C26- ORGANISATIONAL BEHAVIOR
SEMESTER – II
SHORT ANSWER QUESTIONS (SAQ’S)
Unit I -.Organizational Behavior
Q1. What do you mean by Organizational Behavior?
Ans1.



OB is the study of the human behavior in organizational settings.
The study is about behavior In organizations
Knowledge about human behavior would be useful in improving an organization’s effectiveness.
OB refers to the behavior of individuals & groups within organizations and the interaction
between organizational members & their external environments.
It is a field that investigates the impact that individuals, groups & structure have on behavior
within organizations for the purpose of applying such knowledge towards improving an
organization’s effectiveness.
It represents only the behavioral or people approach to management.
Key Elements of OB
 People



Structure
Technology
Environment
Q2. Explain the characteristics of OB?
Ans 2. Some important characteristics of OB are as follows:



OB is an scientific discipline & an applied science.
The knowledge base of OB is never expanding due to research studies & conceptual
developments.
OB is analyzed at many levels. The 3 most important levels at which OB are studied are
individual level, the inter-personal level & the inter-group level.
1. Individual level is analyzed to study how individuals behave.
2. Interpersonal relationship at work is studied & analyzed to understand group
dynamics.
3. OB studies the dynamisms of human behavior at work. How groups are formed,
changed & dissolved at work places is studied under the field of OB.
4. Inter group relations & coordination between them is also analyzed & studied in the
field of OB.
Q3. Discuss the basic approaches of OB.
Ans.3 The 4 basic approaches of OB are as follows:
1. Human Resources (Supportive) approach- This approach recognize the fact that people
are the central resources in any organization & they should be developed towards
higher levels of competency, creativity & fulfillment.
The HR approach is also called as the supportive approach in the sense that the mangers
role changes from control of employees to active support of their growth &
performance.
2. Contingency Approach- the contingency sometimes called the situational approach is
based on the premise that methods & behaviors, which work effectively in one
situation, fail in another.
The strength of the contingency approach lies in the fact, it encourages analysis of each
situation prior to action while at the same time, discourages habitual practice of
universal assumptions about the method & people.
3. Result oriented approach- This approach is also called as productivity approach as it
emphasis on achieving relevant outcomes or results.
4. System approach- It views an organization as a united, purposeful system composed of
interrelated parts .System approach is also called as holistic organization behavior.
It also emphasizes that the managers should be trained to indulge in assessment of cost
benefit analysis as behavioral actions.
Q4. What do you mean by organization?
Ans4.They are groups of people who work independently towards some purpose. Organization
are not physical structures rather they are people who work together to achieve shared goals.
People who work in organizations have structured patterns of interactions, meaning that they
expect each other to complete certain tasks in an organized way.
A structured social system consisting of groups and individuals working together to meet some
agreed-upon objectives.
Q5. Explain the functions of management.
Ans5. The function can be broadly classified into five categories:
1. Planning- It is the process of making decisions about future. It is the process of
determining objectives & selecting future courses of actions necessary for their
accomplishment.
2. Organizing- It is concerned with the arrangement of an organization’s resources- people,
material, technology, finance in order to achieve enterprise objective.
3. Staffing- A managers greatest responsibility is to select, direct, develop & evaluate the
people of the organization. It may be defined as an activity where people are recruited,
selected, developed, and motivated for manning various positions.
4. Leading & influencing- Leading is stimulating people to be high performers. It includes
motivating & communicating with employees, individually & in groups. Influencing may
be defined as guiding the activities of organization members in appropriate direction.
5. Direction & supervision- The function of guiding & supervising the activities of
subordinates is known as directing. Supervision is seeking the subordinates do their
work & do it s directed. It involves over seeking employees at work.
Q6. Discuss the importance of OB.
Ans6. OB provided a road map to our lives in organization Organizations are all around us. We
are born in an organization, we live, and work and most probably will die in an organization. Yet
most of us do not understand how people function, behave and interact between each other
within these organizations. We also do not understand if people shape an organization or an
organization shapes people.
In the beginning, people create an organization and shape its mission and culture and later
more people join the organization. This new group of people adjust themselves within the
existing organizational culture. Sometimes they also influence organizational culture by bringing
new and unique skills to the organization. Sometimes they learn from each and at other times,
external forces like competition, political and cultural changes compel them to learn new
technical, communication or interpersonal skills. All these internal and external factors help an
organization and its people to evolve to cope with the ever-changing world.
Until recently, managers paid little attention to Organizational Behavior or soft skill training.
The industrial revolution created the need for hard (technical) skills. People worked in the
production line and were not required to think or interact to each other. However, things have
changed; instead of standing behind the production lines, they now sit in front of a computer
and control a robot who works in the production line. Now, people need more technical skills,
but they also need skills to communicate and work within a group.
Q7. Explain the role of manager in Organization.
Ans7. Mostly the role of managers can be grouped into three categories:
1. Interpersonal roles: it helps the managers to the keep the organization running
smoothly. These include greeting the visitors attending social functions involving their
subordinates. The leadership role includes hiring, training, motivating & disciplining
employees. Managers play liaison role when serve as a connecting link between their
organization & others or between their units.
2. Informational roles: Mintzberg mentioned that receiving & communicating information
are perhaps the most important aspects of a mangers job. In order to make right
decisions, managers need information from various sources. This activity is done
through reading, magazines & talking with others to learn some changes.
3. Decision Roles: In the role of entrepreneur, the manager tries to improve the unit. He
imitates the planned changes to adapt the environmental changes. As disturbance
handlers, managers respond to situations that are beyond their control. In the role of
resource allocator, managers are responsible for allocating human, physical & monetary
resources.
Successful organizations are led by experienced and knowledgeable managers. These leaders
develop, implement and maintain the organization's goals and objectives, and they lead their
employees and motivate them to meet these goals. Although good managers may make the
effort look easy, their responsibilities are mounting and endless.
Business Development

Business development is an essential responsibility in every organization. In most situations,
high-level managers such as CEOs, CFOs and other executives are responsible for mapping out
the activities of the business. However, managers of all levels are responsible for enforcing
those decisions.
Staffing Manager

Staffing requirements are often the manager's responsibility. The manager has hands-on
knowledge of the skills and experience that is required to fill the positions and screens and
staffs his team for excellence.

Trainer

In addition to the hiring responsibilities, managers often train their staff to ensure that the
required skills are developed in the intended manner. Knowledgeable managers are usually
capable of addressing training questions and material and can provide hands-on answers and
examples for clarification.
Project Manager

Managers are expected to develop, implement and lead projects as necessary. Managers must
have the foresight and experience to bring forward the best in the people, redirect their staff's
energy when necessary and motivate them toward the goal's completion.
Communicator

A manager must have strong communication skills. The manager should be able to clearly
communicate even the most complicated information in spoken and written form, to people of
all levels.
Counselor

Many times, managers must become counselors. Managers are the ones that staff members
seek out when difficulties arise and a solution is needed. Regardless of whether the problems
are business or personal issues, managers must know how to empathize and direct their staff to
keep them focused on meeting company goals.
Influencer

Managers must be influential. They must be able to sway customers that their organization
meets their requirements and provide authority over their staff. Managers should be strongminded leaders who lead by example.
Evaluator

Leaders must be able to analyze situations, criteria and work habits to ensure the organization's
quality standards are being met. In this, the manager must evaluate the information before
them and determine if the information meets company standards.
Scheduler

The ability to schedule and meet deadlines is a driving force in a successful manager. The
manager must be able to create schedules for the staff, suppliers and inventory while ensuring
that the slots overlap effectively and efficiently.
Innovator

The most successful managers are innovators. They find new, more efficient ways for their
departments and teams to complete their tasks. They also save their companies money on
overhead and supplies, keeping their organization's finances healthy.
Q8. Explain the Goals of OB.
Ans8. OB is a scientific discipline and it has four major goals:
1. Describe- The field of OB describes human behavior at work. It describes
systematically as to how individuals in organization behave under the variety of
condition.
2. Understand- It attempts to understand as to why human beings behave as they
do. Understanding the behavior of employees, colleagues & even superiors is
one of the main goals of managers today.
3. Predict- One chief goal of understanding the human behavior is to predict &
possibly control human behavior. Predicting general behavior will considerably
help the managers to select the right man for the right job.
4. Control- The final goal of OB is to control human behavior at least to certain
extent. By controlling human behavior we can introduce many desired changes
& regulate the direction of change & development among employees &
organizations.
Q9. What are the limitations of OB?
Ans9. OB has certain limitations.

It cannot solve each and every human problem existing in organizations.
Limitations of OB are as follows:
1. Behavioral bias- It is a narrow view point of some people that emphasize satisfying
employee experiences while overlooking the broaded systems of the organization in
relation to all its public.
2. The law of diminishing Returns- It is a principle that states a declining amount of
extra output is received when more of a desirable input is added to an operating
system.
3. Unethical manipulations of people- Another major limitation of OB is that its
knowledge & techniques can be used to manipulate people unethically.
Q10. Explain organization as a open system.
Ans10. Open system theory was initially developed by Ludwig von Bertanlanffy (1956), a biologist, but it
was immediately applicable across all disciplines. It defines the concept of a system, where "all systems
are characterized by an assemblage or combination of parts whose relations make them
interdependent" (Scott p. 77). As one moves from mechanical to organic and social systems, the
interactions between parts in the system become more complex and variable.
The systems approach was quickly applied to the study of organizations, and with it an acknowledgment
that the environment surrounding and permeating organizations had important effects on
organizational behavior and structure (and vice versa). Various "schools" adopted the open systems
perspective starting in the 1950's:
Open system perspectives see organizations both as hierarchical systems and as loosely coupled
systems. Open systems tend to have some semblance of clustering and levels -- multiple subsystems
that specialize in certain system activities. Interdependencies and connections within a subsystem tend
to be tighter than between subsystems. These "stable subassemblies" give a distinct survival advantage
to the entire system.
However, most organizations do not function as tightly run cybernetic systems. Often normative
structures are only loosely connected to actual behavior, at both the individual and group level. Pfeffer
and Salancik note that "The organization is a coalition of groups and interests, each attempting to obtain
something from the collectivity by interacting with others, and each with its own preferences and
objectives. This loose coupling can be useful in itself (Weick, 1976) by improving adaptability.
Unit II -Learning, Perception, Attitudes & values
Q1. Define Individual behavior.
Ans1. Behavior- It is used to overt (external) & converts (internal) changes within the organism.
Overt changes include running, jumping, facial expressions, gestures postures etc. covert
changes include changes inside the body that cannot be directly observed. The behavior of an
individual can be best explained with the help of stimulus & response relationship.
The S-O-R relationship: It helps us to understand the relationship between the stimulus &
behavior. In this S stands for stimulus, O stands for organisms & R stands for relationship.
Q2. What is perception?
Ans2. Perception is a process by which people select, organize, interpret & respond to
information from the world around them. It may be described as a person’s view of reality.
Features


Perception is our sensory experience of the world around us & involves both the
recognition of environmental stimuli & actions in response.
Perception is a subjective process, because different people may look at the same event
from different angles &interpret the same multifarious ways.
Perception is a way of forming impression about oneself, other people & daily life
experiences. It serves like a filter through which information passes before it has an
effect on people.
Q3. Explain Halo effect?
Ans3. It is a process of using a single personality attribute while evaluating a person. In other
words, a halo blinds the perceiver to other attributes that also should be taken into account in
order to have a complete, accurate picture of the other person. According to Halo effect as if to
prove a point that life is unfair, it has been generally found that attractive people generally are
treated better than unattractive people.
Q4. What do you mean by stereotyping?
Ans4. Judging people on the basis of the characteristics of the group of which they belong, is called
stereotyping. It influences perception in organizations. Stereotypes are a kind of schema that often has
problematic consequences in terms of justice.
Two commonly cited stereotypes:
Sex role stereotypes
Age Stereotypes
Q5. What do you mean by Attitudes?
Ans5. Attitudes are evaluative statements. They responds ones feeling either favorably or unfavorably to
persons, objects &/ or events. In other words reflects how one feels about something.
According to Munn- Attitudes are learned predispositions towards aspects of our environment. They be
positive, negative directed towards certain people, services or institutions.
Features of attitude



Attitudes are related to the feeling & beliefs of people.
It responds to persons, objects or events.
It affects behavior either positively or negatively.
Attitudes undergo changes.
Components of Attitudes
1. Emotional Component
2. Behavioral Component
3. Informational Component
Q6. What do you mean by values with its type?
Ans6. Value is a concept of desirable, an internalized criterion or standard of evaluation a person
possess. The values are the basic convictions that give us a sense of right & wrong, good & bad. Values
form the basis of ethical behavior.
Values are learned. These change as individuals grow & mature.
Types of values:
1. Terminal values- It represents the desirable end states of existence.
2. Instrumental values- It reflects the way to achieve goals.
Q7. Difference between attitudes & values.
Ans7.
Attitudes
It exhibit the predisposition to respond
They refer to several beliefs relating to a specific
objects or situation.
These are ones personal experiences.
Values
It represents judgmental ideas like what I right.
They represent single beliefs focused on object &
situation.
These are derived from social & cultural mores.
Q8. . What do you mean by Self Fulfilling Prophecy?
Ans8. It is that it occurs when our expectations about another person cause that person to act in a way
that is consistent with those expectations. In other words, our perceptions can influence reality.
Q9. . What do you mean by Job Satisfaction?
Ans9. It refers to a person’s feeling of satisfaction on the job, which acts as an motivation to work. It is
not the self satisfaction, happiness or self contentment but the satisfaction on the job.
It is defined as the pleasurable emotional state resulting from the appraisal of one’s job as achieving or
facilitating the achievement of one’s job values.
Q10. What do you mean by Learning?
Ans10. A relatively permanent change in knowledge or behavior that results from practice or
experience.
Theories of Learning:
Classical Conditioning: Learning that takes place when the learner recognizes the connection between
an unconditioned stimulus and a conditioned stimulus.
•
Operant Conditioning: Learning that takes place when the learner recognizes the connection
between a behavior and its consequences.
–
Behaviors with positive consequences are acquired.
–
Behaviors with negative consequences are eliminated
Law of Effect: tendency for behaviors leading to desirable consequences to be strengthened and for
behaviors leading to undesirable consequences to be weakened.
Social Learning Theory: A learning theory that takes into account the fact that thoughts and feelings
influence learning. Necessary components include vicarious learning, self-control, and self-efficacy.
Cognitive Theory: Contemporary perspective about learning is that it is a cognitive process. It assumes
that people are conscious, active participant s in how they learn. It is a theory of learning assumes that
the organism learns the meaning of various objects & events.
Unit III: -.Motivation
Q1. What is Motivation?
A1: Motivation refers to the set of forces that causes people to behave in certain ways.
Q2. Explain McClelland’s view on motivation.
A2: McClelland’s achievement motivation theory posits that individuals are motivated by three
needs : need for achievement, need for power and need for affiliation. Of the three, need for
achievement has greater significance.
Q3. Illustrate how Herzberg's ideas differ from those of Maslow.
A3: The differences are as follows:


Maslow says that each stage of the 5 must be fully or largely completed before advancing to the
next stage however, Herzberg suggested that there were only 2 stages (hygiene and motivators)
instead of 5.
Maslow said that fulfilling each stage is a motivator; however Herzberg said that fulfilling the
hygiene stage only results in an employee being in neutral state and that satisfaction and
motivation only comes from the 2nd stage (motivator).
Q4. What are the similarities between Maslow’s & Herzber’s motivation theory.
A4 : There are many similarities between Maslow’s Need Hierarchy Theory and Herzberg’s Theory. They
both are popular and widely accepted. The similarities are as follows:
Similarities:
(a) The basic similarity between the two theories is that they both assume that specific needs affect
behaviour.
(b) Maslow’s physiological and safety needs is equal to Herzberg’s hygiene factor whereas Maslow’s
esteem, social and self actualization needs are equal to Herzberg’s Motivational factors.
Q5. Explain Maslow’s hierarchy of needs. What does it tell us about employee motivation?
A5. Abraham Maslow theorized that human beings have five basic needs: psychological, security, social,
esteem, and self-actualization. Maslow’s hierarchy arranged these needs in the order in which people
strive to satisfy them. Maslow’s theory suggests that employees will be motivated to contribute to
organizational goals only if they are first able to satisfy their physiological, security, and social needs
through their work.
Q6. What are Herzberg’s hygiene and motivational factors? How can managers use them to
motivate workers?
A6. Hygiene factors relate to the work setting—not work content—and include adequate wages,
comfortable working conditions, fair company policies, and job security. Motivational factors relate to
the content of the work and include achievement, recognition, the work itself, involvement,
responsibility, and advancement. Managers must make certain that hygiene factors are present or
workers will become dissatisfied and possibly leave. They can motivate workers by providing
motivational factors.
Q7. Contrast the assumptions of Theory X and Theory Y. Why has Theory Y replaced Theory X in
management today?
A7. Theory X assumes that (1) workers do not like work and will avoid it when possible; (2) workers
must be coerced, controlled, directed, or threatened with punishment to get them to work toward
achievement of organizational goals; and (3) workers prefer to be directed, prefer to avoid
responsibility, want security, and have little ambition.
By contrast, Theory Y assumes (1) the expenditure of physical and mental effort and work is natural; (2)
workers will exercise self-direction and self-control in the service of objectives to which they are
committed; (3) workers will commit to objectives when they realize that achievement to those
objectives will bring about their personal reward; and (4) workers will accept and seek out
responsibilities.
Probably the main reason Theory Y has supplanted Theory X is that managers had determined that
Theory X management styles did not lead to improved productivity. Also, many organizations have
studied the success of the Japanese in worker productivity. The Japanese had long ago dropped Theory
X management styles.
Q8. What is Theory Z? How can businesses apply Theory Z to the workplace?
A8. Theory Z stresses employee participation in all aspects of organizational decision making. This
theory includes many elements of the Japanese approach to management. Theory Z is less formal and
more personal, work relationships are long term, there is less specialization, there is more group
decision making, control is more informal, and managers focus on the worker’s whole life. Businesses
wishing to apply Theory Z have to change to a more participative, employee-involved, or work-team
oriented program. This means dropping old traditional manager-employee management styles. For
Theory Z to work, management must be committed to employee involvement
Q9. Discuss the different types of motivation.
A9. In the industrial set-up motivation may be intrinsic as well as extrinsic.Intrinsic motivation is related
to the job one is doing. When a skilled operative performs a job well, he or she derives a sense of
satisfaction. This is intrinsic motivation which satisfies the creative instinct in a person and gives an inner
satisfaction due to some sort of achievement.
Extrinsic motivation is external to the job or task. For example, financial incentives for doing a job well or
giving higher production may motivate the workers. Other external motivators are praise from the
superior for good work, recognition of good performance by the company in the form of public citation
and award, admiration of fellow workers, and improved working conditions, more power and authority
and other facilities.
Q10. Alderfer condenses Maslow’s five levels of need into only three levels. What are they?
A10. Alderfer’s model condenses Maslow’s five levels of needs into only three levels based on core
needs of existence, relatedness and growth. Existence needs are concerned with sustaining human
existence and survival, and cover psychological and safety needs. Relatedness needs are concerned with
relationships to the social environment and cover love or belonging, affiliation and meaningful
interpersonal relationships and growth needs are concerned with the development off potential, and
cover self-esteem and self-actualisation.
Q11. Describe some of the strategies that managers use to motivate employees.
A11. Following are some of the strategies that managers use to motivate employees:
-
Rewards:
Most powerful motivators are rewards which in themselves include four types :
membership & seniority, job status, competency & performance.
-
Job Design – it is the process of assigning tasks to a job. It can be an effective tool to motivate
employees. There are six approaches to job design: job rotation, job enlargement, job
enrichment, socio-technical systems & ergonomics.
-
OB Mod – It is based on the principle of law of effect. The principle states that repetition of a
behavior depends upon its earlier consequences. If consequences of the previous action are
positive, the behavior tends to get repeated. Being based on the principle of law of effect, OB
Mod acts as a powerful motivator.
-
Empowerment – it is another motivational practice. It makes employees believe that they own
the jobs.
-
Goal setting – it is too a powerful motivational practice. Performance goals, if properly set, will
motivate employees considerably.
Flexi time, MBO, flexible benefits & other such practices also help motivate employees.
Q12. Explain what is meant by goal setting.
A12. Goals are the immediate or ultimate objectives that employees are trying to accomplish from their
work efforts in organisations. Goal setting is the process of motivating employees by establishing
performance goals.
Q13. What is a quality circle?
A13. A quality circle is a work group of eight to ten employees and supervisors who have a shared area
of responsibility. They meet regularly to discuss their quality problems, investigate causes of the
problems, recommend solutions, and take corrective actions.
Q14. Vroom’s Expectancy Theory of Motivation is based on three key variables, what are they?
A14.
Vroom was the first person to propose an expectancy theory aimed specifically at work
motivation. His model is based on three key variables: valence, instrumentality and expectancy.
The theory is founded on the idea that people prefer certain outcomes from their behaviour
over others. They anticipate feelings of satisfaction should the preferred outcome be achieved.
Unit IV: Foundations of Group Behaviour
Q1. Why people join groups?
A1. People join groups:
- Security
- Status
- Self-esteem
- Affiliation
- Power
- Goal Achievement
Q2. Enlist the stages of group development
A2.
Forming
- Storming
- Norming
- Performing
-
Adjourning
Q3.What do you understand by Norms & what are the classes of Norms.
A3. Norms: Acceptable standards of behavior within a group that are shared by the group’s members.
 Classes of Norms
 Performance norms - level of acceptable work
 Appearance norms - what to wear
 Social arrangement norms - friendships and the like
 Allocation of resources norms - distribution and assignments of jobs and material
Q4. Explain Cohesiveness.
A4. Cohesiveness—the forces acting upon members to remain in the group that are greater than those
pulling members away from the group. The greater the group cohesiveness,the greater the member
conformity to group norms. Sources of attraction in group cohesiveness are :
a. Goals are clear and compatible
b. Charismatic leader
c. Group reputation as successful
d. Group is small enough to interact effectively
e. Mutual support by members
Q5. Why are formal groups created?
A5. They are created to achieve specific objectives and concerned with the co-ordination of work
activities. People are brought together on the basis of defined roles within the structure of the
organisation, the nature of tasks to be undertaken is a predominant feature and goals are identified by
management. Formal groups tend to relatively permanent, although there may be changes in actual
membership.
Q6. What is the difference between formal and informal role expectations? Give some examples.
A6. Many role expectations are prescribed formally and indicate what the person is expected to do and
their duties and obligations, for example, contracts of employment, job descriptions, policy decisions
and directives from superiors. However, informal role expectations may also be imposed by the group
itself which serve as important determinants of behaviour. These may include dress and appearance,
means of communicating and mutual support to co-members.
Q7. Results of the Ohio State Leadership studies indicated that there are two major dimensions of
leadership behavior. What are they?
One of the most extensive research studies on behavioural categories of leadership was the Ohio
State Leadership Studies undertaken by the Bureau of Business Research at Ohio State University. The
A7.
focus was on the effects of leadership styles on group performance. The results indicated two major
dimensions of leadership behaviour: consideration and structure. Consideration reflects the extent to
which the leader establishes trust, mutual respect and rapport with the group whilst structure reflects
the extent to which the leader defines and structures group interactions towards attainment of formal
goals and organises group activities.
Q8. Explain the three leadership styles (autocratic, democratic and laissez-faire)
A8. Autocratic Leadership Style : This is often considered the classical approach. It is one in which the
manager retains as much power and decision-making authority as possible. The manager does not
consult employees, nor are they allowed to give any input. Employees are expected to obey orders
without receiving any explanations. The motivation environment is produced by creating a structured
set of rewards and punishments.
Democratic Leadership Style: The democratic leadership style is also called the participative style as it
encourages employees to be a part of the decision making. The democratic manager keeps his or her
employees informed about everything that affects their work and shares decision making and problem
solving responsibilities. This style requires the leader to be a coach who has the final say, but gathers
information from staff members before making a decision. Democratic leadership can produce high
quality and high quantity work for long periods of time. Many employees like the trust they receive and
respond with cooperation, team spirit, and high morale.
Laissez-Faire Leadership Style: The laissez-faire leadership style is also known as the "hands-off¨ style. It
is one in which the manager provides little or no direction and gives employees as much freedom as
possible. All authority or power is given to the employees and they must determine goals, make
decisions, and resolve problems on their own.
Q9. Outline the characteristics of an autocratic leadership style.
A9. Some of the primary characteristics of autocratic leadership include:
-
Little or no input from group members
-
Leaders make the decisions
-
Group leaders dictate all the work methods and processes
-
Group members are rarely trusted with decisions or important tasks
Q10. What is transformational leadership?
A10. Style of leadership in which the leader identifies the needed change, creates a vision to guide the
change through inspiration, and executes the change with the commitment of the members of the
group.
Q11. What is the difference between leadership and management?
A11. Difference between leadership and management:
-
Leadership focuses on people, management focuses on things.
-
Leadership looks outward, management looks inward.
-
Leadership articulates a vision, management executes plans.
-
Leadership empowers, management controls.
-
Leadership creates the future, management improves the present.
-
Leadership trusts and develops, management directs and coordinates.
-
Leadership creates change, management manages change.
-
Leadership uses influence, management uses authority.
-
Leadership uses and deals with conflict, management avoids conflict.
-
Leadership acts decisively, management acts responsibly.
-
Leadership is doing the right things, management is doing things right.
Q12. Enlist the qualities of a good Leader / Leadership Qualities
A12.
****THE END****
C-26 ORGANISATIONAL BEHAVIOUR
SAQ’s
Unit 5 & Unit 6
1. What is conflıct?
Conflict is a disagreement through which the parties involved perceive a threat to their
needs, interests or concerns.
2. What are the various sources of organizational Conflict?
3. What are the various Levels of conflict ?
Inter Group Conflict
Intra-Group Conflict
Interpersonal Conflict
Intra Personal
4. What are the various forms of Conflict ?
INTERNAL: The conflict a person has with themselves
PERSONAL: This is between the person and his closest people. .
SOCIAL
5. What are the sources of Interpersonal conflict ?
Personality Clashes
Threats to status
Lack of trust
6. Diagrammatically represent Conflict process
7. What are w
777
8. What are the Conflict Management Styles
Avoiding - deliberate decision to take no action on a conflict or to stay out of a conflict
Accommodating - concern that the other party’s goals be met but relatively unconcerned
with getting own way
Competing - satisfying own interests; willing to do so at other party’s expense
Compromising - each party gives up something to reach a solution
Collaborating - arriving at a solution agreeable to all through open & thorough
discussion
9. What are the types of changes ?
•
•
•
•
•
Planned changes :
Changes in products and services
Changes in administrative systems
Changes in organizational size or structure
Introduction of new technologies
Advances in information processing and communication
•
•
•
•
Accidental changes :
Changing employee demographics
Performance gaps
Governmental regulations
Economic competition in the global arena
10. What is Lewin’s Three-Step Process
•
•
•
The first step, “unfreeze” involves the process of letting go of certain restricting attitudes
during the initial stages of an outdoor education experience.
The second step, "change" involves alteration of self-conceptions and ways of thinking
during the experience.
The third step, "refreeze" involves solidifying or crystallizing the changes into a new,
permanent form for the individual
11. What are factors of individual resistance to change ?
- Habit: Source of individual resistance comes from basic human characteristic, such a
perception, personality…Every human being develops certain habits in order to cope with
complexity.
- Security: At the time of changes this behavior becomes a source of resistance. People with high
need for security are likely to resist change.
- Economic Factors: Change can cause also financial loss for people (different position with
lower salary, unemployment…)
- Fear of unknown: At the time of the change people have to begin new activities. They are not
sure about the results, they don´t know if there are able to solve the new problems and this cause
fear.
- Selective information process: Selective information processing is another source of resistance.
It w e are satisfied with the present situation we will not recognize the signs of necessary
changes.
12. What are factors of organisational resistance to change ?
-The structural inertia: Organizations by their nature resist changes. They develop rules,
regulations, routines, which are against changes.
- Limited is focus on change :
Organizations have built-in mechanism to produce stability. Rules, regulations, procedures serve
as tools to remain stable. It takes time to change these features.
-Group inertia: is similar thing. Even if individuals would be ready to change groups norms
dictate to resist.
-Threat to expertise
-Threat to established power relationship: Organizational changes can reallocate resources and
power relations. This will be bringing out resistance from those who have advantageous
situation.
12. Define OD (organizational Development)

OD is a response to change, a complex educational strategy intended to change the
beliefs, attitudes, values and structure of organization so they can better adopt new
technologies, markets and challenges, and the dizzying rate of change itself
( Bennis, 1969).

OD is planned process of change in an organization’s culture through the
utilization of behavioral science, technology, research and theory. ( Burke 1982)
Organizational Development is an effort (1)planned,(2) organizational wide, (3)
managed from the top, (4) to increase organization effectiveness and health through
(5) planned interventions in the organization’s processes, using behavioral science
knowledge. (Beckhard,1969)

13. What are the characteristics of OD?
•
•
OD focuses on culture and processes.
Specifically, OC encourages collaboration between organization leaders and
members managing culture and processes.
•
•
•
•
•
•
Teams of all kind is particularly important for task accomplishment and is targets
for OD activities.
OD focuses on the human and social side of the organization primarily, and in so
doing also intervenes in the technological and structural sides.
OD focuses on total system change and views organization as complex social
system.
OD relies on an action research model with extensive participation by client
system members.
OD takes a developmental view that seeks the betterment both individuals and
organizational attempting to create WIN WIN solutions.
OD practitioners are facilitators, collaborators, and co learners with the client
system.
14. Describe MBO approach to OD
15. What are OD interventions
“OD Interventions are sets of structured activities in which selected organisational units
engage with a task or a sequence of tasks where the task goals are related directly or
indirectly to organisational improvement.”
16. What are the various interventions as given by Robert Blake & Jane Moutan
 A discrepancy intervention which calls attention to a contradiction in action or
attitudes that then leads to exploration
•
A theory intervention in which behavioural science theory and knowledge are
used to explain present behaviour.
• A procedural intervention, which represents a critiquing of how something is
being done to determine whether the best methods are being used.
• A relationship intervention, which focuses attention on interpersonal relationships
• An experimentation intervention, in which two different action plans are tested for
their consequences before a final decision on one is made.
• A perspective intervention
• A cultural intervention
17. What is Process Consultation ?





“A set of activities on the part of the consultant, which help the client to perceive,
understand and act upon process events, which occur in the client’s environment”
The process deals with five important organisational areas
Communication
Functional Roles Of group members
Problem solving and decision making
Group norms and growth
Leadership and authority
18. What are Quality circles ?
QC uses the suggestion of small work groups with continuous interests as the vehicle for
bringing about improvement in product quality.
QC’s are voluntary groups of employees who meet together periodically to
discuss,analyse and propose solutions to mutually shared quality problems.
There are 3 elements in QC

Members


Group leader
Facilitator
19. What are the types of Human Process-Based Interventions
Survey Feedback
 The systematic collection of survey data
 Fed back to groups to promote problem solving and change
Team Building
 A process to improve a group’s problem-solving abilities
 Example: process consultation
20. What are the types of Technostructural Interventions
Job Enlargement
 Adding variety through similar tasks
Job Enrichment
 Increasing responsibility, knowledge of results, and meaningfulness of work
Alternative Work Schedules
 Compressed workweek
 Flextime work schedule
21. What are the types of Socio technical Interventions
Quality Circles
 Involving employees in work decisions
Total Quality Management (TQM)
 Continuous improvement efforts
Self-Managing Teams (SMTs)
 Team members have authority to make decisions and regulate the team’s
activities
Total Quality Management (TQM)
 Five basic components:
 Total commitment from senior management




Quality standards and measures in place
Training in quality for all employees (including Statistical Process
Control)
Programs/ways to reward, recognize, and celebrate quality
achievements
Strong quality communication efforts
22. What are the types of Organizational Transformation Interventions
Cultural Interventions
 Efforts to change the values, norms, or ways of thinking in an organization
Strategic Changes
 Fundamental changes in the purpose or mission of an organization
Becoming a Learning Organization
 Beyond TQM, to continuous learning and improvement for all employees
 High Performance Work Systems
23. What is Re engineering?
Definition – the fundamental rethinking and radical redesign of business processes to achieve
dramatic improvements in critical, contemporary measures of performance, such as cost,
quality, service, and speed.
Reengineering focuses on visualizing and streamlining any or all business processes in the
organization.
It seeks to make such processes more efficient by combining, eliminating, or restructuring
activities without regard to present hierarchical or control procedures.
Reengineering is a top-down process; assumes neither an upward flow of involvement nor
that consensus decision making.