MBA – (1st Year) (Second Semester) DDE Examination, Jan - 2004 Organizational Behavior (3.21) Unit –I Q1. What do you mean by organisational behaviour? What is the significance of studying O.B. Discuss the challenges of that work force diversity has posed for present day O.B. Ans. Organizational Behavior is field of study that illustrates the impact that individual, groups and structure have on behavior within organization for the purpose of applying such knowledge towards improving an organization affective ness i.e. OB is concussed with the study of what people do in an organization and how that behavior affects the performance of the organization. Underlying this systematic approach is the belief that behavior is not random. It stems from and is directed towards some and that individual believes, rightly or wrongly, is in his or her best interest. OB is an applied behavioral science that is built on contribution from a number of behavioral disciplines. The predominant areas are a) Psychology:- The Science that sets to explain and sometimes change the behavior of human beings. The contribution includes study of topics like Motivation, personality, Emotions, perception, Job Satisfaction etc. b) Sociology:- The Study people in relation to them fellow human beings. The contribution includes study of topics like Group dynamics, work teams, communication, power, conflict etc. c) Anthropology:- The Study of societies to learn about human beings and their activities. The contribution includes study of topics like organizational culture, organizational environment, cross-cultural analysis etc. d) Political Science:- The Study of individual and groups within a political environment. The contribution includes the study of topics like conflict, Intra – organizational politics, power etc. One of the most important and broad based challenges currently facing organizations is adapting to people who are different. The term to describe this challenge is work force diversity. While globalization focuses on differences between people from different countries work force diversity addresses differences among people within given countries. Work force diversity means that organizations are becoming more heterogeneous in terms of gender, which varies from the so-called norm. It includes women, south Indians, Benalies, Punjabies , physically disabled, elderly etc. Earlier it was assumed that people who are not different would somehow automatically want to assimilate. But now it is recognized that employee’s don’t set aside their cultural value and life style preferences when they come to work. The challenge for organizations, therefore, is to make themselves more accommodating to diverse groups of people by addressing their different life – style, family needs and work styles. Workforce diversity has important implications for management practice. Managers have to shift their philosophy from treating everyone alike to recognizing differences and responding to those differences in ways that ensure employee retention and greater productivity while at the sometime, not discriminating. This shift includes, for instead, providing diversity training and revamping benefit programs to accommodate the different employees. Work force diversity if positively managed, can increase creativity and innovation in organizations as well as improve decision making by providing different perspectives on problems. When work diversity is not managed properly, there is a potential for higher turnover, more difficult communication and more interpersonal conflicts. Q2. Define attitude. How they are formed and how they can be changed? Ans. Attitudes are evaluative statements-either favourable or unfavourable concerning objects, people, or events. They reflect how one feels about something. There are three components of attitude cognition, affect and behaviour. The belief that “discrimination is Wrong” is a value statement. Such an opinion is the cognitive component of an attitude. It sets the stage for the more critical part of an attitude – its affective statement. Affect is the emotional or feeling segment of an attitude and is reflected in the statement “I don’t like Mr. X because he discriminates against minorities”. Finally, affect can lead to behavioural outcomes. The behavioural component of an attitude refers to an intention to behave in a certain way towards someone or something eg. “I choose to avoid Mr. X because of my feelings about him”. There exists a strong relationship between behaviour and attitude. This is particularly true when attitudes are vague and ambiguous. When you have had few experiences regarding an attitude issue or given little previous thought to it, one will tend to infer one’s attitude has been established for a while and are well defined, those attitudes are likely to guide one’s behaviour. Attitude can be changed by bringing change in behaviour. Any relatively permanent change in behaviour is called learning. Three theories have been offered t explain the process of learning by which we acquire patter us of behaviour. These are classical conditioning operant conditioning and social learning. a) Classical Conditioning: - deals with the association of one event with another desired event resulting in desired behaviour or learning. b) Operant Conditioning: - A type of conditioning in which desired voluntary behaviour leads to a reward or prevents punishment. The tendency to repeat such behaviour is influenced by the reinforcement or lack of reinforcement brought about by the consequences of the behaviour. Therefore, reinforcement strengthens a behaviour and increases the likelihood that it will be repeated. c) Social learning: - People can learn through observation and direct experience. The influence of this model is central to the social learning viewpoint. Four processes have been found to determine the influence that a model will have on an individual. i) Attention Processes: - People learn from a model only when they recognize and pay attention to its critical features. ii) Retention Processes: - A model’s influence will depend on how well the individual remembers the model’s action after the model is no longer readily available. iii) Motor Reproduction Process: - After a person has seen a new behaviour by observing the model the watching must be converted to doing. This process then demonstrates that the individual can perform the modeled activities. iv) Reinforcement Process:- Individuals will be motivated to exhibit the modeled behaviour if positive incentives or rewards are provided. Behaviours that are positively reinforced will be given more attention, learning better, and performed more often. Because learning takes place on the Job as well as prior to it managers will be concerned with how they can teach employees to behave in ways that most benefit the organization and this change their attitude. When managers attempt to mold individuals by guiding their learning in graduated steps, they are “shaping behaviour” and this changing their attitude. There are four ways in which to shape behaviour through positive reinforcement negative reinforcement, punishment and extinction. Following a response with something pleasant is called positive reinforcement Negative response happens when individuals learn to avoid or escape from unpleasant consequences. Punishment is causing an unpleasant condition in an attempt to eliminate an unpleasant behaviour. Eliminating any reinforcement that is maintaining a behaviour is called extinction. Unit –II Q3. What do you mean by perception? Discuss the steps involved in perception. Under what circumstances perceptual distortions take place? Ans. Perception is a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. Attribution Theory is used to develop explanation of the ways in which we Judge people differently, depending on what meaning we attribute to a given behaviour. Basically the theory suggests that when we observe an individual’s behaviour we attempt to determine whether it was internally or three caused. That determination depends largely on three factors: (i) Distinctiveness (ii) Consensus and (iii) Consistency. Internally caused behaviours are those that are believed to be under the personal control of the individual. Externally caused behaviour is seen as resulting from outside causes; that is person is seen as having been forced into a behaviour by the situation. Distinctiveness refers to whether an individual displays different behaviours in different situations what is to be determined is whether this behaviour is unusual. If it is, the observer is likely to give the behaviour an external attribution. If this action is not unusual, it will probably be judged as internal. If everyone who is faced with a similar situation responds in the same way, we can say the behaviour shows consensus. Consistency refers to whether person responds the same way over time. The more consistent the behaviour, the more the observes is inclined to attribute it to internal causes. A number of factors operate to shape and sometimes distort perception. These factors can reside in the perceiver, in the object or target being perceived, or in the context of the situation in which the perception is made. When an individual looks at the target and attempts to interpret what he or she sees, that interpretation is heavily influenced by the personal characteristics of the individual perceiver. Personal characteristic that affect perception include a person’s attitudes, personality motives, interests, past experiences and expectations. Characteristics of the target being observed can affect what is perceived. Local people are more likely to be noticed in a group than quite ones. So, too, are extremely, attractive individuals because targets are not looked at in isolation, the relationship of a target to its background also influences perception, as does our tendency to group close things and similar things together. The context in which we see objects or events is also important. The time at which an object or event is seen can influence attention as can location, light or any number of situational factors. Q4. Distinguish motivation from satisfaction. What are different motivators at work place? How do you rate money as motivator? Ans. Motivation represents an “unsatisfied need” which creates a state of tension or disequilibrium, causing an individual to move in a goal-directed pattern towards a state of equilibrium by satisfying the need. Management generally uses financial and non-financial motivators to motivate their employees. Financial Motivators: - Such motivation is connected directly or indirectly with money. Wages and salary, bonuses, profit sharing, leave with pay, medical reimbursement etc. are included under this type of motivation. Non Financial Motivators: - Non financial motivators are the psychic rewards, or the rewards of enhanced position, that can be secured in the work organisation. Some of the most commonly used non-financial motivators are: 1) 2) 3) 4) 5) 6) 7) 8) 9) 10) Appraisal, praise and prestige Status and pride Competition Delegation of Authority Participation Job security Job Enlargement Job Rotation Job Enrichment Quality of work life 1. Appraisal Praise and Prestige: - When he does his work well the employed naturally wants it to be praised and recognized by his boss and fellow workers. Praise seems to have its greatest value when given and received as recognition. Recognition satisfies human need for esteem by others by others and for selfesteem. This recognition may be shown in the form of praise, of a pat on the beck of the employee or a recommendation for a pay raise, promotion or assignment of more interesting tasks. 2. Status and Pride: - Status refers to “the social rank of a person” and satisfies social and egoistic needs. A management often tries to satisfy these needs by establishing status symbols and distinctions in its organisation. Individuals try hard to gain these status symbols; and once these have been achieved, there is a carving for higher status symbols. 3. Competition: - As a form of motivation, competition is widely used in an organisation. Individuals do compete with one another if they feel they have chance of winning and satisfying their “ego”. This competition may be in regard to sales production or safety measures. The person who is adjudged the best is awarded the coveted prize. 4. Delegation of Authority: - An authority is the right to act, to direct, and to requisition resources needed to properly perform the Job. The delegation of a substantial amount of responsibility to execute a given task often proves to be a strong motivation. The subordinate is more or less on his own. The supervisor trusts him. He feels that he must show results. 5. Participation : - It implies the physical and mental involvement of the people in an activity especially in that of decision making. This satisfies one’s ego and self esteem and the needs of creativeness and initiative. 6. Job Security: - For some employees, this is an equally important motivator. Job security implies that an employee would continue on the job in the same plant or elsewhere and that he shall enjoy economic and social security through health and welfare programmes, providing security against sickness, unemployment,, disability, old age and death. 7. Job Enlargement: - It is the process of increasing the complexity of the Job in order to appeal to the higher order needs of workers. It implies that the employees perform more varied tasks, which are all of the same level the idea being to make the jobs less monotonous. The idea of job enlargement is to provide the workers with the opportunity to make greater use of their minds and skill so that they are more able to help satisfy their need for self esteem and dignity. 8. Job Rotation: - It implies the shifting of an employee from one job to another so that monotony and boredom are reduced. The basic objective of job rotation is to increase the skill and knowledge of the employee about related jobs. In Job rotation, workers learn to do all the different activities necessary for an operation or unit of work. 9. Job Enrichment: it is a from of changing or improving a job, so that a worker is likely to be more motivated. It provides the opportunity for greater recognition \, advancement growth and responsibility. An employee where job is enriched will perform the management function of planning and control so far as his own work is concerned. In an enriched job, an employee knows the overall deadlines and the quality standards he must meet, and within that framework he plans the order in which he will tackle the various tasks and the time that should be devoted to each. He holds himself responsible both for meeting the deadlines and for producing work of the necessary quality, and he does not pass his work or pet others to judge it till he is satisfied that it meets the required standards. 10: Quality of Work Life : the term quality of work life means different things to different persons. To a worker on an assembly time, it may just mean a fair day’s pay , safe working conditions and a supervisor who treats him with dignity . to a young new creative tasks and a successful career. a) There are many factors which can contribute to quality of work life like: b) Adequate and fair compensation c) A safe and healthy environment. d) Jobs aimed at developing and using employee’s skills and abilities. e) Growth and security; jobs aimed at expanding employees capabilities, rather than leading to their obsolescence. f) An environment in which employee’s right to privacy, dissents equity etc. Unit III Q 5. Define the meaning of a group . why do people join a group? Discuss the steps involved in formal group process Ans A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. Groups can either be formal or informal. Formal groups are designated work group defined by the organization’s structure. Informal groups are network of personal and social relations not established or required by the formal organization but arising spontaneously as people associate with on another. Groups are further sub classified into command, task, interest or friendship groups command and task groups are dictated by the formal organization, while interest and friendship groups are informal alliances. The organization chart determines a command group. It is composed of individuals who report directly to a given manager. Task group are also organizationally determined, represent those working together to complete a job task. However, as task group’s boundaries are not limited to its immediate hierarchical superior. It can cross command relationship. All command groups are also task group, but because task groups can cut across the organization, the reverse need not be true. Interest group includes those working together to attain a specific objective with which each is concerned. Employees who band together to have their vacation schedules altered, to support to peer who has been fired, or to seek improvement in working conditions represents the formations of unified body to further their common interest. Friendship groups are formed by those who share on or more common characters. People join groups for various reasons like: a) Security - By joining a group individuals can reduce the insecurity of standing alone. People feel stronger, have fewer self doubts, and are more resistant to threats when they are part of the group. b) Status – Inclusions in a group that is view as important by others, provides recognition an status for its members. c) Self – esteem – Groups can provide people with feelings of self worth. That is , in addition to conveying status to those outside the group, membership can also give increased feelings of worth to the group members themselves. d) Affiliation – Groups can fulfill social needs. People enjoy the regular interaction that comes with group membership. For many people, these on – the – job interactions are their primary source for fulfilling their needs for affiliation. e) Power – what cannot be achieved individually often becomes possible through group action. There is power in numbers. f) Good achievements – There are a times when it takes more than one person to accomplish a particular task – there is need to pool talents, knowledge or power in order to complete a job. In such instances, management will rely on the use of a formal group. Groups generally pass through a standardized sequence in there eruditions. Group passes through five stages in its developmental process – The first stage forming is characterized by as great deal of uncertainly about the group’s purpose structure and leadership. Members are “testing the waters” to determine what types of behavior are acceptable. This stage is complete when members have begun to think of themselves as part of a group. The Storming stage is one of intragroup conflict. Member accepts the existence of the group, but there is resistance to the constraints that the group imposes on individuality. Furthermore, there is conflict over who will control the group. When this stage is complete, there will be a relatively clear hierarchy of leadership within the group. The third stage is one in which close relationships develop and the group demonstrates cohesiveness. There is now a strong sense of group identity and camaraderie. This norming stage is complete when the group structure solidifies and the group has assimilated a common set of expectations of what defines correct member behavior. The forth stage is performing. The structure at this point is fully functional and accepted. Group energy has moved from getting to know and understand each other to performing the task at hand. For permanent work groups, performing is the last stage in their development, however, for temporary committees, teams, task forces, and similar groups that have a limited task to perform, there is an adjourning stage. In this stage, the group prepares for its disbandment. High task performance is no longer the group’s top priority. Instead, attention is directed toward wrapping up activities. Responses of group members vary in this stage. Some are upbeat, basking in the group’s accomplishments. Others may be depressed over the loss of camaraderie and friendship gained during the work group’s life. Q6. Discuss the meaning and process of empowerment. Also explain its barriers and facilitators. Ans. Empowerment is putting employees in charge of what they do. Decisionmaking is pushed down to the operating level, where workers are given the freedom to make choices about schedules and procedures and to solve work related problems. Employees are allowed full control and their work . An increasing number of organizations are using self managed teams, in which workers operate largely without bosses. Empowerment is necessary component of a customer responsive culture because it allows service employees to make on the spot decisions to satisfy customer completely. In empowering employees managers have to learn how to give up control and employees have to learn how to take responsibility for their work and make appropriate decisions. There are several barriers to empowerment. Some managers a re very reluctant to delegate authority and many sub-ordinates avoid taking on the responsibility and authority. The causes for such reluctance are based upon certain beliefs and attitudes which are personal and behavioural in nature. A. Reluctance of executive. A manager may believe that he can do his work better than his subordinate. He might believe that his subordinates are not capable enough. Delegation may take a lot of time in explaining the responsibility to the subordinate and the managers may not have the patience to explain supervise and correct any mistake. b. Lack of confidence and trust in subordinate: since the manager is responsible for the actions of his subordinates he may not be willing to take chances” with the subordinates in case the job is not done right. c. Sense of insecurity. : some managers feel very insecure in delegating authority specially when the subordinate is capable of doing the job . the manger in such a situation may feel his loss o power and competition from the subordinates. a. B. Reluctance of subordinates. a. Many subordinates are reluctance to accept authority and make decisions for fear that they would be criticized or dismissed for making wrong decisions. This is especially true in situations where subordinate had make a mistake earlier. b. The subordinates may not be given sufficient incentives for assuming extra responsibility which could mean working harder under pressure. Accordingly I the absence of adequate compensation in the form of higher salary or promotional opportunities a subordinate may avoid additional responsibility. c. The subordinate may lack self confidence in doing the job and may fear the supervisor will not be available for guidance once the delegation is made and this makes them feel uncomfortable with additional responsibility. d. Some subordinates hesitate to accept new and added assignments when there is a lack of necessary information and when the available resources are nit adequate or proper. a. b. c. d. e. Facilitators of empowerment. Since empowerment results in several organizational advantages, it becomes necessary for the management to remove any barriers to effective empowerment. Empowerment must be complete and clearly understood. the subordinate must now precisely what he has to do and know. It should be preferably in writing with specific instructions so that subordinates does not repeatedly refer problems to the management for opinion or decision. Proper selection and training. : The management must make proper assessment of subordinates in terms of their abilities and limitations before delegating the proper authority. Additionally the management must work closely with the subordinates in training them in how to improve their job performance. This constant communication will build up the self confidence of the subordinate. Motivate subordinate: management must remain sensitive to the needs and goals of subordinates. The challenge of added responsibility in itself may not be a sufficient motivator. Accordingly adequate incentives in the form of promotions, status, better working conditions or additional bonuses must be provided for additional responsibilities well performed. Tolerance with subordinates mistakes: The subordinates are not experienced in making objective judgments as the managers, so they are bowed to make objective judgments as the managers, so they are bound to make mistakes in the process. Unless their mistakes are serious in nature or occur repeatedly, the management should not severely penalize subordinates but encourage them to learn from their mistakes. They should be allowed to develop their own solutions and be given sufficient freedom in accomplishing delegated tasks. Establish adequate control: -If there are adequate checkpoints ad controls built in the system like weekly reports etc. then managers will not be continuously spending time in checking the performance and progress of subordinates and their concerns about subordinates performing inadequately will be reduced. Unit –IV Q7. Define leadership. Discuss the factors that make a leader more effective then others. Also discuss one leadership theory that supports your earlier viewpoint. Ans. “Leadership is the capacity to frame plans that will succeed and the faculty to persuade others to carry them out in face of all difficulties. The definition has two parts. The first deals with the capacity to frame plans (Programmes, Projects etc.) that have high probability of success. This implies that a plan should reflect a leader’s group and feel of the quality of his resources and the environments in which the plan has to be implemented. The second part of the definition deals with the implementation of plan by persuading others to do what is really expected of them despite difficulties, discouragement and obstacles. A leader is a person who stands out in influencing the activities of a group in setting goal and making. Progress toward achieving these goals. He plays more than one role VIZ, group task –definition and solution of problems group building and maintenance and individual satisfaction needs. The leader gain influence through their speech behaviours. There are several theories of leadership to support the above viewpoint, the most important being “Behavioural Theory”. This theory studies leadership by looking at leaders in terms of what they do. The leadership effectiveness is judged in terms of individual subordinate outcome. Leadership behaviour is defined along employee centred dimension and production centered dimension both complimenting each other. This style shows improvement in productivity. Behavioural theory cites two dimensions that substantially account for most of the leadership behaviour described by employees. These two dimensions are called (a) Initiating Structure and (ii) Consideration. Initiating Structure: - refers to the extend to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment. It includes behaviour that attempts to organize work, work relationships and goals. The leader characterized as high initiating structure could be described as someone who “assign group member to particular tasks” expects workers to maintain definite standards of performance and “emphasizes the meeting of deadlines”. Consideration: - is described as the extent to which a person is likely to have Job relationships that are characterized by mutual trust respect for employees ideas and regard for their feelings. He or she shows concern for followers comfort, well being, status and satisfaction. A leader high in consideration could be described as one how help employees with personal problems, is friendly and approachable, and treats all employees as equal. + Initiating structure involves creating a work environment, so that the work of the group is organized, coordinated, sequential, organizationally relevant so that people know exactly what is to be done and how it is to be done. The structure involves having the leader organize and define the role each member is to assume, assign tasks to them and push for the realization of Organisational goals. Q8. Distinguish between distress and eustress. Discuss how work design and Organisational culture may act as stressors. Also discuss the stress management strategy for the same. Ans. Stress is anything that changes as physical emotional or mental state while encountering various stimuli in our environment. Low to moderate levels of stress stimulates the body and increase its ability to react. Individuals then often perform their tasks better more intensity or more rapidly. But too much stress places unattainable demands or constrains on a person, which results in lower performance. Even moderate levels of stress can have a negative influence on performance over a long term as the continued intensity of the stress wears down the individual and saps his or her energy resources. Two separate terms have been used to distinguish between the positive and negative effects of stress on the individual, even though bodily reactions to the two forms of stress are similar “Eustress is” positive stress that accompanies achievement and exhilaration Eustress is the stress of meeting challenges such as those found in managerial job. Distress occurs when we feel insecure, inadequate helpless or desperate as a result of too much or too little pressure or tension. Stress is a dynamic condition in which an individual is confronted with an opportunity, constrains or demand related to what he or she desires and for which the outcome is perceived to be both uncertain an important. More typically, stress is associated with constrains and demand. The former prevents one from doing what one desire. The latter refers to the loss of something desired. Two conditions are necessary for potential stress to become actual stress. There must be uncertainty over the outcome and the outcome must be important. The stress is highest for individuals who perceive that they are uncertain as to whether they will win or lose and lowest for individuals who think that winning or losing is a certainty. But importance is also critical. If winning or losing is an unimportant outcome, there is no stress. Three sets of factor (a) environmental, (b) organizational and (c) individual – that act as potential cause of stress. Whether they become actual stress depends on individual differences such as job experience and personality when stress is experienced an individual, its symptoms can surface as physiological, psychological and behavioral outcomes. (a) Environmental factors – just as environmental uncertainty influences the design of an organization’s structure, it also changes in the business cycle create economic uncertainties. When company B is contractive, for example, people become increasingly anxious about their job security.Similarly political instability is a cause of stress. Political crisis like civil war, riots, hostilities with neighboring countries etc can lead to stress. Technology uncertainties are a third type of environmental factor that can cause stress. New innovations can make employee’s skills and experience obsolete in a very short time, computers, robotics, automation and similar forms of technology innovations are a threat to many people and cause them stress. (b)Organizational factors – organizational factors that cause stress include task, role, and interpersonal demands, organizational structure and organizational leadership. Task demands are factors related to a person’s job. They include the design of individual’s job (autonomy task variety, degree of automation), working conditions and physical work layout. Role demands relate to pressures placed on a person as a function of the particular role he or she plays in the organization. Role conflicts create expectations that may be hard to reconcile or satisfy. Role overload is experienced when the employee is expected to do more than time permits. Interpersonal demands are pressures created by other employees, lack of social support from colleagues and poor interpersonal relationships can cause considerable stress, especially among employees with a high social needs. Organizational structure defines the level of differentiation in the organization, the degree of rules and regulation and where decisions are made. Excessive rules and lack of participation in decisions that might be potential sources of stress. Organizational leadership represents the managerial style of the organization’s senior managers. One chief executive officer creates a cultural characterized by tension, fear and anxiety. They establish unrealistic pressures to perform in the short run, impose excessively tight controls, and routinely fire employees for poor – performance. (c ) Individual factors - Primarily, these factors are family issues, personal economic problems and inherent personality characteristics. People hold family and personal relationships dear. Marital difficulties, the breaking off of relationship and discipline troubles with children are examples of relationship problems hat create stress for employees. Economic problems created by individuals overextending their financial resources is another set of personal troubles that can create stress for employees and distract their attention from their work. Some people may have an inherent tendency to accentuate negative aspect of the world in general i.e. stress symptoms expressed on the job may actually originate in the person’s personality. Stress Management strategy can be sub – divided into Individual Approaches and organizational approaches. Individual Approaches: Individual Approaches that have proven effective included time management techniques, increasing physical exercises, relaxation techniques and expanding the social support network. The well-organized employee can often accomplish twice as much as the person who is only organized. So an understanding and utilization of time management principles can help individuals better cope with tensions created by Job demands. Non-competitive physical exercise such as aerobics, walking, jogging, swimming and riding a bicycle have long been recommended as a way to deal with excessive stress levels. These forms of physical exercise heart capacity lower the at rest heart rate and provide a mental diversions from work pressure. Individuals can teach themselves to reduce through relaxation techniques such mediations, hypnosis and biofeedback. Deep relaxation for about 15 –20 minutes a day release tensions and provides a person with a pronounced sense of peacefulness. Importantly, significant changes in heart rate, blood pressure and other physiological factors result from achieving the condition of deep relaxation. Having friends, family or work colleagues to talk to provide an outlet when stress levels become excessive. It provides someone to hear your problems and to offer a more objective perspective on the situations. Organizational Approaches: Several of the factors that cause stress – particularly task and role demands and organizational structure – are controlled by management. As such they can be modified or changed, strategies that management might want to consider include improved personnel selection and Job placement, training, use & realistic goal setting., redesigning of Jobs, increased employee involvement, improved organizational communication and establishment of corporate wellness programs. Certain jobs are more stressful than others. Individuals with little experience or external loans of control tend to be more prone to stress. Selection and placement decisions should take these facts into consideration. Similarly, training can increase individual’s self – efficacy and thus lesser job strain. Individuals perform better when they have specific and challenging goals and receive feedback on how well they are progressive towards these goals. The use of goals can reduce stress as well as provide motivation. Redesigning Jobs to give employees more responsibility, more meaningful work, more autonomy and increased feedback can reduce stress because these factors give dependence on others. Role stress is detrimental to a large extend because employees feel uncertain about goals, expectations, how they’ll be evaluated and the like. By giving the employees a voice in decisions that directly affect their job performance, managers can increased employee control and reduce this role stress. So managers should consider increasing employee involvement in decision-making. Increasing formal organizational communication with employees reduces uncertainty by lessening role ambiguity and role conflict. Given the importance that perceptions play in moderating the stress – response relationship, management can also use effective communications as a means to shape employee perception.