembling resources and launching trustworthiness with significant troupes in other portions of the company.
14. Open communication – Effective team associates sense free to direct their feeling on tasks and the operation of the group.
15. Consent decisions – For substantial decisions, the purpose is to accomplish significant, but not essentially contract through open debate.
16. Listening – Team members use competent listening practices like paraphrasing, questioning, and briefing to produce ideas.
17. Informality – The setting is comfortable, informal, and stress-free. There are no clear stiffnesses or signs of dullness.

Question 6

Leadership is regarded as the capability to constantly impact a team of persons and incorporates several significant traits. While administration’s overall direction and misunderstanding of the work events of the team, leadership lay emphasis on continuing motivation, productivity and engagement of the team (Samimi et al., 2022). In other words, it is the ability of the person to influence and guide followers or organizational members, team or society. It is often an attribute tied to the title, ranking or seniority of the person in the hierarchy.

Behavioural leadership philosophy lay emphasis on in what way leaders behave and presumes that these personalities can be clichéd by other leaders. A behavioural theory of leadership lay emphasis greatly on the activities of the leader – this model proposes that the best forecaster of the success of leadership is inspecting how the leader acts (Deshwal & Ali, 2020). Action instead of qualities are principal ideas of behavioural learning philosophy. The behavioural patterns are detected and classified as leadership styles. A few of the styles include people-oriented leaders, task-oriented leaders, status quo leaders, country club leaders, dictatorial leaders, etc. In the last, the actual behaviours and activities of the frontrunner are what describe accomplishment in this philosophy.

Behavioural theory has certain benefits, basically that leaders can study and agree on what arrangements they desire to devise to become the sort of frontrunner they desire to be. It enables leaders to remain flexible and familiarize on the basis of their conditions. Another advantage is that it proposes anybody is proficient of becoming a leader (Erdurmazli, 2019). However, it has a few drawbacks also. While this theory permits for flexibility, it does not straightly recommend how to act in specific circumstances. Frequent leadership styles root in this theory of leadership, but there is the absence of any right one for each condition.

A great instance of behavioural philosophy is observing at task-oriented leaders vs. people-oriented leaders. In case there is any issue with the team, the task-oriented frontrunner will observe the process to understand if something requires to be familiar with workflow. Whereas, the people-oriented front-runner will observe the persons and go right to them, asking what the problem is. Whatsoever behaviours one selects, the behavioural headship philosophy aids leaders in focusing on their movements and using their verdicts to act like a great leaders.

References

Ahmad, S. (2021). Motivation and Performance: A Psychological Process. International Journal of Business and Management Research, 9(2), 104-112.

Degbey, W. Y., & Einola, K. (2020). Resilience in virtual teams: Developing the capacity to bounce back. Applied Psychology, 69(4), 1301-1337.

Deshwal, V., & Ali, M. A. (2020). A systematic review of various leadership theories. Shanlax International Journal of Commerce, 8(1), 38-43.

Dounya, A., & Mbarek, S. (2021). Control and Governance of Public Companies: Case of Public Establishments in Morocco. Journal of Public Policy and Administration, 5(2), 53.

Elmouatamid, A., Ouladsine, R., Bakhouya, M., El Kamoun, N., Khaidar, M., & Zine-Dine, K. (2020). Review of control and energy management approaches in micro-grid systems. Energies, 14(1), 168.

Erdurmazlı, E. (2019). On the servant leadership behaviours perceived in voluntary settings: The influences on volunteers' motivation and organizational commitment. Sage Open, 9(3), 2158244019876265.

Filgona, J., Sakiyo, J., Gwany, D. M., & Okoronka, A. U. (2020). Motivation in learning. Asian Journal of Education and social studies, 10(4), 16-37.

Hopper, E. (2020). Maslow’s hierarchy of needs explained. ThoughtCo, ThoughtCo, 24, 1-3.

Jacobs, J. (2019). The future of strategy in top-performing organizations: encapsulating adaptive capacity, agility, and contingency planning. Business and Public Administration Studies, 13(1), 32-36.

Kalogiannidis, S. (2020). Impact of effective business communication on employee performance. European Journal of Business and Management Research, 5(6).

Kotter, J. P. (2019). What effective general managers really do. Managerial Work, 137-148.

Langenwalter, G. A. (2020). Enterprise resources planning and beyond: integrating your entire organization. CRC Press.

Li, Z., Chen, Z., & Hui, Y. (2019). Portfolio selection through Maslow’s need hierarchy theory. Applied Economics, 51(4), 364-372.

Macas, C. V. M., Aguirre, J. A. E., Arcentales-Carrión, R., & Peña, M. (2021, March). Inventory management for retail companies: A literature review and current trends. In 2021 Second International Conference on Information Systems and Software Technologies (ICI2ST) (pp. 71-78). IEEE.

Newman, S. A., & Ford, R. C. (2021). Five steps to leading your team in the virtual COVID-19 workplace. Organizational Dynamics, 50(1), 100802.

Samimi, M., Cortes, A. F., Anderson, M. H., & Herrmann, P. (2022). What is strategic leadership? Developing a framework for future research. The Leadership Quarterly, 33(3), 101353.

Sargeant, A., & George, J. (2021). Fundraising management: Analysis, planning and practice. Routledge.

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