MBO 5 marks
13. Recommendations for Effective Decision Making
To be successful in decision-making as a manager:
1. Clearly define the problem before taking action.
2. Gather relevant information and data to support decisions.
3. Consider multiple alternatives instead of relying on a single option.
4. Evaluate consequences of each alternative (cost, risk, benefits).
5. Involve employees (consultative approach) for better insights and acceptance.
6. Avoid biases and groupthink by encouraging diverse opinions.
7. Review outcomes and learn from past decisions to improve future ones.
14. Importance of Negotiation & Negotiation Process
Importance of Negotiation
1. Helps resolve conflicts without escalation.
2. Promotes mutual understanding and cooperation.
3. Builds long-term relationships between parties.
4. Improves decision-making and problem-solving.
5. Ensures fair distribution of resources.
6. Reduces workplace tension and disputes.
7. Enhances organizational effectiveness and teamwork.
Negotiation Process
1. Preparation & Planning – Understand goals and gather information.
2. Define ground rules – Set procedures and expectations.
3. Clarification & justification – Present and explain positions.
4. Bargaining & problem solving – Exchange proposals and negotiate.
5. Closure & implementation – Reach agreement and apply it.
15. National Culture and Organization
1. National culture shapes values, beliefs, and behavior of employees.
2. Influences leadership style and communication patterns.
3. Affects decision-making (individualistic vs collectivist).
4. Determines attitudes toward authority and hierarchy.
5. Impacts work ethics and motivation levels.
6. When culture is transferred, misunderstanding may arise due to differences.
7. Organizations must adapt culture locally to ensure effectiveness.
16. Strong Organizational Culture & Benefits
Definition
A strong culture exists when core values are deeply shared and widely accepted by
employees.
Benefits
1. Creates high employee commitment and loyalty.
2. Promotes consistent behaviour across the organization.
3. Reduces need for strict supervision and formal rules.
4. Enhances organizational identity and unity.
5. Improves employee motivation and performance.
6. Facilitates smooth communication and coordination.
7. Helps in achieving organizational goals effectively.
17. How Culture is Shaped (Stories, Rituals, Symbols, Language)
1. Stories communicate past events and reinforce values.
2. Rituals create shared experiences and strengthen unity.
3. Material symbols (logo, office layout) represent organizational identity.
4. Language (jargon, slogans) builds a sense of belonging.
5. These elements guide employee behaviour and expectations.
6. They help new employees understand culture quickly.
7. Together, they preserve and transmit culture across generations.
18. Lewin’s Model of Organizational Change
1. Unfreezing – Creating awareness for the need for change.
2. Breaking existing habits and attitudes.
3. Change (Transition stage) – Implementing new processes or behaviors.
4. Encouraging employee participation and learning.
5. Refreezing – Stabilizing the new changes.
6. Reinforcing through policies, rewards, and leadership support.
7. Ensures long-term sustainability of change.
19. Types of Employee Counselling & Role in Stress Management
1. Directive counselling – Manager gives advice; helps quick problem resolution.
2. Non-directive counselling – Employee explores solutions; improves confidence.
3. Participative counselling – Both collaborate; ensures balanced solutions.
4. Helps employees manage emotional stress.
5. Improves mental well-being and clarity.
6. Reduces workplace anxiety and conflicts.
7. Enhances performance and job satisfaction.
20. Concept, Need & Objectives of Employee Counselling
Concept
Employee counselling is a process of helping employees overcome personal and work-related
problems.
Need & Objectives
1. To reduce stress and emotional problems.
2. To improve employee well-being and morale.
3. To enhance productivity and performance.
4. To resolve personal and interpersonal conflicts.
5. To provide guidance and support.
6. To prevent burnout and absenteeism.
7. To create a healthy work environment.
21. Diverging Views on Social Responsibility
1. Classical view – Focus only on profit maximization.
2. Socio-economic view – Businesses must serve society.
3. CSR improves long-term reputation and sustainability.
4. Critics argue CSR increases costs and reduces profits.
5. Supporters say it builds trust and stakeholder loyalty.
6. Balances economic and social goals.
7. Modern view emphasizes ethical responsibility and sustainability.
13 Dialectic Method & Consensus Mapping
1. Dialectic method involves presenting opposing viewpoints.
2. Helps identify strengths and weaknesses of decisions.
3. Consensus mapping involves collective agreement on solutions.
4. Encourages structured group discussion.
5. Reduces bias and groupthink.
6. Improves decision accuracy and rationality.
7. Leads to scientific and well-evaluated decisions.
14 Importance & Strategies of Conflict Resolution
Importance
1. Prevents workplace disruption.
2. Maintains healthy relationships.
3. Improves teamwork and cooperation.
4. Enhances productivity and efficiency.
5. Encourages constructive dialogue.
6. Supports organizational stability.
7. Promotes innovation through healthy conflict.
Strategies
1. Problem solving – Address root causes.
2. Compromise – Both parties give up something.
3. Avoidance – Ignore minor issues.
4. Authoritative command – Manager decides.
5. Superordinate goals – Shared objectives.
6. Smoothing – Emphasize agreement.
7. Structural changes – Modify roles or systems.
15 Organizational Culture & Characteristics
Definition
Organizational culture is the shared values, beliefs, and norms guiding employee behaviour.
Characteristics
1. Shared values and beliefs.
2. Guides employee behaviour.
3. Learned and transmitted over time.
4. Provides organizational identity.
5. Influences decision-making.
6. Stable yet adaptable.
7. Includes symbols, rituals, and stories.
16 & 17. Creating and Sustaining Culture
1. Founder’s vision shapes initial culture.
2. Recruitment of value-fit employees.
3. Training and socialization processes.
4. Leadership behavior as role model.
5. Reward systems reinforcing values.
6. Rituals and symbols maintaining culture.
7. Continuous communication and reinforcement.
18. Stages of Planned Change
1. Recognizing need for change.
2. Diagnosing the problem.
3. Planning the change strategy.
4. Implementing the change.
5. Managing resistance.
6. Monitoring progress.
7. Evaluating and stabilizing change.
19. Workplace Stress & Its Effects
Definition
Workplace stress is the strain caused when job demands exceed an employee’s capacity.
Effects
1. Physical – headaches, fatigue, illness.
2. Mental – anxiety, depression.
3. Behavioral – absenteeism, aggression.
4. Reduced productivity and performance.
5. Increased errors and accidents.
6. Poor interpersonal relationships.
7. Leads to burnout and turnover.
21. Types of Social Responsibility
1. Economic responsibility – Profit generation.
2. Legal responsibility – Obey laws and regulations.
3. Ethical responsibility – Do what is right and fair.
4. Philanthropic responsibility – Contribute to society.
5. Responsibility toward employees (welfare, safety).
6. Responsibility toward customers (quality, fairness).
7. Responsibility toward environment and community.
13. Group Decision Making vs Individual Decision Making
Aspect
Group Decision Making
Individual Decision Making
Participation
Involves multiple members
Involves one person
Quality of decision More comprehensive and diverse Depends on individual knowledge
Time
Time-consuming
Faster
Creativity
Higher due to multiple ideas
Limited to one perspective
Responsibility
Shared responsibility
Clear accountability
Risk
More cautious or polarized
Depends on individual risk level
Bias
Reduced bias (if managed well)
Higher chance of personal bias
14. Power Tactics in Organizations
Power tactics are strategies used to influence others to achieve desired outcomes.
1. Rational persuasion – using facts and logic.
2. Inspirational appeals – appealing to emotions and values.
3. Consultation – involving others in decision-making.
4. Ingratiation – using flattery or friendliness.
5. Personal appeals – based on relationships or loyalty.
6. Exchange – offering rewards or favors.
7. Coalition tactics – gaining group support.
8. Pressure – using threats or demands.
9. Legitimating tactics – using authority or rules.
15. Conflict Handling Styles
1. Competing – assertive, win-lose approach.
2. Collaborating – win-win solution through cooperation.
3. Compromising – both parties give up something.
4. Avoiding – ignoring or withdrawing from conflict.
5. Accommodating – one party gives in to maintain harmony.
6. Choice depends on importance of issue and relationship.
7. Effective managers use different styles based on situation.
16. Types of Culture (Competing Values Framework)
1. Clan culture – teamwork and employee focus.
2. Adhocracy culture – innovation and risk-taking.
3. Market culture – competitiveness and goal achievement.
4. Hierarchy culture – formal rules and control.
5. Clan promotes collaboration.
6. Market promotes results and performance.
7. Hierarchy ensures stability and efficiency.
17. Role of Employee Selection in Maintaining Culture
1. Selection ensures hiring of value-fit candidates.
2. Maintains consistency in organizational values.
3. Reduces cultural conflict among employees.
4. Enhances employee commitment and alignment.
5. Helps preserve organizational identity.
6. Improves team cohesion and cooperation.
7. Strengthens long-term cultural stability.
18. Sensitivity Training vs Team Building
Aspect
Sensitivity Training
Team Building
Focus
Individual awareness
Group performance
Objective Improve interpersonal understanding Improve team effectiveness
Approach Emotional and behavioral learning
Task-oriented collaboration
Outcome Better self-awareness
Better teamwork
Method
Unstructured interaction
Structured activities
Scope
Individual growth
Group development
Goal
Improve relationships
Improve productivity
19. General Adaptation Syndrome (GAS)
GAS explains how the body responds to stress in stages.
1. Alarm stage – initial reaction to stress (fight or flight).
2. Resistance stage – body adapts and copes with stress.
3. Exhaustion stage – prolonged stress leads to burnout.
4. Stress initially activates energy and alertness.
5. Continuous stress reduces physical and mental strength.
6. Leads to health problems if unmanaged.
7. Shows importance of stress management.
20. Role of Managerial Ethics
1. Ensures fair and transparent decision-making.
2. Builds trust among employees and stakeholders.
3. Prevents fraud and unethical practices.
4. Promotes organizational integrity and values.
5. Improves corporate reputation.
6. Encourages responsible leadership behavior.
7. Supports long-term organizational success.
21. Short-term & Long-term Ways to Encourage Ethics
Short-term
1. Establish clear ethical policies.
2. Provide ethics training programs.
3. Create reporting systems (hotlines).
4. Enforce disciplinary actions for violations.
Long-term
5. Develop strong ethical culture.
6. Promote ethical leadership.
7. Integrate ethics into performance evaluation.
13 (Alt). Overcoming Barriers to Decision Making
1. Encourage open communication.
2. Reduce biases and assumptions.
3. Use data and rational analysis.
4. Promote diverse viewpoints.
5. Avoid groupthink through structured methods.
6. Provide adequate information and training.
7. Use decision techniques like NGT or Delphi.
14 (Alt). 9 Power Tactics (Reinforced)
1. Rational persuasion
2. Inspirational appeals
3. Consultation
4. Ingratiation
5. Personal appeals
6. Exchange
7. Coalition tactics
8. Pressure
9. Legitimating
(Used to convert power into actual influence in organizations)
16 (Alt). Creating Positive Organizational Culture
1. Promote trust and transparency.
2. Encourage employee participation.
3. Recognize and reward positive behaviour.
4. Support innovation and creativity.
5. Provide fair policies and leadership.
6. Maintain open communication.
7. Foster respect and inclusiveness.
17 (Alt). Strong Culture & Benefits
1. Shared values widely accepted.
2. High employee commitment.
3. Consistent organizational behaviour.
4. Reduces need for formal control.
5. Improves performance and motivation.
6. Enhances teamwork and coordination.
7. Strengthens organizational identity.
18. Strategies to Overcome Resistance to Change
1. Education and communication.
2. Participation and involvement.
3. Facilitation and support.
4. Negotiation and agreement.
5. Manipulation and cooptation.
6. Explicit and implicit coercion.
7. Building trust and leadership support.
19. Extra-Organizational Stressors
1. Family problems – affect emotional stability.
2. Financial issues – cause anxiety and pressure.
3. Health problems – reduce energy and focus.
4. Social obligations – increase time pressure.
5. Economic conditions – job insecurity.
6. Technological changes – adaptation stress.
7. These factors reduce work performance and well-being.
20. Causes of Individual & Group Stress
Individual Stress
1. Personality traits
2. Work overload
3. Role ambiguity
4. Low self-esteem
Group Stress
5. Poor team relationships
6. Interpersonal conflicts
7. Lack of communication
21. Ethical & Unethical Behaviour + Effects
Ethical Behaviour
1. Honesty and integrity
2. Fair treatment
3. Responsibility
Unethical Behaviour
4. Fraud, lying, harassment
5. Misuse of resources
Effects of Unethical Behaviour
6. Damages organizational reputation.
7. Reduces employee morale and trust.
8. Leads to legal consequences and financial loss.
Here are your final set of OB long answers, each with at least 7 clear, exam-ready
points, aligned with your earlier notes and without unnecessary repetition.
13. Advantages of Group Decision Making
1. Diverse perspectives – Multiple viewpoints improve decision quality.
2. Better information pooling – Members contribute knowledge and expertise.
3. Higher creativity – Encourages innovative ideas and solutions.
4. Improved acceptance – Employees support decisions they helped create.
5. Reduced individual bias – Collective thinking minimizes personal errors.
6. Better problem understanding – Discussion clarifies issues deeply.
7. Enhanced commitment – Shared responsibility increases accountability.
14. Distributive vs Integrative Bargaining
Aspect
Distributive Bargaining
Integrative Bargaining
Nature
Competitive
Cooperative
Focus
Dividing fixed resources
Expanding resources
Outcome
Win–Lose
Win–Win
Relationship
Short-term
Long-term
Strategy
Maximizing own gain
Mutual benefit
Trust
Low trust
High trust
Example
Salary negotiation
Joint problem-solving
15. Quality Emphasis through QC and TQM
1. Quality Control (QC) focuses on detecting defects in products.
2. QC ensures standards are maintained during production.
3. Total Quality Management (TQM) emphasizes continuous improvement.
4. TQM involves all employees in quality processes.
5. QC is reactive (inspection-based), TQM is proactive (prevention-based).
6. TQM improves customer satisfaction and organizational performance.
7. Both together ensure high-quality products and efficiency.
16. Stages of Organizational Socialization
1. Pre-arrival stage – Employee expectations formed before joining.
2. Encounter stage – Employee experiences actual organization.
3. Metamorphosis stage – Employee adapts to organizational culture.
4. Learning includes values, norms, and behaviors.
5. Reduces uncertainty and anxiety.
6. Improves employee adjustment and performance.
7. Leads to long-term commitment and satisfaction.
17. How Employees Learn Culture
1. Through stories about founders and past events.
2. Through rituals and ceremonies.
3. Through symbols (logos, office layout).
4. Through organizational language and jargon.
5. Through leadership behavior and role models.
6. Through training and socialization programs.
7. Through reward systems reinforcing values.
18. Creating a Learning Organization
1. Encourage continuous learning and skill development.
2. Promote knowledge sharing among employees.
3. Support innovation and experimentation.
4. Develop shared vision and goals.
5. Foster open communication and feedback.
6. Provide training and development programs.
7. Use technology for learning and information access.
19. Coping Strategies for Job Stress
1. Time management to handle workload effectively.
2. Social support from colleagues and supervisors.
3. Relaxation techniques (meditation, exercise).
4. Counselling programs for emotional support.
5. Cognitive restructuring to change negative thoughts.
6. Work-life balance practices.
7. Skill development to improve confidence and control.
20. Nature of Social Responsibility
1. Extends beyond profit-making.
2. Includes ethical and legal obligations.
3. Focuses on stakeholder welfare.
4. Promotes environmental sustainability.
5. Enhances organizational reputation.
6. Encourages long-term business success.
7. Balances economic, social, and environmental goals.
21. Sexual Harassment in Organizations
1. Refers to unwelcome sexual behaviour.
2. Includes quid pro quo and hostile environment harassment.
3. Affects employee dignity and safety.
4. Leads to reduced morale and productivity.
5. Organizations must implement PoSH policies and committees.
6. Provide complaint mechanisms and protection.
7. Promote safe and respectful workplace culture.
13 (Alt). Overcoming Barriers to Decision Making
1. Improve communication and information flow.
2. Encourage diverse viewpoints.
3. Avoid biases and assumptions.
4. Use data-driven analysis.
5. Apply techniques like NGT and Delphi.
6. Provide training and awareness.
7. Foster open organizational culture.
15. Why Culture can be a Liability
1. Strong culture may resist change.
2. Limits diversity of ideas.
3. Can create rigidity and inflexibility.
4. May hinder innovation.
5. Difficult to adapt in dynamic environments.
6. Can lead to groupthink.
7. May conflict with global or national cultures.
17 National Culture & Organization
1. Influences employee behavior and values.
2. Affects leadership and authority styles.
3. Impacts communication patterns.
4. Determines decision-making style.
5. When transferred, may cause cultural clashes.
6. Requires adaptation to local culture.
7. Global firms must balance local and organizational culture.
18. Organizational Change & Objectives
Concept
Organizational change is the process of modifying structure, technology, or behavior
to improve effectiveness.
Objectives
1. Adapt to environmental changes.
2. Improve efficiency and productivity.
3. Enhance innovation.
4. Improve employee performance.
5. Maintain competitive advantage.
6. Improve organizational culture.
7. Ensure long-term growth.
Key Issues
•
Resistance to change
•
Communication gaps
•
Leadership challenges
•
Cultural barriers
19. Organizational Stressors
1. Work overload – excessive workload.
2. Role ambiguity – unclear responsibilities.
3. Role conflict – conflicting expectations.
4. Poor working conditions.
5. Lack of job security.
6. Interpersonal conflicts.
7. These factors lead to stress, low performance, and dissatisfaction.
20. Workplace Stress & Effects
Definition
Workplace stress is the strain caused when job demands exceed individual capacity.
Effects
1. Physical – fatigue, illness.
2. Mental – anxiety, depression.
3. Behavioral – absenteeism, aggression.
4. Reduced productivity.
5. Increased errors.
6. Poor relationships.
7. Leads to burnout.
21. Workplace Ethics & Sources of Business Ethics
Workplace Ethics
1. Honesty and integrity
2. Respect for others
3. Responsibility
4. Fairness
5. Transparency
6. Professional behavior
7. Compliance with rules
Sources of Business Ethics
1. Family and upbringing
2. Cultural values
3. Religion
4. Legal system
5. Organizational codes
6. Peer influence
7. Personal values
13. Characteristics of Decision Making
1. It is a goal-oriented process aimed at solving problems.
2. Involves selection among alternatives.
3. It is a continuous and dynamic process.
4. Requires information gathering and analysis.
5. Involves risk and uncertainty.
6. Can be individual or group-based.
7. Influenced by values, perceptions, and organizational culture.
14. Bases of Power
1. Reward power – ability to give incentives or benefits.
2. Coercive power – ability to punish or impose penalties.
3. Legitimate power – authority from formal position.
4. Referent power – influence due to admiration or respect.
5. Expert power – based on knowledge and skills.
6. Information power – control over important data.
7. Connection power – influence through networks and relationships.
15. Intrapersonal Conflict
Intrapersonal conflict is a conflict occurring within an individual due to competing needs,
goals, or values.
1. Occurs when choices are difficult or unclear.
2. Types include approach-approach, avoidance-avoidance, approach-avoidance.
3. Causes stress and emotional tension.
4. Affects decision-making ability.
5. May reduce job performance.
6. Can lead to frustration or anxiety.
7. Requires self-awareness and coping strategies.
16. Do Organizations Have Uniform Culture?
No, organizations do not always have a uniform culture.
1. Organizations often have dominant culture and subcultures.
2. Different departments develop distinct work practices.
3. Subcultures arise due to functional differences.
4. Diversity leads to variation in values and beliefs.
5. Leadership style influences cultural differences.
6. Uniform culture exists only in strong, cohesive organizations.
7. Subcultures may either support or conflict with main culture.
17. How Culture Begins
1. Originates from founders’ values and beliefs.
2. Founders influence organizational vision and mission.
3. Initial hiring reflects founders’ preferences.
4. Early success reinforces specific practices and values.
5. Leaders act as role models.
6. Culture is transmitted through socialization processes.
7. Over time, culture becomes shared and institutionalized.
18. Six Forces that Stimulate Change
1. Nature of workforce – diversity and skill changes.
2. Technology – automation and innovation.
3. Economic shocks – recessions, inflation.
4. Competition – global and local market pressures.
5. Social trends – changing lifestyles and expectations.
6. World politics – global events affecting business.
7. These forces require organizational adaptation and flexibility.
19. Types of Counselling
1. Directive counselling – counselor provides solutions.
2. Non-directive counselling – employee explores solutions.
3. Participative counselling – joint problem-solving.
4. Helps in reducing stress and emotional issues.
5. Improves employee morale and well-being.
6. Enhances problem-solving ability.
7. Strengthens employee-manager relationships.
20. Role of Corporate Boards in Legal & Social Responsibility
1. Ensure compliance with laws and regulations.
2. Promote ethical business practices.
3. Oversee corporate governance.
4. Protect stakeholder interests.
5. Monitor social responsibility initiatives.
6. Ensure transparency and accountability.
7. Guide long-term sustainable development.
21. Why Managers Behave Unethically
1. Pressure to achieve targets.
2. Lack of ethical awareness or training.
3. Influence of organizational culture.
4. Desire for personal gain or rewards.
5. Weak ethical leadership.
6. Lack of strict policies or enforcement.
7. Belief that unethical behavior is acceptable or unnoticed.
15. Culture & Elements of Organizational Culture
Definition
Culture is the shared values, beliefs, and norms guiding behavior.
Elements
1. Values and beliefs
2. Norms and practices
3. Stories and myths
4. Rituals and ceremonies
5. Symbols and artifacts
6. Language and communication
7. Leadership behavior
16 (Alt). National Culture & Transfer
1. Influences employee attitudes and behavior.
2. Affects leadership styles.
3. Impacts decision-making approaches.
4. Shapes communication patterns.
5. Cultural transfer may create conflicts.
6. Requires adaptation to local context.
7. Multinationals must balance global and local culture.
17 (Alt). Culture Shaping Mechanisms
1. Stories communicate values and history.
2. Rituals reinforce shared practices.
3. Symbols represent identity.
4. Language builds belongingness.
5. These guide employee behavior.
6. Help in socialization of new employees.
7. Maintain cultural continuity.
18. Objectives & Values of OD
1. Improve organizational effectiveness.
2. Enhance employee well-being.
3. Promote participation and collaboration.
4. Encourage continuous learning.
5. Support adaptability to change.
6. Develop healthy organizational culture.
7. Align individual and organizational goals.
19. Stress Management Strategies
Individual
1. Time management
2. Relaxation techniques
3. Exercise and healthy lifestyle
4. Cognitive restructuring
Organizational
5. Counseling programs
6. Job redesign
7. Supportive work environment
20. Dysfunctions of Rational Decision-Making Model
1. Assumes complete information, which is unrealistic.
2. Ignores human emotions and biases.
3. Time-consuming and impractical in real situations.
4. Overemphasis on logic over intuition.
5. Difficult in uncertain environments.
6. May lead to analysis paralysis.
7. Not suitable for complex or dynamic problems.
14. Conflict Handling Styles
1. Competing – assertive, win–lose approach.
2. Collaborating – cooperative, win–win solution.
3. Compromising – both parties give up something.
4. Avoiding – withdrawal from conflict.
5. Accommodating – one party yields to maintain harmony.
6. Choice depends on importance of goals vs relationships.
7. Effective managers use situational flexibility in styles.
17. Employee Selection & Culture Maintenance
1. Hiring ensures value-fit candidates.
2. Maintains consistency in beliefs and norms.
3. Reduces cultural conflicts.
4. Improves employee commitment.
5. Strengthens organizational identity.
6. Enhances team cohesion.
7. Supports long-term cultural stability.
18. Stimulating a Culture of Innovation
1. Encourage risk-taking and experimentation.
2. Provide freedom and autonomy.
3. Reward creative ideas and initiatives.
4. Promote open communication.
5. Support continuous learning and development.
6. Reduce fear of failure.
7. Leadership must model innovative behavior.
19. Directive vs Cooperative Counselling
Aspect
Directive Counselling Cooperative Counselling
Approach
Manager gives solutions Joint problem solving
Role of employee Passive
Active participant
Decision making Counselor-driven
Shared
Focus
Quick resolution
Long-term development
Relationship
Formal
Supportive
Outcome
Immediate solution
Better understanding
Use
Urgent problems
Complex/emotional issues
20. Personality Traits Linked to Unethical Behaviour
1. Low moral development.
2. High egoism/self-interest.
3. Lack of integrity.
4. Low self-control.
5. Aggressive or manipulative nature.
6. Risk-taking without ethical concern.
7. Insensitive to others’ needs.
21. Employee Privacy Issues
1. Monitoring of emails and internet usage.
2. Use of personal and confidential data.
3. Workplace surveillance (CCTV).
4. Handling of medical records.
5. Data protection and information security.
6. Balancing organizational control vs employee rights.
7. Need for clear privacy policies and consent.
13. Programmed vs Non-Programmed Decision
Aspect
Programmed
Non-Programmed
Nature
Routine
Unique
Structure Structured
Unstructured
Level
Lower management Top management
Risk
Low
High
Rules
Predefined
No fixed rules
Example Leave approval
New strategy decision
Approach Automatic
Analytical
14. Prerequisites for Participation
1. Mutual trust between management and employees.
2. Open communication channels.
3. Employee willingness to participate.
4. Supportive leadership.
5. Clear objectives and roles.
6. Training and awareness.
7. Fair and transparent processes.
15. Interpersonal Orientations in Assertiveness
1. Passive behaviour – avoids expressing opinions.
2. Aggressive behaviour – violates others’ rights.
3. Assertive behaviour – balanced expression.
4. Assertiveness ensures respect for self and others.
5. Improves communication clarity.
6. Reduces conflicts and misunderstandings.
7. Promotes healthy relationships.
16. Elements of Culture
1. Values and beliefs.
2. Norms and practices.
3. Stories and myths.
4. Rituals and ceremonies.
5. Symbols and artifacts.
6. Language and communication.
7. Leadership behavior.
17. Socialization in Sustaining Culture
1. Helps employees learn organizational values.
2. Reduces uncertainty for new employees.
3. Promotes commitment and loyalty.
4. Aligns employee behaviour with culture.
5. Occurs through training and orientation.
6. Reinforced by leaders and peers.
7. Ensures continuity of culture over time.
18. Sources of Resistance to Change
1. Fear of unknown.
2. Job insecurity.
3. Habit and comfort zones.
4. Economic concerns.
5. Poor communication.
6. Loss of power/status.
7. Organizational inertia.
19. Individual Stressors
1. Work overload.
2. Role ambiguity.
3. Role conflict.
4. Personality traits.
5. Low self-esteem.
6. Lack of control.
7. Work-life imbalance.
20. Moral Development
1. Begins with obedience to authority.
2. Moves to social acceptance stage.
3. Develops into understanding social contracts.
4. Ends in principled ethical reasoning.
5. Influenced by family and society.
6. Shaped by culture and education.
7. Guides ethical decision-making.
21. Importance of Code of Conduct
1. Provides ethical guidelines.
2. Ensures consistent behavior.
3. Prevents unethical practices.
4. Builds organizational reputation.
5. Protects stakeholder interests.
6. Helps in legal compliance.
7. Encourages ethical culture.
13 (Alt). Rationality – Peters & Waterman (Characteristics & Strategies)
1. Focus on action-oriented decision-making.
2. Emphasis on simple structures.
3. Encourage innovation and experimentation.
4. Promote customer focus.
5. Value employee involvement.
6. Use flexible decision approaches.
7. Combine logic with practical experience.
14 (Alt). Intrapersonal Conflict
1. Conflict within an individual.
2. Caused by competing goals or values.
3. Leads to stress and confusion.
4. Types: approach vs avoidance conflicts.
5. Affects decision-making ability.
6. Causes emotional strain.
7. Requires self-awareness to resolve.
15 Grievance – Meaning & Types
Meaning
A grievance is a formal complaint by an employee regarding dissatisfaction.
Types
1. Factual grievance – genuine issue.
2. Imaginary grievance – based on misunderstanding.
3. Disguised grievance – hidden personal issue.
4. Arises due to working conditions.
5. May relate to policies or management.
6. Affects morale and productivity.
7. Requires proper grievance handling system.
17 (Alt). Role of Rituals in Culture
1. Reinforce organizational values.
2. Create shared identity.
3. Promote employee unity.
4. Celebrate achievements.
5. Guide expected behavior.
6. Help in socialization.
7. Maintain cultural continuity.
18 (Alt). Creating Learning Organization
1. Promote continuous learning.
2. Encourage knowledge sharing.
3. Foster innovation.
4. Develop shared vision.
5. Support employee development.
6. Use technology for learning.
7. Encourage feedback and reflection.
19 (Alt). Physical Consequences of Stress
1. Headaches
2. Fatigue
3. High blood pressure
4. Sleep disorders
5. Weakened immunity
6. Heart-related issues
7. General health deterioration
21 (Alt). Discrimination in Pay & Promotion
1. Unequal pay for same work.
2. Gender-based promotion bias.
3. Discrimination based on age, caste, or ethnicity.
4. Lack of equal opportunity.
5. Reduced employee morale.
6. Legal consequences for organizations.
7. Damages organizational reputation.