Ans key ob

7/28/2019 Ans key ob

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Ans.1) Organizational Behavior (OB) is the study and application of knowledge about howpeople, individuals, and groups act in organizations. It does this by taking a system approach.That is, it interprets people-organization relationships in terms of the whole person, wholegroup, whole organization, and whole social system. Its purpose is to build better relationships

by achieving human objectives, organizational objectives, and social objectives. As you can seefrom the definition above, organizational behavior encompasses a wide range of topics, suchas:Personality, values, ethics, motivation, interpersonal communication, leadership, changemanagement, cross-cultural managementThe scope of the organizational behavior is as under:

(a) Impact of personality on performance

(b) Employee motivation

(c) Leadership

(d) How to create effective teams and groups

(e) Study of different organizational structures

(f) Individual behaviour, attitude and learning

(g) Perception

(h) Design and development of effective organization

(i) Job design

(j) Impact of culture on organizational behaviour

(k) Management of change

(l) Management of conflict and stress

(m) Organizational development

(n) Organizational culture

(o) Transactional analysis

(p) Group behaviour, power and politics

(q) Job design

(r) Study of emotions


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Ans.2) The study of Organizational Behaviour (OB) is very interesting and challenging too. It isrelated to individuals, group of people working together in teams.The study becomes more challenging when situational factors interact. The study of organizational behaviour relates to the expected behavior of an individual in the organization.No two individuals are likely to behave in the same manner in a particular work situation.It is the predictability of a manager about the expected behavior of an individual. There are noabsolutes in human behavior. It is the human factor that is contributory to the productivityhence the study of human behavior is important. Great importance therefore must be attachedto the study.Researchers, management practitioners, psychologists, and social scientists must understandthe very credentials of an individual, his background, social framework, educational update,impact of social groups and other situational factors on behavior.


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Managers under whom an individual is working should be able to explain, predict, evaluate andmodify human behavior that will largely depend upon knowledge, skill and experience of themanager in handling large group of people in diverse situations. Preemptive actions need to betaken for human behavior forecasting.

The value system, emotional intelligence, organizational culture, job design and the workenvironment are important causal agents in determining human behavior. Cause and effectrelationship plays an important role in how an individual is likely to behave in a particularsituation and its impact on productivity.An appropriate organizational culture can modify individual behavior. Recent trends exist in

laying greater stress on organizational development and imbibing a favorable organizationalculture in each individual. It also involves fostering a team spirit and motivation so that theorganizational objectives are achieved.

Ans.3 ) Group Dynamics: A group is defined as "a set of two or more people who interact witheach other to achieve a group goal (Glidden, 2009)." While there are many types of groups wehave been given three styles of groups to identify with; task groups, command groups, andfriendship groups. Due to the relatively low interaction of our group and its members, makingan assessment of what kind of work group our team most identified with is near impossible.However, I will discuss the three types of work groups listed and identify the type of work groupour team should have adhered to in order to best accomplish the tasks presented to us.

Reasons for inter-group problems:The most commonly cited reasons for interpersonal conflict are personality differences,

perceptions, clashes of values and interests, competitive environment, power and statusdifferences, scarce resources, stereotype behaviour, and exploitative nature of human beings.These are briefly discussed below.

a) Personality differences: Some people have difficulty in getting along with each other. This ispurely a psychological problem and it has nothing to do with their job requirements or formalinteractions.

b) Perceptions: Varied background, experiences, education, and training result in individuals

developing different perceptions of similar realities; the result being an increase in thelikelihood of interpersonal conflict. Vertical conflicts develop in organizations, usually becausesuperiors try to control subordinates and subordinates tend to resist. The subordinate resistsbecause he believes that the control infringes on his personal autonomy, makes his behaviourmore predictable to others, and thus weakens his position in the organization.


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c) Clashes of values and interests: Conflict that so commonly develops between scientists andadministrative and accounts personnel shows how differences in values and interests mightunderlie conflict.

d) Competitive environment: Organizations do reward good work and competence. Wheneveran individual in an organization is rewarded for his good work and useful results, it triggers of afeeling of frustration and hostility among some other people, who feel that their self-respect isat stake. This leads to interpersonal conflict among the individuals in the organization, and alsobetween the affected individuals and the authority.

e) Power and status differences: Organizations are political structures. They operate bydistribution of authority and setting a stage for the exercise of power. Unequal distribution of power and status would definitely lead to conflict. A lower-grade scientist when gives an orderto a higher-grade scientist, conflict does arise. The lower-grade scientist may be doing itbecause of the power vested on him by the manager/director of the organization.

f) Scarce resources: Interpersonal conflicts usually result when each person in an organization jockeys to possess a scarce resource. The belief that somebody else is out to eat away onesshare of resources may create ill feelings between individuals. When the scarcity is absolute,i.e. when the resource level cannot be enhanced, it becomes very difficult to manageinterpersonal conflicts. For example, if four qualified individuals vie for one superior position inthe organization, and if there is only one such position, interpersonal conflict would develop toan unmanageable level.

g) Stereotype behaviour: Stereotyping makes people to form opinions about others, which aremore often through hurried judgements. As a result of this, people tend to behave in a morebiased manner with others, and this leads to interpersonal conflicts. In India, people belongingto a particular religion, region, caste, and group exhibit a skewed attitude and behaviourtowards others belonging to another religion, region, and caste. This leads to a lot of interpersonal problems in organizations.

h) Exploitative nature of human beings: In organizations, we always encounter a group of people who tend to exploit others by virtue of their position, authority, etc. As a result, they tryto take an undue share in the outcome, in spite of the fact that their contribution is notproportionate to that level. This naturally would lead to interpersonal conflicts in the long run.Heads of the organizations and departments claiming an authorship in the publications of thescientists working under them, in spite of the fact that they had not contributed anything in the


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work is a typical example for this type of interpersonal conflict. Infact, in certain organizations,it has become a rule that the names of the Heads should be included in every publication.

Conflict and Organizational Performance

The assumption that conflict is always unhealthy or dysfunctional is frequently fallacious.Conflicts have functional aspects too. They have also therapeutic value. For organizations to beproductive, certain amount of conflict is always necessary. An optimum level of conflictprevents stagnation, stimulates creativity, allows tension and stress to be released, and initiatesthe seeds for change. It also facilitates critical thinking among group members, makes a groupmore responsive to the needs for change, and provides similar other benefits that can enhancegroup and organizational performance. Such a level of conflict resulting in productive stress is,thus, definitely good for the organization.

It is to be realized that the demarcation between functional and dysfunctional conflict is neitherclear nor precise. The functionality of a conflict can be measured by the impact it has on thegroup/unit performance rather than on a single individual. It is known that in organizations,there is an optimal, highly functional level of conflict at which the units / organizationsperformance is at the maximum. This can happen because at that level of conflict, the group orunits internal environment is cha racterized by self-criticism and innovativeness. When theconflict level is low, it is dysfunctional as the units / organizations performance is low due toapathy, stagnation, lack of new ideas, and non-responsiveness of the organization members tothe demands of change. On the other hand, when the conflict level is too high it is againdysfunctional as the survival of the group is threatened due to diversion of energy away fromperformance and goal attainment. The most important task for managers would be to stimulateconflict during those times when it is low, and contain conflict during those times when it ishigh, so that conflict can be effectively brought to the optimum level, which leads to productivestress, and thus proving good for the organization.

Ans.4) In 1960, Douglas McGregor formulated Theory X and Theory Y suggesting two aspects of humanbehaviour at work, or in other words, two different views of individuals (employees): one of which is negative, called as Theory X and the other is positive, so called as Theory Y. Accordingto McGregor, the perception of managers on the nature of individuals is based on variousassumptions.


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Assumptions of Theory X1. An average employee intrinsically does not like work and tries to escape it whenever

possible.2. Since the employee does not want to work, he must be persuaded, compelled, or

warned with punishment so as to achieve organizational goals.3. A close supervision is required on part of managers.4. The managers adopt a more dictatorial style.5. Many employees rank job security on top, and they have little or no aspiration/

ambition.6. Employees generally dislike responsibilities.7. Employees resist change.8. An average employee needs formal direction.

Assumptions of Theory Y1. Employees can perceive their job as relaxing and normal. They exercise their physical

and mental efforts in an inherent manner in their jobs.2. Employees may not require only threat, external control and coercion to work, but they

can use self-direction and self-control if they are dedicated and sincere to achieve theorganizational objectives.

3. If the job is rewarding and satisfying, then it will result in employees loyalty andcommitment to organization.

4. An average employee can learn to admit and recognize the responsibility. In fact, he caneven learn to obtain responsibility.

5. The employees have skills and capabilities. Their logical capabilities should be fullyutilized. In other words, the creativity, resourcefulness and innovative potentiality of theemployees can be utilized to solve organizational problems.

6. Thus, we can say that Theory X presents a pessimistic view of employees nature andbehaviour at work, while Theory Y presents an optimistic view of the employees natureand behaviour at work. If correlate it with Maslows theory, we can say that Theory X isbased on the assumption that the employees emphasize on the physiological needs andthe safety needs; while Theory X is based on the assumption that the social needs,esteem needs and the self-actualization needs dominate the employees.

7. McGregor views Theory Y to be more valid and reasonable than Theory X. Thus, heencouraged cordial team relations, responsible and stimulating jobs, and participationof all in decision-making process.


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Implications of Theory X and Theory Y :Quite a few organizations use Theory X today. Theory X encourages use of tight control

and supervision. It implies that employees are reluctant to organizational changes. Thus, it doesnot encourage innovation.

Many organizations are using Theory Y techniques. Theory Y implies that the managersshould create and encourage a work environment which provides opportunities to employeesto take initiative and self-direction. Employees should be given opportunities to contribute toorganizational well-being. Theory Y encourages decentralization of authority, teamwork andparticipative decision making in an organization. Theory Y searches and discovers the ways inwhich an employee can make significant contributions in an organization. It harmonizes andmatches em ployees needs and aspirations with organizational needs and aspirations.

Ans .5) Definition of Personality: The term personality has been defined differently by differentpsychologists. According to Morton Prince. 'Personality is the sum total of all the biological innatedispositions, impulses, tendencies, aptitudes and instincts of the individual and the acquired dispositionand tendencies".Floyed Allport says 'personality traits may be considered as so many important dimensions in whichpeople may be found to differ."

The important factors in which the origin of personality lies:-(I) Heredity: It provides the child with certain endowments to? With- Hereditary factors may besummed as constitutional biological and physiological factors:Constitutional Factors: The constitution of an individual is an effective factor in determining the type of

his Personality. There can be 3 bodily types of personality- (1) short and stout, (2) tall and thin, (3)muscular and well Proportioned. We are always impressed by an individual who has a muscular and awell proportioned body. Height, Weight, physical defects, health and strength affect Personality.2. Biological Factors: The working of the nervous system, glands and blood chemistry determines ourcharacteristics and habitual modes of behaviour. These factors form the biological basis of ourpersonality.3. Intelligence: Intelligence is mainly hereditary. Persons who are very intelligent can make betteradjustment in home, school and society than those who are less intelligent.4. Sex Differences: Sex differences play a vital role in the development of personality of individual. Boysare generally more assertive and vigorous. They prefer adventures. Girls are quieter and more injured by

personal, emotional and social problems.5. Nervous System: Development of personality is influenced by the nature of nervous system.(II) Environment: The sociologists emphasize that the personality of the individual develops in a socialenvironment. It is in the social environment, that he comes to have moral ideas, social attitudes andinterests. This enables him to develop a social 'self which is another term for personality.


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The important aspects of the environment are as follows:

(1) Physical Environment: It includes the influence of climatic conditions of a particular area or countryon man and his living.

(2) Social Environment: The child has his birth in the society. He learns and lives there. Hence, the socialenvironment has an important say in the personality development of the child.(3) Family Environment: Family is the cradle of all social virtues. The first environment, the child movesin, is his home. Here the child comes in contact with his parents and other family member his likes,dislikes, stereotypes about people, expectancies of security and emotional responses all are shaped inearly childhood.The type of training and early childhood experiences received from the family play an important role inthe development of personality.(4) Cultural Environment: The cultural environment refers to certain cultural traditions, ideals, andvalues etc., which are accepted in a particular society. All these factors leave a permanent impression onthe child's personality.(5) School Environment: Schools play an important role in molding the personality of the childrenbecause a significant part of a child's life is spent in school between the ages of 6 and 20 years. In theschool, the teacher substitutes the parents.In addition to the above there are many other social factors which influence the development of personality of a child which are as follows:-(a) Language; Human beings have a distinctive characteristic of communication through language.Language is an important vehicle by which the society is structured and culture of the race transmittedfrom generation to generation.(b) Social Role: The child has to play several roles like son, brother student, officer, husband, father,

etc., throughout his life at rent stages of his development. Social roles may be described as process bywhich the co-operative behaviour and communications among the society members are facilitated.(c) Self Concept: Self concept influences our personality development in two ways-(1) If other peoplehold high positive "ergative enhances our self and (2) If others hold may us, it creates feelings of worthlessness and to self-defense or withdrawal from social situation.(d) Identification: Identification is an important mechanism by which we try to imitate the physical,social and mental characteristics of our model. It is a very important relationship with others.(e) Inter-personal Relations: Inter-personal relations among the members of a society are importantmeans which help in the development of certain social personality characteristics like attraction towardsothers, concept of friendship, love, sympathy, hostility and also isolation which is a negative orientation.(Ill) Psychological FactorsThese include our motives, acquired interests, our attitudes, our will and character, our intellectualcapacities such as intelligence i.e., the abilities to perceive, to observe, to imagine, to think and toreason These factors determine our reactions in various situations and thus affect our personality,growth and direction. An individual with a considerable amount of will power will be able to makedecisions more quickly than others.


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Ans.6) Motivation Theory Herzberg:- Herzberg two factor theoryHerzberg's Two Factor Theory is a "content theory" of motivation" (the other main one is Maslow'sHierarchy of Needs).Herzberg analysed the job attitudes of 200 accountants and engineers who wereasked to recall when they had felt positive or negative at work and the reasons why.From this research, Herzberg suggested a two-step approach to understanding employee motivationand satisfaction:

Hygiene Factors: Hygiene factors are based on the need to for a business to avoid unpleasantness atwork. If these factors are considered inadequate by employees, then they can cause dissatisfaction withwork.Hygiene factors include:

a. Company policy and administrationb. Wages, salaries and other financial remunerationc. Quality of supervisiond. Quality of inter-personal relationse. Working conditions

f. Feelings of job security

Motivator Factors: Motivator factors are based on an individual's need for personal growth. When theyexist, motivator factors actively create job satisfaction. If they are effective, then they can motivate anindividual to achieve above-average performance and effort.


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Motivator factors include:a. Statusb. Opportunity for advancementc. Gaining recognitiond. Responsibilitye. Challenging / stimulating workf. Sense of personal achievement & personal growth in a job

There is some similarity between Herzberg's and Maslow's models. They both suggest that needs haveto be satisfied for the employee to be motivated. However, Herzberg argues that only the higher levelsof the Maslow Hierarchy (e.g. self-actualisation, esteem needs) act as a motivator. The remaining needscan only cause dissatisfaction if not addressed.

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