I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR

ST .JOEPH COLLAGE OF ENGINEERING

DEPARTMENT OF MANAGEMENT STUDIES

BA5105 ORGANIZATIONAL BEHAVIOUR

2 Marks questions
Unit –I
1. What is OB?
Organizational behaviours is the study and application of knowledge about how people act
within an organization. It is a human tool for human benefit. It applies broadly to the
behaviours of people in all types of organization.

2. What do you mean by organization?

A consciously coordinated social unit composed of two or more people, that functions on a
relatively continuous basis to achieve a common goal or set of goals.

3. How workforce diversity can be maintained?

Workforce diversity is a powerful force for change in organizations. As opportunities for
global expansion increase, companies are recruiting professional with different backgrounds,
cultures, styles and motivations. The strategy of managing diversity casts the nature and
consequences of difference in a more positive light. Leaders must be flexible to adapt to this
Diverse workforce and global consumers.

4. Managing change
Change management is a systematic approach to dealing with the transition or
transformation of an organization's goals, processes or technologies. Such strategies include
having a structured procedure for requesting a change, as well as mechanisms for responding
to requests and following them up.

5. Ethics and social responsibility

Social responsibility is an ethical theory, in which individuals are accountable for fulfilling
their civic duty; the actions of an individual must benefit the whole of society. In this way,
there must be a balance between economic growth and the welfare of society and the
environment. If this equilibrium is maintained, then social responsibility is accomplished.

6. Autocratic model
Autocratic model is the model that depends upon strength, power and formal authority. In an
autocratic organisation, the people (management/owners) who manage the tasks in an
organisation have formal authority for controlling the employees who work under them.

7. Globalization of business
Managing in a global economy poses many challenges and opportunities for example at a
macro level property ownership arrangements vary widely in different countries so does the
availability of natural resources and components of the infrastructure as well as the role of
government in business

S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR

8. Explain Organizational Behaviour as a Discipline.

Organizational Behaviour is not a discipline in the usual sense but rather a field of study that
investigates the behavioural sciences into the study of human behaviour in organization.
OB is a multidimensional activity. It includes:
1. Master of Basic Objective Knowledge: - Objective Knowledge is developed
through basic and applied research.
2. Skill Development: - It requires Skill Development and the mastery of
Abilities essential to successful functioning in organizations.
3. Application of Knowledge and Skills:- It requires the integration of
objective knowledge and skill development in order to apply in specific
organizational setting.

9. What are the building blocks of Competitive Advantages?

The building blocks of Competitive Advantages includes the followings:-
1. Efficiency:- Increasing number of e-business view customer relationships serve as a
basis for achieving.
2. Quality:- Quality should be maintained properly.
3. Innovation:- Innovation is a legitimate business function, new ideas
and techniques are required for managing the large-scale corporate enterprise.
Responsiveness to customers:- The development of customer relationship management is
as a result of optimism expressed by many managers.

10. Define the term “Management”.

Management is a creative problem moving process. It is originally called as
administrative science. It involves four kinds of managerial features planning, organizing,
staffing, leading and controlling.

11. Levels of organisational behaviour

Thus organisational behaviour focuses on three level so analysis which are shown
Individual level- the individual is a central feature of organisational behaviour and a
necessary part of any behaviour situation.
Group level-though people interact with the outside world at their individual level.
Organisational level-they participated I shaping the culture of the organisation an also in
organisation development.

12. What are the major determinants of personality?

The major determinants of personality are:-
1. Environment:- The factors that shape our personality in early stages are the culture in
which we are raised, our early conditioning, the norms among our family, friends and
social groups and other influences we experience.
2. Family and Social factors:- Family and Social factors are also important in shaping the
personality of individual.
3. Socialization Process:- The contribution of family and social groups in combination
with the culture is known as socialization.
4. Identification Process:- Identification is fundamental in understanding personality. It
starts when a person begins to identify himself with someother members of the family.

S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR

13. Write shorts on different types of Abilities.

Ability is an individual’s capacity to perform the various tasks in a job. Ability is of two
types.
1. Intellectual Abilities:- It refers to the ability measured by performance on an
intelligence test.
2. Physical Abilities: - That required to do tasks demanding stamina, dexterity, strength
and similar characteristics.

14. What are the biographical characteristics that affect the behaviour of an individual?
The various biographical characteristics are:-
1. Age:- Age seems to play an important role in a wide range of employee behaviours.
There is relationship between age factor and other variables like productivity,
absenteeism, and turnover and job satisfaction.
2. Role of Gender: - Gender role had a stronger effect on emergent leadership.
3. Marital status and Tenure:-Marital status has effect on performance. Married
employees have fewer absences, less turnover, and report high job satisfaction than
unmarried employees. Tenure or duration of service in the organization refers employees
with more experience is likely to be more productivity. There is relationship between
commitment, satisfaction and tenure.

15. Disciplines contributing to organisational behaviour

 Psychology
 Medicine
 Sociology
 Social psychology
 Anthropology
 Political science
 Industrial engineering
 Economics
16. Challenges and opportunities for organisational behaviour.
 Globalisation of business
 Workforce diversity
 Changed employee expectation
 Increasing quality consciousness
 Managing change
 Ethics and social responsibility
17.Scope of organisational behaviour
 Skill development.
 Personal growth thorough insight into human behaviour.
 Enhancement of organisational and individual effectiveness.
 Sharping and refining of common sense.

S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR

18. organisational behaviour is science or art ?

Organisations behaviour is both science as well as art systematic knowledge about human
behaviour is a science. The application of behaviour knowledge and skills clearly learns towards
being an art however organisation behaviour is not an exact science like physics or chemistry.

19. Define total system approach

Organisational behaviour is a total systems approach wherein the living system of an
organisation is viewed as an enlargement of a man the systems approach is an integrative
approach which tales into account the variables affecting organisational functioning.

20. Write short notes on goal oriented

Organisational behaviour is an action oriented and goal directed discipline the major goals of
organisational behaviour are to understand explain and predict human behaviour in the
organisational context so may hold about behaviour.

16 Mark questions

1. Explain the various organizational behaviour models. What are the managerial
implications of it?

2. “Human behaviour is more complex than what people believe”. Do you agree with
this? What are the factors that add complexity in human behaviour?

3. Explain the managerial roles.

4. Bring out the need and importance of organizational behaviour.

5. How does the study of organizational behaviour make you into a better manager?
Explain.

6. Discuss the issues and challenges faced by organization in the present scenario?

7. Bring out importance of OB. Brief the basic concepts which regard to the nature of
people?

8. Explain any one model of OB. What independent and dependent variables are
identified for construction of an OB model?

9. write a detailed note on social cognitive framework..

10. Explain the role and skills set required for an organization manager?

S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR

Unit –II
1. Define personality
Personality is the sum total of ways in which a person react and interacts with others.
Personality is defined as a relatively stable set of characteristics that influence an
individual’s behaviour Personality is an automatic reflection of a person’s inherent
and acquired qualities.

2. Learning
Learning has taken place if an individual behaves reacts, respond as a result of experience
in a manner different from the way he formerly behaved. It is a continuous process it
occurs all the time.

3. Define Classical Conditioning.

Classical Conditioning is modifying behaviour so that a conditioned stimulus paired with
an unconditioned stimulus is exhibited.

4. Define Attitude. How it is formed?

Attitude is defined as a more or less stable set of predisposition of opinion, interest or
purpose involving expectancy of a certain kind of experience. Attitude Formation:-
Attitudes are learned.
1. Direct Experience:- Direct experience with an object or person is a
influence on attitude.
2. Social Learning:- In Social learning, the family, and culture shape an
individual’s attitude in an indirect manner.
Social Learning can take place through the following ways.
1. The Family
2. Peer Groups
3. Modelling

5. What of Learning are the components?

1.Learning involves change, be it good or bad.
2. The change in behaviour must be relatively permanent.
3. Only change in behaviour acquired through experience is considered
learning.
4. Some forms of experience is necessary for learning.
5. Learning is a lifelong process

6. Define Value. How it is formed?

Value is an enduring belief that a specific mode of conducts or end state of existence is
personally and socially preferable to the alternative mode of conductor end state of
existence.
Formation of Values
Values are learned and acquired primarily through experiences with people and
institutions.

S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR

5. Distinguish between Values and Ethics.

Values and Ethics have different meanings. Values are beliefs that affect an individual’s
judgemental ideas about what is good or bad. Ethics is the way values to which values are
acted out Ethical behaviour is acting in ways consistent with one’s personal values and
the commonly held values of organization and society.

6. Define Locus of control.

It refers to the believe that individuals are master of their own fate. An individual’s
generalized belief about internal versus external control is called locus of control.
Locus of control is of two types.
Internal locus of control:- Those individuals who believe that they can control their
destinies.
External locus of control:- Those individuals who believe that what happens to them are
by outside forces such as luck or chance.

7. Define social responsibility

Corporate Social responsibility is the obligation of an organization to behave in ethical
ways in the social environment in which it operates. It includes protecting the
environment, promoting worker safety, supporting social issues, investing in the
community etc.

8. Define the term Job satisfaction & Job involvement.

Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of
one’s job or job experiences. Job involvement is the degree to which a person identifies
with a particular organization and its goals, and wishes to maintain membership in the
Organization.

9. Define Emotion.
Emotion is defined as subjective feelings accompanied by physiological changes and
usually associated with the changes in perception, thinking and behaviour.

10. Define Self-Efficacy.

Self-Efficacy refers to an individual’s belief that he or she is capable of performing a
task. The higher the self –efficacy, the more confidence in the ability of a person to
succeed in a task.
There are four sources of self –efficacy:
 Prior experience
 Behaviour models-witnessing the success of others
 Persuasion from other people
 Assessment of current physical and emotional capabilities

11. Define Perception. What are the factors that influence perception?
Perception can be defined as a process by which individuals organize and interpret their
sensory impressions in order to give meaning to their environment. Factors influencing
perception
 The Perceiver

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I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR

 The target or object

 The situation

12. What are the components of Personality?

The three components of Personality includes:-
1. Id:- It is the only part of personality that is present at birth. It is inherited, primitive,
inaccessible and complete unconscious.
2. Ego:- The ego is the logical, rational, realistic part of the personality. The ego evolves
and draws its energy from the Id. One of the functions of ego is to satisfy the urges.

13. Define Halo Effect.

It is a barrier to perception. Under the Halo effect a person is perceived on the basis of
one trait. A halo effect is operating when we draw a general impression about an
individual based on a single characteristic, such as intelligence, sociability or appearance.
The propensity for the halo effect to operate is not random.

14. What is Stereotyping?

It is also a barrier to perception. In stereotyping the person is perceived according to a
single category. A stereotyping is a generalization about a group of people. Stereotyping
is used when we judge someone on the basis of our perception of the group to which he
or she belongs. It is a means of simplifying a complex world and it permits us to maintain
consistency.

15. Write short notes on attribution biases.

The interesting finding from attribution theory is that there are errors or biases that distort
attributions. The attribution process may be affected by two common errors.
1. Fundamental Attribution error:- The tendency to make attributions to internal causes
when focusing on someone else’s behaviour. When we make judgement about the
behaviour of other people, we have a tendency to underestimate the influence of external
factors and overestimate the influence of internal factors.
2. Self-serving Bias:- Individuals tend to attribute their own success to internal factors
like ability or effort while putting the blame for failure on external factors like luck.

16. Define participative management.

Participative management is a process where subordinates share significant degree of
decision-making power with their immediate supervisors. It occurs when individuals who are
affected by decisions influence the making of those decisions. It is associated with greater
feelings of autonomy and meaningfulness of work. It increases employ productivity and job
satisfaction.

17. Discuss the concept and process of Motivation.

Motivation can be defined as “the willingness to exert high levels of effort towards
organizational goals, conditional by the effort ability to satisfy some individual needs”.
It can be defined as “a process that starts with a physiological or psychological deficiency or
need that activates behaviour or a drive that is aimed at goal or incentive.
Process of Motivation:- It includes three process.

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I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR

1. Needs:- When there is a physiological or psychological imbalance accompanied, it leads to

creation of needs.
2. Drives:- These are specific condition that directs an organism towards its goal.
3. Goal:- Attainment of appropriate goal.
20. Discuss Job enlargement, Job enrichment and Job rotation.
Job enlargement:- It is the horizontal expansion of a job. It involves the addition of tasks at
the same level of skill and responsibility. It is done to keep workers from getting bored.
Job enrichment:- It is a vertical expansion of job. It is the addition of tasks to a job that
increase the amount of employ control or responsibility. It tries to eliminate the dysfunctional
elements like lack of challenge, repetitive procedures or an over-controlled authority
structure, and bring better performance to the workplace.
Job rotation:-It is the movement between different jobs. It involves the movement of
employees through a range of jobs in order to increase interest and motivation.

16 mark questions

1. Discuss the theories of personality in detail.

2. Discuss the impact of motivation on work behaviour.

3. How does personality relate to organizational behaviour? Explain the various personality
theories.

4. Enumerate on the factors influencing perception.

5. Explain the content theories of motivation.

6. Explain the theory of classical conditioning and its practical implications.

7. What is perception and what are the factors that affect perception? Discuss in detail.

8. Explain the two factor theory of motivation?

9. Explain Maslow‟s Hierarchy of Need Theory and Herzberg‟s Two-Factor Theory of

Motivation.

10. Explain the influencing factors and determinants of personality.

S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR

UNIT-3(2-Marks)

1. Organization structure
An organizational structure defines how activities such as task allocation, coordination and
supervision are directed toward the achievement of organizational aims. Organizations need to be
efficient, flexible, innovative and caring in order to achieve a sustainable competitive advantage.
Organizational structure can also be considered as the viewing glass or perspective through which
individuals see their organization and its environment.
2. Types of organization structure
 Pre-bureaucratic structures
 Bureaucratic structures
 Post-bureaucratic
 Divisional structure
 Matrix structure
 Organizational Circle
3. Functional structure
A functional organizational structure is a structure that consists of activities such as
coordination, supervision and task allocation. The organizational structure determines
how the organization performs or operates. The term organizational structure refers to
how the people in an organization are grouped and to whom they report. One traditional
way of organizing people is by function. Some common functions within an organization
include production, marketing, human resources, and accounting.
4. Matrix structure
The matrix structure groups employees by both function and product simultaneously. This
structure can combine the best of both separate structures. A matrix organization frequently uses
teams of employees to accomplish work, in order to take advantage of the strengths, as well as
make up for the weaknesses, of functional and decentralized forms.
5. Group in formation
Forming a team takes time, and members often go through recognizable stages as they
change from being a collection of strangers to a united group with common goals. Bruce
Tuckman'sForming, Storming, Norming, and Performing model describes these stages.
6. Group dynamics
Group dynamics is a system of behaviours and psychological processes occurring within a social
group (intragroup dynamics), or between social groups (intergroup dynamics). The study of group
dynamics can be useful in understanding decision-making behaviour, tracking the spread of
diseases in society, creating effective therapy techniques, and following the emergence and
popularity of new ideas and technologies.
7. Informal leaders
Informal leadership is the ability of a person to influence the behaviour of others by
means other than formal authority conferred by the organization through its rules and
procedures. Informal leadership is basically any type of leadership that is not based upon
formal authority.

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I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR

8. Working norms
Group norms are the informal guidelines of behaviours and code of conduct that some
order and conformity to group activities and operations. these rules are expected to be
followed by all the group members. These norms and rules generally develop gradually
and informally as group members learn as to what behaviours are necessary for the group
to function effectively.
9. Group decision making
Group decision-making (also known as collaborative decision-making) is a situation faced when
individuals collectively make a choice from the alternatives before them. The decision is then no
longer attributable to any single individual who is a member of the group. This is because all the
individuals and social group processes such as social influence contribute to the outcome
10. Group decision making techniques
 Interacting groups
 Brainstorming
 Nominal group technique
 Electronic meeting
 Delphi technique
11. Brainstorming
Brainstorming is a situation where a group of people meet to generate new ideas and
solutions around a specific domain of interest by removing inhibitions. People are able to
think more freely and they suggest many spontaneous new ideas as possible. All the ideas
are noted down and are not criticized and after brainstorming session the ideas are
evaluated.
12. Delphi technique
The Delphi method is a structured communication technique or method, originally developed as
a systematic, interactive forecasting method which relies on a panel of experts. The experts
answer questionnaires in two or more rounds. After each round, a facilitator or change agent[5]
provides an anonymised summary of the experts' forecasts from the previous round as well as the
reasons they provided for their judgments.
13. Team building
Team building is a collective term for various types of activities used to enhance social relations
and define roles within teams, often involving collaborative tasks. It is distinct from team
training, which is designed by a combine of business managers, learning and development/OD
(Internal or external) and an HR Business Partner (if the role exists) to improve the efficiency,
rather than interpersonal relations. Many team-building exercises aim to expose and address
interpersonal problems within the group.
14. Team effectiveness
Team effectiveness (also referred to as group effectiveness) is the capacity a team has to
accomplish the goals or objectives administered by an authorized personnel or the organization.[1]
A team is a collection of individuals who are interdependent in their tasks, share responsibility for
outcomes, and view themselves as a unit embedded in an institutional or organizational system
which operates within the established boundaries of that system.
15. Interpersonal relations
An interpersonal relationship is a strong, deep, or close association or acquaintance
between two or more people that may range in duration from brief to enduring. This
association may be based on inference, love, solidarity, regular business interactions, or
some other type of social commitment.

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I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR

16. Communication
Two-way process of reaching mutual understanding, in which participants not only
exchange (encode-decode) information, news, ideas and feelings but also create and share
meaning. In general, communication is a means of connecting people or places. In
business, it is a key function of management--an organization cannot operate without
communication between levels, departments and employees.
17. Control
control is a foreseeing action whereas earlier concept of control was used only when
errors were detected. Control in management means setting standards, measuring actual
performance and taking corrective action. Control is checking current performance against
pre-determined standards contained in the plans, with a view to ensure adequate progress and
satisfactory performance.
18. Communication process
 Sender
 Encoding
 Channel
 Receiver
 Decoding
 Feedback
19. Group decision making process
 Problem identification
 Problem diagnosis
 Solution generation
 Solution evolution
 Framing a decision
 Follow up actions
20. Group Behaviours
Group behaviours refers to the situation where people interact in large or small group.
The field of group dynamics ideas with small groups that may reach consensus and act in
a coordinated way.

PART-B (16 marks)

1. What are the various types of groups in detail

2. What are the various stages of group development?
3. Explain line and staff organization along with suitable diagrams
4. Explain the group decision making techniques
5. Highlight the guidelines required for teambuilding.
6. Discuss the elements of organizational structure.
7. Write a detail note on following:
i) Interpersonal relations in terms
ii) Communication in team
iii) Control in team
8. Give a detailed note on group behaviours
9. Discuss various theories of group in detail.
10. What is importance of organizational structure?

S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR

UNIT-4(2-marks)

1. Define Leadership
Leadership is the process of influencing the behaviour of others to work willingly and
enthusiastically for achieving predetermined goals. It is the ability of a leader to induce
subordinates to work with confidence and zeal. Leadership changes potential into reality.
it is the final ct that brings to success or the potential, i.e in an organization and its
people.
2. Basic qualities of leadership
 Ability to inspire others
 Problem solving skills
 Emotional maturity
 Ability to understand human behaviour
 Willingness to take risk
 Intelligence
 Responsibility
 Spirit of enthusiasm
3. Write short note on Power
The term power may be defined as the capacity to exert influence over others. If a person
has power it means that he is able to influence the behaviour of other individuals. The
essence of power is control over the behaviour of others. Power is the ability to get things
done the way one wants them to be done.
4. Sources of power
 sources of formal individual power
 sources of informal individual power
 ability to control
 discretion
 visibility
 dependability
 knowledge as power
5. Define power centres
power centre is a person who is in close vicinity of higher management and whom
management trusts and takes feedback form. it is very important to understand the actual
people who are powerful in the company. These people may not be on very important
designations that may be the source of information to the boss.
6. Politics
Politics is an organization refers to those activities that are not required as part of one’s
formal role in the organization but that influence or attempt to influence the distribution
of advantages and disadvantages within the organization.
7. Tactics used to gain political power
 Bargaining or trade off
 Competition

S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR

 Cooperation
 Coalition
 Pressure
 Control over information
 Control over communication channel
8. Define autocratic leadership
The autocratic leader gives orders which must be obeyed by the subordinated. He
determines policies for the group without consulting them and does not give detailed
information about future plans, but simply tells the group what immediate steps they must
take.
9. Participative leadership
Participative leadership style decentralizes managerial authority. The leader’s decision is
taken after consultation with his followers and after their participation in the decision
making process. He sees to it that policies are worked out in group discussions and with
the acceptance of the group.
10. Define trait theory
It is a traditional approach to the theory of leadership. According to these theories it is
thought that a leader has specific trait of mind and intelligence. These special qualities of
head and heart generally include mental capacities and morale qualities.
11. Define resistance to change
Power holders resist attempts to change the distribution of power. Person who strives for
power and are able to acquire it are unwilling to share it with other members of the group.
12. What is reciprocal relationship
Power relationship in an organisation is reciprocal because it exists in a relationship
between two or more persons. It is based on two way traffic influencing others and being
influenced. Therefore it is incorrect to say that power exist with top ranking officials or
with the managers.
13. Define reward power
The opposite of coercive power is reward power people comply with the wishes or
directives of another because doing so produces positive benefits, therefore one who can
distribute reward that other view as valuable will have power over those others.
14. Define knowledge as power
It is widely known that knowledge is power. knowledge may be understood as a
conclusion or analysis derived from data and information. Data are facts statistics and
specifies information. Information is the context in which data are placed having access
to relevant and important knowledge and information is power.

15. Explain the nature of power

 Reciprocal relationships
 Dependency relationships
 Power is specific
 Unequal distribution

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I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR

 People differ in terms of values

 Power can expand or contract
16. What are the ways to use power centres
 Destabilise
 Communicate
 Defuse resistance
 Be deliberate
 Dominate sequence
 Create definitive systems
17. Define resources as power
It is well known that powers term form access to resources information and support and
the ability to get cooperation in doing necessary work .power occurs when a person has
easy access to resources money human resources technology materials customers and the
like.
18. Define behavioural theories
The behavioural theorists contend that a leader’s style is oriented toward either an
employee cantered or a job centred emphasis. Because of the widespread inconsistencies
of leadership effectiveness, research continued and focused on the behavioural patterns.
19. Difference between employee centred leader and job centred leader
Employee centred leader Job centred leader
Treats subordinated as human beings Emphasises technical aspect of job.
Shows concern for the well-being of Relies on work standards, procedures and
employees rules.
Encourages and involves the employees in Exercises closes supervision employees are
setting and implementing goals seen as tool I the production process
20. Leaders vs managers
leaders managers
Leaders focus on people Managers focus on system and structure
Leaders take risks by making changes Managers tend to eliminated risks by
preserving the system
Leaders do the right thing. Managers do thing right

S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR

PART-B (16Marks)
1. Write a detailed note on the nature and importance of leadership
2. Discuss the various leadership styles along with its advantages and disadvantages
3. Enumerate the modern leadership theory and their key characteristics.
4. State the ways to effectively use power centres. What are the precautions used while
dealing with power centres.
5. What are the different levels of political action? Discuss the tactics used to gain political
power.
6. But these can be viewed in a positive way also. In this sense, politics and power may be
thought of as w means for the achievement of organizational objectives. Discuss.
7. Discuss the importance of power.
8. Explain the nature of power with proper example.
9. Differentiate between leader and manager.
10. Explain the basic qualities of leader.

UNIT-5(2-marks)

1. Organizational culture
organizational culture represents the collective values, beliefs and principles of organizational
members and is a product of factors such as history, product, market, technology, strategy, type of
employees, management style, and national culture; culture includes the organization's vision,
values, norms, systems, symbols, language, assumptions, environment, location, beliefs and
habits..
2. Organizational climate
Organizational climate (sometimes known as Corporate Climate) is the process of quantifying the
"culture" of an organization, and it precedes the notion of organizational culture. It is a set of
properties of the work environment, perceived directly or indirectly by the employees, that is
assumed to be a major force in influencing employee behaviour.
3. Job satisfaction
Job satisfaction or employee satisfaction is a measure of workers' contentedness with their job,
whether or not they like the job or individual aspects or facets of jobs, such as nature of work or
supervision. Job satisfaction can be measured in cognitive (evaluative), affective (or emotional),
and behavioral components. Researchers have also noted that job satisfaction measures vary in
the extent to which they measure feelings about the job (affective job satisfaction).or cognitions
about the job (cognitive job satisfaction).
4. Organizational change
Organizational change is both the process in which an organization changes its structure,
strategies, operational methods, technologies, or organizational culture to affect change within the
organization and the effects of these changes on the organization. Organizational change can be
continuous or occur for distinct periods of time.
5. Determinants job satisfaction
Individual factors
 Level of education
 Age

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 Other factors

Nature of job

 Occupational level
 Job content

Situational variable

 Working conditions
 Supervision
 Opportunity for promotion
6. Stability vs change
Stability vs. Change, deals with the issue of whether or not personality traits present during
present during infancy endure throughout the lifespan. Change theorists argue that personalities
are modified by interactions with family, experiences at school, and acculturation.

7. Proactive vs. reaction change

Proactive change involves actively attempting to make alterations to the work place and its
practices. Companies that take a proactive approach to change are often trying to avoid a potential
future threat or to capitalize on a potential future opportunity. Reactive change occurs when an
organization makes changes in its practices after some threat or opportunity has already
occurred.
8. Change process
 Problem Recognition
 Identifying the causes of problem
 Implementing the change
 Generating motivation for change
 Managing the transition state
 Supporting the change
 Evaluating the change.
9. Resistance to change
Resistance to change is the action taken by individuals and groups when they perceive
that a change that is occurring as a threat to them. Key words here are 'perceive' and
'threat'. The threat need not be real or large for resistance to occur.
10. Managing change
Change management is the process, tools and techniques to manage the people side
of change to achieve the required business outcome. Change management incorporates
the organizational tools that can be utilized to help individuals make successful personal
transitions resulting in the adoption and realization of change.
11. Stress
Stress is your body's way of responding to any kind of demand or threat. When you sense danger
whether it's real or imagined the body's defences kick into high gear in a rapid, automatic process
known as the “fight-or-flight” reaction or the "stress response."
12. Work stress

S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR

Workplace stress then is the harmful physical and emotional responses that can happen
when there is a conflict between job demands on the employee and the amount of control
an employee has over meeting these demands.
13. Management of stress
Stress management is a wide spectrum of techniques and psychotherapies aimed at
controlling a person's level of stress, especially chronic stress, usually for the purpose of
improving everyday functioning. In this context, the term 'stress' refers only to a stress
with significant negative consequences, or distress in the terminology advocated by Hans
Selye, rather than what he calls esters, a stress whose consequences are helpful or
otherwise.

14. Work life balance

Work–life balance is the term used to describe the balance that an individual needs between time
allocated for work and other aspects of life. Areas of life other than work-life can be, but not
limited to personal interests, family and social or leisure activities.

15. Organizational development

Organization Development is an effort planned, organization-wide, and managed from the top, to
increase organization effectiveness and health through planned interventions in the organization's
'processes,' using behavioural-science knowledge.”
16. Organizational effectiveness
Organizational effectiveness can be defined as the efficiency with which an association is
able to meet its objectives. This means an organization that produces a desired effect or
an organization that is productive without waste.
17. Levels of resistance to change
 Psychological resistance
 Sociological resistance
 Logical resistance
18. Diversity at workplace
Workforce diversity is a valuable asset for any business that seeks a competitive
advantage in the global economy. Learn about the issues associated with workforce
diversity and take a quiz to test your knowledge.
19. Strong and weak culture.
A strong culture, in which members agree upon and care intensely about organizational
values, can improve organizational performance by motivating employees and co-
coordinating their behaviour.
Weak culture can arise when the core values are not clearly defined, communicated or widely
accepted by those working for the organization. It can also occur if there is little alignment
between the way things are done and the espoused values.
20. Objectives of OB
 To increase the level of inter-personal trust among employees.
 to increase employees' level of satisfaction and commitment.
 to confront problems instead of neglecting them.

S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR

 to effectively manage conflict.

 to increase cooperation and collaboration among employees.

PART-B(16-Marks)
.
1. Discuss the importance characteristics of organizational culture
2. After the organizational cultural is created and developed the step is to sustain or maintain it.
3. Highlight the importance of organizational change. Discuss process of organizational change.
4. What are the internal and external forces of organizational change
5. Discuss the resistance to change and the measures to manage the resistance
6. Enumerate the option of work life balance along with the guidelines foe improving work life
balance
7. The term job satisfaction refers to the general attitude or feelings of an individual towards his job.
8. State the causes and consequences of stress.
9. Give the significance and measurement of job satisfaction.
10. What are the internal and external forces of organizational change

S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR

S.PAVITHRA AP/MBA