NAME – AAYUSHI.

PATEL
ROLL NO- 30
SEAT NO – 17- 7530
CLASS- TYBFM
SUBJECT- ORGANISATIONAL BEHAVIOUR
Define terms:
1.) Organisational behaviour- i) According to Callahan, fllenor and
kudson “Organisational behaviour is a subset of management
activities concerned with understanding, predicting, and influencing
individual behaviour in organisational setting”.
ii) According to Fred luthans “Organisational behaviour is directly
concerned with the understanding, production and control of human
behaviour in organisation.

2.) Ecological model- No business enterprise can exist in a vacuum.

It has to seriously interact with the environment. All the functions of
the organisation are affected by the environment as the
environment supplies the inputs which are converted by the
organisation into outputs. Through a process of feedback output
causes the emergence of new inputs. This interaction between the
organisation and environment is known as ecological interaction
and this is the crux of ecological approach.

3.) Perception- Perception is the organisation, identification and

interpretation of sensory information in order to represent and
understand the environment. All perception involves signals in
nervous system, which in turn results from physical or chemical
stimulation of the sense organs. For example, vision involves light
striking of the retina of the eye, smell is meditated by odor
molecules, and hearing involves pressure waves. Perception is not
the passive receipt of these signals, but is shaped by learning,
memory, expectation, and attention.
 4.) Values- In ethics, values denotes the degree of importance of
something or action, with the aim of determining what actions are
best to do or what way is best to live, or to describe the significance
of different actions. It deals with the right conduct of living a good
life, in the sense that a highly or at least relatively highly, valuable
action may be regarded as ethically “good”, and an action of low in
value, or somewhat relatively low in value may be regarded as
“bad”. Values can be defined as broad preferences concerning
appropriate courses of action or outcomes. Values are different for
each person.

5.) Self esteem- It is the extent up to which people either like or

dislike themselves. Self- esteem is directly related to the exceptions
of success on-the-job satisfaction. Individuals with high self- esteem
think what it takes to succeed. So they take more challenges while
selecting a job. On the other hand, individuals with low self –esteem
are more susceptible to external distractions. So they are more
likely to seek the approval of others and to adapt the beliefs and
behaviour of those they respect.

Brief Question Answers:

Q1.) Explain features of organisational behaviour?
Ans. According to Callahan, Fllenor, Kudson “Organisational
behaviour is a subset of management activities concerned with
understanding, predicting, and influencing individual behaviour in
organisational setting”.
Features of Organisational behaviour:
1. Behavioural Approach to management- Organisational behaviour is
that part of whole management which represents the behavioural
 approach to the management. Organisational behaviour has
emerged as a distinct field of study of the importance of human
behaviour in the organisation.
2. Cause and Effect Relationship- Human behaviour generally taken in
terms of cause and effect relationship and not in philosophical
terms. It helps in predicting the behaviour of individuals.
3. Organisational Behaviour is a branch of social sciences-
Organisational behaviour is heavily influenced by several other
social science viz. Psychology, sociology, and anthropology. It
draws a rich array of research from the disciplines.
4. Three levels of analysis- Organisational behaviour encompasses
the study of three levels of analysis namely individual behaviour,
inter- individual behaviour and the behaviour embraces all these
levels as being complementary to each other.
5. A Science as well as an Art- Organisational behaviour is science as
well as an art. The systematic knowledge about human behaviour is
a science and the application of behavioural knowledge skill is an
art. Organisational behaviour is not an exact science because it
cannot exactly predict the behaviour of people in organisation.
6. A Body of Theory, Research, and Application- Organisational
behaviour consists of body of theory, research, and application
which helps in understanding the human behaviour in organisation.
All these techniques help managers to solve human problems of
organisation.
7. Beneficial to both organisation and individuals- Organisational
behaviour creates an atmosphere whereby both organisation and
individuals are benefitted by each other.
8. Rational thinking- Organisational behaviour provides a rational
thinking about people and their behaviour. The major objective of
 organisational behaviour is to explain and predict human behaviour
in organisation, so that result yielding situations can be created.

Q2.) Explain different methods of performance appraisal?

Ans. The methods of performance appraisal are as follows-
There are few methods which are used in the organizations
appraise the employees. According to (Misra, 2009) the Evaluation
Techniques are as follows:
1.Ranking Method- In this one person is ranked against the given task
in a group.
2. Paired Comparison Method-In this method each person is compared
with all other employees.
3.Forced Distribution Method-In this method the rater appraise each
person according to the predefined distribution scale.
4. Group appraisal -In this method a group of appraises evaluate the
performance of the employees.
5. Management by Objective (MBO)-In this method, appraise set the
specific measurable goals with each employees and then periodically
examine the progress of employees against the set objectives.
6. Behaviorally Anchored Rating scale-Is a tool which could be specially
used to determine a numerical rating scale which
could explain good or bad behaviour.

Q3. Explain problems of performance appraisal?

Ans. The problems of performance appraisal are as follows:
1. Halo Effects -Performance appraisal has a shortfall which must be
brought into notice while rating subordinates supervisors may tend
to bias their decisions based on the rating of one trait to the other,
(Gary Dessler, 2011). In other words the employer, on the bases of
favoritism, may rate employee higher scores. As learned from the
case study that the appraiser, if thinks that the employee is good in
one important aspect, Will give him or her higher marks in every
field ignoring the bad aspects of him or her.
2. Horn’s Effect -On the contrary, horn's effect is when the appraiser
rates the employee bad scores on the basis of one serious fault of
him or her, ignoring the good aspects of the employee. This may
cause to select the bad employee over the good ones. The solution
to both Horn's and halo effect is this, that the appraiser should be
told to rate the employee on a
single trait before going on to the next step.
3. Leniency -This problem occur when the supervisor consistently
rate an employee high or low scores. This leniency should be
avoided so that the consistent high or low scores would not destroy
the overall reputation of the employee. The solution for this is that
the supervisors should tell the appraisers that the consistent rating
is banned or allowed up to a certain level.
4. Biasness-It happens when the appraiser biases while doing the
ratings this could be on the basis of age, race and sex, which cause
affect on the ratings of the employee. This should be avoided
because this will also cause the selection of the bad employees
over the good ones.

Recommendations :
As this is the globalization era, the appraisal process should be
used as a scientific method approach. It is observed that the
managers in today's world view performance evaluation as a minor
portion in their performance management program. Such
negligence will force the organization to lose competitive edge
consequently stopping continuous development of the firm's
employees. Therefore the report shows the
importance of performance appraisal in the success of an
organization and achieving specialty of labor. The following steps
should be followed in this regard:
1. Organizational alignment -This is necessary to ensure that the
workforce is completely aligned with the strategic goals of the
organization. Organization alignment is what keeps the organization
on track to achieving its goals, therefore requires a careful and
regular
feedback to make the required changes.
2. Communication expectations -The communication between the
employer and employees should be very clear and Concise so that
the flow of information among them is without any hurdle
Communication plays a vital role in multinational and national
organizations, removing
cross cultural or cross border communication glitches is very vital.
3. Employee input- Employee input is very necessary in the
appraisal process. Employee should give the total input so that the
desired objectives can be achieved. Employee input helps resolving
issues hence motivating employees to work and become
specialized in the fields consequently helping the organization to
achieve economies of scale.
4.Set SMART goals-The goals should be Specific, Measureable,
 Attainable, Relevant and Time bound (SMART). This is the key of
getting the desired objectives. Unrealistic goals is been problem of
most of the failures in the industry, setting targets for employees
which are unrealistic and hard or may be impossible to achieve will
also de-motivate the workforce.

Q4. Explain autocratic model?

Ans. The basis of this model is power with a managerial orientation of
authority. The employees in turn are oriented towards obedience and
dependence on the boss The employee need that is met is
subsistence. The performance result is minimal.
In case of an autocratic model, the managerial orientation is doctorial.
The managers exercise their commands over employees. The
managers give orders and the employees have to obey the orders.
Thus, the employee’s orientation towards the managers/bosses is
obedience. Under autocratic conditions, employees give higher
performance either because of their achievement drive or their
personal liking to the boss or because or some other factor.
Evidences such as the industrial civilization of the United States and
organization crises do suggest that the autocratic model produced
results. However, its principal weakness is its high human cost. The
combination of emerging knowledge about the needs of the
employees and ever changing societal values and norms suggested
managers
to adopt alternative and better ways to manage people at work. This
gave genesis to the second type of models or organizational
behaviour.
The basis of this model is the power of the boss. Max Weber defined,
 power as, "the probability that one actor, within a social relationship,
will be in a position to carry out his own will despite resistance.
Walternord defined power as, "the ability to influence flow of available
energy and resources towards certain goals as opposed to other
goals Power is assumed to be exercised only when these goals are at
least partially in conflict with each other.

Q5. Explain challenges in organisation?

Ans. Globalization, information Technology, Total Quality, Diversity, and
ethic are Comparative advantage of labor in the market. Like Nokia
from India, China, BMW and Mercedes build their car outside their native
plants are mainly in South Africa.
Challenges like workforce diversity making, communication, dual career
couple, stimulating innovation and change in organization.
Some of the issues which need support from behavioural science and
other interdisciplinary fields to offer creditable solutions are:
1.)Improving peoples skills-The employees and executives are really
in need of a boost up to be equipped with the required skills relevant to
the technological changes, structural changes, Environmental changes
which are accelerated at a fast pace. In absence of the fastback
Possession, the targeted goals can't be achieved in time.
Main skills on focus are:
a) Managerial skills which include listening, motivating, planning,
organizing, problem solving, decision making.
b) Technical skills.
To enhance these skills seminars, training and development session,
career development programmes, induction and socialization and many
more tools as techniques are adopted.
Designing an effective performance appraisal system with built-in
training module to help lower level cadres to upgrade their skill sets
(conceptual, relational etc.) would be remarkable.
2) Improving Quality and Productivity- Quality is a parameter which
makes a product or service best or worst for Customers and users. It is a
measure of expectation. A student expects the pen; she/he just bought,
to write. The failure of the pen to write will express the failure of the
product to meet the customer's expectation.
"Deming' defined quality as a predictable degree of uniformity and
dependability low cost and suited to the market.
"Juran" defined quality as fitness for use.
The key dimensions of quality are:
1.)Performance : Primary/Perceptual characteristics of a product as a
signal, coverage, display quality etc. which are visible.
2.) Features: Secondary characteristics, added features such as alarm
clock added in mobile phones.
3.) Conformance: To meet specifications according to industry
standards
4.) Reliability: Probability of a product's failure within a specific period of
time.
5.) Durability: Measure of product's life having both economic and
technical dimensions.
6.) Services: Resolution of problems and complaints.
7.) Response: Human-Human interface, such as courtesy of the dealer
8.) Aesthetics: Sensory characteristics such as exterior finish
9.) Reputation: Past performance and other intangibles such as being
awarded rank first.

Managers confront the challenges of fulfilling the specific requirements

of a customer. Implementing total quality management and re-
engineering products to improve productivity and quality.

3.) Responding to Globalization -With mostly market driven business,

whenever the demand exists irrespective of distance, location, climatic
conditions, the business operations are expanded to gain their
market share and remain top ranked. Making maximum use of mass
communication, internet, faster transportation, products and services are
spreading across nations
Example of such globalization is "more than 95% of Nokia cell phones
are being sold outside of their home country Finland"

Globalization affects a manager in

i) A manager has to manage a diversified workforce that is likely to

have very different needs, aspirations and attitudes from the ones that
they are used to manage in their home country.
ii) Understanding culture of local people in order to adapt appropriate
management style for the success the operations. It is important for the
manager to show tolerance to sensitivity to various individual in the
workforce.

4.) Empowering People -The main concern is to delegate power and

responsibility to lower level workforce and assigning more freedom to
make choices about their schedules, operations, procedures and method
of solving their work related problems.
The implementation of empowerment concept brings around reshaping
of relationship between the manager and the employees where the
manager works as a coach, advisor, sponsor, facilitator and a guide.
The manager must learn how to give up control and employees must
learn how to take responsibility for their work and make better decision.
These in many cases bring change in leadership style.
5.) Coping with temporariness- The product lifestyle are slimming up
and thus methods of operations are improving and fashions are
changing very fast. This rapid change bring temporariness feel among
the organization's environment. The very long periods of stability is lost
in the recent years due to competitiveness in providing better
experience.
Actual jobs that workers perform are in a permanent state of flux so the
upgrade their knowledge and skill sets.

6.) Stimulating Innovation and Change- Today’s Successful

organizations must foster innovation and be proficient in the art of
change; else they will become extinct in due course of time and vanish
from business. Flexibility needs to be maintained at all times along with
continually improving the quality and handle constant competition. The
managers need to simulate employee creativity and tolerance for
change.

7.) Emergence of E-Organization- Some important aspects that need

to be discussed here are :
i) E-Commerce: This refers to the business operations involving
electronic mode of transactions encompassing presenting products on
websites and filling order. Online shopping is a point of focus for media.
ii) E-Business: It refers to the full breadth of activities included in a
successful internet-based enterprise. E-Commerce is a subset of e-
business which includes developing strategies for running Internet-based
companies, creating integrated Supply chains, collaborating with
partners to electronically coordinate design and production, identifying a
different kind of leader to run a virtual business, finding skilled people to
build and operate intranets and websites and running the administrative
side.
iii) Growth rate of e-business: The application of internet operations
are initially covers a small part of the business. A popular application of
e-business is merely using the internet to better manage an ongoing
business. E-business applications are also helping in improving
communications with internal and external stakeholders and to better
perform traditional business functions. This is even becoming
government concern to use it for providing utility services through
internet.

8.) Improving Ethical Behaviour- The complexity of business

operations is forcing workforce to face ethical dilemmas, where they are
required to define right and wrong conduct in order to complete their
assigned activities. The ground rules governing the constituents of good
ethical behaviour has not been clearly defined. Blurring out of
differentiation between right things from wrong behaviour becomes a
dent in an organization. The managers must evolve code of ethics to
guide employees through ethical dilemmas. Organizing workshops,
seminars, training programs help improving behaviour of employees.
It is the duty of every individual to keep the climate within an
organization healthy in terms of ethics and principals and maintain
minimal degree of ambiguity.

Q6.) Explain types of work related behaviour?

Ans.There are five types of individual behaviours that enable
organization to interact with their environment; acquire share; and use
knowledge to the best advantage and meet the needs of various
stakeholder.
1) Task performance- It refers to goals directed behaviours under
individual's control that support organizational objectives. Task
performance behaviours transform raw materials into goods
and services or support and maintain technical activities. For example,
foreign exchange traders at Wachovia make decisions and take actions
to exchange currencies. Employees in most jobs have more than one
performance dimension. Foreign exchange traders must be able to
identify profitable trades, work cooperatively with clients and co-workers
in a stressful environment, and assist telecommunications equipment
without error. Some of these performance dimensions are more
important than others, but only by considering all of them can we fully
evaluate an employee's contribution to the organization.
2.) Organizational Citizenship - Companies could not effectively
compete, transform resources, or serve the needs of their stakeholders
if employees performed only their formal job duties. Employees also
need to engage in organizational citizenship behaviours (OCBs) -
various forms of Cooperation and helpfulness to others that support the
organization's social and psychological context. In other words,
companies require contextual performance (i.e. OCBs) along with task
performance.

3.) Counterproductive Work Behaviour- Organizational behaviour is

interested in all workplace behaviours, including those on “dark side,"
collectively known as counterproductive work behaviours (CWBs).
CWBs are voluntary behaviours that have potential to directly or
indirectly harm the organization. They include abuse of others (e.g.,
insults and nasty comments), threats (threatening harm), work
avoidance (e.g., tardiness), work sabotage (doing work
correctly). And overt acts (theft). CWBs are not minor concerns. One
recent study found that units of a fast-food restaurant chain with higher
CWBs had a significantly worse performance, whereas organizational
citizenship had a relatively minor benefit.
4.) Joining and staying with the organization- Task performance,
organizational citizenship, and the lack of counterproductive work
behaviours are obviously important, but if qualified people don't join and
stay with the organization, none of these performance-related
behaviours will occur. Attracting and retaining talented people is
particularly important as worries about skill shortages heat
up. Companies survive and thrive not just by hiring people with talent or
potential; they also need to ensure that these employees stay with the
company. Organizations with high turnover suffer because of the high
cost of replacing people who leave. When people leave, some of this
vital knowledge is lost, often resulting in inefficiencies, poorer
customer service, and so forth. This threat is not trivial: Between one-
third and one-half of employees say they would change companies if
offered a comparable job.
5.) Maintaining Work Attendance - Along with attracting and retaining
employees, organizations need everyone to show up for Work at
scheduled times. Situational factors-such as severe weather or car
breakdown-explain some work absences. Motivation is another factor.
Employees who experience job dissatisfaction or work-related stress
are more likely to be absent or late for work because taking time off is a
way to temporarily withdraw from stressful or dissatisfying conditions.
Absenteeism is also higher in organizations with generous sick leave
because this benefit limits the negative financial impact of taking time
away from work. Studies have found that absenteeism is also higher in
teams with strong absence norms, meaning that team members tolerate
and even expect co-workers to take time off.

Q7.) Explain the Perceptual process?

Ans. Perception is a process of receiving, selecting, organising,
interpreting, checking and reacting to stimuli, This is like an input-
through put-output process which the stimuli can be considered as
inputs' transformation of input through selection, organization and
interpretation as through puts' and the ultimate behaviour/action as
output The whole perceptional process can be presented as follows:
1. Receiving Stimuli- The first process in the perception is the
presence of stimuli, The stimuli are received from the various sources.
Through the five organs. lt is a physiological aspect perception
process. Stimuli may be external to us (such as sound waves) and
inside
(such as energy generation by muscles)
 2. Selection of Stimuli - After receiving the stimuli or data, some are
selected. Others are screened out. Two types of factors affect
selection of stimuli tor processing: external and internal factors.
External factors relate to stimuli such as intensity of stimuli, its size,
movement
repetition, etc. Internal factors, relate to the perceiver such as his/her
age, learning interest, etc. Normally, he will select the objects which
interest him and will avoid that for which he is indifferent. This is also
called 'selective perception.
3. Organization of Stimuli- Organising the bits of information into a
meaningful whole is called "organization. There are three ways by
which the selected data, i.e., inputs are organised. These are:
(i) Grouping, (ii) Closure and (iii) Simplification.
(i)Grouping: In grouping, the perceiver groups the various stimuli on
the basis of their similarity or proximity. For example, all the workers
coming from the same place may be perceived as similar on the basis
of proximity.
(ii) Closure: When faced with incomplete information, people fill up the
gaps themselves to make the information meaningful. This may be
done on the basis of past experience, past data, or hunches. For
example, in many advertisement alphabets are written by putting
electric bulbs indicating the shape of the concerned alphabets but
broken lines. In such cases, people tend to fill up the gap among
different bulbs to get meaning out of these.
(iii) Simplification: People identify main stimulus features and assess
how they are organized. He interprets a stimulus situation, the
perceiver simples’ information.
Q8.) Explain the factors affects on perceptual set?
Ans. Factors Influencing Perceptual Set External factors:
1. Size - Bigger size attracts the attention of the perceiver.
2. Intensity- A loud sound, strong odor or bright light is noticed sound,
weak odour or dim light.
3. Repetition- A repeated external stimulus is more attention getting
than a single one. Advertiser uses this principle.
4. Novelty and Familiarity -A novel or a familiar external situation can
serve as attention getter.
5. Contrast-It is a kind of uniqueness which can be used for attention
getting. Letters of bold types, persons dressed differently than others
etc get more attention.
6. Motion- A moving objects draws more attention as compared to a
stationary use this principle.
Internal Factors
1.Self-concept- The way a person views the world depends a great
deal on the concept or image he has about himself. The concept plays
an internal role in perceptual selectivity.
2. Beliefs- A person's beliefs have profound influence on his
perception. Thus, a fact is conceived not on what it is but what a
person believes it to be.
3. Expectations - These affect what a person perceives. A technical
manager may expect ignorance about the technical features of a
product from non-technical people.
4. Inner Needs- The need is a feeling of tension or discomfort, when
one thinks he is missing something. People with different needs
experience different stimuli. According to Freud, wishful thinking is the
 means by which the Id attempts to achieve tension reduction.
5. Response Disposition- It refers to a person's tendency to perceive
familiar stimuli rather than unfamiliar ones.
6. Response Salience- It is the set of disposition which are
determined not by the familiarity of the stimulus situations, but by the
person's own cognitive predispositions. Thus, a particular problem may
be viewed as a marketing problem by marketing personnel, a control
problem by accounting people and human relations problem by
personnel people.
7. Perceptual Defence - It refers to the screening of those elements
which create conflict and threatening situation in people.
i.)Denying the existence or importance of conflicting information.
ii.)Distorting the new information to match the old one.
iii) Acknowledging the new information but treating as non-
representation exception. The factors that influence perception may be
broadly divided into three categories:
1.Factors that reside in the 'Perceiver i.e., attitude, motives, interests,
past experiences and personality, expectations)
2.Factors of the 'situation' and-factors connected with the Target.
3. Factors that determine the preferred location of a brand on each of
the relevant dimension in perceptive mapping.

Q9.) Explain the types of values?

Ans. There are four basic value structures.
1. Terminal Values-These are values that we think are most
important or most desirable. They include but not limited to happiness,
self-respect, inner harmony, and professional excellence.
 2. Instrumental Values-These referred to preferred types of
behaviour like honesty, sincerity, and ambition. These values are
more focused on personality traits and character.
3. Dominant Values-The main values that are stronger, Or more
present, in a person than other values .We are all a mix of different
values, but they are not all present in us at same level. One has to be
dominant, or highest, on the list of values a person possesses.
4. Cultural Values- Cultural values are centered on what a culture
believes is fair and just. In America, for example, one of our cultural
values is freedom.

Q10.) Explain the sources of attitude?

Ans. Attitude refers to feeling of belief on individual or group of
individual but the question is how these feelings and belief developed?
The point which has been stressed by many people is that attitudes
are acquired, but not inherited.
The Attitudes are acquired but not important sources of acquiring
attitudes are as follows:
1.Direct Personal Experience- A person's direct experience with the
attitude object determines his attitude towards it. The personal
experience of an individual, whether it is favourable or unfavourable, will
affect his attitude deeply. For example, an individual joins a new job,
which is recommended to him by his friend. But when he joins the job,
he find his work repetitive, supervisors too tough and co-workers
not so co-operative, he would develop a negative attitude towards his
job, because the quality of his direct experience with the job is negative.
2. Association- Sometimes an individual comes across a new attitude
object which may be associated with an old attitude object. In such a
case, the attitude towards the old attitude object may be transferred
towards the new attitude object. For example, if a new worker
remains most of the time in the company of a worker, who is in the good
books of the supervisor, and towards whom the supervisor has a
positive attitude, the supervisor is likely to develop a favourable attitude
towards the new worker also. Hence the positive attitude towards the
old worker has been transferred towards the new worker because the
association between the old and new worker.
3. Family and Peer Groups- Attitudes like values are acquired from
parents, teachers and peer group members; we begin modelling our
attitudes after those we admire, respect or may be even fear. We
observe the way our family and friends behave and behaviour to align
with theirs. We do so even without being told to do so and even without
having direct experience. Similarly attitudes are acquired from peer
groups on colleges and organisations. For example , if the right thing is
to visit “Hot Millions”, or the “Domino’s”, you are likely to hold that
attitude.

4. Neighbourhood- The neighbourhood in which we live has certain

cultural facilities, religious grouping and ethnic differences. Further, it
has people, who are neighbours. Some of these we accept and Some of
these we accept and some of these we deny and possibly rebel. The
conformity or rebellion in some respects is the evidence of the attitude
we hold.
5. Economic Status and Occupations- The economic status and
Occupational position of the individual also affect his attitude formation.
Our socio-economic background influences our present and future
attitudes. Research findings have shown that unemployment disturbs
former religious and economic values. Children of professional class
tend to be conservatives. Respect for the laws of the country is
associated with increased years of higher education.
6. Mass Communications- Attitudes are generally less stable as
compared to values. Advertising messages for example, attempt to alter
the attitude of the people toward a certain product or service. For
example, if the people at Hyundai Santro can get you to hold a
favourable feeling toward their cars, that attitude may lead to a desirable
behaviour (tor them)-your purchase of a Santro car.