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Master of Business Administration
Semester I
MB0038 Management Process and
Organizational Behaviour- 4 Credits(Book ID:B1127)
Assignment
Q1. Explain the four process of social learningtheory?
Ans. Social Learning Theory
Social learning theory focuses on the learning
that occurs within a social context. It considers
that people learn from one another, includingsuch concepts as observational learning,
imitation, and modeling. Among others Albert
Bandura is considered the leading proponent of
this theory.
A general principle of social learning theoryfollows:
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1. People can learn by observing the behavior is
of others and the outcomes of those behaviors.
2. Learning can occur without a change inbehavior. Behaviorists say that learning has to
be represented by a permanent change in
behavior; in contrast social learning theorists
say that because people can learn through
observation alone, their learning may notnecessarily be shown in their performance.
Learning may or may not result in a behavior
change.
3. Cognition plays a role in learning. Over the
last 30 years social learning theory has becomeincreasingly cognitive in its interpretation of
human learning. Awareness and expectations of
future reinforcements or punishments can have a
major effect on the behaviors that people
exhibit.
4. Social learning theory can be considered a
bridge or a transition between behaviorist
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learning theories and cognitive learning
theories.
Principles of social learning are as follows:
1. 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 betterretention than simply observing.
2. Individuals are more likely to adopt a modeled
behavior, if it results in outcomes they value.
3. Individuals are more likely to adopt a modeled
behavior, if the model is similar to the observer and hasadmired status and the behavior has functional value.
Q2.What are the hindrances that we face in
perception?
Ans. Individuals have a tendency to use a number of
shortcuts when they judge others. An understanding
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of these shortcuts can be helpful toward recognizing
when they can result in significant distortions.
1. Selective Perception
Any characteristic that makes a person, object, or
event stand out will increase the probability that it
will be perceived. It is impossible for an individual
to internalize and assimilate everything that is seen.Only certain stimuli can be taken in selectively.
Selectivity works as a shortcut in judging other
people by allowing us to speed-read others, but,
not without the risk of drawing an inaccurate picture.
The tendency to see what we want to see can make
us draw unwarranted conclusions from anambiguous situation.
2. Halo Effect
The halo effect (Murphy & Anhalt, 1992) occurs
when we draw a general impression on the basis of asingle characteristic. For example, while appraising
the lecturer, students may give prominence to a
single trait, such as, enthusiasm and allow their
entire evaluation to be tainted by how they judge the
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instructor on that one trait which stood out
prominently in their estimation of that person.
Research suggests that it is likely to be most extreme
when the traits to be perceived are ambiguous in
behavioral terms, when the traits have moral
overtones, and when the perceiver is judging traits
with which he or she has had limited experience.
3. Contrast Effects
Individuals do not evaluate a person in isolation.
Their reaction to one person is influenced by other
persons they have encountered recently. For
example, an interview situation in which one sees a
pool of job applicants can distort perception.
Distortions in any given candidates evaluation canoccur as a result of his or her place in the interview
schedule.
4. Projection
This tendency to attribute ones own characteristicsto other people which is called projection can
distort perceptions made about others. When
managers engage in projection, they compromise
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their ability to respond to individual differences.
They tend to see people as more homogeneous than
they really are.
5. Stereotyping
Stereotypingjudging someone on the basis of our
perception of the group to which he or she belongs.
Generalization is not without advantages (Hilton &
Hippel, 1996). It is a means of simplifying acomplex world, and it permits us to maintain
consistency. The problem, of course, is when we
inaccurately stereotype. In organizations, we
frequently hear comments that represent stereotypes
based on gender, age, race, ethnicity, and even
weight. From a perceptual standpoint, if peopleexpect to see these stereotypes, that is what they will
perceive, whether or not they are accurate.6. First-
impression error Individuals place a good deal of
importance on first impressions. First impressions
are lasting impressions. We tend to remember what
we perceive first about a person, and sometimes weare quite reluctant to change our initial impressions.
First-impression error means the tendency to form
lasting opinions about an individual based on initial
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perceptions. Primacy effects can be particularly
dangerous in interviews, given that we form first
impressions quickly and that these impressions may
be the basis for long-term employment relationships.
Q 3. Describe the bases of power?
Ans. CHAPTER THREE: PEOPLE TO PEOPLE 55
Social psychologists French and Raven, in a now-classic study (1959), developed a schema of fi vebases of powerwhich refl ect the different bases or resources thatpower holders rely upon in their relationships withothers.Often our power is based on different combinations
of these.Coercive Powerthis is the application of negative, fear-
based infl uence on others. It might
be based on any of the above power or even physical
strength to ensure the obedience of
those under power. Coercive power tends to be the most
obvious but least effective form ofpower as it builds resentment and resistance. A covert
form of coercive power is the power
of victims to use guilt to infl uence situations in their
favour.
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Positional Powerthis is the formal authority people get
from their position in an organisation
or society, often backed by policy or law. This is one
form ofpower over.Reward Powerthis power depends upon the ability of
the power wielder to give valued
material rewards, such as money, benefi ts, time off,
desired gifts, promotions or increases
in pay or responsibility. In the development sector, this
power is particularly held by donors
and other intermediaries who distribute funding. It is also
power over. Some donors who dispensefunding do so out of a spirit of solidarity and deep
humanity and are uneasy with this
power, preferring to develop partnerships based on powerwith. There is a tension in here
that has not been resolved in the development world, yetis seldom discussed between the
givers and receivers of funding.
Personal Powerthe power or ability of people to attract
others, to build strong interpersonal
relationships, to persuade and build loyalty. This is based
on the charisma and interpersonal
skills of the power holder. This is an example ofpowerwithin, but it can be used aspower over. Where the world is becoming moredemocratic, relying less on positional power
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and more on consensus, this form of power becomes all
the more signifi cant, requiring a
deeper focus on individual empowerment.
Expert Powerthe power people derive from theirskills, knowledge and experience and
the organisations need for those skills and expertise.
Unlike the others, this type of power is
usually highly specifi c and limited to the particular area
in which the expert is trained and
qualifi ed. Being well-informed and up-to-date with
useful information is part of this power.
This is also an example ofpower withinbut it can beused as power over (positively or
negatively) especially where expert skills and knowledge
are perceived to be desperately needed.
Q4.Ms.Chanchal Das Gupta is a recruitment specialist.
For the post of QC Manager, she interviews threecandidates. Given below are the physical characteristics
of the candidates. Candidate Physical Characteristics
Mr.Ravi
Muscular, thick skin, rectangular shaped.Mr.Gineesh
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Thin, delicate build, large brain, tall.
Mr.Ramgopal Soft, round shaped, underdeveloped
muscles.
From the above descriptions, what personality traits canMs. Chanchal derive out of the candidates as per
Sheldons theory of personality?
ANS.
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, tallMR. 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
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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, Loveof food, Tolerant, Even-tempered, Good humored,
Relaxed, with a love of comfort, and has a need for
affection.
Q5. What are the consequences of conflict inorganizations?
Ans:
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Consequences of conflict in organizations
Organizational Conflict can have both positive andnegative consequences.
Negative consequences: Increased costs (time, money)
devoted to dealing with
the conflict, wasted resources and energy spent dealing w
ith 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 an
d groups toestablish identities, Serves as a safety valve to
indicate problems, Buildscooperation, Helps individuals t
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o develop skills on how to manage conflicts, Improving
quality decisions.
Q6. Explain sensitivity training.
Ans:
Sensitivity training
Sensitivity training is a psychological technique in which
intensive group discussion and interaction are used toincrease individual awareness of self and others;
It is practiced in a variety of forms under such names as
T group,
Encounter group,
Human relations and
Group - dynamics training.
The group is usually small and unstructured and chooses
its own goals. A trained leader is generally present to
help maintain a psychologically safe atmosphere in whichparticipants feel free to express themselves and
experiment with new ways of dealing with others. The
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leader remains as much as possible outside the
discussion.
Issues are raised by the group members, and theirinteractions evoke
a wide variety of feelings. The leader encourages particip
ants to examineverbally their own and others reactions.
It is believed that as mutual trust is developed,
interpersonal communication increases, and eventually
attitudes will change and be carried over into relationsoutside the group.
Often, however, these changes do not endure. Sensitivity
training seems to be most effective if sessions are
concentrated and uninterrupted, as in several days of
continuous meetings. Sensitivity-training methods derived
in large part from those ofgroup psychotherapy.
They have been applied to a wide range of social
problems (as in business and industry) in an effort to
enhance trust and communication among individuals and
groups throughout an organization.
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Set-2
Q1. State the characteristics of management.
Ans:
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:
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Management is goal oriented as it aims to achieve some
definite goals and objectives. According to the Hayman,
"Effective managementis 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:
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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.
VII. Multidisciplinary Knowledge:
Though management is a distinct discipline, it contains
principles drawn from many social sciences likepsychology, 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 vastnumber 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
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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.
Q2. Mr. Suresh Kumar is the VP- HR of a leading
financial services company. He is having a meeting with
Ms. Rejani chandran leading HR consultant. Mr.
Suresh is concerned about creating an environment that
helps in increasing the jobsatisfaction amongst employees.
Assume that you are Ms. Rejani, the HR consultant.
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What suggestion you will give to Mr. Suresh, for creatin
g an environment that increases job satisfaction?
Ans:
Suggestions that
I will give to Mr. Suresh, for creating an environment
that increases job satisfaction are:
Below are the suggestions for creating an
environment with increased job satisfaction from an
HR perspective:
Provide workers with responsibility-and then let them
use it
Show respect
Provide a positive working environment
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Reward and recognition
Involve and increase employee engagement
Develop the skills and potential of your workforce
Evaluate and measure job satisfaction
Q3. Define emotional intelligence. Explain Goldmans
model of emotional intelligence.
Ans:
Emotional intelligence
Emotional intelligence (EI) refers to the ability to
perceive, control and evaluate emotions. Someresearchers suggest that emotional intelligence can be
learned and strengthened, while others claim it is an
inborn characteristic. Since1990, Peter Salvoes and John
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D. Mayer have been the leading researchers on emotional
intelligence. In their influential article "Emotional
Intelligence," they defined emotional intelligence as, "the
subset of social intelligence that involves the ability to
monitor one's own and others' feelings and emotions, to
discriminate among them and to use this information to
guide one's thinking and actions" (1990).
Goleman identified the five 'domains' of EQ as:
1. Knowing your emotions.
2. Managing your own emotions.
3. Motivating yourself.
4.
Recognizing and understanding other people's emotions.5. Managing relationships, i.e., managing the emotions
of others.
Emotional Intelligence embraces and draws from
numerous other branches of behavioral, emotional and
communications theories, such as NLP (Neuro-LinguisticProgramming), Transactional Analysis, and empathy.
By developing our Emotional Intelligence in these areas
and the five EQ domains we can become more productive
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and successful at what we do, and help others to be more
productive and successful too. The process and outcomes
of Emotional Intelligence development also contain many
elements known to reduce stress for individuals and
organizations, by decreasing conflict, improving
relationships and understanding, and increasing stability,
continuity and harmony.
Q4. Explain the different leadership styles as per
ManagerialLeadership Grid Theory.
Ans:
Leadership styles as per ManagerialLeadership
Grid Theory
The Managerial Grid is based on two behavioral
dimensions:
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Concern for PeopleThis is the degree to which a
leader considers the needs of team members, their
interests, and areas of personal development when
deciding how best to accomplish a task.
Concern for ProductionThis is the degree to which
a leader emphasizes concrete objectives,
organizational efficiency and high productivity whendeciding how best to accomplish a task.
Country Club Leadership
High People/Low Production This style of leader is
most concerned about the needs and feelingsof members of his/her team. These people operate
under the assumption that as long as team members
are happy and secure then they will work hard. What
tends to result is a work environment that is very
relaxed and fun but where production suffers due to
lack of direction and control.
Produce or Perish LeadershipHigh
Production/Low People Also known as Authoritarian
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or Compliance Leaders, people in this category
believe that employees are simply a means to an
end. Employee needs are always secondary to
the need for efficient and productive workplaces. This
type of leader is very autocratic, has strict work
rules, policies, and procedures, and views
punishment as the most effective means to motivate
employees.
Impoverished LeadershipLow Production/Low
People This leader is mostly ineffective. He/she has
neither a high regard for creating systems for getting
the job done, nor for creating a work environment
that is satisfying and motivating. The result is a placeof disorganization, dissatisfaction and disharmony.
Middle-of-the-Road LeadershipMedium
Production/Medium People This style seems to be a
balance of the two competing concerns. It may at first
appear to be an ideal compromise. Therein lies the
problem, though: When you compromise, you
necessarily give away a bit of each concern so that
neither production nor people needs are fully met.
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Leaders who use this style settle for average
performance and often believe that this is the most
anyone can expect.
Team LeadershipHigh Production/High People
According to the Blake Mouton model, this is the
pinnacle of managerial style. These leaders stress
production needs and the needs of the people equallyhighly. The premise here is that employees are
involved in understanding organizational
purpose and determining production needs. When
employees are committed to, and have a stake in the
organizations success, their needs and production
needs coincide. This creates a team environmentbased on trust and respect, which leads to high
satisfaction and motivation and, as a result, high
production.
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Q5. Distinguish between internal and external forces
of change.
Ans:
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
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Changes in consumer tastes, preferences, purchasing
patterns & frequencies
Declining market shares due to competition.
Q6. What are the 14 principles of management of
Henri Fayol?
Ans:
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
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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 qualifiedpersonnel, general business conditions, and success of the
business, should be considered in determining a workers
rate of pay.
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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 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:
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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 workerinitiative, 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.
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Set-2
Q1.List the importance of effective communication in the workplace?
Ans. Communication is the nerve center of business today. As you go up the corporate ladder,you will find that communication skills are required, more than technical skills. Communication
research has revealed that among the factors most important for managerial success,
communication skills rank above technical skills. Several surveys conducted among people who
have been successful in their professions have indicated that communication skills are more vital
to job success than subjects taken in college.
Communication has assumed even greater importance today, since the new model of business is
based on teamwork, rather than on individual action. Teamwork requires greater coordination
and communication.
Communication is also required all the more in this age of information and technology. Without
communication and human skills, technology will overwhelm an organization. Communication
helps to make sense of technology and to manage all this information. For example,
communication is required to explain a new computer program or software. While computers can
perform routine tasks, jobs like responding to customers needs require a high degree of
communication skills.
Effective communication serves the following specific purposes in an organization :
Greater Awareness of Organizational Goals and TeamworkWhen there is opencommunication between superiors, co-workers and subordinates, there is smooth flow of
information regarding the goals of the organization. Coordination between the different
departments in particular, leads to greater motivation to work together towards achieving
a common organizational goal, rather than working in isolation.
Better Employer-employee RelationshipsBy listening to employees, showing empathy
and giving them the freedom to express their opinions without fear of being repressed, a
manager can create a climate of openness that leads to better work relationships.
Employees will then feel more comfortable in approaching their superiors and discussing
any matter with them.
Problem-solvingEffective communication can help resolve conflicts between co-
workers, work related and performance related problems. Faceto-face communication isespecially suited for achieving this task, since it is one to one and highly personalized in
nature.
Improved PerformanceEffective communication by managers at the time of appraisingthe performance of their employees can point out areas for improvement. A constructive
review of performance, through which a manager gives positive feedback and counsels
the employee, instead of criticizing him for poor performance, can motivate the employee
to perform better.
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Stronger Link between Managers and the External EnvironmentApart from internal
communication within the organization, effective communication by managers with
external audiences such as customers, government, bankers, media and suppliers leads to
a better rapport with them.A manager will be able to understand the needs of his
customers, be aware of the presence of quality suppliers of material, of government
regulations and of the expectations of the community at large, only through propercommunication.
Q2. Explain the different aspects of non-verbalcommunication?
Ans. Non-verbal communication, defined as communication without words. It refers to any way ofconveying meanings without the use of verbal language. The game of dumb charades is a perfect
example. Non-verbal communication is generally unintentional, unlike verbal communication. All of us
tend to communicate silently and unknowingly send signals and messages by what we do, apart fromwhat we say. Gestures, facial expressions, posture and the way we dress, are all part of non-verbal
communication. Non-verbal communication can have a greater impact than verbal communication,
since how you say something is sometimes more important than what you say. Although non-verbal
communication can affect both our personal and business relationships, it is particularly important in
the workplace. while the spoken or written words may be perfect, the non-verbal aspects could convey
the exact opposite meaning. Aspects of non-verbal communication: 1. Kinesics This is the most often
studied and important area of non-verbal communication and refers to body movements of any kind.
Different body movements can express inner states of emotion. Facial Expressions can convey feelings
of surprise, happiness, anger and sadness. If you meet a long lost friend and say Im very happy to
meet you again, but with a sad facial expression, it conveys the exact opposite meaning. Eye
Movements, such as wide open pupils express feelings of surprise, excitement or even fear. The
importance of eye contact with ones audience was pointed out earlier. Direct eye contact is an
indication of intensity and interest, while lack of it can convey feelings of nervousness and guilt.
Gestures, such as movement of the hands while giving a lecture or presentation indicates a high level of
involvement in what you are saying. On the other hand, shuffling of the feet is a sign of nervousness and
speaking with ones hands in ones pockets is considered to be casual or even rude. Head Movements
like nodding the head can convey interest, appreciation, agreement or understanding. Body Shape and
PostureBody shape is not within ones control but can be stereotyped to convey certain meanings. For
example, someone who is strong and muscular is generally thought to be athletic, as opposed to a
person who is short and fat! Posture on the other hand is within our control. In formal settings such as
job interviews or classroom settings, it is essential that you maintain an erect posture to convey that you
are attentive, since slouching or a relaxed posture conveys a casual attitude. Physical Appearance Our
outward appearance, including the way we dress and the jewelry and make-up that we wear can conveyan impression of formality or informality. Going to a job interview dressed in blue jeans or not sticking to
a stipulated dress code at the workplace can convey that you are a rebel, non-conformist or a very
casual person. Therefore, it is important to take care of your appearance, so that you convey the right
meaning to others. 2. Proxemics Proxemics is derived from the word proximity or closeness and is the
communication term for personal space and distance. The space and distance which we choose to keep
from people is also part of non-verbal communication. Each of us has our own inner and outer circles,
which differ for different people. Our inner most circle is an intimate space, into which we generally
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admit only select people such as family and close friends. Next comes a personal space which might
include other friends and colleagues or coworkers. These two spaces involve communication of an
informal nature. Most of us also have a social and public space, which includes official or workplace
relationships, where the communication is of a more formal nature. In a business context, it is more
relevant to understand the concept of fixed space and semi-fixed space. Fixed space means that the
physical features of the work environment such as furniture, room size and seating arrangement are
permanent. 3. Time Language This refers to the meaning or importance attached to time and varies
between different people. One person may value time more than another. Similarly, time language also
varies across cultures. In most western cultures for example, punctuality is considered to be important.
Arriving late for a business meeting is inexcusable. In other cultures, it is more relaxed and time is not
given that much importance. We convey messages to others through the time we spend on a work
related activity or by the importance that we give to time. Arriving early at work or for a job interview
shows interest, involvement and seriousness. Spending time with an employee and giving him
suggestions on how to improve his performance shows interest and involvement in his career growth. 4.
Paralanguage Para means like or similar to, therefore paralanguage means like language. Of all the
forms of non-verbal communication, paralanguage is closest to verbal communication. It refers to the
tone of voice with which something is said. In other words, it is how something is said, and not what
is said. The tone of voice includes the pitch (high or low pitch), the pace (slow or fast) the emphasis onwords and the volume (soft or loud) and can convey different moods and emotions, as mentioned
earlier in this unit. Example: The statement I practice good business communication can be
understood in different ways, depending on the emphasis on certain words. Saying I practice good
business communication means that I alone practice it above anyone else. On the other hand, saying I
practice good business communication could be interpreted to mean that you communicate
particularly well in a business context, rather than in a general context. The important point to keep in
mind regarding tone of voice is to avoid mixed signals that is, making sure that what you say is
consistent with how you say it. 5. Physical Context : This refers to the physical environment or
surroundings within which we communicate and includes two aspects 1) color and layout and 2)
design. Colors are known for their symbolic meaning and have associations with different feelings. For
example, colors like black and grey are associated with death, mourning and negative feelings. Yellowand green are associated with more positive feelings. Of course, these can also vary across cultures. The
point to remember is that you can make the right impressions with use of the right colors. Layout in a
work environment refers to the size of an office, or the arrangement of furniture. Design refers to the
type of chairs, desks or carpeting. All these can convey status, formality or informality. We have seen
how the types of non-verbal communication outnumber the types of verbal communication. Non-verbal
communication is an important supplement to verbal communication and can enhance verbal
communication, if used in a positive way. The sender should use the right non-verbal cues to convey a
positive message,
Q3. Write short notes on (a) Upward communication (b) Downward communication (c)Horizontal communication
Ans.