Chapter I
Organisational Behaviour
Summary
Organisational behaviour deals with that part of life, which is spent working. It is also called ‘on-the-job’
•
life. Employees are called ‘Human Resources’ because they are not commodities. Managements have
become aware
•
that they have to treat their employees as human beings and not as machines or materials. The
organisational behaviour of people depends upon their social status, social roles and social groups. As a
• result, within every formal organisation, there exists an informal organisation, which influences the
formal
organisation to a large extent. Despite the advancement in technology, the importance of people in an
organisation cannot be undermined.
•
Organisational behaviour is a study and application of managerial skills and knowledge to people in the
•
organisation to investigate individual and group behaviour.
Study of organisational behaviour is based on scientific methods, which have been applied on human
beings.
• Organisations must identify the need spectrum of individuals and take suitable steps for its fulfilment
to enable
•
them to perform effectively so that they complete their allotted task in time. Contemporary
organisational behaviour has two fundamental characteristics that warrant special discussion.
•
The interactional view implies that simple cause-and-effect descriptions of organisational phenomena
are not
•
enough.
Self Assessment
Which of the following statements is false?
1.
An organisation requires people with purpose, goals and objectives
a. Organisations are not demanding more from their employees
b. Understanding the ‘Organisational Behaviour’ of their employees is extremely important
c. An organisation is a group of people working together to achieve the common organisational
d. goal
Match the following.
2. 1. Keith Davis
A As the systematic study and application of knowledge about how individuals and groups act within
the organisations where they work.
2. Fred Luthans
B As a systematic study of actions and reactions of people working in an organisation in order to
improve the overall organisational performance.
3. Stephen Robbins
C As a study that investigates the impact, individuals, groups and structure have on human behaviour
within the organisation
4. S.K.Kapur
D As understanding, prediction and control of human behaviour in the organisation.
5. Talya Bauer E As a study of human behaviour at work. 1-E,2-D,3-C,4-B,5-A
a. 1-B,2-A,3-D,4-C,5-E
b. 1-C,2-D,3-E,4-A,5-B
c. 1-C,2-D,3-A,4-B,5-E
d. Which of the following concepts result in the necessary co-ordination between organisation,
management and
3. employees?
An organisation is a social system
a. A total view of organisation
b. Mutual interests are inter-dependent
c. All behaviour has cause-effect relationship
d. Management of _____________ and its inter-dependence is very crucial to high productivity and
higher job
4. satisfaction. Processes
a. Finance
b. Technology
c. Environment
d. Which of the following is a type of organisation?
5.
Capital intensive
a. People intensive
b. Technology sector
c. Management sector
d.
11/JNU OLE
Which of the following is not an example of an organisation?
6.
University
a. Book
b. Army
c. Movie theatre
d. Study of ______________ is a very important part of organisational behaviour.
7.
human behaviour
a. human psychology
b. human strength
c. human physiology
d. Employees are called
8.
because they are not commodities.
Human resources
a. Human liabilities
b. Human Capital
c. Human asset
d. ______________ is concerned with the interactions between people and their environments.
9.
Anthropology
a. Interactionalism
b. Contingency
c. Organisational behaviour
d. ___________ must have suitable organisational structure, with appropriate number of tier and
reporting system
10. properly explained. Manager
a. Organisation
b. Psychologists
c. System
d.
Chapter II
Approaches and Models of Organisational Behaviour
Summary
Five major organisational behaviour philosophies includes autocratic, custodial, supportive, collegial and
•
system. The managerial function of planning is the process of determining the organisation’s desired
future position
•
and deciding how best to get there. Stress is another important individual-level outcome variable. Given
its costs, both personal and organisational,
•
it should not be surprising that stress is becoming an increasingly important topic for both researchers in
organisational behaviour and practicing managers.
A manger has to control costs, inventory, and so on. Again, behavioural processes and characteristics
play an
•
important role in carrying out this function. The interrelationship between personal life and work life
cannot be overlooked. Hence it is extremely important
•
for mangers to understand various aspects of organisational behaviour in the light of various approaches
and models discussed in this chapter.
Financial performance is generally assessed only at the organisation level. In terms of financial
performance,
•
organisations are commonly assessed on stock price, return on investment, growth rates, and the like
Self Assessment
Match the following.
1. 1 Autocratic A Support
2 Custodial B Authority 3 Supportive C Teamwork 4 Collegial D Money 5 SOBC
E cause-effect
1-A, 2-B, 3-C, 4-D, 5-E
a. 1-B, 2-D, 3-A, 4-C, 5-E
b. 1-D, 2-C, 3-A, 4-E, 5-B
c. 1-D, 2-C, 3-E, 4-A, 5-B
d. To study organisational behaviour, the inter-disciplinary approach emphasises the importance
2. of____________. employee
a. authority
b. human-life
c. money
d. The Human Resources approach states that the management of an organisation should support
________
3. and________of employees. training and development
a. training and decision making
b. compliance and development
c. training and authority
d. In systems approach the most important component is________________.
4.
decision-making
a. compliance
b. training
c. system
d. The contingency approach states that each situation should be dealt with_______________.
5.
authoritatively
a. uniquely
b. systematically
c. passively
d. ___________ is the process of motivating members of the organisation to work together toward the
organisation’s
6. goals.
Controlling
a. Behaviour
b. Leading
c. Presentation
d.
Organisational Behaviour
20/JNU OLE
Which of the following statements is false?
7.
The field of organisational behaviour provides numerous valuable insights into these processes.
a.
Managers can never use their knowledge from the field of organisational behaviour to better
understanding
b. of their own behaviours and feelings.
A manager has to control costs, inventory, and so on.
c. Behavioural processes and characteristics play an important role in carrying out this function.
d. Which of the following statements is false?
8.
Value premise represent our views of the desirability of certain goals and activities.
a. Value premises are variable beliefs we hold and are therefore under our control.
b. Goals are relatively concrete formulations of achievements the organisation is aiming for within set
periods
c.
of time, such as one to five years.
Goal setting is a simple process, for top management’s goals need to be merged with those of
employees,
d. who bring their psychological, social, and economic needs with them to an organisation.
The __________ speaks for the organisation to outsiders.\
9.
owner
a. employee
b. spokesperson
c. human resource manager
d. The managerial function of _________ is the process of determining the organisation’s desired future
position
10. and deciding how best to get there.
planning
a. execution
b. stress management
c. team work
d.
Chapter III
Organisational Design and Culture
Summary
Every organisation has a culture which is different from its structure. The structure can be seen on
paper, but
•
culture can only be experienced. There are several factors working at several levels which project the
culture of an organisation, which need to
• be analysed for better efficiency of an organisation.
As the sum total of the knowledge, beliefs, values, perceptions, attitudes, traditions, customs that are
shared by
•
the groups and resulting into individual and group behaviour of the people working in the organisation
over a
period of time is known as Edgar Schiene.
Organisation charts provide information about who reports to whom – what is known as hierarchy of
•
authority.
The three types of strategic alliances identified here may be distinguished with respect to their location
along a
•
continuum ranging, at one end, from weak and distant, to strong and close, at the other end.
Organisations may have many levels, in which case their structure is considered tall, or only a few, in
which
• case their structure is consider
Self Assessment
Division of labour begins to occur at ____________ of an organisation.
1.
birth stage
a. youth stage
b. middle stage
c. maturity stage
d. Which of the following is not a determinant of organisational design?
2.
Size
a. Technology
b. Strategy
c. People
d. Which of the following statements is false?
3.
Departmentalisation permits utilisation of expertise of people.
a. Departmentalisation creates a feeling of authority and job appraisal among employees.
b.
Departmentalisation helps fix the authority- responsibility relationship of the managers.
c. Departmentalisation facilitates performance appraisals by managers.
d. An organisation can be depicted by a line diagram, which is called ____________
4.
organisation chart
a. organisational culture
b. mechanistic systems
c. organisational system
d. Organisational __________ is very important in shaping the organisational behaviour and
organisation
5. culture.
knowledge requirements
a. technology
b. instability
c. designing
d. The matrix organisation combines two forms of departmentalisation _________and ___________.
6.
line and staff
a. authority and responsibility
b. function and product
c. knowledge and technology
d.
Organisational Behaviour
34/JNU OLE
Match the three levels of organisational culture:
7.
Level 1
1.
values
a.
Level 2
2.
Assumptions of employees
b.
Level 3
3.
Trademark
c.
Level 4
4.
Company
d.
1-c, 2-a, 3-b, 4-d
a. 1-d, 2-b, 3-a, 4-c
b. 1-b, 2-d, 3-a, 4-c
c. 1-c, 2-b, 3-a, 4-d
d. Which of the following is a characteristic of organisational culture?
8.
Organisational context
a. Physical environment
b. Communication systems
c. Responsibility
d. An important factor affecting the organisational culture is_______________.
9.
reward system
a. values, norms and systems
b. pragmatic policies
c.
conflict management
d. 7- point scale for assessment of organisational climate has been devised by
10.
.
Edgar Schiene
a. Stephen Robbins
b. Schneider and Snyder
c. Rensis Likert
d.
Chapter IV
Perceptions, Values and Attitudes
Summary
Values are classified as theoretical values, aesthetic values, social values, religious values, political
values,
•
economic values. Components of values are cognitive, affective, and behavioural.
•
Individual values are a dominant force that shape and determine individual personality.
•
Attitude is studied at all levels, since it concerns people at all levels in the organisation.
•
Our behaviour is not only a function of our personality, values, and preferences, but also of the
situation.
•
Perception is how we make sense of our environment in response to environmental stimuli.
•
The most obvious component of attitudes is how we feel about something. This aspect of an attitude, its
evaluative
•
component, refers to our liking or disliking of any particular target—be it a person, thing, or event (what
might be called the attitude object, the focus of the attitude).
Attitudes involve more than feelings, however, they also involve knowledge things you know about an
attitude
•
object.
Values are manifested through the behaviour of the individual and the group. They have a great
influence on
•
the perceptions, attitudes and motivational patterns of the people.
Self Assessment
Which of the following is not a step in process of perception?
1.
Registration
a. Interpretation
b. Learning
c. Response
d. Internal factor that may affect perception is ___________
2.
size
a. motion
b. social needs
c. appearance
d. External factor that affects perception is ___________
3.
educational background
a. Familiarity
b. work experience
c. expectations
d. Match the following:
4.
Theoretical values
1.
Shape
a.
Aesthetic values
2.
Reasoning
b.
Social values
3.
Custom
c.
Religious values
4.
Help
d.
1-b,2-a,3-d,4-c
a. 1-c,2-a,3-d,4-b
b. 1-b,2-d,3-a,4-c
c. 1-b,2-a,3-c,4-d
d. Which of the following statements is false?
5.
Self-accepting people perceive things favourably.
a. Self-accepting people perceive themselves as accepted.
b. Self-accepting people accept others easily.
c. Self-accepting people make extreme
d.
judgments.
Organisational Behaviour
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Match the following
6.
Balance theory
1.
Katz and Kelman
a.
Congruity theory
2.
Leon Festinger
b.
Affective cognitive consistency theory
3.
Osgood and Tannenbaum
c.
Cognitive Dissonance theory
4.
Rosenberg
d.
Functional Theory
5.
Heider and Newcomb
e.
1-e,2-c,3-d,4-b,5-a
a. 1-a,2-c,3-d,4-b,5-e
b. 1-e,2-d,3-c,4-b,5-a
c. d.1-e,2-c,3-d,4-a,5-b
d. Which of the following is not a factor affecting attitude?
7.
Family background
a. Personal experiences
b. Stimuli
c. Work experiences
d.
Attitude is significant in organisational behaviour because of which of the following?
8.
Determines goals
a. Determines loyalty
b. Determines organisational culture
c. Determines organisational structure
d. As per the social judgment theory, a change in an individual’s attitude is possible the__________ and
9. ___________.
balance and harmony
a. learning and de-learning
b. ego and value- expression
c. communication and relationships
d. Which of the following is not a characteristic of attitude?
10.
Valence
a. Multiplicity
b. Centrality
c. Rational Commitment
d.
Chapter V
Personality, Morale and Motivation
Summary
An individual is motivated to work to achieve a certain goal in the sequence described; it is not easy in
actual
•
practice. Individual almost always meets with some barriers in achieving goals. There are several factors
that need to be considered to understand the individual’s behaviour in an organisation
•
which is dealt with in the chapter. Douglas McGregor’s theory states that organisations are
psychological entities that can be effectively managed
•
by their assumptions about motivation, human nature, and behaviour. According to Herzberg, all needs
and their satisfaction do not motivate employees. This can be considered a
• modification of Maslow’s theory. There are two sets of factors in motivating a person: Motivating
factors and
Maintenance factors.
The dimensions of conflict handling intentions are assertiveness and co-operation. An intention is what
mediates
•
between one’s actual behaviour and one’s emotions and perceptions. Managers who have helped their
subordinates in the past and who interact with them a great deal are likely to
•
enjoy high amounts of affect-based trust among these subordinates. Workers are more likely to
cooperate with such supervisors than those with whom they have not developed
•
affect-based trust. The rationale behind these incentive systems is straightforward: People who are
rewarded for contributing to
•
their groups’ performance will focus their energies on group performance.
The dimensions of conflict handling intentions are assertiveness and co-operation. An intention is what
mediates
•
between one’s actual behaviour and one’s emotions and perceptions.
Self Assessment
Concept of personality does not include ______________
1.
appearance and behaviour,
a. internal awareness
b. organisation of measurable traits,
c. organisational culture
d. Which of the following trait is not enlisted in Cattell’s trait test?
2.
Warmth
a. Reasoning
b. Intolerance
c. Tension
d. The type B personality characteristics do not include _______________
3.
impatience
a. submissive behaviour
b. restrained responses
c. lack of ambition
d. Which of the following characteristics is not a part of Type A?
4.
High ambition
a. Easy going
b. Aggressive behaviour
c. Quick responses
d. The tendency to manipulate others for own goals is known as
5.
.
locus of control
a. authoritarianism
b. Machiavellianism
c. risk taking
d. _______________ is one of the important biological factors determining personality
6.
Traditions
a. Basic discipline
b. Low tolerance
c. Heredity
d. _____________ is not an indicator of morale.
7.
Sub ordination
a. Lack of communication
b. Aggression
c. Lack of co-operation
d.
Organisational Behaviour
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Which of the following statements is false?
8.
Motivation is a process of stimulating the self or sub ordinates to get into the desired course of action.
a. Motivation is a force or impulse that moves a person to start and continue an action to accomplish a
certain
b. goal.
Motivation is a function of needs and drives that makes a person take action to achieve the desired
goals.
c. Motivation is the mental condition or attitude of an individual or a group which determines their
willingness
d. to co-operate or otherwise.
The human relations theory is based on the study by ______________
9.
F.W. Taylor
a. Elton Mayo
b. Peter Ducker
c. Stephen Robbins
d. Match the following.
10.
Abraham Maslow
1.
All needs and their satisfaction do not motivate
a.
Fredrick Herzberg
2.
Motivation is also by generalisations of management
b.
David McClelland
3.
Motivation is due to desire to satisfy needs.
c.
Douglas McGregor
4.
Motivation is by need for achievement, affiliation and power.
d.
1-a, 2-c, 3-d, 4-b
a. 1-c, 2-d, 3-a, 4-b
b. 1-c, 2-a, 3-d, 4-b
c. 1-c, 2-a, 3-b, 4-d
d.
Chapter VI
Group Dynamics and Conflict Management
Summary
Group dynamics is the way in which a group is formed, organised and conducted for the achievement of
common
•
goals. The Johari Window is a communication model that can be used to improve understanding
between individuals
•
within a team or in a group setting. Group dynamics is a series of interaction between people working in
the organisation.
• All groups change over time as group members come and go; group tasks and goals change; and group
members
•
gain experience in interacting with each other.
One well-known model of group development is Bruce Tuckman’s five-stage model.
•
Performing each requires the efforts of only a single individual, but several people’s work can be pooled
to
•
yield greater outcomes.
Five people working together raking leaves will not be five times more productive than a single
individual
• working alone; there are always some who go along
Self Assessment
Which of the following is not a basis of behaviour?
1.
Similarity
a. Rewards
b. Familiarity
c. Proximity
d. People sub consciously think of the ____________ of relationships.
2.
exchange value
a. social value
b. religious value
c. cultural value
d.
Factors influencing inter-personal relationships do not include__________.
3.
role of parents
a. self-identity
b. physical strength
c. reciprocity
d. People join groups for_________.
4.
satisfaction of social needs
a. religion
b. authority
c. responsibility
d.
Which of the following is the first step in the process of group development?
5.
Storming
a. Performing
b. Adjourning
c. Forming
d. Group dynamics implies common thinking,_________ and consistent actions for common goals
6.
consensus decisions
a. common decisions
b. consistent decisions
c. continuous decisions
d. The Johari Window is a __________ model.
7.
management attitude
a. motivation of members
b. communication
c. Compromise
d.
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Match the following
8.
Inter-personal conflicts
1.
conflict within a group
a.
Intra-group conflict
2.
disagreement between two or more groups
b.
Intra-personal conflicts
3.
disagreement between two or more people
c.
Inter-group conflict
4.
personal problems leading to stress
d.
1-c,2-a,3-d,4-b
a. 1-a,2-c,3-d,4-b
b. 1-c,2-a,3-b,4-d
c. 1-c,2-d,3-a,4-b
d. In modern organisations, which of the following is false?
9.
The number of conflicts should be kept at minimum
a.
Conflicts are kept at functional and rational level
b.
Conflicts do not hinder the overall efficiency of the organisation
c. Creativity and innovation are not encouraged.
d. To understand the subject of group dynamics, it is necessary to understand the meanings of interpersonal
10. relationships,______________ and relevant aspects of work groups.
group
a. subjective thinking
b. problem solving
c. strengthening resources
d.
Chapter VII
Leadership
Summary
A team is a collection of individuals who happen to have the same work place, have the same line
manager, and
•
have the same job in the same department.
A process of bringing together members of a work group, defining individual as well as group goals, and
•
achieving the desired output is known as team building.
In defining leadership, we indicated that leaders help their groups or organisations reach their goals.
• Specifically, path-goal theory predicts that when tasks are unstructured and non routine, an
instrumental approach
• by the leader may be best since much clarification and guidance might be needed.
World history and the history of organisations are replete with leaders that have had extraordinary
success in
•
generating profound changes in their followers.
Self Assessment
Which of the following is not an importance of leadership?
1.
Building up groups
a. Motivating group members
b. Promoting indiscipline
c.
Improving organisational efficiency
d. Identify the correct order of leadership evolution
2.
Psychological stage> mechanistic stage> coercive stage
a. Mechanistic stage > psychological stage > coercive stage
b. Psychological stage> coercive stage > mechanistic stage
c. Coercive stage> mechanistic stage> psychological stage
d. Coercive stage of evolution is based on which of the following?
3.
Authority and power
a. Responsibility and power
b. Responsibility and discipline
c. Discipline and power
d. Which of the following is not a feature of mechanistic stage of evolution?
4.
Increasing complexity of organisational structures
a. Fear of job insecurity
b.
Influence of material factors on behaviour
c. Rapid changes in technology
d. Psychological stage of evolution emphasizes on_____________.
5.
extrinsic factors of motivation
a.
emergence of scientific management
b. autocratic decision making
c. inculcating discipline
d. Which is one of the greatest strength of the traits theory?
6.
It is a traditional theory
a. Inter-personal relationships among group members are better
b. Possibility of exploitation of followers
c. Participation of followers
d. Identify the dimensions of the two dimensional theory.
7.
Consideration and initiating structure
a. Authority and performance
b. Responsibility and performance
c. Authority and discipline
d.
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Which of the following is the first system of Rensis Likert’s 4 system’s approach?
8.
Exploitative autocratic leadership
a. Benevolent consultative leadership
b. Consultative leadership
c. Participative leadership
d. Which of the following is not a major feature of the Situational theory?
9.
Leadership is a result of particular situation.
a. A leader in one situation may not be a leader in another situation.
b. Leadership depends on the leader’s age.
c. Leadership is a function of variables in a situation.
d. Match the following:
10.
Contingency theory
1.
Paul Hersey and Kenneth Blanchard
a.
Path-goal theory
2.
Rensis Likert
b.
Life cycle theory
3.
Martin Evans and Robert House
c.
4- systems approach
4.
Fred Fielder
d.
1-c, 2-d, 3-a, 4-b
a. 1-d, 2-a, 3-c, 4-b
b. 1-a, 2-c, 3-d, 4-b
c. 1-d, 2-c, 3-a, 4-b
d.
Chapter VIII
Stress Management
Summary
A careful study of the concepts and strategies can arm us to manage stress in personal and professional
life.
•
In highly complex world, most people are introduced to stress. Stress can manifest in many ways.
•
People who can handle stress can keep a sense of humor, renew their energy and resources so that
work life
•
brings pleasure, satisfaction and reward to them as well as to others. It is very important to know how
one can cope with stress. A careful study of the concepts and strategies discussed
•
in the chapter can arm us to manage stress in personal and professional life. Finally, just as individuals
must hone special skills needed to be creative, so too must organisations develop
•
special ways of managing people so as to encourage innovation – that is, innovation management. It is
not possible to eliminate stress completely from our day-to-day working life.
•
But, it is, possible (and also necessary) that we learn to manage stress and its effects on our body and
mind. In
•
this process, we have to cope with stress and to keep the physiological and psychological effects at
minimum levels to avoid their ill effects on our performance.
Self Assessment
Which of the following statements is false?
1.
Stress can be manifested in positive or negative
a. Eustress is positive
b. Distress is negative
c. Eustress acts as a de-motivator
d. Stress is always associated with____________.
2.
demands and constraints
a. psychology and physiology
b. behaviour and capability
c. strength and weakness
d. A person may feel under- stimulated or over-stretched depending on
3.
.
self –image
a. demand
b. job- design
c. psychology
d. Which of the following is not a type of stressor?
4.
Behavioral stressor
a. Individual stressor
b. Organisational stressor
c. Group stressor
d. Match the following.
5.
Individual stressor
1.
Poor inter-personal relationships
a.
Group stressor
2.
Unrealistic task demands
b.
Organisational stressor
3.
Poor leadership
c.
1-a, 2-c, 3-b
a. 1-b, 2-a, 3-c
b. 1-c, 2-a, 3-b
c. 1-a, 2-b, 3-c
d. ‘Improved performance’ is which type of stress consequence?
6.
Behavioral effect
a. Long-term effect
b. Cognitive effect
c. Short-term effect
d. Identify which of the following is not an emotional effect of stress.
7.
Increase in tension
a. Increase in delusions
b. Increase in hypochondria
c. Fall in self-esteem
d.
rganisational Behaviour
96/JNU OLE
State the correct order of stages in stress management.
8.
Mobilisation-knowledge-action
a. Action-mobilsation-knowledge
b. Knowledge- mobilisation –action
c. Mobilisation-action-knowledge
d. Which of the following is not an individual strategy to cope with stress?
9.
Time management
a. Social support
b. Training and development
c. Dexercise
d. Which of the following statements is false?
10.
Employee counseling improves organisational efficiency.
a. Employee counseling reduces organisational communication.
b. Employee counseling reduces employee stress.
c.
Employee counseling improves employee efficiency
d.