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1.

Your immediate subordinates feel control is a negative process.


Explain what control is and why it a positive process.
(700-750 words)
When your immediate subordinates feel control is a negative process?
When an employee failsor even just performs poorlymanagers typically do not blame themselves. The
employee doesnt understand the work, a manager might contend. Or the employee isnt driven to succeed,
cant set priorities, or wont take direction. Whatever the reason, the problem is assumed to be the
employees faultand the employees responsibility.
But is it? Sometimes, of course, the answer is yes. Some employees are not up to their assigned tasks and
never will be, for lack of knowledge, skill, or simple desire. But sometimesand we would venture to say
oftenan employees poor performance can be blamed largely on his boss.
Perhaps blamed is too strong a word, but it is directionally correct. In fact, our research strongly suggests
that bossesalbeit accidentally and usually with the best intentionsare often complicit in an employees
lack of success. (See the insert About the Research.) How? By creating and reinforcing a dynamic that
essentially sets up perceived underperformers to fail. If the Pygmalion effect describes the dynamic in
which an individual lives up to great expectations, the set-up-to-fail syndrome explains the opposite. It
describes a dynamic in which employees perceived to be mediocre or weak performers live down to the low
expectations their managers have for them. The result is that they often end up leaving the organization
either of their own volition or not.

The syndrome usually begins surreptitiously. The initial impetus can be performance related, such
as when an employee loses a client, undershoots a target, or misses a deadline. Often, however, the
trigger is less specific. An employee is transferred into a division with a lukewarm
recommendation from a previous boss. Or perhaps the boss and the employee dont really get
along on a personal basisseveral studies have indeed shown that compatibility between boss and
subordinate, based on similarity of attitudes, values, or social characteristics, can have a significant
impact on a bosss impressions. In any case, the syndrome is set in motion when the boss begins to
worry that the employees performance is not up to par.
The boss then takes what seems like the obvious action in light of the subordinates perceived
shortcomings: he increases the time and attention he focuses on the employee. He requires the
employee to get approval before making decisions, asks to see more paperwork documenting those
decisions, or watches the employee at meetings more closely and critiques his comments more
intensely.
These actions are intended to boost performance and prevent the subordinate from making errors.
Unfortunately, however, subordinates often interpret the heightened supervision as a lack of trust
and confidence. In time, because of low expectations, they come to doubt their own thinking and
ability, and they lose the motivation to make autonomous decisions or to take any action at all. The
boss, they figure, will just question everything they door do it himself anyway.
Ironically, the boss sees the subordinates withdrawal as proof that the subordinate is indeed a poor
performer. The subordinate, after all, isnt contributing his ideas or energy to the organization. So
what does the boss do? He increases his pressure and supervision againwatching, questioning,
and double-checking everything the subordinate does. Eventually, the subordinate gives up on his

dreams of making a meaningful contribution. Boss and subordinate typically settle into a routine
that is not really satisfactory but, aside from periodic clashes, is otherwise bearable for them. In the
worst-case scenario, the bosss intense intervention and scrutiny end up paralyzing the employee
into inaction and consume so much of the bosss time that the employee quits or is fired. (For an
illustration of the set-up-to-fail syndrome, see the exhibit The Set-Up-to-Fail Syndrome: No
Harm IntendedA Relationship Spirals from Bad to Worse.).
Explain what control is and why it a positive process?
Control,
or controlling,
is
one
of
the
managerial
functions
like planning, organizing, staffing and directing. It is an important function because it helps to
check the errors and to take the corrective action so that deviation from standards are minimized
and stated goals of the organization are achieved in a desired manner.
According to modern concepts, control is a foreseeing action whereas earlier concept of control
was used only when errors were detected. Control in management means setting standards,
measuring actual performance and taking corrective action.
Controlling is that process of
regulating
organizational activities so that actual performance conforms
to
expected organizational goals and standards. While
interrelated with all of
the other management functions,
a special relationship exists between the planning function of management and controlling. Plannin
g,
essentially, is
the
deciding
of goals and objectives and the means of reaching them. Controlling lets manager
tell if
the
organization is on track for goal achievement, and if not, why not. A well-developed plan should
provide benchmarks that can be used in
the control process.
Controls serve other important roles including helping managers cope with uncertainty, detecting
irregularities, identifying opportunities, handling complex situations, and decentralizing authority.
Like planning, controlling responsibilities differ by managerial level with control responsibilities
paralleling
planning responsibilities
at
the strategic, tactical, and operational
level.
There are several major steps usually identified in
the basic control process. These are, in order, determining
the areas to
be controlled, establishing the
appropriate standards, measuring performance, comparing the
performance against standards, recognizing performance if standards are met or exceeded or take c
orrective
actions as necessary if not, and adjusting either/or standards and measures as necessary. Of course i
t would
be impossible to control all activity in
an
organization. Consequently, it
is important for the manager to
decide which activities
should have the control process applied. Argues that managers need to consider controls mainly
in areas in which they depend on others for resources necessary to reach organizational
goals. Four conditions help delineate when
controls
should
be used. These are having
a high dependence on
the resource, having
a high expectation that the resource flows would be unacceptable without proper
controls, that the instituting of
a control process would be feasible, and that the total control process costs
would be within the acceptable range.
Timing is one of
the bases for differentiating control systems. Some major control types are based on

timing. These include feed forward controls,


concurrent
controls, and feedback controls. These are terms
which are unfamiliar to many students and special note needs to
be made in
reviewing
this material. A
variety
of these types of control is frequently used in multiple control systems and usually involve noncybernetic. Cybernetic controls involve little, if any, human discretion
as part of
the system. Rather, it
is
a
self
regulating system that, once put into operation, can automatically monitor the
situation and take
corrective
action when necessary. Noncybernetic systems, on
the other hand rely
on human discretion as a
basic part of its process.
In addition to
deciding
the types of
controls
to use, managers also have the options regarding the
mechanisms to
be used to
implement
controls. The three basic approaches are bureaucratic, clan, and market. Bureaucratic controls rely
on
regulation through rules, policies, supervision, budgets, schedules,
reward systems, and other administrative mechanisms aimed at ensuring acceptable behavior and
performance Clan controls
rely
on
the values, beliefs, traditions, corporate
culture, shared norms, and
informal relationships
to regulate behavior and to
facilitate
the reaching of
organizational goals. The market
controls have a somewhat more limited application in organizations than do bureaucratic or clan co
ntrols;
all three approaches are likely to
be used to some extent. Market controls
rely
on market mechanisms to regulate prices for certain goods and services used by the organization.
There are some potential dysfunctional aspects of control systems the manager must consider. Beh
avioral
displacement, game playing,
operating delays, and negative attitudes are some of these. To decrease the
likelihood of
the effects, managers need to avoid engaging in
either over-control or under-control. To
be
effective, control systems should
be future-oriented, multidimensional, costeffective, accurate, realistic,
timely monitor able, acceptable to
organization members, and flexible.
2.
What is conflict? List some possible causes of conflict. What have
you learned from chapter No 9 Managing Expectation of People which
will help you to develop more positive relationship with in your
organization as a manager.
What is conflict?

Conflict is a characteristic of human existence. It is part of the dynamic of life that drives us into
the future. But it needs to be managed constructively. When associated with violence, destruction
and killing, it is no longer a healthy part of living. Violent conflict solves few problems, creates
many, and breeds more unhealthy conflict to come.
List some possible causes of conflict?

Employee conflict in the workplace is a common occurrence, resulting from the differences in
employees' personalities and values. Dealing with employee conflict in a timely manner is
important to maintaining a healthy work environment. Believing that a conflict will simply
disappear is an inaccurate assumption to make because simple conflicts can grow into major

problems if not dealt with appropriately. Managers should understand the common causes of
employee conflicts, so that a solution is found before the issues become unmanageable.
Poor Communication
Poor communication is one of the main causes of conflict between employees in the workplace.
This can result in a difference in communication styles or a failure to communicate. For example, a
manager reassigned an employees task to the employees co-worker but failed to communicate the
reassignment to the employee. This may cause the employee to feel slighted, which can transform
into animosity among the two employees and the manager. Failing to communicate in the
workplace may cause employees to make incorrect assumptions and believe workplace gossip.
Poor communication in the workplace not only causes conflict but decreases productivity and
employee morale.
Difference in Personalities
A difference in personalities among employees is another cause of workplace conflict. Employees
come from different backgrounds and experiences, which play a role in shaping their personalities.
When employees fail to understand or accept the differences in each other's personalities, problems
arise in the workplace. For example, an employee may possess a straightforward personality that
results in him speaking whatever is on his mind, even if the timing is inappropriate. The employee
with the straightforward personality may offend a co-worker that does not possess the same type of
personality. The co-worker may feel as if the employee is rude or lacks the authority to deal with
her in such a straightforward manner.
Different Values
Similar to personalities, the values of employees differ within the workplace. A difference in
values is seen clearly when a generational gap is present. Young workers may possess different
workplace values than older workers. The difference in values is not necessarily the cause of
employee conflict in the workplace, but the failure to accept the differences is. When employees
fail to accept the differences, co-workers may insult each other's character and experiences. When
insults occur, the conflict intensifies until the right solution is offered and accepted.
Competition
Unhealthy workplace competition is a cause of employee conflict. Some industries foster
competitive environments more than others. When salary is linked to employee production, a
workplace may experience strong competition between employees. Competition that is not
properly managed can result in employees sabotaging or insulting one another, which creates a
hostile work environment. Unhealthy workplace competition discourages teamwork and promotes
individualism.
What have you learned from chapter No 9 Managing Expectation of People which will help you to
develop more positive relationship with in your organization as a manager?

According to the Gallup Organization, people who have a best friend at work are seven times more
likely to be engaged in their jobs. And it doesn't have to be a best friend: Gallup found that people
who simply had a good friend in the workplace are more likely to be satisfied.
In this article, we're looking at how you can build strong, positive relationships at work. We'll see
why it's important to have good working relationships, and we'll look at how to strengthen your
relationships with people that you don't naturally get on with.
There are several characteristics that make up good, healthy working relationships:

Trust This is the foundation of every good relationship. When you trust your team
and colleagues, you form a powerful bond that helps you work and communicate more
effectively. If you trust the people you work with, you can be open and honest in your
thoughts and actions, and you don't have to waste time and energy "watching your back."
Mutual Respect When you respect the people that you work with, you value their
input and ideas, and they value yours. Working together, you can develop solutions based on
your collective insight, wisdom and creativity.
Mindfulness This means taking responsibility for your words and actions. Those who
are mindful are careful and attend to what they say, and they don't let their own negative
emotions impact the people around them.
Welcoming Diversity People with good relationships not only accept diverse people
and opinions, but they welcome them. For instance, when your friends and colleagues offer
different opinions from yours, you take the time to consider what they have to say, and factor
their insights into your decision-making.
Open Communication We communicate all day, whether we're sending emails and
IMs, or meeting face-to-face. The better and more effectively you communicate with those
around you, the richer your relationships will be. All good relationships depend on open,
honest communication.

How to Build Good Work Relationships


So, what can you do to build better relationships at work?

Develop Your People Skills


Good relationships start with good people skills. Take our How Good Are Your People
Skills? Quiz to find out how well you score with "soft skills" such as collaboration,
communication and conflict resolution. This self-test will point you to tools that will help
you deal with any weaknesses that you have.
Identify Your Relationship Needs
Look at your own relationship needs. Do you know what you need from others? And do you
know what they need from you?
Understanding these needs can be instrumental in building better relationships.
Schedule Time to Build Relationships
Devote a portion of your day toward relationship building, even if it's just 20 minutes,
perhaps broken up into five-minute segments.

For example, you could pop into someone's office during lunch, reply to people's postings
on Twitter or LinkedIn, or ask a colleague out for a quick cup of coffee.
These little interactions help build the foundation of a good relationship, especially if they're
face-to-face.
Focus on Your EI
Also, spend time developing your emotional intelligence (EI). Among other things, this is
your ability to recognize your own emotions, and clearly understand what they're telling
you.
High EI also helps you to understand the emotions and needs of others.
Appreciate Others
Show your appreciation whenever someone helps you. Everyone, from your boss to the
office cleaner, wants to feel that their work is appreciated. So, genuinely compliment the
people around you when they do something well. This will open the door to great work
relationships.
Be Positive
Focus on being positive. Positivity is attractive and contagious, and it will help strengthen
your relationships with your colleagues. No one wants to be around someone who's negative
all the time.
Manage Your Boundaries
Make sure that you set and manage boundaries properly all of us want to have friends at
work, but, occasionally, a friendship can start to impact our jobs, especially when a friend or
colleague begins to monopolize our time.
If this happens, it's important that you're assertive about your boundaries, and that you
know how much time you can devote during the work day for social interactions.
Avoid Gossiping
Don't gossip office politics and "gossip" are major relationship killers at work. If you're
experiencing conflict with someone in your group, talk to them directly about the problem.
Gossiping about the situation with other colleagues will only exacerbate the situation, and
will cause mistrust and animosity between you.
Listen Actively
Practice active listening when you talk to your customers and colleagues. People respond
to those who truly listen to what they have to say. Focus on listening more than you talk, and
you'll quickly become known as someone who can be trusted.

3.

Write a short note on each of the following: (500-550 words each)


(a)
(b)

A.

Strategic Management
Policies, Procedures & Rules

Strategic Management

Strategic management as a term and concept is not new. The term was
first used in the 1970.s, and it meant that a staff of strategic planners more or
less thought up .strategic programs. and then tried to sell them to decision
makers. In the 1990.s, the view of strategic planning and strategic
management is much different. Goodstein, Nolan, and Pfeiffer.s definition of
strategic planning takes us away from the notion that strategic planning is a
staff job and focuses us more on a process that requires the senior leaders of
an organization to set its strategic direction. The process by which the
guiding members of an organization envision its future and develop
the necessary procedures and operations to achieve that future.
The concept of strategic management builds on this definition of strategic
planning, recognizing that although .planning. is the prelude of strategic
management, it is insufficient if not followed by the deployment and
implementation of the plan and the evaluation of the plan in action.
Management system that links strategic planning and decision
making with the day-to-day business of operational management.
Strategic management goes beyond the development of a strategic plan,
which included the pre-planning and strategic planning processes. Strategic
management is the deployment and implementation of the strategic plan and
measurement and evaluation of the results. Deployment involves completing
the plan and communicating it to all employees. Implementation involves
resourcing the plan, putting it into action, and managing those actions.
Measurement and evaluation consists not only of tracking implementation
actions, but, more importantly, assessing how the organization is changing as
a result of those actions and using that information to update the plan.
It is the responsibility of senior leadership to strategically manage the
organization. Strategic management is a continuous process rather than a
one-time event. Therefore, the senior leaders must become strategic thinkers
and leaders of the organization and its culture, changing it as necessary. To be
the most successful, leaders need to be facilitators, coaches, consultants, and
consensus-builders. Transformational leadership is described by Bernard Bass

as, .superior leadership performance that occurs when leaders broaden and
elevate the interests of their employees, when they generate awareness and
acceptance of the purposes and mission of the group, and when they stir their
employees to look beyond their own selfinterest for the good of the group..
Acquiring transformational leadership traits requires hard work and dedication,
willingness to take some risks, and internalizing the organization.s vision and
guiding principles.
When an organization is practicing strategic management, thinking becomes
more visionary, which is characterized by:

Breakthrough thinking about the future; organizational boundaries are


more flexible.

A shift in focus from the inputs that are used to run the business to the
outputs and outcomes the organization desires to achieve.

A focus on optimizing organizational performance and process quality as


keys to delivering quality products and services.

A move toward an organizational culture that adapts easily to change.

With practice, patience, dedication, and hard work, the organizational learning
that takes place through the application of strategic management will bring
the organization closer to realizing its goals and vision. With each update of
the strategic plan, senior leaders will become better able to deploy the plan,
implement changes, and measure organizational performance.
B.

Policies, Procedures & Rules

In order to protect information, businesses need to implement rules and controls around the
protection of information and the systems that store and process this information. This is
commonly achieved through the implementation of information security policies, standards,
guidelines and procedures. However, what exactly are these? This article will explain what
information security policies, standards, guidelines and procedures are, the differences between
each and how they fit together to form an information security policy framework.
Policies
An information security policy consists of high level statements relating to the protection of
information across the business and should be produced by senior management.
The policy outlines security roles and responsibilities, defines the scope of information to be
protected, and provides a high level description of the controls that must be in place to protect
information. In addition, it should make references to the standards and guidelines that support it.
Businesses may have a single encompassing policy, or several specific policies that target different

areas, such as an email policy or acceptable use policy. From a legal and compliance perspective,
an information security policy is often viewed as a commitment from senior management to
protect information. A documented policy is frequently a requirement to satisfy regulations or
laws, such as those relating to privacy and finance. It should be viewed as a business mandate and
must be driven from the top (i.e. senior management) downwards in order to be effective.
Procedures
Procedures consist of step by step instructions to assist workers in implementing the various
policies, standards and guidelines.
Whilst the policies, standards and guidelines consist of the controls that should be in place, a
procedure gets down to specifics, explaining how to implement these controls in a step by step
fashion. For example, a procedure could be written to explain how to install Windows securely,
detailing each step that needs to be taken to harden/secure the operating system so that it satisfies
the applicable policy, standards and guidelines.
Standards
Standards consist of specific low level mandatory controls that help enforce and support the
information security policy.
Standards help to ensure security consistency across the business and usually contain security
controls relating to the implementation of specific technology, hardware or software. For example,
a password standard may set out rules for password complexity and a Windows standard may set
out the rules for hardening Windows clients.
Guidelines
Guidelines consist of recommended, non-mandatory controls that help support standards or
serve as a reference when no applicable standard is in place.
Guidelines should be viewed as best practices that are not usually requirements, but are strongly
recommended. They could consist of additional recommended controls that support a standard, or
help fill in the gaps where no specific standard applies. For example, a standard may require
passwords to be 8 characters or more and a supporting guideline may state that it is best practice to
also ensure the password expires after 30 days. In another example, a standard may require specific
technical controls for accessing the internet securely and a separate guideline may outline the best
practices for using the internet and managing your online presence.
The Information Security Policy Framework
Each document listed above has a different target audience within the business and therefore,
should never be combined into one document. Instead there should be several documents, that
together form the concept of an information security policy framework. This framework is
illustrated in the diagram above, with each level of the framework supporting the levels above it.

In order to help cement this concept, lets use an example to illustrate how all of these different
framework pieces fit together.

A policy may state all business information must be adequately protected when being
transferred.
A supporting data transfer standard builds upon this, requiring that all sensitive information
be encrypted using a specific encryption type and that all transfers are logged.
A supporting guideline explains the best practices for recording sensitive data transfers and
provides templates for the logging of these transfers.
A procedure provides step by step instructions for performing encrypted data transfers and
ensures compliance with the associated policy, standards and guidelines.

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