MGT502 Current Paper by Cuckoo

Q-Types of conflict (3)

ƒ Task conflict: Conflict over content and goals of the work

Relationship conflict: Conflict based on interpersonal relationships

Process conflict: Conflict over how work gets done

Q-Decentralized vs Centralized (3)

In centralized organizations, strategic planning, goal setting, budgeting, and talent deployment are typically conducted by a single, senior leader or leadership team. In contrast, in decentralized organizations, formal decision-making power is distributed across multiple individuals or teams.

Q-Individual ko stress kis wjh se hota 10 points likhne the (5)

Too much or too little work Having to perform beyond your experience or perceived abilities Having to overcome unnecessary obstacles Time pressures and deadlines Keeping up with new developments Changes in procedures and policies Lack of relevant information, support and advice Lack of clear objectives Unclear expectations of your role Responsibility for people, budgets or equipment Career development stress:

–Under-promotion, frustration and boredom with current role

–Over-promotion beyond

–Lack of opportunity

–Lack of job security

Stress from your organization or your clients. Personal and family stresses.

Q) DIFFERENCE B/W FUNCTIONAL CONFLICT AND DYSFUNCTIONAL CONFLICT (3)

Functional Conflict - a healthy, constructive disagreement between two or more people ƒ Dysfunctional Conflict - an unhealthy, destructive disagreement between two or more people.

Q) ENLIST THREE POINTS ABOUT RESISTANCE OF CHANGE HOW IT IMPACT ORGANIZATION (3)

Organizations, by their very nature, are conservative. They actively resist change. There are six major sources of organizational resistance

1. Structural inertia: Organizations have built-in mechanisms to produce stability; this structural inertia acts as a counterbalance to sustain stability.
2. Limited focus of change: Organizations are made up of a number of interdependent subsystems. Changing one affects the others.
3. Group inertia: Group norms may act as a constraint.

Q) BARRIERS OF COMMUNICATION (3)

Cultural differences Information overload Perceptual barriers Gender barrier Physical barriers

Q) USES OF TEAMS (3)

Teams better utilize employee talents Teams are more flexible and responsive Teams are easy to assemble, deploy, refocus, and disband Teams facilitate employee participation Teams increase employee motivation Good when performing complicated, complex, inter-related and/or more voluminous work than one person can handle Good when knowledge, talent, skills, & abilities are dispersed across organizational members • Empowerment & collaboration; not power & competition

Q) WORKSPACE DESIGN IMPACT TO PRODUCTIVITY OF EMPLOYEES (3)

Workplace design is one of the most important factors affecting the mental health and productivity of employees. The physical layout of the office, colors of the walls, furniture, lighting, and other design elements can have a significant impact on employee well-being, motivation, and productivity.

Q) PERFORMANCE MANAGEMENT AND HOW IT EFFECT ON ORGANIZATION (5)

individual and team goals which are aligned to the strategic goals of the organization,

developing the knowledge, skills, and abilities of people.” (From Google)

AND

Planning

Set Goals

Rating · Rewarding · Q) WRITE A NOTE ON E-ORGANIZATION (5)

1. E-commerce refers to the sales side of electronic business. For example, people shopping in the Internet, businesses setting up web sites, fulfilling orders and getting paid are all parts of ecommerce. It is a subset of e-business.
2. E-business is the full breadth of activities included in a success Internet-based enterprise.

It includes:

Developing strategies for running an Internet based business. Improving communication between employees, suppliers and customers. Collaborating with partners.

3. E-organizations refer to the applications of e-business concepts to all organizations.
4. The e-organization has three underlying components: The Internet—a world wide network of interconnected computers Intranets—an organization’s private Internet Extranets—extended Intranets accessible only to selected employees and authorized outsiders.