ORGANISATION BEHAVIOUR

UNIT-I

Section A

1. Explaining the various factor determining the job satisfaction?

There are various personal and organizational factors that influence job satisfaction. The
following chart indicates the determinants of job satisfaction :

Factors Determining Job Satisfaction

Age Nature of work assigned

Sex Pay and other benefits

Educational qualification Superior-Subordinate relationship

Experience Inter-Personal relationship

Ability Opportunities for advancement

Personal Factor

Age:

The age of a person does have its influence on his level o job satisfaction. People who
are young usually have a higher level of job satisfaction provided they rightly choose there
career .Those who are in their twenties or thirties are energetic and have the stamina to work
hard and derive pleasure out of their work. As a person get older he gets tired physically and
mentally. Further he reaches the saturation point at this stage and he work usually does not give
him the pleasure it gave earlier.

Sex:

There is a feeling among many employers that women employers that women employees
are much more committed work then men. A Women employee who is able to show greater
commitment to e naturally should derive higher level of job satisfaction.

Educational Qualification:

The job satisfaction level of people with higher educational qualification is generally
found to be low. This happens because, such people always looks for better employment
opportunities .A person deriving pleasure out of his present job which is also remunerative need
not look for better employment prospects.

Experience:

The experience of an employee give him exposure to many difficult work situations. This
enable him to learn the art of managing crisis. Such person in view of their ability to tackle any
critical work situation, should naturally have greater job satisfaction than then those who are
inexperienced.

Ability:

An employee who lacks of capability to perform his job, obviously cannot derive is
satisfaction. Performance is vital for job satisfaction. Only those who have the ability will able to
perform.
 Perception:

Job expectation differ from person to person. Some individual may be interested in
challenging job while other may be interested in routine job. The extent to which the expectation
of a person have been fulfilled is yet another determinant of job satisfaction.

Organizational Factor:

Nature of work assigned:

The work assigned to an employee should be of interest to him. What appears to be

interesting job to one may appear to be uninteresting to another and so .It is important that
employer should understand the capabilities and preferences of his employee before assigning
them work.

Pay and other benefits:

Pay and other benefits offered to employees, although cannot determine job satisfaction
in all cases, are not important. An employee who derive pleasure out of his job cannot be
indifferent to pay and other benefits to which he is entitled. Where this benefits are inadequate
the level of job satisfaction is bound to be low.

Superior-subordinate relationship:

Sometimes an employee may be fully satisfied with his job. But if his superior tries to
find fault with him unnecessarily the employee gets disturbed mentally. This affects satisfaction.

Inter-personal relationship:

When the relationship between the employees working as a group is not cordial it will
affect individual performance. This happens because of two reasons. First, co-ordination
becomes difficult when inter-personal relationship is not good and second the employees
disturbed psychologically.
 Opportunities for advancement:

Where in a organization there are no opportunities for promotion the employees may
have to remain in the same job till retirement. There may not be any change even in their
designation. Such employees may not work with enthusiasm. Lack of promotion opportunity
thus promotes job dissatisfaction.

2. Explain Maslow’s theory?

An Abraham H.Maslow, a psychologist, developed a theory called the “Need Hierarchy

Theory”. It is one of the oldest theories on motivation. Maslow was of the view that human
behavior is directed towards the satisfaction of certain needs. He classified human needs into five
categories and arranged them in a particular order as given below:

 Physiological Needs
 Safety Needs
 Social Needs
 Self-actualization Needs and
 Esteem Needs
a. Physiological needs:

These are the primary or basic needs of a person that must be fulfilled. These include among
others, food, clothing and shelter that are vital for the survival of mankind. A person cannot think
of recognition or status when he is no able to earn adequately to satisfy his basic needs.

b. Safety needs :

The safety or security needs emerge once the basic or physiological needs of a person are
fulfilled. Job security is one such need. People generally prefer secured jobs. Similarly, every
employee wants to contribute to provident fund, insurance and such other schemes that protect
his interest particularly in his old age particularly when he cannot work and earn.

c. Social needs:

At this stage, a person wants friendship, companionship, association love and affection of
particularly those with whom he mingles often. In the work place he may long for the association
of the fellows employees. These association are formed by the owners to look after common
amenities and for the sake of peaceful co- existence.

d. Self-actualization needs :

According to Maslow, a person , who reaches this stage , wants to achieve all that one is capable
of achieving. In other words, a person want to perform to his potentials. It can be in some other
sphere also. For example, an actor or actress may excel in politics.

e. Esteem needs:

These needs arise in view of a person desire to have his ego satisfied. The satisfaction of these
needs gives a person the feeling that he is above others. It gives a person self- respect, self-
confidence, independence, status, recognition and reputation. These may given importance to
satisfy ego to an greater extent.
Evaluation of Maslow’s theory:

The following are the key points of Maslow‟s theory:

1. Human needs rise in a particular sequential order and not at random.

2. Safety needs are not important until the physiological needs are satisfied.

3. Once a need is satisfied, it ceases to be a motivating factors.

4. There can be a limit to physiological and safety needs but not to social esteem and self-
actualization needs.

3. Critically review F.W Taylors scientific management school of management thoughts?

F.W Taylor‟s Scientific management treated as unique during the initial period
invention. Some of the criticisms are summarized :

a. The term scientific refers to something new. Taylor had only made scientific approach to
management.

b. According to scientific management workers are forced to work hard to produce maximum
output. At the same time this concept of management fails to consider the physical and
mental well-being of workers.

c. He laid much emphasis on production management. But he does not give any weightage to
financial management, sales management, management accounting and he like.

d. According to him maximum productivity is achieved only through employing first class
workers.

e. Workers efficiency was improved through adoption of standard techniques and tools.

f. Increase in production is possible in scientific management. But the wages of workers are
not increased in direct proportion to increased production.
 g. Conductive working conditions are provided to increase workers efficiency. The standard
regarding output, wages and working condition are fixed.

h. Wages are paid according to piece-rate system under Scientific management. This system
benefits the Experienced and efficient workers.

i. The principle of division of work is adopted in scientific management. Each worker is to do

portion of work of an entire process.

j. Workers are treated as irresponsible and unambitious persons under scientific management.

4. What is meant by system approach to management?

Meaning:

A system is a set of inter-connected and inter- related elements or components parts

which are arranged in order and operate together to achieve certain goals.

System Approach:

This approach is based on empirical data.

Elements of system approach:

The main elements of system approach are as follows:

1. An organization is a unified and purposeful system.

2. The parts and sub-parts of a system have mutual relationship with each other.
3. An organizational systems has a boundary that determines which parts are internal and
which are external.
4. A sub-system gets its strength by its association and interaction with other sub-systems.
5. The reaction of the outputs environment is known as feedback. Feedback is useful in
evaluating and improving the functioning of the system.
 Features of management as system:

Management is regarded as a system under the systems approach, on account of the

possession of the following features:

1. Social system: Management is a social system since the management since the
management has all the characteristics of social system.
2. Open System: Management has the interaction with the environment. Management takes
various resource s, allocates and combines these resources, allocates and combines these
resources to produce desirable output.
3. Multidisciplinary: Management draws and integrates knowledge from various
disciplines and schools of thought like economics, psychology, sociology and so on.
4. Dynamic: Always management moves towards growth and expansion.

5. What is meant by bureaucratic organization? Give the characteristics of bureaucratic

organization?

Max Weber analyzed the various points before finalizing an ideal form of organization.
In this direction Bureaucratic organization offers a lot of benefits to the public.

Characteristics or features:

The basic characteristics or features of bureaucratic organization are discussed below:

a. Functional specialization: A work is to be divided into various parts by adopting the

principle of division of labour. Each part of work is assigned to separate person who is
specialized in that type of work.

b. Hierarchy of authority: A sub-ordinate is under the control and supervision of one of the
superior authorities. A Subordinate is responsible to his superior for his own decision and
action.

c. Rules and regulations: Well defined rules and regulation are laid down to govern the
work behavior of employees.
 d. Rights and Duties: Each and every employee can understand his rights and the duties to
be performed. The procedure is to taken into an account while performing the work.

e. Technical Competence: Qualification is prescribed for each and every jobs/position.

Selection and promotion is followed on the basis of technical competence possessed by the
candidates.

f. Fixation of Procedure: A procedure is fixed or framed by considering situation or work.

Each procedure must be time-tested and adoptable by any person.

g. Record Keeping: Every decision and action is taken only after writing in number of
documents. Both draft form and original documents are preserved should be given on the
basis of efficiency. Weber wants to improve the performance of the organization gradually
by following bureaucracy.

Section B

6. What are the outcomes of neo classical school of management thoughts?

This theory is also known as the “Behavioural Theory of Organisation”.This theory is

identified with the human relations movement started by Elton Mayo and his associates. The
neo- classical approaches has adopted the baic patterns of the classical theory but it has modified
the same in the light of the behavioural patterns of the people in the organization.

Division of work no doubt has several advantages. But it may monotomy and fatigue
as the worker is doing the same work again and again. The neo- classical theory
therefore has accepted the concept of division of labour but has stressed the need for
motivation, co-ordination and proper leadership.
In matter of span of control, the neo- classical theory has not accepted any superior-
subordinate ratio.
Neo- classical theory is in favour of a flat organization structure as against the tall
structure put forth by the classical theory. A flat structure has a shorter span of
control and this provides greater scope for effective communication and motivation.
Important aspects of Neo-Classical Theory:

The important aspects of the neo-classical theory may be summed up as follows:

1. AS organization is essentially a social system.

2. There exists an informal organization within a formal organizational set up.
3. Proper motivation and leadership will be necessary to break monotomy and fatigue.
4. There must be a proper system of delegation of authority and creation of accountability.
5. Conflicts between the personnel in an organization can be resolved through participation,
effective communication and recognition of human dignity.
6. Capabilities of the superior and subordinate, the nature of the work to be performed etc.,
shall be considered in determining the correct span of control.

Limitations of Neo-Classical Theory:

The neo-classical theory too suffer from certain limitations. These are given below:

1.It has been said that the structure of organization provided by the neo-classical theory
would not suit all organization.
2.It has been further said that the assumption of the theory, that it is possible to evolve a
solution that is acceptable to everyone, is not true.

7. Explain the Henry Fayol’s principles of management?

Henry Fayol has set forth the principle of management on the basis of his own experience in
the mining company:

1. Division of Work: Division of work makes a man specialist. The reason is that
division of work helps to specialist in an activity which increases the output with
perfection.
2. Authority and Responsibility: Management is getting things done by others. A
superior gives direction to his subordinate to perform the job. Then the supervisor
may exercise his authority.
3. Discipline: Discipline is the respect for agreement which are directed at achieving
obedience, application, energy and the outward marks of respect.
4. Unity of Command: A subordinate has only one superior. If not, so the sub-ordinate
does not perform any job perfectly. In other words , each subordinate is responsible to
only one superior.
5. Unity of Direction: The business activities are grouped on anyone of the bases,
normally on functional basis. The activities of a group are assigned to a person who is
said to be a manager.
6. Subordination of Individual Interest to Group Interest: An individual has his own
interest. At the same time the organization has its own interest. Here the interest of
organization is termed as group interest.
7. Remuneration of personnel: Employees should be given fair and reliable
remuneration. The employee should get satisfaction out of their wages.
8. Centralization: Everything increases the importance of superior role in organization,
While everything decreases the importance of superior role in decentralization.
9. Scalar Chain: It is the chain of superior ranging from the ultimate authority to the
lowest ranks. The communication flows from top to bottom.
10. Order: The principle of right place for everything and for everyone should be
followed by the management. It is applied to both material and men.
11. Equity: It refers to a combination of fairness , kindness and justice. All the
employees of the organization are treated equally by the manager.
12. Stability of Tenure of Personnel: The security of job is an essential one. In security
of job results in higher labour turnover. It increases the administrative expenses.
13. Initiative: A manager should have the conceiving and executing initiative. It will
have psychological effect over the subordinates. The subordinate are free to express
their views or opinion in the execution of the work.
14. Expirit de Crops: This means union is strength or team spirit. All the employees of
the organization are put together as a team in order to achieve the objectives of the
organization.
8. Explain the outcomes of scientific management principles and discuss about the
employers criticisms on scientific management?

Criticism of Scientific Management:

F.W Taylor‟s scientific management was treated as unique during the initial period of
invention:

1. The term scientific management refers to something new. People raised their voice against
the use of the word scientific before the management. The reason is that he does not find
anything new in management.

2. In this workers are forced to work hard to produce maximum output.

3. He laid much emphasis on production management. He does not give any weightage to
other areas.

4. Tools and equipments , and materials are supplied to each worker. The foreman issues
detailed instruction regarding the performance of the job and method of performing them.

5. According to him, productivity is achieved only through employing first class workers.

6. Workers efficiency was improved through adoption of standard techniques and tools.
Improving workers efficiency results in the increase of production.

7. Increase in production is possible in scientific management. But, the wages of workers are
not increased in direct proportion to increased production.

8. Conducive working condition are provided to workers efficiency. The standards regarding
output, wages and working condition are fixed.

9. It was argued that the time study , motion study, fatigue study, standardization of wage
rates.

10. The introduction of scientific management is an expensive one. Standardization of tools

and equipments and working condition are involves of heavy expenditure.
11. Wages are paid according to the piece-rate system under scientific management. The
system benefits the experienced and efficient workers.

12. The introduction of scientific management disturbs smooth functioning of the

organization.

13. The principal of division of work is adopted in scientific management. Each worker is to
do portion of work of an entire process.

14. Workers are treated as irresponsible and unambitious persons under scientific
management.

9. List out the principle and practices of scientific management?

Scientific Management:

According to F.W Taylor, Scientific management consists of a certain philosophy

of scientific selection and training of right workers for right job, providing adequate working
condition , providing a system of monetary incentives to efficient workers and assumption of
responsibility by a superior to his subordinates.

F.W Taylor has given the principles of scientific management. They are briefly explained
below:

Science not rule of thumb: It means the replacement of old method of doing work
scientifically.
Harmony in group action: F.W Taylor has emphasized peace and friendship in
group action.
Co-operation: There should be a co-operation between management and workers and
vice versa.
Maximum output: Maximum output is achieved through division of work and
assumption of responsibility by the management and workers jointly.
Improvement of workers: Under scientific management, all the workers should be
given opportunity to improve to the fullest extent possible.
10. Explain the important concepts of organizational behaviour?

Definition of organizational behavior :

“ Organizational Behavior is directly concerned with the understanding, prediction

and control of human behaviour in organization.”

Some of the important concepts having relevance to OB are discussed below:

Individual difference:
People differ not only in their physical attributes but in their psychological qualities
as well.
Perception :
“One man‟s food is another man‟s poison” is a famous quotation. The way a
person see, understands and interprets things is what is called perception.
The concept of ‘Whole Person’:
It means that it is not the skill or the intelligence of the individual alone that is
important for the growth of the organization.
Motivation:
People have different kinds of needs for the satisfaction of which they strive
hard.
Involvement/ Empowerment:
People in the workplace cannot be handled in the manner machines are handled.
An employee must be able to fully involve himself in the work he does for best results.
Dignity of labour:
The employee must be treated with respect and dignity.
Social system:
An organization is a conglomeration of individual who work for a common goal.
The activity of each individual affects and is affected by the activities of others.
Mutuality of interest:
Just like how the organization need people, people also need organizations. It is
only the people who work for the attainment of the organizational objectives.
 UNIT-II

Section A

1. Explain the determinants of personality?

Determinants of Personality:

The Various factors that determine the personality of a person may be grouped under
three categories:

1. Hereditary/genetic factors

2. Social factors

3. Situational factors

Hereditary Factor:

A number of physical, mental and psychological qualities of a person are determined by

his heredity. Heredity is the biological transmission of physical and mental characteristics
from parents to children. A person may inherits the following characteristics.

a) The physical structure of a person

b) Other physical features- color of skin, hair and eyes

c) The capacity to learn and respond

d) Temperament

e) Level of enthusiasm

Social Factors:

Apart from the biological or hereditary factors mentioned above certain social factor also
play a vital role in shaping the personality of an individual. Important among these are the
influence of family, teacher and the peer group.
 Situational Factor:

The particular situation in which one is placed also puts pressure on him to behave in a
particular fashion.

Thus it is clear that in addition to the hereditary and social factors several environmental
factors also play an important role in shaping an individual personality.

2. Define learning? Explain the various theories of learning?

Definition:

“Learning is the process of having one‟s behavior modified, more or less permanently,
by what he does and the consequences of his own action, or by what he observes” – Munn
and Others

Theories of Learning:

The following are the important theories of learning:

1. Classical conditioning theory.

2. Operant conditioning theory.
3. Cognitive theory.
4. Social learning theory.

Classical Conditional Theory:

This theory is based on Pavlov‟s experiments to teach d to salivate dog in response to the
ringing bell.

The classical conditioning theory has some relevance in understanding human behavior
in workplaces. For example the employees can link their pay hike to the better financial position
of their employer.

The classical conditioning theory however has certain limitations. For example, it does
not explain all the aspects of human learning.
Operant Conditioning Theory:

According to this behavior is a function of its consequences. A particular behavior is

likely to be repeated if its consequences are favorable.

The operant conditioning theory, thus, on the relationship between behavior and its
consequences.

Cognitive Theory:

Cognitive is the act of knowing. The cognitive theories are of the view that the learner
forms a cognitive structure in memory that preserves and organizes information about the
various event that occur in a learning situation.

Knowledge of the cognitive theory is also useful in understanding the concept of

motivation better.

Social Learning Theory:

The social learning theory is based on the view that a person learns by observing others-
parents, teachers, friends, films artist, superior and fellow-workmen, the following points that
determine the influence of the role of an individual:

a)Attention

b)Retention

c)Reproduction

d)Reinforcement

3. Define perception? Discuss the process involved in perception?

Definition:

“Perception can be defined as a process by which individuals organize and interpret their
sensory impression in order to give meaning to their environment”- Stephen P. Robbins.
The Process of Perception:

Stimuli play a vital role in perception. The word “stimuli” means anything that exercise
or arouse a person.

The process of perception involves six stages- Receiving, Selecting, Organizing,

interpreting, Checking and reacting to stimuli.

Stage I- Receiving Stimuli:

We receive stimuli through our sense organs- eyes, ears, hands, nose, and tongue. Stimuli
may be in the form of objects, events or people. Our sense organ receive not only physical
objects but also those that have been suppressed.

When a person interacts with stimuli sensation takes place and that marks the beginning
of the process of perception.

Stage II- Selecting Stimuli:

Several factor influence the selection of stimuli. These are classified into external and
internal factors. The important factors influencing the selection of stimuli are nature of the
stimulus, location , size and shape, intensity, novelty and Familiarity, contrast, motion and
repetition.

Stage III- Organization stimuli:

After having selected the stimuli from the environment, the next step is to organize these
in a proper manner to make the same meaningful. The following principle are important in
organization of stimuli:

a) Principle of figure- Ground

b) Principle of similarity
c) Principle of proximity
d) Principle of closure
Stage IV – Interpreting stimuli:

The next step after the organization of stimuli is interpretation. Interpretation is the process
of assigning meaning to the stimuli received and organized. It is influenced by a number of
factors. Important among them are the following:

a) Mind set
b) Attribution
c) Stereotyping
d) Halo Effect
e) Contextual Influence

Stage V – Checking stimuli:

The next stage in the process of perception is that the perceiver has to check whether the
interpretation made by him is correct or not. One way of checking is that the perceiver should
ask himself certain question and answer to these question would reveal whether his perception
about someone or something is correct.

Stage VI- Reacting to stimuli:

As the last step, the perceiver has to react to what he has perceived about someone or something.
The reaction, obviously, will be positive if the perception is favorable and it will be negative if
the perception is unfavorable.

4. Explain the various functions of attitudes?

Definition:

“Attitude is predisposition to respond in a positive or negative way to someone or

something in one‟s environment” – SCHERMERHORM AND OTHERS.

Functions of Attitude: Attitude held by an individual help to fulfill the following functions:

1. To Provide Utility:
Holding certain attitudes may be useful to a person. It may give him protection
when crisis arises. In a work place, an employee who has a negative attitude towards the
 management due to the hardship caused to him by the later, may have the support of the
employee union.

2. To Satisfy One’s Ego:

Sometimes an individual may develop certain attitudes to satisfy his ego. For
example there is a feeling among most senior employees that the new recruits may not work
efficiently.

3. To Reflects one’s Value System:

Attitude do makes clear the value system of an individual. For example, if a

person reserves 10 percent of his monthly salary for charity, it indicates his concern for the
deprived, poor, and the needy.

4. To be a Substitute for one’s Knowledge:

In the absence of perfect knowledge of anything or anyone, an individual tends to

use his attitude to arrive at a conclusion.

An employee for example who has no aptitude for overtime work, may have the
attitude that such overtime work is unnecessary.

5. What is learning? Explain its characteristics?

Definition of learning:

“Learning is the process of having one‟s behavior modified, more or less permanently,
by what he does and the consequences of his action, or by what he observes”-MUNN AND
OTHERS.

Nature and Characteristics of Learning:

The important characteristics of learning are as follows:

a) Learning results in change in behaviour.

b) The change may be good or bad.
c) The change .
 d) The change must be relatively permanent.
e) A mere change in one‟s thought process or attitude is not learning.
f) Any change in behavior due to ageing, illness or injury is not the result of learning.
g) Any positive change has to be permanent. To achieve permanency, the practice needs to
be reinforced, supported or strengthened.
h) Learning is a continuous process. It is not something that occurs only during a particular
stage in one‟s life.

Section B

6. Why should manger give importance in understanding human behaviour?

An organization cannot function by itself. It is only the individual in organizations who

does and make things happen. As far as the individual are concerned, it is their behavior that
indicates their attitude towards work, their superiors, fellow employees and the management. A
person‟s behavior, therefore needs to be observed.

Positive Individual Behaviour:

In a workplace the behavior of an individual is considered positive when he,

i) Completes his task within the stipulated time.

ii) Does not waste time during working hours

iii) Does not complain about anything or anyone unnecessarily

iv) Is regular for work and also punctual

v) Accepts and carries out any assignment with enthusiasm.

Negative Individual Behaviour:

The individual behavior is negative when,

i) There is always undue delay in carrying out his duties.

ii) There is always a tendency to while away time.

 iii) He complains frequently someone or something.

iv) He is irregular for work.

v) He shows resistance to any proposal.

7. Explain the difference between authority and responsibility?

Meaning of authority:

„Authority refers to the official right of a person to do and make things happen in an
organization. Authority gives the superior the right to give orders, make and allocate resources.
Authority comes to a person by a virtue of his official position.

Meaning of power:

„Power‟ may appear to be similar to authority. Power is the capacity of a person to act
and influence others. It does not come to a person by reason of his official position.

AUTHORITY POWER

1.It is the official right of an individual 1. It is the capacity of individual.

2.It occurs to a person by the virtue of his 2. It occurs to a person by virtue of his
official position. personal position which is determined by his
intelligence, knowledge, skill and Other
personal qualities.

3.It can be transferred by the process of 3. Power being the personal quality of
delegation to anyone. individual it cannot be transferred to anyone.

4. Authority flow downward 4. Power flow in all direction

5.Authority relationship can be shown in 5. Power position cannot be shown by means

organization chart. of organization chart.
8. What are the determinants of perception?

The various determinants of perception may be studied as follows:

a) Qualities of the perceiver

b) Qualities of the perceived
c) Environmental conditions

Qualities of the Perceiver:

1. Value system
2. Attitude
3. Personality traits
4. Experience
5. Needs

Qualities of the perceived:

1. Physical stamina
2. Mental Qualities
3. Level of commitment

Environmental conditions:

1. Physical Environment
2. Social environment

9. Explain the various theories of personalities?

Behavioral science experts have adopted and developed different theories on the concept of
personality. These are:

a) Type theory
b) Trait theory
c) Psychological theory
 d) Social learning theory
e) Self theory

Type Theory:

The type of theory classifies personalities based on:

a) Body build/structure
b) Psychological factors

Psychological have explained the concept of personality based on the body structure of
individuals. Another approach in type theory to classify personalities is based on psychological
factors. Personalities are classified into “extrovert” and “introverts”.

Trait Theory:

The trait theory explains personality on the basis of the traits of a person. Traits are the
distinguishing characteristics of an individual.

Psychoanalytical Theory:

The credit for developing the psychoanalytical theory is given to Sigmund freud. The theory
is based on the assumption of human behavior is influenced more by unseen or unconscious
forces rather than conscious and rational thoughts.

a) ID
b) EGO and
c) SUPER EGO

Social Learning Theory:

A person acquire certain behavior or modifies his behavior by learning. He learns to behave by
observing the actions of others and the consequences of such actions.

Self Theory:

It focuses on the following four factors:

 a) Self-image
b) Ideal-image
c) Looking glass-image
d) Real image.

10. A happy employee is productive employee- Discuss the statement?

The following measures may be adopted to improve the QWL which may helpful in
increasing the productivity of employee:

a) Pay and stability of employment

b) Reduce/ Eliminate occupational stress
c) Employee Health
d) Alternative Work Schedule
e) Participative Management
f) Recognition
g) Harmonious Supervisor- Worker Relationship
h) Grievance Procedure
i) Adequacy of resources
j) Seniority and merit in promotions
k) Employment on permanent basis
 UNIT-III

Section A

1. How did Hawthrone studies revolutionize the understanding of OB?

Hawthrone experiments have opened new vistas in human behaviour. Human relation are
very important to motivate workers in order to develop team spirit in an organization.
Hawthrone experiments have identified the factors which are responsible for motivating
workers at the work place.

The following are the major findings and conclusion of the Hawthrone experiments:

a) Social factors
b) Group Influence
c) Production Levels
d) Motivation
e) Conflicts
f) Leadership
g) Cordial Relationship
h) Behaviour of workers
i) Supervision
j) Communication
k) Reaction of workers.

Criticism of Hawthrone experiments:

The findings of the Hawthrone experiments have been criticized in many ways. Some of the
criticisms are listed below:

a) Derecognization
b) Pro-management bias
c) No scientific Enquiry
d) Clinical Bias
e) Lack of universal Application
 f) Overlooking social factors
g) Limited scope of research
h) Treatment of workers
i) Undue importance to observation
j) Doubtful Validity
k) Undue Importance to Worker Satisfaction

2. What is OD? Discuss the benefits and limitation of OD?

Meaning of OD:

Organizational Development is the systematic application of the knowledge

gained from behavioral science to bring about planned change. The basic objective of OD is to
prepare the organization to meet the challenges of changes.

Definition of OD:

“OD is a complex educational strategy designed to increase organizational

effectiveness and wealth through planned intervention by a consultant using theory and
techniques of applied behavioral science”- DALE S.

Benefits of OD:

The plus points of OD are given below:

1. OD focuses attention on the whole organization. It appears the organization to face any
kind of change in future.
2. The employees are able to work with greater motivation, as a the work environment has
become conducive for work.
3. When employees work with greater motivation as the work environment has become
conducive for work.
4. As the employees are exposed to better and newer methods of work, the quality of work
is sure to improve.
5. Better work environment, better motivation and higher quality of work should result in
greater job satisfaction among employees.
Limitations of OD:

Some of the limitation of OD are:

1. OD is an elaborate process. It is therefore a time consuming affair.

2. The change brought about by OD may not pay rich dividend at once.
3. There is no guarantee that the OD programme will be a cent percent success. There is
also a possibility of failure.
4. It may not possible to measure the benefits of OD programme objectively.
5. Even with the programme like OD, it may not be possible to change the beliefs, values,
sentiments and attitudes of a certain individual and groups.

3. What is power? What are the sources of power in organization?

Meaning:

„power‟ is the capacity of a person to influence other person to influence other

persons events. Power, which is the outcome of one‟s mental and physical qualities , does not
come to a person by reason of his official status. It also cannot be transferred by one person to
another.

Definition:

“Power is to be treated as a capacity that A has to influence the behaviour of B does

something he or she would not otherwise do”.- Robbins.

Sources of Power:

The following are the sources of power:

1. Reward Power:
It refers to the leader‟s ability to control the payment of salaries, wages, commission,
fringe benefits etc. It is based on the belief that „Wealth is power‟.
2. Coercive Power:
It is the capacity of the leader to award punishment to subordinates in the form of
supervision, transfer, demotion and so on.
3. Legitimate power:
It is available to a person by reason of his position. It may be formal or informal.
4. Referent Power:
It refers to certain unique qualities of a leader that induce his followers to emulate him.
5. Expert power:
It accrues to the individual by virtue of his knowledge and skill. It is based on the belief that
„knowledge is power‟.

3. What is organization change? Explain?

Meaning of change:

Change with reference to work environment, means any alteration that requires the
people doing work to make certain adjustments.

Definition:

Tom Dueling has defined the term „change‟ as follows:

“Change is any alteration occurring in the work environment that affects the ways in which the
employees must act.

Factors influencing change:

The various factors influencing change may be grouped under:

I. Internal Factors and

II. External Factors

Internal factor:

The internal factors necessitating change include, among others, the following:
1. Policy decision
2. Attitudes of employees
3. Availability of funds
4. Escalating costs
5. Level of efficiency
 6. Trade union demands

External factors:

The external factors influencing change includes, among others, the following:

1. Government Regulations
2. Technological advancement
3. Economic conditions
4. Change in law
5. Competitive pressure
6. Trade association influence
7. Changes in buyer preference

5. Write short notes on organizational climate? Explain its determinants?

Meaning:

Organizational climate is nothing but is work environment as perceived by the individual

in the organization. Climate is manifested in the observable routine and rewards of the
organization. The routine are the events and practices of an organization while rewards pertain to
what behaviour get knowledge and supported.

Definition:

“Organizational climate‟ refers to a set of characteristics that describe an organization,

distinguish it from other organizations, endure over a longer period of time and influence the
behaviour of the people in it- Forehand and Glimmer.

Determinants of organizational climate:

There is no consensus among researchers on the determinants of organizational climate.

Among others, the following may be considered as important determinants:

1. Rules and regulations of the organization

2. Physical facilities available
3. Extent of autonomy
 4. Availability of rewards
5. Degree of challenge and risk in the work situation
6. Inter- personal relationships
7. Level of tolerance and conflict.

Section B

6. How does power different from authority?

The distinction between authority and power may be stated as follows:

AUTHORITY POWER

1.It is the official right of an individual 1. It is the capacity of individual.

2.It occurs to a person by the virtue of his 2. It occurs to a person by virtue of his
official position. personal position which is determined by his
intelligence, knowledge, skill and Other
personal qualities.

3.It can be transferred by the process of 3. Power being the personal quality of
delegation to anyone. individual it cannot be transferred to anyone.

4. Authority flow downward 4. Power flow in all direction

5.Authority relationship can be shown in 5. Power position cannot be shown by means

organization chart. of organization chart.
7. What are the determinants of perception?

Meaning of perception:

Perception is the manner in which a person understands someone or something. It is

a cognitive or knowing process.

Definition:

“ perception can be defined as a process by which individuals organize and interpret

their sensory impressions in order to give meaning to their environment”-Stephen P.Robbins.

Determinants of perception:

The various determinants of perception may be studied as follows:

a) Qualities of the perceiver:

Qualities of the perceiver have on his perception mat be stated as follows:
1. Value system
2. Attitude
3. Personality Traits
4. Experience
5. Needs
b) Quality of the perceived:
Qualities of the „Perceived‟ also influence perception. These are:
1. Physical stamina
2. Mental Qualities
3. Level of commitment
c) Environmental conditions:
Some of the environmental condition are:
1. Physical Environment
2. Social Environment.
8. State the features of modern organizational behaviour?

Meaning :

It means obviously, should mean human behaviour- the behaviour of the individual in
the organization. Knowledge of the behaviour of employees would help the manager to derive
optimum results out of their efforts.

Definition:

“ Organizational behaviour is directly concerned with the understanding prediction and

control of human behaviour in organization”.- Fred Luthans.

Features of modern organization behaviour:

The following are the important features of modern organizational behaviour:

1. It focuses on the behaviour of individual

2. It is inter-disciplinary:
3. It is an applied science
4. It is an art as well.
5. It adopts a humanistic approach
6. Its ultimate aim to attain the organizational objective.

9.Give a critical note on types of organization?

Meaning:

The word organization has come from the word „organism‟ which means a structure of
interdependent parts. The part or components of organization consist of men, machines,
materials, methods, money, functions, authority and responsibility.

Types of organization:

Of the various types of organization following are very popular:

1. Line organization
2. Line and staff organization
 3. Functional organization
4. Committee organization
5. Project organization
6. Matrix organization

10.Disuss the key factor that affect morale in a business organization?

Meaning of morale:

It is nothing but the attitude of employees of an organization towards their job, the
management, the fellow-employees, the superior and the subordinates. Such an attitude may be
positive or negative.

Definition of Morale:

“ It is the willingness to strive for the goals of a particular group.”- Viteles.

Determinants of Morale or Factors influencing Morale:

The following are the factors that influencing morale:

1. Nature of Work
2. Service condition
3. Type of managers
4. Inter-personal relationship
5. Work environment
6. Personal factors.

UNIT-IV
Section A
1. What are the various styles of leadership?
Meaning:
Leadership is a force that binds a group together and motivates it towards the desired
goals.
 Definition:
Leadership is the ability of a manager to induce subordinate to work with confidence and
zeal.- Knootz and o‟Donnell.

Different types of leadership styles:

The following are the different kinds of leadership styles that have been identified:

Autocratic
Democratic
Laissez Faire
Functional
Institutional and
Paternalistic

2. Differentiate between manager and leader?

The points of distinction between a leader and a leader and a manager may be tabulated as
follows:

MANAGER LEADER

1. A person becomes a manager by of his 1. A person becomes a leader by virtue of

personal qualities. his personal qualities.

2. A manager has subordinates. 2. A leader has followers.

3. A relationship between manager and 3. A relationship between leader and his

his subordinates is formal. subordinates is informal.

4. A manager has to strive to attain 4. A leader may strive for personal goal
organizational goal.

5. Manager qualities are acquired. 5. Leadership qualities are to greater

extent inherent or inborn.
3. What do you mean by motivation?

Meaning:

The term „Motivation‟ has been derived from the word ‟motive‟. Motive is the urge,
need, want or desire that induces a person to work.

Definition:

Motivation means a process of stimulating people to action accomplish desired goals.-

W.G.Scott.

Nature and characteristics of Motivation:

The following are salient features of motivation:

Motivation is a psychological concept

Motivation is always total not a peace meal.
Motivation may be financial or non-financial
Method of motivation may be positive as well as negative
Motivation is a continuous process

Importance of motivation:

.Inducement of employee

Higher efficiency

Optimum use of resources

Avoidance of loss due to mishandling and breakage

No complaints and grievances

Better human relation

Avoidance of strikes and lockouts

4.How will you motivate the workers?

Workers may be motivated through process of motivation:

The process of motivation involves the following stages:

Recognition of unfulfilled need:

The first stage in the process of motivation is that an individual has to recognize or identify his
unfulfilled needs. He cannot hope to fulfill all his unfulfilled needs at a time.

Findings the out to satisfy the same:

Once the most urgent need out of the various needs of a person has been identified, the
next step is to find out the way by which it can be fulfilled. A new recruit, as mentioned above,
has to strive hard to learn his job thoroughly.

Fulfillment of the need:

Need fulfillment depends mainly on the credentials and performance of the employee.
The management will keen to regularize the service of a new recruit if he has proved himself in
the training period.

Discovery of new need:

As mentioned earlier, man is a wanting animal. When one need is fulfilled, another will
appear in its place. A new recruit , whose service has been regularized by the management, may
start thinking of promotion and other career advancement benefits.

5.What are the major characteristics for the leadership effectiveness?

Definition:
Leadership is the ability of a manager to induce subordinates to work with confidence
and zeal.- Knootz and O‟Donnell.

Nature and characteristics of leadership:

The following are the characteristics of leadership:
:
a.It is a process of influencing others:
Leadership is a process of influencing others to act. In an enterprise , the manager has to get
things done by his subordinates.

b.It requires the confidence of followers/ subordinates:

To be accepted as a leader the manager must gain the confidence of his subordinates. For this,
he must be very knowledgeable, sincere and committed to his work.

c.Varying leadership styles:

The styles of leadership vary from person to person. Some managers are, by nature, democratic
leader while there are others who may follow the autocratic style of leadership.

d.Leadership is a continuous process:

The presence of a leader is always necessary in an organization. The subordinates need to be
guided, influenced, controlled and induced to work continuously for the attainment of the
organizational goal.

Section B
6. What are the five categories of motivational needs described by Maslow?

Maslow’s Need Hierarchy Theory:

Abraham H.Maslow, a psychologist, developed a theory called the „Need Hierarchy

Theory‟. It is one of the oldest theories on motivation. Maslow was of the view that human
behaviour is directed towards the satisfaction of certain needs. He classified human needs into
five categories and arranged the same in a particular order :

i.Physiological needs:
These are the primary or the basic needs of a person that must be fulfilled. These include, among
others, food, clothing and shelter that are vital for the survival of mankind.
ii.Safety needs:
The safety or security needs emerge once the basic or physiological needs of a person are
fulfilled. Job security is one such need. People generally refer secured job.
iii.Social need:
At this stage a person wants friendship, companionship, association, love and affection of
particularly those with whom he mingles often. In the work place he may long for the
association of the fellow employees.
iv.Esteem needs:
These needs arise in view of a person‟s desire to have his ego satisfied. The satisfaction
of these needs gives a person the feeling that he is above others. It gives a person self-
respect, self confidence, independence, status , recognition and reputation.

v.Self-actualisation needs:-
According to Maslow, a person, who reaches this stage, wants to achieve all that one is
capable of achieving. In other words, a person wants to achieve all that one is capable of
achieving. In other words a person wants to perform to his potential.

7.State & explain the factors which influence the Morale?

Meaning:
Morale is nothing but the attitude of employees of an organization towards their job, the
management, the fellow employees, the superior and the subordinates. Such attitude may be
positive or negative.

Definition:
It is a the possession of feeling of being accepted by and belonging to a group of employees
through adherence to common goals and confidence in the desirability of these goals.-Blum.

Factors Influencing Morale:

The following are the factors that influence morale:

Nature of Work:
An important determinant of morale is the nature of work performed by employees. Certain jobs
are of a challenging nature and employees who are engaged in this may have positive attitude
and employees doing repetitive work may have negative attitude.
Service Conditions:

The job may be of a challenging nature but the terms and conditions of service may not be
conducive.
Type of Managers:
Assuming that the job is of challenging nature and the service condition are also favorable,
sometimes the autocratic nature of the manager may result in frustration for the employees.
Inter-personal Relationship:
Poor inter- personal relationship may result in low morale and vice versa. If the relationships
between the employees are often strained, such an atmosphere may affect their job morale.
Work environment:
If the work environment is highly informal, it will certainly enhance the level of morale of
employees.
Personal factors:
The age, health, skill, qualification, family life and such other personal factors also determine the
level of morale of employees.

7.Explain theory ‘X’ and theory ‘Y’ and discuss its suitability in modern time?
Mc Greg or’s ‘X’ and ‘Y’ Theories:
Douglas McGregor developed two theories on motivation that explain the positive and
Negative qualities of individuals. He gave the theories the names „X‟ theory and „Y‟ theory.

‘X’ Theory:

Theory „X‟ is negative or pessimistic in approach. It is based on the following assumption:

i.People, in general , dislike work.

ii. They shirk their duties and are basically lazy.
iii. Most people are unambitious.
iv. They do not voluntarily accept any responsibility.
v. Most people lack creativity.
vi. They show no preference for learning anything new.
vii. Satisfaction of physiological and safety needs alone is important for most people.
viii. While at work , an employee‟s needs to be closely supervised and watched.
‘Y’ Theory:

Theory ‟Y‟ is positive or optimistic in its approach. It is based on the following assumptions:

i.People are not averse to work. Given the proper working conditions the worker would do their
works with kind of enthusiasm they show for their other activities like playing and eating.
ii.Workers are ambitious and they do come forward to accept responsibility.
iii.Workers do have the potentials to be creative. If the management has a positive outlook, it
will certainly encourage the workers to display their creative ideas and skill.
iv.It is not correct to assume that only satisfaction of physiological and safety needs is important
for most workers.
v.Workers need not be directed and closely supervised. They are good in what is called „self-
direction‟.

9.Explain Vroom’s expectancy model?

Vroom developed a theory on motivation called the „Expectancy Theory‟. He tried to explain
motivation through the following concepts:

1) Valence
2) Expectancy and
3) Instrumentality

According to Vroom‟s theory, motivation is the sum of the product of valence, expectancy and
instrumentality.
Motivation =Valence x Expectancy x Instrumentality
Valence:
Valence refers to the Strength of a person desire for a particular outcome. For example, a
salesman who desires a good amount of commission from his company has to naturally achieve a
high sales target.
Expectancy:
The extent to which a person believes that his effort will lead to the desired performance is what
is called expectancy. In the above example attainment of a high sales target requires greater
efforts on the part of the salesman.
Instrumentality:
The extent to which the first outcome will lead to the desired second outcome is what is called
instrumentality. Expectancy on the other hand is the relationship between efforts made and the
first outcome.
The expectancy theory has relevance for everyone in the work place.

10. What are the different approaches to leadership?

Meaning:

Leadership is a force that binds a group together and motivates it towards the desired goal.

Definition:

Leadership is the activity of influencing people to strive willingly for mutual objectives.-
George R. Terry.

Different approaches to leadership :

In this approach the subordinates or employees have very minute opportunity to make a decision
by themselves most of the time the leader used to dictate his employees and control them by
himself. This approach is the extreme type of transactional leadership. In which the reward of the
work is directly defined by the leader.

Democratic leadership approach

This is the moderate approach towards the decision making process of the company. In this
approach employees are often called for participation. Although the final decision is made by the
leader but the employees feels more confidence in decision making because they think that their
destiny reward management and other matters are settle by themselves.en submitted to us by
you with your studies.ple of the work written b

Laissez-faire Leadership approach

Actually this is a French phrase which means "leave it be" and in this approach managers or
leaders often leave their employees to work by themselves. It can be proved effective if there is
proper and effective feedback system prevails. This kind of approach often prevails where the
workers are highly skilled and self-motivated.

UNIT-V
Section A

1. How can managers tackle resistance to change?

Meaning of changes:

Changes as mentioned earlier, are unavoidable. An organization cannot be a dynamic one if it is

not prepared to implement certain changes. The success of human resource management,
therefore, lies in the capacity of the manager to implement changes without facing resistance
from employees. The following steps may taken in this regard.

Securing the participation of employees:

Any change affecting the interest of the employees must be explained to them first. The
management must explain its position to the employees and also seek their views on the
proposal. It must consider favorably any worthwhile suggestion from the employees.
Involving the trade union:
When it is not possible for the management to discuss the change with individual
employees, it may invite the trade union officials for talks. The change proposed may be
discussed in detail in the meeting with the union officials.
Planning the change:
The employees must have prior knowledge of the change that is to be implemented. For
example, if the management wants to change the working hours and has also get the
consent of the employees, it must take the necessary steps for the successful
implementation of the proposal.
Sharing the benefits of the change with the employees:
The management must come forward to share the benefits of any change with the
employees. If a change is contemplated keeping in mind the interest of the management
alone, the employees are sure to resist it.
 Protecting the interest of the employees:
The management should not contemplate a change that is detrimental to the interest of its
existing employees. In this context it may be stated here that any change having an
adverse effect on the employees‟ pay, service condition , retirement benefits etc.
Introduction of change in a phased manner:
Certain changes can be introduced only in a phased manner. For example, if the
management wants to introduce computerization in all departments, it can only be done
in a phased manner.
2. What are the sources of conflict?

Meaning of conflict:

Conflict means disagreement between the person employed in an organization. It may also mean
clash of interests. It is the result of difference in the opinion of employees of an organization
over any issues.

Sources of conflict:

1. Change in work patterns:

When the employees are asked to adopt a different pattern of work, conflict may arise
between them on whether or not to accept such a proposal and update themselves to be
able to discharge their responsibilities as per the new pattern of work.
2. Differences in perceptions:
The perception of any issues by different individuals will not be identical. One of the
main reasons why conflicts arise in the workplace is that the perception of employees of
any organizational matter differs.
3. Difference in values:
It is a system of individual is yet another factor contributing to conflicts. For example an
employee who has certain grievances, may want to show his protest to the management
by striking work.
4. Availability of option:
Another reason why conflicts take place in the workplace is that often the employees
have options.
 5. Allocation of limited resources:
Resources are always scare in relation to demand. For example, when the funds available
are limited, the management may find it difficult to meet the demands of different
departments.
6. Unequal work load:
When there is disparity in the work-load of employees operating at the same level
conflict are bound to arise. This might have been done deliberately or inadvertently.

3. How is culture is learnt ? Explain its characteristics?

Meaning :

The term „Culture‟ signifies values, beliefs, morale, customs, habits and knowledge
acquired by the people living in a society.

Characteristics of organizational culture:

The culture in every organization is marked by certain characteristics. These are:

1. Common Language and Terminology:

Only a member of a particular organization may be familiar with certain common
language and terms peculiar to their work situation.
2. Work norms:
The norms of work developed by the members of an organization are reflective of its
culture. If „One need not be more loyal than the king‟ is the work philosophy of a
particular organization.
3. Priorities:
Every organization has certain priorities. For example, if one organization gives priority
to maximum customer satisfaction another may give priority to product quality.
4. Expectations:
The employees in every organization have certain expectation. For example, in certain
organization the practice may be to consult the existing employees in the matter of
appointing new machinery and so on.
 5. Guidelines for new recruits:
The organizational members may also prescribe guidelines for the new recruits. The latter
can survive only if they faithfully follow such guidelines.

4. What are the determinants of organizational climate and explain its impact on
organization?

There is no consensus among researcher on the determinants of organizational climate. The

following may be considered as important determinants:

Rules and regulation of the organization

Physical facilities available
Extent of autonomy
Availability of rewards
Degree of challenge and risk in the work situation
Inter- personal relationship
Level of tolerance and conflict

Impact of organizational climate:

Organizational climate influence individual behavior. The way it occurs may be explained as
follows:

An organizational provides rewards and punishment of a varying nature for different

kinds of behavior.
The evaluation system in vogue, to assess the performance of employees, has its
influence on the behavior of a person.
The physical amenities provided to the employees, the inter-personal relationship etc.
The individual‟s perception of the organizational environment too affects behavior.
5. What are the various stages of conflict? Explain?

Different stages of conflict:

The process of conflicts involves five different stages as shown in the following
diagram:

Latent conflicts:
At this stage conflict has not taken a definite shape. It may arise in the sub- conscious
mind of a person.
Perceived Conflict:
This is the second phase of the conflict process. Here the parties become aware of the
existence of the cause of conflict.
Felt conflict:
Having perceived the conflict the parties, at this stage, begin to feel it. They become
emotionally involved in the conflict.
Mainfest conflict:
When this stage is reached the parties begin to show their hostile feelings outwardly. As,
a result, interaction between the parties becomes less, flow of work gets affected and co-
ordination becomes difficult.
Conflict aftermath:
This is the last stage of the conflict process. It arises mainly due to the difference in
perception, values, beliefs, sentiments, likes and dislikes of the people at work. Conflicts
are not always bad.
Section B

6. What are the various means of transmitting organisational culture? Explain how
organisational culture is changing ?

Means Of Transmitting Organisation Culture:

The organisation culture is transmitted to the employees usually through the following
means:

Stories
 Rituals
Symbols
Language
Slogans

Stories:

One way of transmitting the organisational culture to the employees is by narrating the
hardship and suffering of those who have founded the organisation.

The present generation of employees may not be aware of the difficulties faced by the
founder during the early days of inception of the organisation.

Rituals:

The core values of an organisation are refelected in certain rituals performed as a matter
of routine. Daily morning prayer weekly family dinner, monthly picnic , annual award
presentationfunction.

Physical Symbols:

Certain physical symbols used in the organisation do reflect it culture. Inscribing the
logo of the organisation of the organisation in all the stationery items provided for the staff ,
elegant uniform for different categories of employees.

Language:

Over a period of time organisation develop certain unique terms to describe thets staff,
customer, suppliers, equipment, work situation and so on.

It may take sometimes for a new employees to becoame familiar with these terms that are
used effortlessly by the existing employees.

Slogans:

Slogans can also be useful in making the not only the employees but also those who deal
with the organisation understand and appreciate its culture.
CHANGING ORGANISATIONAL CULTURE:

To bring changes in the organisational culture following approaches may be used:

The reward system can be changed to support the cultural change.

Personnel who have the will to introduce the change may be appointed.
Changing the chief executive officer of the organisation can bring about a total change in
organisational culture.
It is also necessary to convince every member of the organisation of the need for the
change so that they may give their support.

7. Discuss the main approaches to the settlement of industrial conflict?

Definition:

“ Conflict is the condition of objective incompatibility between values and goals”.

Causes of conflict:

Changes in work pattern:

When the employees are asked to adopt a different pattern of work, conflicts may
arise between them on whether or not to accept such a proposal and update themselves
to able to discharge their responsibilities.
Difference in perception:
The perception of any issue by different individual will not be identical. One of the
main reason why conflict arise in the workplace is that perception of employees of
any organisational mater differ.
Difference in values:
Difference in the value system of individual is yet another factor contributing to
conflicts. For example, an employee , who has certain grievances, may want to show
his protest to the management by striking work.
Availability of option
Another reason why conflict take place in the worplace is that often the employees
have options.
 Allocation of limited resources:
Resources are always scare in relation to demand. For example, when the funds
available are limited, the management may find it difficult to meet the demands of
different department.
Inter-dependence:
Conflict arise due to the problem of inter-dependence between individual and
departments. For example, marketing depends on production, production depends on
purchase of raw material and avilability of labour which in turn depends on the
availability of finance.
Unequal Work-load:
When there is disparity in the work –load of employees operating at the same level,
conflicts are bound to arise. This might have been done deliberately .
Biased Assessment:
Some superior show favouritism while appraising the performance of their
subordinates. Favouritism is shown based on caste, religion, sex etc.
Unattainable targets:
Some superior set targets for their subordinates that are unattainable. It might have
been done intentionally or unintentially.
Lack of trust and confidence:
Some superior have a feeling that their subordinates always shrink duties and are
insufficient and incapable.
Threat to status quo:
Any change taking place in an organisation that disturbs the existing status patern of
the employees also give rise to conflicts.

8. Why people resist planned change in organisation?

We shall now focus our attention on why employeesresist change.change though inevitable
and a continuous process, is resisted by the employee in view of the following resons:
Threat to job security:
Employees, particularly those in the government service, who have job security may
resist any proposal that posses a threat to job security.
Fear of losing job:
Certain change is allowed to take place, may also result in the employees losing his job in
the near future.
Fear of monetary loss:
Whenever there is a proposal to effect pay cut, employees resist it. Such an austerity
measures may be necessary in view of the poor financial position of the organisation.
Increase in work burden:
The fear of a possible increase in work burden is yet another reason for employees
resitance. When certain vacancies remain unfulfilled for a very long time, employees
show their protest to the attitude of the employer.
Bad precedents:
Certain change are resisted by the employees on the ground that these may set bad
precedents.
Fear of transfer:
An employees may resist change for fear of transfer. For example, if the seniority or the
merit of an employee is totally ignored in the matter of promotion.
Fear of demotion:
When there is a proposal to increase the minimum quaification ad skill requirements for a
job, such a change may not be accepted by employees.
Loss of promotion oppourtunity:
The decesion to eliminate certain posts or position may not be accepted by the employees
on the ground that it may be deprived of promotion oppourtunities in future.
Loss of leave benefits in future:
Any proposal by which the existing leave benefits enjoyed by the employees are reduced
or withdrawn is sure to get resistance.
Loss of social security benefits:
Often we have heard such decision as withdrawal of pension and other retirement
benefits of employees particularly the government employees.
9.Identify the structural and personal factors that contribute to conflict?

The following are the structural factors that contribue to conflict:

Conflict may arise at different levels in an organisation as indicated below:

Within a individual
Between Individual
Within a group
Between an individual and a group
Between groups

Conflicts Within an individual:

Conflicts within an individual arise when a person is unable to decide precisely what he wants.
For example, an employee may not be able to decide whether to accept straight salary or
commission when asked to choose one.

Conflict Between Individuals:

Such conflicts arise between two or more persons working in an organisation either in the same
or different level. For example , there may be a conflict between two factory workers or two
salesman.Likewise, conflicts may arise between a worker and a foreman, a sales representative
and the sales manager and so on.

Conflicts Within A Group(Intra- Group Conflict):

Conflict may arise between the member of a paricular group. Such a situation may arise, when
the member of the employee union meet to discuss the course of action to be adopted in response
to a certain anti-labour policy of the management.

Conflicts Between An Individual And A Group:

Such a conflict may arise between, say, an employee, who is not a member of the trade union,
and the union members. When the union gives a strike call, its member may persuade the non-
member also extend his support.
Conflicts Between Groups (Inter-Group Conflicts):

It refers to conflict between , say, rival employee union where there exists more than one union
or between the employees of two department, say, production and marketing and so on.

The following are the personal factor contribute to conflict:

Indifferent attitude of the employees

Lack of creative ideas
Stagnation
Lack of team work and co-operation
Low morale
Mental stress

10.Describe the Hawthrone studies and the result achieved and its implication on modern
management functioning?

Hawthrone experiment conducted during 1925-32 mark the beginning of research in the area of
organisational behaviour.

The Hawthrone Experiment were conducted in four stages. These are given below:

1. Illumination Experiments:
The main objective of the illumination experiment was to study the effect of the quality
of lighting in the workroom on the efficiency of the workers.For this purpose the worker
were divided into two groups.One group of employee was made to work in a room where
lighting remain constant. The group was made to work in a room where lighting was
varied. The experiment revealed that production increased in both the rooms and
therefore the quality of lighting had no impact on the efficiency level of the worker.
2. Relay assembly test room experiments:
These experiments were conducted in an assembly department where telephone relay
units were assembled. The object of the experiment was to ascertain the
relationshipbetween working condition and productivity. Those who employed in the
department were all women and the work was a repetitive one.
 3. Interview Programme:
A massive interview programme was conducted covering more than ten thousand worker
to find out their views on their jobs, working condition, supervision etc. The innterview
programme revealed that the morale of the worker improved as they had the satisfaction
that their views were heared.the complaints of the worker were not objective statement of
facts.
4. Bank wiring group observation:
The main aim of the study here is to find out the influence of the group on a worker to
restrict his output in spite of the existence of incentives for higher output.the working
condition were not altered for the sake of the investigation. The group consisted of
fourteen workers and its task to attach wires to the telephone equipment soldering and to
check the quality of work.

The following are the findings of the Hawthrone experiments:

1.Social factor such as recognition,sense of belonging etc.,influence production more than

physical factor.

2. Monetary incentive do not induce a worker, working in a group, to increase output. He cares
more for the friendship and respect of his co-worker.

3. Worker do not react as individual but as member of a group. No worker wants to incur the ill
will or displeasure of his co-workers.

4. An individual in a group is accepted as its leader by the other member s. Such as informal
leader is able to guide and influence co- worker.

5. What encourages a worker more is the feeling that his views and suggestion are heared by the
management.

The following are the some of the critisms of the hawthrone experiments:

The study isconfined to a particular company. The findings, therefore lack universal
applicability.
 The study has considered only the internal environment and has ignored the external
environment clearly.
There was no basis for the selection of the workers, the physical environment etc.
The view that satisfied workers produce more output has also not been accepted.
Undue importance has been given to social factors like affection, sense of belonging etc.,
in determinig the quantum of output. The fear of loss of job in the event of a deliberate
attempt to restrict output must also be there in every worker.

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