UNIT-1

7. Describe the levels of organizational behavior?

Long Answer questions

1.Describe the importance for the Historical developments of organizational behavior.

2. Explain the different levels in management and how the scope of authority and responsibility varies
from one level to the other.
3. What are the skills required by a manager as he moves up the hierarchy? What methods do you
suggest to equip the managers those skills?

4. Examine the different roles played by a manager of a typical organization.

5. Describe in detail the Classical and Neo-Classical theories.
6. What Taylor was called as ‘Father of Management’? Explain his theory in detail.
7. Discuss the effect of information technology on organizational behavior.
8. What is the effect of globalization on organizational behavior. Explain in brief.

9. In what way does the ethics affect organizational behavior? Discuss in brief.

10. What is organizational culture and how does it affect the way employees behave?

A system of shared meanings, values and common beliefs held by the organizational members that
determine, to a-large degree, how they think & act towards each other as well as on challenges &
opportunities facing by organization.
"The way we do things around here."
Values, symbols. rituals, myths, and practices.

Sources of Organizational Culture

- The organization's founder
- Past practices of the organization
Continuation of the Organizational Culture
- Recruitment of employees who "fit"
- Behavior of top management
- Socialization of new employees to help them adapt to the culture
11. Discuss about the importance and types of reward systems.
 DEPARTMENT OF COMPUTER SCIENCE AND ENGINEERING
GITAM SCHOOL OF TECHNOLOGY
GITAM(Deemed to be University),VISAKHAPATNAM-
530045 19EHS 403_ Organizational Behaviour
Module-II : Learning Theories & Perception
Short Answer questions
1.Explain the concept of learning.
Learning is “a process that leads to change, which occurs as a result of experience and
increases the potential for improved performance and future learning”. The change in the
learner may happen at the level of knowledge, attitude or behaviour.

2.How learning leads to behaviour modification?

Learning is a change in response or behavior. Learning modifies our behavior by the acquisition
of new behavior to meet our needs and requirements.

3.Define the term perception.

Perception is a process by which individuals organize and interpret their sensory impressions in
order to give meaning to their environment. It is our perception of reality that shapes and directs
our behaviour, not some objective understanding of it.

4.How does personality affect individual perception?

Our personalities greatly influence how we see ourselves in the world and how we perceive and
interact with others. Personality refers to a person's general way of thinking, feeling, and
behaving based on underlying motivations

5.What are common errors that an individual does while judging

others?
first impressions, which are often lasting;
halo, or overemphasizing a single characteristic;
projection, or casting our own attributes onto others;
implicit personality theory such as linking, honesty, and diligence

6.What are various factors that affect decision making?

economic, social, organizational, personal and psychological.

7.What is the relationship between personality factors and perception?

8.What is meant by Selective Perception?

It is the process by which individual selects, organizes and evaluates stimuli from the external
environment to provide meaningful experiences for him- or herself (or) The tendency to
selectively interpret what one sees on the basis of one’s interests, background, experience, and
attitudes

9.Define the terms Projection, Stereotyping.

Projection has various meanings, but what they all have in common is that something is sent
out or forward. A movie is projected onto a screen , something sticking out from a wall can be
called a projection
Stereotyping - attributing behaviors, abilities, interests, values, and roles to a person or group of
persons on the basis, in whole or in part, of their race.

10. Discuss about Halo effect.

The tendency to draw a general impression about an individual on the basis of a single
characteristic. In other words, this is the tendency to rate a man uniformly high or low in other
traits if he is extraordinarily high or low in one particular trait
Long Answer questions
1. How do you relate Pavlov’s experiment to human behaviour? Explain in detail.
Classical conditioning/Pavlion conditioning is the process whereby a stimulus-
response (S-R) bond is developed between a conditioned stimulus and a conditioned
response through the repeated linking of a conditioned stimulus with an unconditioned
stimulus.The classical conditioning occurs when a conditioned stimulus is coupled with
an unconditioned stimulus. Usually, the conditioned stimulus (CS) is an impartial
stimulus like the sound of a tuning fork.
The unconditioned stimulus (US) is biologically effective like the taste of food and the
unconditioned response (UR) to the unconditioned stimulus is an unlearned reflex
response like salivation or sweating.
For example let’s say that one day you go to the doctor to get that shot .She says
,”don’t worry ,it wont hurt a bit” and then gives you the most painful shot you’ve ever
had. A few weeks later you go to the dentist for a check-up.He starts to put the mirror in
your mouth to examine your teeth and he says ,”Don’t worry, it won’t hurt a bit”. Even
though you know the mirror won’t hurt a bit you jump out of the chair and run screaming
from the room.When you went to get a shot the words “this wont hurt a bit “became a
conditioned stimulus when they were paired with the pain of the shot, the unconditioned
stimulus which was followed by your conditional response of getting out from there
2. What are various theories of learning? Explain in detail with suitable examples.

i)Classical conditioning/Pavlion conditioning is the process whereby a

stimulus-response (S-R) bond is developed between a conditioned stimulus and
a conditioned response through the repeated linking of a conditioned stimulus with an
unconditioned stimulus.The classical conditioning occurs when a conditioned stimulus
is coupled with an unconditioned stimulus. Usually, the conditioned stimulus (CS) is an
impartial stimulus like the sound of a tuning fork.
 The unconditioned stimulus (US) is biologically effective like the taste of food and the
unconditioned response (UR) to the unconditioned stimulus is an unlearned reflex
response like salivation or sweating.
 For example let’s say that one day you go to the doctor to get that shot .She says
,”don’t worry ,it wont hurt a bit” and then gives you the most painful shot you’ve ever
had. A few weeks later you go to the dentist for a check-up.He starts to put the mirror in
your mouth to examine your teeth and he says ,”Don’t worry, it won’t hurt a bit”. Even
though you know the mirror won’t hurt a bit you jump out of the chair and run screaming
from the room.When you went to get a shot the words “this wont hurt a bit “became a
conditioned stimulus when they were paired with the pain of the shot, the unconditioned
stimulus which was followed by your conditional response of getting out from there

ii)Operant conditioning theory is also known as instrumental conditioning. This

theory is a learning process in which behavior is sensitive to, or controlled by its outcomes.
 Let’s take an example of a child. A child may learn to open a box to get the candy inside,
or learn to avoid touching a hot stove. In comparison, the classical conditioning develops
a relationship between a stimulus and a behavior. The example can be further elaborated
as the child may learn to salivate at the sight of candy, or to tremble at the sight of an
angry parent.
 In the 20th century, the study of animal learning was commanded by the analysis of these
two sorts of learning, and they are still at the core of behavior analysis.

Iii)Cognitive Learning Theory

 Cognition defines a person’s ideas, thoughts, knowledge, interpretation, understanding
about himself and environment.
 This theory considers learning as the outcome of deliberate thinking on a problem or
situation based upon known facts and responding in an objective and more oriented
manner. It perceives that a person learns the meaning of various objects and events and
also learns the response depending upon the meaning assigned to the stimuli.
 This theory debates that the learner forms a cognitive structure in memory which stores
organized information about the various events that occurs.

iv)Social Learning Theory

 The key assumptions of social learning theory are as follows −
 Learning is not exactly behavioral, instead it is a cognitive process that takes place in a
social context.
 Learning can occur by observing a behavior and by observing the outcomes of the
behavior (known as vicarious reinforcement).
 Learning includes observation, extraction of information from those observations, and
making decisions regarding the performance of the behavior (known as observational
learning or modeling). Thus, learning can occur beyond an observable change in
behavior.
 Reinforcement plays an important role in learning but is not completely responsible for
learning.
 The learner is not a passive receiver of information. Understanding, environment, and
behavior all mutually influence each other.

3. Explain in detail the four basic reinforcement strategies to achieve desired

behaviour

4. Explain punishment as a strategy for behaviour modification. What special care

must be taken?
Behavior modification is based on the idea that good behavior should lead to positive
consequences and bad behavior should lead to negative consequences.
Positive punishment

Negative punishment :
The special care can be taken by :

 Understanding the child

 Choose the method that works best for them as per in child cases choosing positive
reinforcement would create a good environment.Positive reinforcement is giving rewards
to kids to encourage the desired behaviour.
 Understanding their behaviour to modify as in considering the time and effort required to
modify the behaviour. For example, not wasting food can be taught with positive
reinforcement
5. Explain schedule of reinforcement. In your opinion, which one of these schedules
is most desirable for behavioural change?

A schedule of reinforcement is basically a rule stating which instances of behavior will be

reinforced. In some cases, a behavior might be reinforced every time it occurs. Sometimes, a
behavior might not be reinforced at all.

In my opinion continuous schedule reinforcement is most desirable for behaviorial change as

it is the best in teaching a new behaviour.Once the response has been learned,intermittent
reinforcement can be used to strengthen the learning.

6. Explain Attribution Theory of perception in detail.

  Attribution theory tries to explain the ways in which we judge people differently,
depending on the meaning we attribute to a given behavior

 It suggests that when we observe an individual’s behavior, we attempt to determine

whether it was internally or externally caused.

 Three Factors for determination are:

- Distinctiveness

- Consensus

- Consistency

 Internally caused behaviors are those we believe to be under the personal control of the
individual

 Externally caused behavior is what we imagine the situation forced the individual to do

 Distinctiveness refers to whether an individual displays different behaviors in different

situations

 If everyone who faces a similar situation responds in the same way, and it can be said
that the behavior shows consensus

 Finally, an observer looks for consistency in a person’s actions

7. Explain fundamental attribution error with suitable example.

The fundamental attribution error is where we incorrectly attribute a persons actions. For
example, when someone cuts us up on the road, we may think its because of their
personality. They are simply not a nice person. However, the error occurs when that action is
actually attributed to the situation.
Fundamental attribution error can be clearly explained by situational and dispositional
attribution .So Dispositional attribution is where an individual’s actions are explained by
their personality, beliefs, or opinions. In other words, something that is inherently
characteristic of that person. Situational attribution is where an individual’s actions are
explained by their environment, people, or perhaps their circumstances. In other words, their
actions are driven by external factors from them as a person. Below is the clear example of it

Let’s say that one of your friend Rahul takes you to a party. He introduces you to his other
friend Aaron. He seems disinterested and unwilling to talk to you. Aaron is rude, abrupt, and
generally unpleasant to be around.
It would be fair to conclude that Aaron is simply not a nice person. You mayn’t see that why
he is friend with Rahul in the first place. You may ask, “why are you friend with that guy”. On
the surface, it may seem like Aaron isn’t a nice person. However, what we have not seen the
fact that his mother had passed away last week and he had been fired from his job.
What we see is a fundamental attribution error. We may assign his bad behaviour towards
his personality, or, dispositional attributes. Yet his behaviour is better explained by his
situation instead.

8. Discuss the important factors that affect Perception.

– Factors in the Perceiver:

1. Attitudes- Attitudes have a powerful influence on what we pay attention to, what we
remember, and how we interpret information. Different attitudes lead to different
interpretations.
2. Motives- Motives stimulate individuals. It is unsatisfied need. They exert strong
influence on perception. For example; hungry people tend to see images of food.
3. Emotions- An individual’s emotional state strongly influences perception. Anger and
frustration distort perception.
4. Interests- Individual interests differ considerably. Interest influences the focus of
attention. Differences in individual interests result in differing perceptions.
5. Experiences- Past experiences affect the focus of attention. Individuals tend to
perceive those objects or events to which they can relate to.
6. Expectations- People see what they expect to see.

The factors in the target that affect perception are:

1. Novelty- Novelty targets are more likely to be noticed than the targets observed in the
past.
2. Motion, sound, size- They shape the way we see the target. Loud people are more
likely to be noticed.
3. Background- a target is not looked at in isolation. The relationship of target to its
background influences perception.
4. Proximity- Objects that are close to each other tend to be perceived together.
5. Similarity- Similar things need to be grouped together. For example; black people are
perceived as alike even in unrelated characteristics

The factors in the situation that affect perception are:

1. Time- The time at which an object or event is seen affects perception. For example;
a daily report arriving after two days may be ignored by the perceiver.
2. Work setting- The changing context of the work setting influences perception. For
example; stressful work situations distort perception.
3. Social setting- The changing social setting influences perception. For example; a
male student wearing earrings may not be noticed in a disco but highly noticeable in
the classroom.
MOD 3

SHORT ANSWER QUESTIONS

1.Explain the terms Motive, Motivation and Motivating.

Motivation: Motivation is the processes that account for an individual’s intensity, direction, and
persistence of effort toward attaining a goal. Motive: A motive is the reason WHY you do something.
For example, a motive for exercise is better health and weight loss Motivating: To make someone
feel determined to do something or enthusiastic about doing something.

2.What do you understand by Motivation. How does it affect behaviour.

Motivation can be defined as the driving force behind all the actions of an individual. The influence
of an individual's needs and desires both have a strong impact on the direction of their behavior.
Motivation is based on your emotions and achievement-related goals.

3.What is the difference between Motive and Needs.

Need is a physiological/psychological requirement Motive is the course of action the organism takes
when faced with a drive.

4. What are the Characteristics of Motivation.

Characteristics of Motivation:

 Interaction between the individual and the situation: Motivation is not a personal trait but
an interaction between the individual and the situation.
 Goal-directed behaviour: Motivation leads to an action that is goal oriented. Motivation
leads to accomplishment of organizational goals and satisfaction of personal needs.
 Systems oriented:
Motivation is influenced by two forces:
a. Internal forces: These forces are internal to the individual, i.e., their needs, wants and
nature.
b. External forces: These forces are external to the individual, which may be
organizational related such as management philosophy, organizational structure, and
superior-subordinate relationship, and also the forces found in the external environment
such as culture, customs, religion and values.
 Positive or negative: Positive motivation or the carrot approach offers positive incentives
such as appreciation, promotion, status and incentives. Negative motivation or stick
approach emphasizes penalties, fines and punishments.
 Dynamic and complex in nature: Human behaviour is highly complex, and it becomes
extremely difficult to understand people at work. Motivation is a dynamic and complex
process.

LONG ANSWER QUESTIONS

1. Discuss the various theories of Motivation.

1. . Maslow’s Hierarchy of Needs : It is a motivational theory in psychology comprising a five-
tier model of human needs,often depicted as hierarchial levels within a pyramid.From the
bottom of the hierarchy upwards,the needs are physiological,safety,love and
belonging,esteem and self-actualization. The lowest level needs in the pyramid are basic
needs and unless these lower-level needs are satisfied people do not look at working toward
satisfying the upper-level needs. Lower needs are the needs that are satisfied externally
such as physiological needs and safety needs.Social ,esteem,and self actualization were
higher-order needs and these are satisfied internally i.e., within the person

 Physiological needs: are basic needs for survival such as air, sleep, food, water, clothing, sex,
and shelter.
 Safety needs: Protection from threats, deprivation, and other dangers (e.g., health, secure
employment, and property)
 Social (belongingness and love) needs: The need for association, affiliation, friendship, and
so on.
 Self-esteem needs: The need for respect and recognition.
 Self-actualization needs: The opportunity for personal development, learning, and
fun/creative/challenging work. Self-actualization is the highest-level need to which a human
being can aspire.

2. McGregor’s X and Y Theories

McGregor proposed Theory X and Y models to categorize employees as belonging to one of

two groups based on two sets of assumptions.
Theory X : Theory X assumptions take a negative perspective of people: People can have “an
inherent dislike for work and avoid it and they must be coerced, controlled, directed and
threatened with punishment to make them work. They prefer to be directed, avoid
responsibility, have little ambition, and want security".They need to be supervised at every
step.They have no incentive to work or ambition and therefore need to be enticed by
rewards to achieve goals.
Theory Y: Theory Y assumptions take the opposite view: the mental and physical inputs
expended at the workplace are equated and par with those rest or play. External factors or
any threats from outside may not be the sole influence for exerting effort.They’re happy to
work at their own initiative.self-motivated to complete their tasks,enjoy taing
ownership,accept responsibility,involvement in decision making and work in a chalenging
way.
3. . Herzberg’s Two-Factor Theory:
 Herzberg noted that there were five features of work that bring about satisfaction, namely
achievement, recognition, the job itself, responsibility and advancement.His studies
indicated that certain job factors are consistently related to employee job satisfaction
whereas other can create job satisfaction.It is also known as motivation-hygiene theory.
He proposes a dual continumm :The opposite of “satisfaction” is “no satisfaction” and the
opposite of “dissatisfaction” is “no dissatisfaction”.The factors that lead to job satisfaction
are separate and distinct from those that lead to job satisfaction.

4. McClelland’s Need Achievement Theory

McClelland’s need achievement theory postulates that some people are driven to success
through seeking “personal achievement rather than rewards themselves”. This theory is
readily applicable to academic environments and explains why some teachers are high
achievers, despite the difficulties they face: they set themselves high goals and achieving
these goals is what drives them.It is based on three motivators namely Achievement,Affliation
and power .
5. Vroom’s Expectancy Theory
Vrooms’s expectancy theory stipulates that behavior is a product of choices that are available
for to be prioritized. The idea is to derive satisfaction and minimize dissatisfaction in
employees. Individual factors such as personality and skills determine performance. . This
theory also explains that performance, motivation, and effort are within an individual’s
motivation and variables such as valence, instrumentality, and expectancy verifies this. The
higher the effort in work relates to the higher the performance.

6. Value – Percept Theory

In this theory , the assumption is that the difference between expectations and what is
received can bring dissatisfaction depending on how important the job is to the individual. ,
 the assumption is that the difference between expectations and what is received can bring
dissatisfaction depending on how important the job is to the individual

2. Can motivation be increased? Discuss various factors that influence motivation.

Motivation can be increased as seeing progress is a great motivator in itself and improves ones’s
self esteem.

Factors that influence motivation are :

 Leadership style :The appropriate leadership styles encourage employees to develop

objectives and goals in their positions, work towards those goals and help employees
maintain that motivation throughout the course of their time at the organization.

 Recognition and Appreciation :Appreciation and recognition are two important components
of motivation within an organization. Offering recognition and praise not only makes
employees feel accomplished and appreciated, but it also reinforces good performance and
encourages employees to continue repeating the actions that led to the performance.
 Positive company culture:Having a positive environment of a company or team culture
include the wellbeing of employees, inclusion and equality among employees and
compassion towards employees. You can also contribute positively as an employee and get
more involved with your company's culture to keep yourself motivated.
 Job advancement opportunities :Ensuring employees understand a clear plan of progression
within their position in the workplace can instill motivation to work towards a promotion,
which can ultimately increase employee productivity.
 Flexible work schedules :Offering employees the opportunity to create their own schedules
or work flexible hours is another great way to instill motivation in your team. Flexible
schedules allow employees to better accommodate family needs, holidays and other
personal daily responsibilities that more rigid schedules often don't.
 Open communication:Ensuring there is an open line of communication among employees of
all levels can help alleviate issues quickly, encourage employees to communicate when
they're experiencing challenges and keep employees motivated by fostering a sense of
connection.
 Job security :Employees are often more motivated when they know they have job security
with a company. It's important to regularly inform team members of their job security and
to know that they are a valuable asset to the company.
 Financial benefits :Putting in place different opportunities for employees to enjoy financial
benefits for hard work is a great way to boost motivation and give employees a sense of
accomplishment and appreciation. Examples of financial motivators include bonuses, raises,
promotions

3. Discuss the importance of Motivation in the context of Organization behavior

Motivation can be described as the internal force that impacts the direction, intensity, and
endurance of a person’s voluntary choice of behavior.
We need to motivate employees because of the following reasons −

 Motivated employee are more quality oriented.

 Highly motivated employees are more productive as compared to other employees.
 It helps in achieving three behavior dimension of human resource namely
 Candidates must be attracted not only to join but also remain in the firm.
 Employees must perform task in a dependable manner.
 Employees should be creative, spontaneous and innovative at work.
 Motivation plays an important role in changing the attitudes of the employees in the
organization.
 A well-motivated workforce is a loyal workforce. Motivated employees have high levels of
morale and commitment towards the organization and its goals and objectives
 The process of direction is thus possible only when the employees proceed in the direction
that the manager determines and this requires a motivated workforce.

4. What happens when a person is not able to satisfy his needs? Explain with a suitable
example.
 When a person is not able to satisfy his needs he could lead to illness,
particularly psychiatric illness or mental health issues.
 Lack of esteem or the inability to self-actualize may also contribute to
depression and anxiety.
 Scarcity of resources also one of the reason of not satisfying the needs
 The basic concern of an economy is to allocate the scarce resources to the best
possible use in order to satisfy maximum wants. The limited resources have
alternative uses which along with the problem of scarcity makes it necessary for an
economy to make a choice among various alternatives.
 For example, an economy endowed with a given level of resources has to make a
choice between the production of capital goods and consumer goods. The choice of
the economy (i.e., what to produce and in what quantities) depends on the need of
the economy. While the production of consumer goods will hamper the capital
formation in the country for future production, the production of capital goods will
not provide sufficient goods for consumption to the present population.
 Individuals whose physiological needs are not met may die or become
extremely ill.
 When safety needs are not met, posttraumatic stress may occur
 Individuals who do not feel love or belonging may
experience depression or anxiety.
 Maslow’s hierarchy of needs clearly explains why we maybot satisfy our needs
in one area but in other community we can as in For example, a person in poor
health who has little financial security may be part of a community, have
an intimate partner, and maintain close relationships with family and friends.
Thus, the person’s safety needs are not adequately met, but community and
belonging needs are.
UNIT 4
8M

1. Explain Rukesh Value Survey (RVS). Explain how instrumental values assist in achieving end state of
existence.

The study was done In 1968 by American social psychologist, Mr.Milton Rokeach and the survey has been listed and
famous by the name, Rokeach Value Survey. Later on, he published a book by the name, Beliefs, Attitudes and
Values.
He has classified the nature of human behaviour into two sets of values i.e; Two types of values every Individual
possesses and further listed 18 subsets of values under those values.
So, the two types of values are : Terminal values and Instrumental values

By the definition, terminal values are the goals Individuals want to achieve , the long term goals e.g Aim
Instrumental values are ways of achieveing those goals e.g : If you want to become a professor , It comes under
terminal values . The ways you will indulge In teaching practices to become a professor comes under Instrumental
values.
These are the 18 set of goals that the majority of Individuals want to achieve In their lives. The ways we use to
achieve these terminal values, come under Instrumental values.
2. What are the various types of conflict. Explain

There are 4 types of conflict:

3. Value and loyalty has an impact on ethical behaviour? Explain.

For example, in one experiment, 20 percent of participants who took a loyalty pledge cheated when scoring
their own performance on a set of math puzzles, compared with 44 percent of those who did not take the
pledge.

"As our research shows, loyalty highlights the importance of ethical principles, bringing people's attention to
the fact that behaving ethically is the right course of action," she says.
On the other hand, the researchers found, competition among groups can be a force that causes immoral
behavior. In another experiment that featured cash prizes for solving puzzles, fraternity members who were
prompted with a note from their house president to take the exercise seriously cheated less, but those who
were told to compete to win cheated more.

"When we are part of a group of loyal members, traits associated with loyalty--such as honor, honesty, and
integrity--are very salient in our minds," Gino writes. "But when loyalty seems to demand a different type of
goal, such as competing with other groups and winning at any cost, behaving ethically becomes a less
important goal."

4. Explain the different stages of Conflict process.

5. Value, attitude and behaviour are inter-linked? Explain in detail.

the connection between

attitude and behavior is multitiered:
− One’s behavior can be predicted from intention.
− Intentions can be predicted from one’s attitude toward the behavior
and one’s perception of what others think one should do.
− Attitude is a function of how one perceives the action’s outcome will
be received by others.
In our various roles, our beliefs, values and attitudes are constantly interacting with those of our peers, friends,
family or teachers. We seem to instinctively 'like' the individuals who share our core v
alues and beliefs. Harmonising our value systems is what makes a relationship successful, be it personal, educational
or professional.

Attitudes have been described as hypothetical constructs that represent a person's like or dislike for anything.
Attitude is a judgment made on the 'attitude object' (a person, place, task, event, skill, etc.). Judgments from
attitude can range from positive, negative or neutral.
6. Explain functional and dysfunctional conflict?
7. What is cognitive dissonance and how is it related to attitudes?

For example, when people smoke (behavior) and they know that smoking causes cancer (cognition), they are in a
state of cognitive dissonance.

Festinger's (1957) cognitive dissonance theory suggests that we have an inner drive to hold all our attitudes
and behavior in harmony and avoid disharmony (or dissonance). This is known as the principle of cognitive
consistency.

When there is an inconsistency between attitudes or behaviors (dissonance), something must change to
eliminate the dissonance.
Notice that dissonance theory does not state that these modes of dissonance reduction will actually work,
only that individuals who are in a state of cognitive dissonance will take steps to reduce the extent of their
dissonance.

The theory of cognitive dissonance has been widely researched in a number of situations to develop the
basic idea in more detail, and various factors that have been identified which may be important in attitude
change.

Cognitive dissonance theory postulates that an underlying psychological tension is created when an individual's
behavior is inconsistent with his or her thoughts and beliefs. This underlying tension then motivates an individual to
make an attitude change that would produce consistency between thoughts and behaviors.
It is found (in two studies) that negative emotions experienced during cognitive dissonance were in fact inversely
related to attitude change, whereas positive emotions experienced in the same dissonance situation were positively
related to attitude change.

8. What role does genetics play in determining an individual’s job satisfaction?

9. “Managers should do everything they can to enhance the job satisfaction of their employees.”
Do you agree or disagree? Support your position.
10. Discover the methods to overcome barriers and change attitudes and explain.
MOD 5
Short Answer questions
1. What are various concepts of organizational structure?
The various concepts of Organizational Structure are:
 Job Design
 Departmentation
 Delegation
 Span of Control
 Chain of Command

2. State the characteristics of Leadership.

 Effective Communication
 Trustworthy
 Decisive
 Independent Thinker
 Positive
 Humility
 Conflict Resolution
 Visionary
 Team Builder
 Personable
 Appreciative
 Adaptable
 Encouraging the Heart
3. What is meant by quality of work life?
4. What are the various steps involved in formation of organizational structure.

Job design is the process of establishing employees' roles and responsibilities and the
systems and procedures that they should use or follow. The main purpose of job design, or
redesign, is to coordinate and optimise work processes to create value and maximise
performance.

5. Define Leadership. What are various ingredients a leader should possess.

6. What are various determinants of organizational
structure?

Determinants of Organisation Structure:

1. Nature of the Objectives:
The objectives of an enterprise govern the selection of persons with appropriate skills and
equipment capable of delivering the goods. The objectives, thus, determine the basis of the
organisation structure.
2. Operative Activities:
An individual in an enterprise may negotiate a sale to a cus•tomer; another may be engaged
in assembling the parts of a motor car; and a third may be collecting market data or cost
information. The operative activities and the inter-relations that exist among different tasks
have an important bearing on the structure of an organisation.
3. Technology:
The organisation structure of an enterprise depends upon the type and nature of
technological process adopted for the production. Therefore, technology is a factor for
consideration in determining the structure of an organisation.
4. Sequence of Tasks:
The nature of technology often dictates the sequence of tasks to be performed and human
relationships are required to be adjusted according to this sequence of tasks. This sequence
of tasks also acts as a major determinant to influence the structure of the organisation.
5. Limitations of Skill and Working Capacity:
Individuals in an enterprise differ in their skills and abilities. These individual differences
affect the tasks to be assigned to an individual and, as such, the structure is required to be
adjusted taking into account the limita•tions of human skill and ability.
6. Managerial Functions:
The managerial functions at one level or department may be different from that of other
level or department. Therefore, the structure of organisation is to be devised to maximise
effective inter-relationships at different management levels so that it can facilitate the
attainment of objectives by the effective efforts of the subordinate emplo•yees.
7. Size and Scope:
The smaller the firm, the more informal and loose becomes the inter•personal contacts and
relationships. But they will be otherwise in the case of big concerns. So, the size of the
enterprise and its scope of performance have an effective influence on the organisation
structure.
8. Strategy:
After considering the organisation structure of various enterprises the management thinkers
have come to the conclusion that the strategy plays a special role in determining the outline
of authority and flow of communication in an organisation.
9. Social Needs:
The social needs of an individual such as—status, recognition, sense of belonging,
opportunity for development of abilities or the satisfaction of ego need—re•quire that they
should be given due weight for their fulfilment within the organisation. The structure of an
organisation cannot ignore these social needs.

7. Identify the leadership skills?

 Willingness to Listen
 Perseverance
 Honesty
 Selflessness
 Decisiveness
 Trust
 Integrity
8. Define organizational design?

9. Summarize the outputs of organizational behavior system.

10. Define Fiedler’s Contingency Model of Leadership Effectiveness.

Fiedler's Contingency Theory states that, for a leader to be effective, their leadership
style must fit the situation. Using this model, you'll identify your own leadership
style, assess the situation that requires leadership, and determine whether you're the
right leader.
 11. Autonomous Work Groups is one of the techniques to improve the QWL.
Justify.

12. According to Harrison define the Quality of work life (AWL)

According to Harrison: “Quality of Work Life is the degree to which work in an
organization contributes to material and psychological well being of its members.”

LONG ANSWER QUESTIONS

1. Explain “managerial Grid” with the help of diagram

The Managerial Grid is developed by Blake and Mounton. It plots a manager's or leader's
degree of task-centeredness versus their person-centeredness It is based on two dimensions.
 Concern for people : this is the degree to which a leader considers team
members' needs, interests and areas of personal development when deciding
how best to accomplish a task.
 Concern for production : this is the degree to which a leader emphasizes
concrete objectives, organizational efficiency and high productivity when
deciding how best to accomplish a task.
It’s a 9 * 9 matrix which creates 81 positions in which a leader’s style may fall.Out of these
81 styles the most famous five styles are :
 As we can see Concern for people is lablled on y -axis and concern for production is labelled
on x-axis and there are coordinates on the extremes in the graph.The (1,1) coordinate is called
the Impoverished leader ,(1,9) is called Country Club,(5,5) coordinate is called Middle of the
Roas,(9,1) coordinate is called Task Oriented leader and (9,9) coordinate is called Team
Management.These are the extreme positions of the leadership styles.

The five leadership styles are :

1.Impoverished Management – Low Results/Low People
o The Impoverished or "indifferent" manager is mostly ineffective.
o With a low regard for creating systems that get the job done, and with little interest in
creating a satisfying or motivating team environment , this manager's results are
inevitably disorganization, dissatisfaction and disharmony.
2. Produce-or-Perish Management – High Results/Low People
o Also known as "authoritarian" or "authority-compliance" managers, people in this
category believe that their team members are simply a means to an end.
o The team's needs are always secondary to its productivity.
o This type of manager is autocratic, has strict work rules, policies and procedures,
and can view punishment as an effective way of motivating team members.
o This approach can drive impressive production results at first, but low team morale
and motivation will ultimately affect people's performance, and this type of leader
will struggle to retain high performers.
o They probably adhere to the Theory X approach to motivation, which assumes that
employees are naturally unmotivated and dislike working. A manager who believes
people are self-motivated and happy to work is said to follow Theory Y.
3. Middle-of-the-Road Management – Medium Results/Medium People
o A Middle-of-the-Road or "status quo" manager tries to balance results and people,
but this strategy is not as effective as it may sound.
o Through continual compromise, they fail to inspire high performance and also fail to
meet people's needs fully.
o The result is that their team will likely deliver only mediocre performance.
4. Country Club Management – High People/Low Results
o The Country Club or "accommodating" style of manager is most concerned about
their team members' needs and feelings.
o They assume that, as long as their people are happy and secure, they'll work hard.
o What tends to be the result is a work environment that is very relaxed and fun, but
 where productivity suffers because there is a lack of direction and control.
5 Team Management – High Production/High People
o According to the Blake Managerial model, Team Management is the most effective
leadership style.
o It reflects a leader who is passionate about their work and who does the best they can
for the people they work with.
o Team or "sound" managers commit to their organization's goals and and mission,
motivate the people who report to them, and work hard to get people to stretch
themselves to deliver great results
o Someone led by a Team manager feels respected and empowered, and is committed to
achieving her goals.

2.Define organizational structure and explain various implications that are

associated with the organizational structure .
Organisational structure is a systematic arrangement of people working for the organisation
in order to achieve certain golas.It is a framework of authority relationships among
individuals and group in an organisation.
The impications are :

o Hierarchial Organization Structure:

A hierarchical organizational structure is a pyramid-shaped chart where
the board of directors is at the top position and workers are at the
bottom level. This is the most common type of organizational
structure. Each employee has a supervisor in this organizational
structure.

Some advantages of this structure are- it gives every employee a

speciality and creates a healthy working environment. It motivates
employees with chances for promotion.

o Functional Organizational Structure

A functional organizational structure consists of activities like task
allocation, supervision and coordination. Functional Structure is also
like a hierarchical structure. A person with the highest level of
responsibility positioned at the top and employees are positioned
according to their skills and speciality. Each department here is
managed independently.

advantages of this structure are – It allows employees to focus on their

role help teams and departments feel self-determined

o Divisional Organizational Structure

Divisional organizational structure is one of the smartest organizational

structure ever. In this structure, an organization is separated into
some divisions, and each division has control over its own resources
and operations. This structure is specially designed for large
companies.
 o Matrix Structure
The matrix organizational structure groups employees by both function
and product at the same time. This organizational chart looks like a
grid and it displays cross-functional teams that form for specific
projects. It doesn’t follow the traditional hierarchical model. In this
structure, employees have dual reporting relationships. The main
objective of this structure is to provide both flexibility and more
balanced decision making.

For Example – An engineer may regularly belong to the technical

department under the engineering director but work on a temporary
project under the project manager.

o Flat or Horizontal Organizational Structure

A flat or horizontal structure can fit companies with few levels between
upper-level management and lower-level employees. Basically, startup
businesses use this type of structure to grow. This structure is
completely free of hierarchy related pressure so that employees can be
more productive.

advantages of this structure are – it gives employees more responsibility

and provides a better opportunity to grow.

o Team based organizational structure

In a small business, the team-based structure defines the entire
organization. It can be both horizontal and vertical. A team
organizational structure is meant to disrupt the traditional hierarchy,
giving employees more control, cooperation and focusing more on
problem-solving.

Advantages of this structure are – it increases performance, productivity

and transparency within an organization

3.Explain Contingency theories of leadership.

The contingency theory of leadership supposes that a leader’s effectiveness is contingent on
whether or not their leadership style suits a particular situation. According to this theory, an
individual can be an effective leader in one circumstance and an ineffective leader in another
one.
Blanchard’s Situational Theory
o The Blanchard’s Situational Theory suggests no single leadership style is better than
another. Instead of focusing on workplace factors, the model suggests leaders adjust
their styles to those they lead and their abilities.
o The Situational Leadership Model or Theory is also referred to as the
HerseyBlanchard Model.
In short
 The Hersey-Blanchard Model suggests no leadership style is better than another.
 The model suggests managers adapt their leadership style to tasks and relationships in the
workplace.
  The model's leadership styles are related directly to the different maturity categories of
followers or employees.

The Blanchard’s Situational Theory describes four basic levels of leadership :

1. Delegating style: A low-task, low-relationship style wherein the leader allows the group to
take responsibility for task decisions. This is best used with high maturity followers.
2. Participating style: A low-task, high-relationship style that emphasizes shared ideas and
decisions. Managers can use this style with moderate followers who are experienced but may
lack the confidence to do the tasks assigned.
3. Selling style: A high-task, high-relationship style in which the leader attempts to sell their
ideas to the group by explaining task directions in a persuasive manner. This, too, is used
with moderate followers. Unlike the previous style, these followers have the ability but are
unwilling to do the job.
4. Telling style: A high-task, low-relationship style wherein the leader gives explicit
directions and supervises work closely. This style is geared toward low maturity followers

4 .Charismatic leaders have different characteristics, that make

them stand out as successful leader.Explain.

Transformational leaders are often highly charismatic because they are

capable of initiating and maintaining a significant level of change in the
organization.
The following are some of the most prominent characteristics of charismatic leadership.

1. Communication
Charismatic leaders have extraordinary skills in communication. This helps to motivate
employees through tough times and also help them stay grounded when things are good. The
leaders are equally comfortable communicating one-to-one or in a group setting.

2. Maturity
Though they have a very powerful personality, a charismatic leader also has maturity and
character. They don’t believe in empty showmanship, but they draw on their wisdom and
 knowledge which they have accumulated over the years of life and business experiences.
They behave in a mature and responsible manner on all occasions.

3. Humility
Charismatic leaders also have a sense of humility. They place a lot of value on each
employee, and have the ability to truly listen to their concerns. The charismatic leader is able
to convince the employee of the value that they bring to the organization, and show them how
their contributions impact the strategic interests of the company. They inspire great loyalty
from their employees.

4. Compassion
Successful charismatic leaders are also compassionate. Charisma alone may not be enough,
because there’s a very real possibility that it can disintegrate into mere hero worship.
Compassion, integrity, honesty, and fortitude are also qualities that successful charismatic
leaders exhibit.

5. Substance
Charisma can exist without substance, but only for a very short time. Flashy and glitzy
behavior may capture the attention of people, but eventually they will want something
substantial beneath the facade. A charismatic leader must not only talk the talk, but also walk
the walk. Charm gets him the face time, and substance closes the deal.

6. Confidence
It goes without saying that charismatic leaders are truly confident. They are the glass half full
kind of people, and are comfortable with who they are. They understand themselves well and
do not try to be anyone else. Charismatic leaders are secure and confident enough to be
comfortable in their own skin.

7. Positive body language

One of the first things that you’d notice about a charismatic leader is their warm, open, and
positive body language. They make eye contact with were that they are talking to, smile, and
introduce themselves to strangers with the genuine joy of making a new contact. They have
an endearing swagger, and they are authentic.

8. Listening skills
Charismatic leaders are extremely good listeners. When they listen to you, they don’t fidget
or look distracted. A charismatic leader pays attention to what is being said, and listens with
interest. They are engaged in the conversation and act with empathy.

5. Leadership is a corner stone of managing an organization.

Discuss.
o Integrity is the cornerstone of leadership. A cornerstone has dimensions, can
be viewed from different angles. In the same way, many good leaders have
sought to define what they mean by writing down a list of guiding principles, a
set of values, or a code of ethics.Lots of organization follow this.Lets take an
example
o The Scouts have the 12 points of the Scout law. “A Scout is Trustworthy…”
 o The Army has a great one that I’ve done my best to live by for the last 26
years – the Seven Army Values:
o LOYALTY – Bear true faith and allegiance to the U.S. Constitution, the Army,
your unit, and other Soldiers.
DUTY – Fulfill your obligations.
RESPECT – Treat other people as they should be treated.
SELFLESS SERVICE – Put the welfare of the Nation, the Army, and your
subordinates before your own.
HONOR – Live up to all the Army Values
INTEGRITY – Do what’s right, legally, and morally.
PERSONAL COURAGE – Face fear, danger, or adversity (Physical or Moral).
o The shape of the building may change – there may be additions, renovations
– but the cornerstone remains in place. There may be a great storm that
destroys the building entirely, but you can be sure that even if every other
stick is gone, the cornerstone remains, ready for construction to begin anew.
o That’s the way your leadership should be: You have to be able to adapt to
changing conditions, but the principles that guide your actions and those of
your team need to be rock solid, like the cornerstone.
o whether you are a formal leader or an informal one influencing those around
you, it’s important to recognize that others are taking their measure from
you. Your leadership will guide how they act. Your leadership is their
cornerstone.

Refer the link if you want :cornerstone of leadership

6. Differentiate between mechanistic and organic structure. Under what

circumstances would each type of structure be more beneficial in
achieving organizational goals?
7. Illustrate the Blake and Mouton Managerial Grid behavioural
leadership model.
Refer to Long Answer(1)
8.Discover the research findings in organizational designs and employee
behaviour.
o Not everyone prefers the freedom and flexibility of organic structures. Some
people are most productive and satisfied when work tasks are standardized
and ambiguity is minimized that is, in mechanistic structure. So any
discussion of the effect of organizational design on employee behavior has to
address individual differences. To illustrate the point, let us consider
 employee preferences for work specialization span of control and
centralization.
o More people today are undoubtedly turned off by overly specialized jobs than
were their parents or grandparents, it would be naive to ignore the reality that
there is still a segment of the workforce that prefers the routine and
repetitiveness of high jobs.
o Some individuals want work that makes minimal intellectual demands and
provides the security of routine. For these people high work specialization is a
source of job satisfaction.
o The empirical question, of course, is whether this represents 2 per cent of the
workforce or 52 per cent.
o Given that there is some self selection operating in the choice of careers it
might include that negative behavioral outcomes from high specialization are
most likely to surface in professional jobs occupied by individuals with high
needs for personal growth and diversity.
o A review of the research indicates that it is probably safe to say there is no
evidence to support a relationship between span of control and employee
performance.
o Although it is intuitively attractive to argue large spans might lead to higher
employee performance because they provide more distant supervision and
more opportunity for personal initiatives, the research fails to support this
notion.
o The reason is probably individual differences.
o That is, some people like to be left alone, while others prefer the security of a
boss who is always quickly available.
o Consistent with several of the contingency theories of leadership it is
expected that factors such as employee experiences and abilities and the
degree of structure in their tasks to explain when wide or narrow spans of
control are likely to contribute to their performance and job satisfaction.
However, there is some evidence indicating that in a manager’s job a job
satisfaction increases as the number of employees supervised increases

o In general, organizations that are less centralized have a greater amount of

participative decision making.
o And the evidence suggests that participative decision making is positively
related to job satisfaction.
o But again individual differences may surface. The decentralization satisfaction
relationship is strongest with employees who have low self esteem.
o Because individuals with low self-esteem have less confidence in their
abilities, they place a higher value on shared decision making which means
that they are not held solely responsible for decision outcomes.

Refer the link if you want : Reearch org designs and employee behav

9.Describe the Contingency theory of leadership and explain its central

features.

Refer to 3 Long Answer

 Some of the features are :
o Identify the specific goal; frame it as a SMART goal
o Diagnose the individual’s level of competence and commitment
o Apply the correct leadership style
o allow an organization to return to its daily operations as quickly as possible
after an unforeseen event.
o The contingency plan protects resources, minimizes customer inconvenience and
identifies key staff, assigning specific responsibilities in the context of the recovery.

10.Identify the Minitberg’s five basic elements of organization and

explain

The Entrepreneurial or Simple Organization

An entrepreneurial organization usually assigns most of the major decision-making to one

or a few leaders. The owner of the company or the few partners who run it will meet with
other staff members to keep them informed, but will usually give them their assignments
and goals, and ask that staff get approval for any plans they have before they get started.

This can lead to micromanagement and reduced productivity and efficiency because an
owner usually isn’t an expert at all of these functions, and managers are nervous about
moving ahead without permission every step of the way.

the founder of a company, for example, not only makes the big-picture strategic decisions
for her company, but she also directs the work of the HR, marketing, accounting, sales and
IT managers.

The Machine Organization

This type of organization has rigid roles, policies, guidelines, operating methods and
reporting procedures. The positives of this type of organization is clear communication –
everyone knows exactly what they are supposed to be doing and how to do it.

One of the problems with this type of organization is that instead of setting goals and
letting talented people figure out how to best reach these goals, the management orientation
creates a machine bureaucracy that can lead to stifled creativity, longer production and
problem-solving times and lack of interdepartmental and team communication.

The Professional Organization

When a business is reliant on more than a few experts in their fields, the company might go
with a professional organizational model. This type of model gives experts more autonomy
to create and reach their goals. Executive management still sets the long-term strategic
goals for the company, but professionals have more input into new product or service
development and product development. Examples of these types of companies might
include law firms, schools, consulting firms or innovative tech companies.
The Divisional Organization

Some companies have so many different business lines, or sell products or services that are
so different, that each different unit operates independently.

In some divisional organizations, the different business units share certain functions
provided by the corporate office, such as insurance, telecommunications, real estate and
even HR, IT and accounting support. With other models, each division is almost entirely
independent. Chevrolet, Cadillac, Buick and GMC, all working under General Motors
corporate oversight, fall into the "divisional" category of Mintzberg's organizational
structure examples.

The Innovative Organization

An innovative organization differs from an entrepreneurial organizational model in that the

former refers to more control by new founders, while the latter refers to an emphasis on
continuing new product development. The people brought in are experts at what they do,
and they often do work for multiple companies. Think of a movie studio making a movie,
bringing in a director, producer, scriptwriter and actors to make one film. Pharmaceutical
companies often use this management model to put together temporary scientific teams to
create new drugs, which are then turned over to the marketing team