OrganizationalBehaviour

UNIT I:Introduction to Organizational Behaviour

Que 1:- What is Organizational Behaviour and Why is it Important?

Ans 1:-
“Organisationalbehaviour is a branch of the Social Sciences that seeks to build theories that can
be applied” to predicting, understanding and controlling behaviour in work organisations.”—
Raman J. Aldag.

“Organisationalbehaviour is the study and application of knowledge about how people act within
an organisation. It is a human tool for human benefit. It applies broadly to the behaviour of
people in all types of organisation.”— Newstrom and Davis.

In short, organisationalbehaviour revolves around two fundamental components:

1. The nature of the man.
2. The nature of organsisation.
In other words, organisationalbehaviour may be organisation of individual’s behaviour in
relation to physical means and resources so as to achieve the desired objective of the
organisation. Organisationalbehaviour is the basis of human resource management and
development. The former is concept oriented whereas the latter is concerned with the technology
of human development. The variables influencing human development are scientifically studied
under organisationalbehaviour. Organisationalbehaviour in the study of human behaviour in the
organisations. Whenever an individual joins an organisation he brings with him unique set of
personal characteristics, experiences from other organisations and a personal background. At the
first stage organisationalbehaviour must look at the unique perspective that each individual
brings to the work setting. The second stage of organisationalbehaviour is to study the dynamics
of how the incoming individuals interact with the broader organisation. No individual can work
in isolation. He comes into contact with other individuals and the organisation in a variety of
ways. The individual who joins a new organisation has to come into contact with the co-workers,
managers, formal policies and procedures of the organisation etc. Over the time, he is affected by
his work experience and the organisation as well as his personal experiences and maturity. On
the other hand, the organisation is also affected by the presence or absence of the individual.
Thus, it is essential that OB must study the ways in which the individuals and organisation
interact with each other.
Organizational behavior inform real-world evaluation and management of groups of people.
There are a number of components:

Personality plays a large role in the way a person interacts with groups and produces work.
Understanding a candidate's personality, either through tests or through conversation, helps
determine whether they are a good fit for an organization.
Leadership, what it looks like and where it comes from, is a rich topic of debate and study within
the field of organizational behavior. Leadership can be broad, focused, centralized or de-
centralized, decision-oriented, intrinsic in a person’s personality, or simply a result of a position
of authority.
Power, authority, and politics all operate inter-dependently in a workplace. Understanding the
appropriate ways these elements are exhibited and used, as agreed upon by workplace rules and
ethical guidelines, are key components to running a cohesive business.

Importance of Organisational Behaviour

The need and importance of organisationalbehaviour are as under:

1. Skill Improvement:
Study of OrganisationalBehaviour helps to improve skills.
This includes the ability of employees and use of knowledge to become more efficient.
It also improves managers, as well as other employees, work skill.
2. Understanding Consumer Buying Behaviour:
It also an important part to improve the marketing process by understanding consumer (buying)
behaviour.
3. Employee Motivation:
OB helps to understand the basis of Motivation and different ways to motivate employees
properly.
4. Nature of Employees:
Understanding of personnel and employee nature is important to manage them properly.
With the help of OB, we can understand whether employees or people are Introvert, Extrovert,
Motivated, Dominating etc.
5. Anticipating Organisational events:
The scientific study of behaviour helps to understand and predict organisational events.
For example Annual Business Planning, Demand Management, Product line management,
Production Planning, Resources Scheduling, Logistics etc.
6. Efficiency & Effectiveness:
Study of organisationalbehaviour helps to increase efficiency and effectiveness of the
organization
7. Better Environment of Organisation:
OB helps to create a healthy, ethical and smooth environment in an organisation.

8. Optimum or Better Utilization of Resources:

Study of OB helps to understand employees and their work style and skill better way.
By understanding this, management can train and motivate employees for optimum utilization of
resources.
9. Importance of OB in the Goodwill of organization:
OrganisationalBehaviour helps to improve Goodwill of organization.

This is all about the significance and importance of organisationalbehaviour and its impact on
overall business activities. Ultimately OB helps to increase efficiency and productivity. This may
lead to an increase in the profit of the organisation.
Que 2:- What are the fundamental concepts of Organizational Behaviour?
Ans 2:-
There are two fundamental concept of organizational behaviour, such as

1.The nature of people

2.The nature of organization

The nature of people:

There are six basic concepts about the nature of people;
1. Individual Difference
2. Perception
3. A Whole Person
4. Motivated Behaviour
5. Desire For Involvement
6. Values of the Person

1. Individual Difference: Each and every person in the world is individual different. The
idea of individual difference is supported by science. A person is different in millions of
ways. Each person’s DNA profile is different. Originally, the idea of individual
difference comes from psychology. From the day of birth, each person is unique. So
management can motivate employee by different ways. Management should consider
carefully the law of individual difference.
2. Perception: People look at the world and see things differently. Two people may view
the same object in two different ways. Employees see their work worlds differently for a
variety of reasons. They may differ in their personalities needs, demographic factors
(Age, Gander, Income, Marital status), past experience and so on. Management learns to
guide their employees who have perceptual difference.
3. A Whole Person: Some organization may wish that they could employ only a person’s
skill or brain. They forget that they actually employ a whole person rather than certain
characteristics. Skill doesn’t exist apart from background or knowledge. Home life is not
 totally separate from their work life. Similarly emotional conditions aren’t separate from
physical conditions. People work, as total human beings.
Management needs to care about the whole person. Authority should recognize them inside and
outside of firm. If the whole person can be improved, the organization will be benefited.
As an example, A women who attend the office at 9:00 AM is always anxious for her children’s
school time (if her kids can participate in the school or not).
As a result, its impact falls on her concentration that means her working life.
For this reason, we cannot separate it. So the manager should treat an employee as a whole
person

4. Motivated behaviour: Motivation is essential to the operation of organization. An

organization with sophisticated technology and equipment can’t work if the human
resources aren’t motivated and guided properly. So the authority should inspire or more
motive the human resources by proving different kinds of facilities.
5. Desire for Involvement: Today many employees are actively seeking opportunities at
work to become involved in relevant decisions. They want to make a contribution by
their talents and ideas for the organization. So organization needs to provide
opportunities for their meaningful improvement.
6. Value of the person: People deserve to be treated differently from other factors of
productions (Land, Capital, and Technology). They want to be treated with caring,
respect and dignity. They refuse to accept the old idea that they are simply economic
tools. They want to be valued for their skills and abilities. Organization should provide
opportunities to the workers to develop themselves.

The nature of organization

There are three key concepts about the nature of the organization. They are

1. Social system
2. Mutual system
3. Ethics
 1. Social System: Organizations are social system. People have psychological needs; they
also have social roles and status. Their behaviour is influenced by their groups as well as
by their individual drives. Two types of social systems exist in organizations. One is
formal or official and other is informal social system. All parts of the social system are
inter-depended and each part is subject to influence by other. Everything is related to
everything else.
The idea of social system provides a frame work for analyzing organizational behaviour issues. It
helps make organizational behaviour problems understand able and manageable.
2. Mutual System: Organizations need people and people need organizations.
Organizations have a human purpose. They are formed and maintained on the basic of
some mutuality of interest among their participant’s managers need employees to help
them reach organizational objectives. Mutual interest provides a supportive goal that can
be attained on attained only through the integrated efforts.
3. Ethics: In order to attract and retain valuable or experienced employees ethical treatment
is necessary. This is very important that organization must ensure a higher standard of
ethical performance by managers and employees. Companies have established codes of
ethics, statements of ethical values, provided ethics training, rewarded employees for
notable ethical behaviour and so on.

Que 3:- What are the challenges and opportunities managers have in applying OB
Concepts?
Ans 3:- Challenges and opportunities for organizational behavior are massive and rapidly
changing for improving productivity and meeting business goals.
Although the problems with organizations and the solutions over the ages have not changed, the
emphasis and surrounding environmental context certainly have changed.

Although the resulting lean and mean organizations offered some short-run benefits in terms of
lowered costs and improved productivity, if they continued to do business, as usual, they would
not be able to meet current or future challenges.
Organizational Behavior Challenges Faced by Managers
Regulatory behavior challenges require managers to implement changes to diversification,
ethical, technological and globalization factors within the workforce. The main problems that
managers face include the diversity of the workforce, ethical behavior, globalization response
and technology, and innovation aspects.

1.Diversity at Work
The workplace is continually is change mode with more and more diversification of workers.
Diversification includes racial, cultural backgrounds, religious and national differences as well as
age and sexual orientation. Despite the constant need to hire people with specific requirements
and skills, Anderson indicates that management of such individuals can be a difficult task. The
reason is that each person has a particular set of characteristics, attitudes, response to authority
and ideology on teamwork with a diverse team. The central challenge administrators face the
knowledge of how to amalgamate different people to work under certain conditions to achieve
the set objectives

2.Ethical Behavior
Ethics is the knowledge of and execution of good and disposal of the wrong. The understanding
of what is right and wrong is set by the corporate set rules and regulations which stipulate what is
necessary from the employees. This may not be, as Sascha, Wohlgezogen, and Zajac states, easy
to attain because of the cumulative factor of a diverse workforce which possess different
mentalities and prioritization of individualism and not teamwork. The attitudes and actions may
result in corporate scandals which involve unethical behavior which can either be public creating
a long-term if not a short-term impact on the reputation of the business. The difficulty lies when
the managers try to promote ethical organizational behavior as well as a culture within the
employees. As stated earlier, as a human being, employees are set to survival mode which is
regarded as individualism. Personal interest can be frustrating when handling grown-ups and the
managers can opt to sideline such events and handle the issue at hand: teamwork.

3.Globalization Response
Globalization, from a corporate view, is the definition of transmitting from being local to being
global. Administrators are required to manage international individuals who hail from a diverse
background who are more complex and sophisticated compared to the localized workforce
challenges. This is a two-pronged approach. On one end, managers are required to understand
the corporate needs, objectives, and goals and comprehend how to utilize the workforce to
achieve the set goals.

On the other hand, a manager is set to task in understanding how to utilize the workforce based
on diversity backgrounds. For instance, the global manager uses the information to improve the
subsidiary of organizational behavior to tally the overall corporate culture of the company to
improve on performance. But, this is met with resistance from people at lower levels which is a
threat to the achievement of set goals and objectives.

4.Technology and Innovation

Technology and innovation are considered the pivotal factors that ensure a business is at per with
the competition or ahead of its competition. To realize this determines that the workforce has to
be updated on what is relevant to the business and how it will revolutionize how they operate.
This involved communication of the technology and innovation changes with the workforce
which, communication plays an integral part within any organization. As such, it influences how
people and groups of teams work together and operate within the workplace. Since technology
brings the promise of improving performance and ease mode of operation, it is continually being
affected by the alienation of individuals who may not understand the relevance or how to use the
technology. For instance, baby boomers or the older generation may not have the skill set in
comprehending how to use the latest technology. The manager is tasked with the duty of finding
ways to educate the groups on how to use the technology through organizational communication
and inclusion strategy without discrimination.

Opportunities for Managers in Organizational Behavioral Concepts

1.Improving Workforce Skills

Technological changes, factors of organizational structural alterations and environmental
modifications are among the constant aspects that change within any organization. Employees
are required to be apt and up to date with the technology which entails equipping the executives
and employees with the skills necessary to adapt to the change. This is a paramount opportunity
as it provides the manager with a platform to improve on their managerial skills. The skills
include (1) technical skills such as listening, motivational, organizational, problem-solving and
decision-making skills. On the other hand, (2) managerial skills including how to generate
developmental programs, career advancement programs, induction, and socialization among
others improve how a manager administers his or her team.

2.Improving Quality and Productivity

Managers have the opportunity to develop on quality which in turn enhances performance
productivity. Variety is necessary since customers or users can relate to the product and the
service provided with the needs and expectations. High quality, for instance, ensures that
customers have a good rapport with the business. There is an opportunity for any manager since
various key dimensions are improved upon that include performance ratings, features, the
durability of strategic management and reputation of the company. By confronting the challenges
faced by managers within their work category, the quality and productivity of the workforce are
enhanced. As a result, there is a witness of excellent management.

3.Total Quality Administration

The philosophy in management revolves around the drivers of any organization to the attainment
of high-quality satisfaction of any customer with the continuous improvement of all
organizational processes. These entail the intense focus on the needs of the customer which
range from the type of product and the type of service needed. The manager is provided with the
constant need to enhance improvement continuously through quality improvement. There are
strategic ways of improving this which include empowerment of employees and accurate
measurement of vital programs to improve the workforce. For instance, the incorporation of
training programs for workers may require a skill set in handling the latest technology. How to
go about is the real challenge as well as a real opportunity for the workforce to work hand in
hand to improve on performance and output.

4.Empowering the Workforce

A manager’s primary role in any organization is to ensure that the employees are energetic,
enthusiastic and ready to handle any tough project. The art of ensuring that employees stay
motivated is both a challenge and an opportunity. To achieve this, managers delegate the power
and the responsibility to the lower cadre of employees by assigning some form of freedom to
make decisions on work-related aspects. The aspects can include decision making on operations,
strategic adoption of ideas and how to make the workforce coordinate based on responsibilities
and work aims. Therefore, the manager has to ensure that encouraging the workers to participate
in the work roles is related to the decision and the will to enhance their work commitment. The
reason is that managers are required continuously to allow their employees to fully control their
work performance which impacts on the self-supervision factors and improved work output.

Que 4:- Elaborate on the goals of OrganizationalBehaviour?

Ans 4:-

The four goals of organizational behaviour are to describe, understand, predict and control.

1. To describe: The first objective is to describe how people behave under various

conditions. For example, as a manager, I have information about a particular junior officer
that he comes office in late and leaves the office early.
2. To understand: The second goal of organizational behaviour is to understand why
people behave as they do. Managers have to understand the reasons behind a particular action.
For example, as a manager, I must find out the reason why the junior officer is coming late
and going earlier.
3. To predict: Predicting future behaviour of employee is another goal of organizational
behaviour. Usually, managers would have the capacity to predict why the employees are
committed to the organization or not. For instance, I have to realize why he wants to leave my
organization, how I can hold the officer in my organization, what should be done by me in
this situation or what my role is etc.
4. To control: The final goal of organizational behaviour is to control and develop a
friendly atmosphere for the organization. Since managers are responsible for the overall
performance of an organization, they must develop workers’ teamwork, skill and
commitment. Managers should take necessary action for themselves. In the above case, I can
increase the financial benefits of the officer if it is not satisfactory for him or I can help him to
solve his personal problem, or I can negotiate him to solve any organizational problem.
So, organizational behaviour is a human tool for human benefit. It is mainly used to analyse the
human behaviour in all types of organizations, such as business, government, school and services
organizations. So, in order to manage the human resources properly, we need describe,
understand, predict, and control human behaviour.
 Que 5:- Elaborate on the forces affecting Organizational Behaviour?
These key forces are;
1. People.
2. Structure.
3. Technology.
4. Environment.
There is an interaction of people, structure, and technology and these elements are influenced by
the environment.
People
People make up the internal social system of the organization. That system consists of
individuals and groups and groups may be large and small, formal and informal. Groups are
dynamic.
Group form, change and disband. Since the organization is a combination of a group of people,
managers must handle the people in the right direction.
This is very challenging to guide people or employees who have different educational
backgrounds, talent, and perspectives. So managers must understand predict and control the
people.
They build up a relationship among the employees and motivate themselves.
Structure
The structure defines the formal relationship and use of people in the organization. There are
managers and employees, accounts assemblers to accomplish different kinds of activities.
They are related structurally so that their work can be effectively coordinated. Because there is
no organization can be successful without proper coordination.
Many organizational structures have become flatter. This downsizing and restructuring have
occurred as a result of the pressure to lower costs while remaining competitive.
Other structures have grown more complex as a result of mergers, acquisitions, and new
ventures. Several organizations have experimented with hiring contingent workforces
(temporary, part-time, or contract employees).
Finally, many firms have moved from a traditional structure to a team-based one.
Technology
Technology provides the resources with which people work and affects the tasks that they
perform. They cannot accomplish work with their bare hands.
The technology used has a significant influence on working relationships.
The great benefit of technology is that it allows people to do more and better work, but it also
restricts people in various ways’ It has cost as well as benefits.
Examples of the impact of technology include the increasing use of robots and automated control
systems in an assembly line.
The dramatic shift from a manufacturing to a service economy, the impressive advances in
computer hardware and software capabilities, the rapid move toward the widespread use of the
information highway (internet).
And the need to respond to societal demands for improved quality of goods and services at
acceptable prices.
If any person has a lack of technological knowledge he/she cannot work. Moreover, technology
decrease per unit cost and improve the quality of the products and services.
Environment
All organizations operate within an internal and external environment. A single organization
does not exist alone.
An organization is a part of a larger system that contains many other elements, such as the
government, the family, and other organizations. Numerous changes in the environment create
demands on organizations.
Citizens expect organizations should be socially responsible; new products and competition for
customers come from around the globe; the direct impact of unions diminishes; the dramatic
pace of change in society quickens.
There is a direct impact of several trade unions of organizations.
So all the elements of environments influence the attitude and provide competition. It must be
considered in the study of human behavior in an organization.
Que 6:- Elaborate on the five models of Organizational Behaviour?
Ans 6:-
 The models are: 1. Autocratic Model 2. Custodial Model 3. Supportive Model 4. Collegial
Model 5. Systems Model.
1. Autocratic Model:
This model assumes that workers are lazy and dislike work. They do not assume responsibility
for work and prefer to be directed by managers. They do not take initiative to work. Managers
work in a formal environment and make use of authority to get the work done. Employees follow
the orders and become dependant on them for fulfillment of their needs. Managers issue orders
and instructions by virtue of their position and authority.
They use negative forces of motivation like threats and punishments to which the employees
simply obey. They are not committed to the managers. There is strict and close supervision to get
the desired performance from the employees, communication is one-way (top to bottom) and
interaction of managers with employees is minimum.
This model is largely based on McGregor’s. Theory X assumptions about motivating employees
which believes in external control to deal with employees or the exploitative- authoritative style
of leadership. Employees’ performance is bare minimum in such situations as managers can use
their authority to fire the employees.
Though this model is not much in use in the contemporary business environment, its use is
appropriate when:
(a) Urgent action is required,
(b) Employees are unskilled, inexperienced and submissive and
(c) Employees have strong lower-order needs to satisfy.
2. Custodial Model:
Use of autocratic model develops frustration amongst employees as it is based on economic
concept of the man. It assumes that people work mainly to satisfy their physiological needs. As
this is not the case, there develops a sense of insecurity amongst employees and they look
forward to satisfy their security needs also.
In order to overcome the frustration and develop better relationship with employees, managers
follow the custodial model of direction. Managers use economic resources to provide fringe
benefits and other economic rewards, like pension, gratuity etc. to employees. Money is used as
a strong motivator to satisfy their security needs (job security); though, however, their
physiological needs are largely met in the autocratic model.
Rather than being dependant on the managers or boss, employees become dependent on the
organisation in this model. They want the organisation to provide them fair wages for which they
cooperate with the management. Money serves as a maintenance factor as propounded by
Herzberg.
It, thus believes in power of money rather than power of authority. Though workers are not
dissatisfied with their jobs, they are not motivated to perform better. They are not allowed to
participate in the decision-making process, they cannot decide their rewards and, therefore, they
are happy but are not motivated.
It assumes that managers know what is best for them. They are their custodians and decide what
is good for them. This approach of paternalism does not work for employees who have strong
higher-order needs of ego satisfaction, recognition and achievement. Workers in this approach
are, thus, happy but not productive.
3. Supportive Model:
While autocratic model aims at satisfying physiological needs through use of power and
custodial model aims at satisfying their safety needs through use of money, the supportive model
aims to satisfy their psychological needs also besides physiological and safety needs through
participative style of management.
Managers adopt relationship-oriented organisationbehaviour and allow employees to participate
in the decision-making process. Communication is two-way and a healthy work climate is
ensured which takes care of the human side of the organisation. It provides supportive climate in
the organisation where innovative abilities of employees are exploited to their fullest and they
contribute to organisational goals to the best of their abilities.
Managers, thus, focus on human relations and attribute organisational success to satisfaction of
human needs. There is synchronization of individual goals with organisational goals as both,
organisation and employees work to satisfy each other’s needs. They have an attitude of care and
understanding for each other. This model is similar to Theory Y assumptions of McGregor’s
theory of motivation.
This model is appropriate when:
(a) Workers’ higher-order needs are predominant,
(b) They are self-motivated to work, and 
(c) Managers have trust and confidence in the employees.
4. Collegial Model:
‘Collegial’ means a body of people working together for a common purpose. This model aims at
teamwork. People work together as a team. They are self-directed and take independent charge
of their work. They set high targets, have full potential for development and are skilled at their
work.
This model is an extension of supportive model. The manager, however, does not need to direct
the workers through some kind of incentives. People have strong higher-order needs and produce
goods results at work.
Since managers know their team is confident, capable and motivated, they often step back and let
the people go on with their tasks. Managers empower the group to achieve their goals by handing
over ownership to them. People look at organisational tasks as their own tasks and work hard to
bring goodwill to the company.
This model is appropriate when:
1. Work is unstructured that requires people to use their innovative abilities.
2. Work is intellectually challenging where people are required to exhibit behavioural flexibility.
3. People have freedom to work to fulfill their higher-order needs; achievement; recognition;
challenge at work.
5. Systems Model:
Under this model, people work to satisfy their self-actualisation needs; need to become what they
want to become or to do what they want to do. They look for challenge and meaning in their
work and are not satisfied by mere financial rewards. Employees do not see organisations as
different from themselves.
They go beyond self- discipline and self-motivation and work to create organisational culture
that serves as a benchmark for others. Organisations take benefit of such employees and
employees also view organisations as a source of fulfillment of their needs. There is, thus,
synchronization or mutuality of interests between the organisation and the employees. It requires
transformational leaders who let the people decide for themselves and also for their
organisations.
On analysing these models, it cannot be generalized whether one model is better than the other or
any model is the best. These models are based on assumptions about people and how they react
to different situations. Primarily, these models depend upon need hierarchy of the individuals. As
one moves up the hierarchy, there is a shift in the model from autocratic to systems model.
When people have:
(a) Strong physiological needs, managers adopt autocratic model;
(b) In case of strong security needs, custodial model works better;
(c) In case of social and esteem needs, the best results are given when supportive model is
adopted;
(d) High-order needs of achievement and self-actualisation are met through collegial and systems
model.
Thus, it is observed that as one moves up the need hierarchy, each successive model focuses on
human side of the organisations.
Use of these models is contingent upon the situation, which may relate to policies of the
organisation, its culture and climate, the level at which people work, their level of maturity, work
environment, personality factors etc.
However, in the contemporary business environment, people are important assets of the
organisation and managers no more see them as passive and immature workers. They are
independent, mature and prefer to work in an environment of participative style of management.
There is, thus, tendency to focus more on supportive models. These models get the best out of
workers, help in morale building and achieve the ultimate objective; organisational effectiveness.

Que 7:- Compare the five models of Organizational Behaviour?

Ans 7:- Five Models of Organisational Behaviour

The five models of organisational behaviour are the:

 autocratic model,
 custodial model,
 supportive model,
 collegial model and
 system model.

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. These
lower-level employees have little control over the work function. Their ideas and innovations are
not generally welcomed, as the key decisions are made at the top management level.

The guiding principle behind this model is that management/owners have

enormous business expertise, and the average employee has relatively low levels of skill and
needs to be fully directed and guided. This type of autocratic management system was common
in factories in the industrial revolution era.
One of the more significant problems associated with the autocratic model is that the
management team is required to micromanage the staff – where they have to watch all the details
and make every single decision. Clearly, in a more modern-day organisation, where highly paid
specialists are employed an autocratic system becomes impractical and highly inefficient.

The autocratic model is also a detractor to job satisfaction and employee morale. This is because
employees do not feel valued and part of the overall team. This leads to a low-level of work
performance. While the autocratic model might be appropriate for some very automated factory
situations, it has become outdated for most modern-day organisations.

Custodial model

The custodial model is based around the concept of providing economic security for employees –
through wages and other benefits – that will create employee loyalty and motivation.

In some countries, many professional companies provide health benefits, corporate cars,
financial packaging of salary, and so on – these are incentives designed to attract and retain
quality staff.

The underlying theory for the organisation is that they will have a greater skilled workforce,
more motivated employees, and have a competitive advantage through employee knowledge and
expertise.
Supportive model

Unlike the two earlier approaches, the supportive model is focused around aspiring leadership.

It is not based upon control and authority (the autocratic model) or upon incentives (the custodial
model), but instead tries to motivate staff through the manager-employee relationship and how
employees are treated on a day-to-day basis.

Quite opposite to the autocratic model, this approach states that employees are self-motivated
and have value and insight to contribute to the organisation, beyond just their day-to-day role.

The intent of this model is to motivate employees through a positive workplace where their ideas
are encouraged and often adapted. Therefore, the employees have some form of “buy-in” to the
organisation and its direction.

Collegial model

The collegial model is based around teamwork – everybody working as colleagues (hence the
name of the model).

The overall environment and corporate culture need to be aligned to this model, where
everybody is actively participating – is not about status and job titles – everybody is encouraged
to work together to build a better organisation.

The role of the manager is to foster this teamwork and create positive and energetic workplaces.
In much regard, the manager can be considered to be the “coach” of the team. And as coach, the
goal is to make the team perform well overall, rather than focus on their own performance, or the
performance of key individuals.

The collegial model is quite effective in organisations that need to find new approaches –
marketing teams, research and development, technology/software – indeed anywhere the
competitive landscape is constantly changing and ideas and innovation are key competitive
success factors.

System model

The final organisational model is referred to as the system model.

This is the most contemporary model of the five models discussed in this article. In the system
model, the organisation looks at the overall structure and team environment, and considers that
individuals have different goals, talents and potential.

The intent of the system model is to try and balance the goals of the individual with the goals of
the organisation.

Individuals obviously want good remuneration, job security, but also want to work in a positive
work environment where the organisation adds value to the community and/or its customers.

The system of model should be an overall partnership of managers and employees with a
common goal, and where everybody feels that they have a stake in the organisation.

At the end we can that depending upon the different era, skill of the employees, nature of the
business, scale on which the business is operating are some of the vital factors in determining the
Models of Organisational Behaviour are determined by the organization. Each of the above 5
models are best sutaible in the given situation and seanrio.

Que 8:- List the contributing disciplines to the field of Organizational Behaviour?
Ans 8:-
1. Psychology
The terms psychology comes from the Greek word ‘Psyche’ meaning soul or spirit. Psychology
is the science that seeks to measure, explain and sometimes change the behavior of human
beings. Modern psychology is almost universally defined as the science of behavior which is
nearly identical with behavioral science, in general. Psychology has a great deal of influence on
the field of organizational behavior. Psychology is concerned with individual behavior.

Psychology studies behavior of different people in various conditions such as normal, abnormal,
social, industrial legal, childhood, adolescence, old age, etc. It also studies processes of human
behavior, such as learning, motivation, perception, individual and group decision-making,
pattern of influences change in organization, group process, satisfaction, communication,
selection and training. 

It is a science, which describes the change of behavior of human and other animals. It is
concerned with the more study of human behavior. The major contribution of psychology in the
field of OB (Organizational Behavior) have been concerned are following:
o Learning
o Personality
o Perception
o Individual decision-making
o Performance appraised
o Attitude measurement
o Employee selected
o Work design
o Motivation
o Emotions
o Work strain
o Job satisfaction
2. Social Psychology
Social psychology is that part of psychology that integrates concepts from psychology and
sociology. In other words, social psychology studies all aspects of social behavior and social
thought – how people think about and interact with others. One of the areas receiving
considerable attention from social psychology is change law to reduce its resistance and
implement it successfully. Additionally, social psychology is useful in the areas of measuring
and understanding changing attitudes; communication patterns; the ways in which group
activities can satisfy individual needs and group decision making processes. It focuses on the
influences of people on one another.

It is an area within psychology that blends concepts from psychology and sociology and that
focuses on the influence of people on one another. The major contributions of social psychology
to OB are as follows:
o Behavior change
o Attitude change
o Communication
o Group process
o Group decision-making
3. Sociology
Sociology is the study of group behavior. It can be described as an academic discipline that
utilizes the scientific method in accumulating knowledge about a person’s social behavior. In
other words, it studies the behavior of the people in relation to their fellow human beings. Some
of the areas within OB that have received valuable input from sociologist include group
dynamics, organizational culture, formal organization theory and structure, organizational
technology, bureaucracy, communication power, conflict and inter-group behavior. To the
managerial practice, its contribution is mainly in the field of bureaucracy, role structures, social
system theory, group dynamics, effect of industrialization on the social behavior etc.

It is the study of society, social institution and social relationship. The main contributions of
sociology to the field of OB are as follows:
o Group dynamics
o Communication
o Power
o Conflict
o Inter group behavior
o Formal organizational theory
 o Organizational technology
o Organizational change
o Organizational culture
4. Anthropology
The term anthropology combines the Greek term ‘anthropo’ meaning man and the noun ending
‘logy’ meaning science. Thus, anthropology can be defined as the science of man. It is also
known as ‘science of humanity’ which encompasses a broad range of studies including the
evolutionary history of human beings and features of different societies, cultures and human
groups. In other words, the field of anthropology studies the relationship between individuals and
their environment. Groups of individual living together create a body of shared ideas that are
called culture. Culture is embodies in the system of symbols shared by a group of people and is
reflected in their language and beliefs. The culture of a civilization or the sub-culture of a
defined group is transmitted by the stories and myths told by members of the group. These
stories and myths help the groups to understand who they are and what things are important.

It is the study of society to learn human beings and their activities. The major contributions of
Anthropology in the field of OB are as follows:
o Comparative values
o Comparative attitudes
o Cross-culture analysis
o Organization environment
o Organization culture
5. Political Science
Political science is the branch of social science which deals with politics in its theory and
practice, and the analysis of various political system and political behaviors. Political scientists
study the behavior of individuals and groups within a political environment. Specific topics of
concern to political scientists include conflict resolution, group coalition, allocation of power and
how people manipulate power for individual self-interest. In other words, political science helps
us to understand the dynamics of power and politics within organizations, since there is usually a
hierarchical structure of differing levels of managers and subordinates.
It is the study of the behavior of individuals and group within or political environment. The main
contribution of political science in the field of OB have been concerned with:
o Conflict
o Intra-organizational policies
o Power

Que 9:- What are the limitations of Organizational Behaviour?

Ans 9:- 3 major limitations of OB are;

1. Behavioral Bias.
2. The Law of Diminishing Returns.
3. Unethical Manipulation of People.

1. Behavioral Bias
Behavioral Bias is a condition that is a reflection of tunnel vision, in which people have narrow
viewpoints as if they were looking through a tunnel.
They see only the tiny view at the other end of the tunnel while missing the broader landscape.
Following the behavioral bias, people who lack system understanding may develop a behavioral
bias, which leads them to develop a narrow viewpoint that emphasizes employee satisfaction
while overlooking the broader system of the organization about all its stakeholders.
It should be clear that the concern for employees can be so greatly overdone that the original
purpose of bringing people together, which is “productivity organizational outputs for society”
could be lost.
An effective organizational behavior should help accomplish organizational purposes. It should
not replace them.
The person who does not consider the needs of people as consumers of organizational output
while fighting for employee needs is not applying the ideas of organizational behavior correctly.
It is a mistake to assume that the objective of organizational behavior is as simple as to create a
satisfied employee-base, as that goal will not automatically turn into new products and stellar
customer service.
It is also a fact that the person who pushes production outputs without regard for employee needs
is also not applying organizational behavior in the right fashion.
The most effective OB dwells, acknowledges and appreciates a social system that consists of
many types of human needs that are served in many ways.
Behavioral bias can be so misapplied in a way that it can be harmful to employees as well as the
organization as a whole.
Some individuals, despite having good intentions, so overwhelm others with the care that the
recipients of such care become dependent and unproductive.
They find excuses for failure rather than take responsibility for progress. They do not possess a
high degree of self-respect and self-discipline.
2. The Law of Diminishing Returns
Overemphasis on organizational behavior, the practice may produce negative results, as
indicated by the law of diminishing returns.
It places an overemphasis on an OB practice that may produce negative results. It is a limiting
factor in organizational behavior in the same way that it is in economics.
In economics, the law of diminishing return refers to a declining amount of extra outputs when
more of a desirable input is added to an economic situation.
After a certain point, the output from each unit of added input tends to become smaller. The
added output eventually may reach zero and even continue to decline when more units of input
are added.
The law of diminishing returns in organizational behavior works similarly.
According to the law of diminishing returns, at some point, increases of a desirable practice
produce declining returns, finally resulting in zero returns, and then follows negative returns as
more increases are added.
More of a good thing is not necessarily good. The concept means that for any situation there is
an optimum level of a desirable practice, such as recognition or participation.
When that point is exceeded, there is a decline in returns realized. To put it differently, the fact
that a practice is desirable does not necessarily imply that more of the same practice is more
desirable.
3. Unethical Manipulation of People
A significant concern about organizational behavior is that its knowledge and techniques can be
used to manipulate people unethically as well as to help them develop their potential.
People who lack respect for the basic dignity of the human being could learn organizational
behavior ideas and use them for selfish ends.
They could use what they know about motivation or communication in the manipulation of
people without regard for human welfare. People who lack ethical values could use people in
unethical ways.
The philosophy of organizational behavior is supportive and oriented toward human resources. It
takes to improve the human environment and help people grow toward their potential.
However, the knowledge and technique of this subject may be used for negative as well as
positive consequences. This possibility is true of knowledge in almost any field, so it is no
special limitation of organizational behavior.
Nevertheless, we must be cautious so that what is known about people is not used to manipulate
them.
The possibility of manipulation means that people in power in organizations must maintain high
ethical and moral integrity and not misuse their power.Without ethical leadership, the new
knowledge that is learned about people becomes a dangerous instrument for possible misuse.

Que 10:- Briefly describe the three levels of Basic OB Model (Individual, Group and
Organization)?
Ans 10:-

UNIT II : Foundations of Individual Behaviour

Que 11:- What are the key Biographical characteristics and how are they relevant to
Organizational Behaviour?
Ans 11:-

Que 12:- Define Learning and briefly describe three major theories of Learning?
Ans 12:-Learning covers virtually all behaviours and is concerned with the acquisition of
knowledge, attitudes and values, emotional responses (such as happiness and fear), and motor
skills (such as operating a computer keyboard or riding a bicycle). We can learn incorrect facts
or pick up bad habits in the same way that we learn correct facts and acquire good habits. It
refers to a spectrum of changes that occur as a result of one's experience. Learning may be
defined as "any relatively permanent change in behaviour or behavioural potential produced by
experience". It may be noted here that some behavioural changes take place due to the use of
drugs, alcohol, or fatigue. Such changes are temporary. They are not considered learning.
Therefore, changes are due to practice and experience, and relatively permanent, alone are
illustrative of learning. In the definition given above, it is clear that the process of learning has
certain distinctive characteristics. These are:
First, learning always involves some kind of experience. These experiences may be derived from
inside the body or they may be sensory, arising outside. The task of inferring whether or not
learning has taken place may be an obvious one, but observable behaviour may not always reveal
learning. It is important to distinguish between two types of learning. Procedural learning or
'knowing how', concerns your ability to carry out particular skilled actions such as riding a horse.
Declarative learning or `knowing that', concerns your store of factual knowledge such as an
understanding of the history of our use of the horse.
Second, the behavioural changes that take place due to learning are relatively permanent.
Behaviour can be changed temporarily by many other factors and in ways which we would not
like to call learning. These other factors include growing up or maturation (in children), aging (in
adults), drugs, alcohol and fatigue. For example, you must have noticed that whenever one takes
a sedative or drug or alcohol, one's behaviour changes. Each one of these drugs affect
physiological functions leading to certain changes in behaviour. Such changes are temporary in
nature and disappear as the effect of drugs wears out.
Third, learning cannot be observed directly. We can only observe a person's behaviour and draw
the inference from it that learning has taken place.

Que 13:- Define Shaping and describe four ways of shaping behaviour?

Ans 13:- We have five ways of shaping individual behavior with respect to their original
conduct −
  Positive reinforcement
 Negative reinforcement
 Punishment
 Extinction
 Schedules of reinforcement
Let us try to understand all these unique methods one at a time.
Positive Reinforcement
It occurs when a desirable event or stimulus is given as an outcome of a behavior and
the behavior improves. A positive reinforcer is a stimulus event for which an
individual will work in order to achieve it.
For example − A company announces a rewards program in which employees earn
prizes depending on the number of items they sold.
Negative Reinforcement
It occurs when an aversive event or when a stimulus is removed or prevented from
happening and the rate of a behavior improves. A negative reinforcer is a stimulus
event for which an individual will work in order to terminate, to escape from, to
postpone its occurrence.
For example − A company has a policy that an employee can have a Saturday off only
if he completes the assigned work by Friday.
Punishment
The creation of some unpleasant conditions to remove an undesirable behavior.
For example − A teenager comes home late and the parents take away the privilege of
using the cell phone.
Extinction
The process of eradicating any type of reinforcement causing any undesirable
behavior.
For example − A child who crawls under the table to hide and seek attention, gradually
stops doing so when the attention is withdrawn.
Schedules of Reinforcement
The schedules of reinforcement can be of five types − continuous, fixed interval,
variable interval, fixed ratio, and variable ratio.
Continuous
A schedule of reinforcement in which every occurrence of the desired outcome is
followed by the one who reinforces. For example − Each time a child puts Rs. 1 in a
candy machine and presses the buttons he receives a candy bar.
Fixed interval
Conduct of reinforcement with intervals but sufficient enough to make the expected
behavior worth repeating. For example − Working of washing machine.
Variable interval
Conduct of reinforcement with an average of n amount of time. For example −
Checking e-mail or popping quizzes. Going fishing—we might catch a fish after 20
minutes
Fixed ratio
Oversight of reinforcement when rewards are spaced at uniform time intervals. For
example − Salary.
Variable ratio
Oversight of reinforcement when rewards are spaced at unpredictable time intervals.
For example − Commission in sales.

Que 14:- Describe the meaning of attitude and elaborate on their main components?
Ans 14:- Attitudes represent our evaluations, preferences or rejections based on the information
we receive.
It is a generalized tendency to think or act in a certain way in respect of some object or situation,
often accompanied by feelings. It is a learned predisposition to respond in a consistent manner
with respect to a given object.

This can include evaluations of people, issues, objects, or events. Such evaluations are often
positive or negative, but they can also be uncertain at times.

These are the way of thinking, and they shape how we relate to the world both in work and
Outside of work. Researchers also suggest that there are several different components that make
up attitudes.

One can see this by looking at the three components of an attitude: cognition, affect and
behavior.

Three components of attitude are;

1. Cognitive Component.

2. Affective Component.

3. Behavioral Component.

Cognitive Component

The cognitive component of attitudes refers to the beliefs, thoughts, and attributes that we would
associate with an object. It is the opinion or belief segment of an attitude. It refers to that part of
attitude which is related in general knowledge of a person.

Typically these come to light in generalities or stereotypes, such as ‘all babies are cute’,
‘smoking is harmful to health’ etc.

Affective Component

Affective component is the emotional or feeling segment of an attitude.

It is related to the statement which affects another person.

It deals with feelings or emotions that are brought to the surface about something, such as fear or
hate. Using the above example, someone might have the attitude that they love all babies because
they are cute or that they hate smoking because it is harmful to health.

Behavioral Component

Behavior component of an attitude consists of a person’s tendencies to behave’in a particular

way toward an object. It refers to that part of attitude which reflects the intention of a person in
the short-run or long run.

Using the above example, the behavioral attitude maybe- ‘I cannot wait to kiss the baby’, or ‘we
better keep those smokers out of the library, etc.
At the end we can say that Attitude is composed of three components, which include a cognitive
component, effective or emotional component, and a behavioral component.Basically, the
cognitive component is based on the information or knowledge, whereas the affective component
is based on the feelings.The behavioral component reflects how attitude affects the way we act or
behave. It is helpful in understanding their complexity and the potential relationship between
attitudes and behavior.But for clarity’s sake, keep in mind that the term attitude essentially refers
to the affected part of the three components.

In an organization, attitudes are important for their goal or objective to succeed. Each one of
these components is very different from the other, and they can build upon one another to form
our attitudes and, therefore, affect how we relate to the world.

Que 15:-What are the major types of Job Attitudes?

Ans 15:- Attitude is something that lies between emotions and thought processing. It may be
positive or negative. A person can have thousands of attitudes, but organizational behavior focuses our
attention on a very limited number of work-related attitudes.
Most of the research in organizational behavior has been concerned with three attitudes.
3 types of attitudes are;
 Job Satisfaction,
 Job Involvement,
 Organizational Commitment.
Job Satisfaction
Job satisfaction is the level of contentment a person feels regarding his or her job. This feeling is
mainly based on an individual’s perception of satisfaction. A person with a high level of job
satisfaction holds positive attitudes about the job, while a person who is dissatisfied with his or her job
holds a negative attitude about the job.
A person having a negative attitude shows a personality disposition that is inclined to experience
nervousness, tension, upset, distress, etc. whereas those with a positive attitude will feel happy
themselves, others and their work.
Generally, it is deemed a high level of job satisfaction means positive attitudes towards the job
and vice versa.
When people speak of employee attitudes, more often than not they mean job satisfaction. In
fact, the two are frequently used interchangeably.
Job Involvement
Job involvement refers to the degree with which an individual identifies psychologically with his
or her job and perceives his or her perceived performance level important to self-worth.
High levels of job involvement are related to fewer absences and lower resignation rates.
However, it seems to more consistently predict turnover than absenteeism, according to as much
as 16 percent of the variance in the former.
Organizational Commitment
The last job-attitude refers to organizational commitment. It is understood as one’s identification
with his or her organization and feels proud of being its employee.
It is defined as a state in which an employee identifies with a particular organization and, its
goals, and wishes to maintain membership in the organization.
Different studies demonstrate that an individual’s level of organizational commitment is a better
indicator of turnover than the far more frequently used job satisfaction predictor, explaining as
much as 34 percent of the variance.
Basically, turnover and absenteeism are low when employees have an organizational
commitment.

Que 16:- Define Personality, describe how it is measured?

Ans 16:- Personality is a patterned body of habits, traits, attitudes, and ideas of an individual’s,
as these are organized externally into roles and statues and as they relate internally to motivation,
goals, and various aspects of selfhood.The term personality is derived from the Latin word “Persona”
which means to speak through.
This Latin term was used to denote the mask, the actors used to wear in ancient Rome and
Greece, An individual’s personality is the combination of traits and patterns that influence their
behavior, thought, motivation, and emotion.
It drives individuals to consistently think, feel, and behave in specific ways; in essence, it is what
makes each individual unique.
Over time, these patterns strongly influence personal expectations, perceptions, values, and
attitudes. In addition to this, personality arises from within the individual and remains fairly
consistent throughout life. It is a pattern of stable states and characteristics of a person that
influence his or her behavior towards goal achievement. Each person has unique ways of
projecting these states.
The study of personality focuses on two broad areas;
1. One is understanding individual differences in particular personality characteristics, such
as sociability or irritability.
2. The other is understanding how the various parts of a person come together as a whole..

According to Gordon Allport, “Personality is the dynamic organization within the individuals of
those psychophysical systems that determine his unique adjustments to his environments”.
Hence personality is a sum total of ways in which an individual reacts and interacts with others.
It is individual differences in characteristic patterns of thinking, feeling and behaving. It is the
supreme realization of the innate habit of a living being.
It is an act of courage flung in the face of life, the absolute affirmation of all that constitutes the
individual, the most successful adaptation to the universal conditions of existence, coupled with
the greatest possible freedom of self-determination.
For example- he has a very pleasant personality or he was an influential personality in genetic
engineering.
Measuring Personality in Organisationalbehaviour
The measures of personality in organisationalbehaiviour are explained below: -
The Projective Tests
In these tests, individuals are shown a picture, abstract image, or photo and are asked to describe
what they see or to tell a story about what they see. The rationale behind projective tests is that
each individual responds to the stimulus in a way that reflects his or her unique personality. The
Rorschach inkblot test, Thematic Apperception test (TAT), sentence completion method are
projective tests commonly used to assess personality. Research evidence concerning the validity
of projective techniques as a whole is very disappointing. Projective tests continue to suffer from
a lack of objectivity in scoring and an absence of adequate norms. Never the less, in clinical
practice, projective tests continue to be popular and valued diagnostic tool.
Behavioural Measures
There are behavioural measures of personality as well. Using an observational technique known
as behavioural assessment, psychologist can count and record the frequency of particular
behaviours. For example, we might assess a person's sociability; by counting the number of
times he or she approaches strangers at a party. The behaviour is scored in some manner to
produce an index of personality.
Although much can be learned from observation, it has the following shortcomings -
i. It is time-consuming and expensive.
ii. What is observed may be misinterpreted.
iii. Two observers can view the same event and interpret it differently.
iv. The presence of the observer can alter the behaviour being observed.
Self-Report Questionnaire
The most common method of assessing personality is the self-report questionnaire. Individuals
respond to a series of questions, usually in an agree/ disagree or true/false format. The widely
recognized self-report questionnaire are -
 Minnesota Multi phasic Personality Inventory (MMPI)
 Myers-Briggs Type Indicator (MBTI):
a. Minnesota Multi phasic Personality Inventory (MMPI): The MMPI is comprehensive
and assesses a variety of traits, as well as various neurotic or psychotic disorders. Used
extensively in psychological counselling to identify disorders, the MMPI is a long
questionnaire. It is useful in the screening, diagnosis clinical description of abnormal
behaviour, but does not reveal differences among normal personalities very well.
b. The Myers-Briggs Type Indicator (MBTI):  Another popular self-report questionnaire is
the Myers-Briggs Type Indicator (MBTI). It is essentially a 100 - question personality
test that asks people how they usually feel or act in particular situations. Katharine Briggs
and her daughter, Isabel Briggs Myers, developed the Myers-Briggs Type Indicator to put
Jung's type theory into practical use. The MBTI is used extensively in organizations as a
basis for understanding individual differences. The MBTI has been used in career
counselling, team building, conflict management and understanding management styles.
Based on the answers individuals give to the test, they are classified as -
 Extroverted or Introverted (E or I)
 Sensing or Intuitive (S or N)
 Thinking or Feeling (T or F) and
 Perceiving or Judging (P or J)
There are four basic preferences in type theory and two possible choices for each of the four
preferences. The combination of these preferences makes up an individual's psychological type.

Que 17:- What are major Personality attributes influencing Organizational Behaviour?
Ans 17:- Major personality traits influencing organizational behaviour, i.e, (1) Authoritarianism,
(2) Bureaucratic Personality, (3) Machiavellianism, (4) Introversion and Extroversion, (5)
Problem Solving Style, (6) Achievement Orientation,  (7) Locus of Control, (8) Self Esteem, (9)
Self Monitoring, (10) Risk Taking, (11) ‘Type A’ and ‘Type B’ Personality, and (12) Myers-
Briggs Type Indicator (MBTI).

1. Authoritarianism:
“This concept refers to a belief that there should be status and power differences among people
in organisations.”Authoritarians tend to place high moral value on their beliefs and are strongly
oriented towards conformity of rules and regulations. They naturally prefer stable and structured work
environments which are governed by clean rules and procedures.
Further, they believe obedience and respect for authority and blind acceptance of authority.
These people are generally conservatives concerned with toughness and power, are close minded
and generally less educated. But because of their belief in acceptance of authority they make
good followers, work better under directive supervision and are more productive within
authoritarian organisational structure.
2. Bureaucratic Personality:
The personality of a bureaucratic person is based upon respect for organisational rules and
regulations. He is different from an authoritarian person in respect that his acceptance of
authority is not total and blind. A person who is bureaucratic in nature values subordination,
conformity to rules, impersonal and formal relationships. These people become better
supervisors when the type of work is routine, repetitive and proceduralised because these people
are not innovative, they do not like taking risks and feel more at ease in following established
directions.
Machiavellianism:
This personality trait of Machiavellianism also known as Mach is named after Niccolo
Machiavelli, who wrote in the 16th century on how to gain and use power.
The characteristics of high MACH employers are as follows:
(i) A Mach man is pragmatic, maintains emotional distance and believes that ends can justify
means.
(ii) A high Mach man manipulates more, wins more, are persuaded less and persuade others
more than the low machs.
(iii) High Mach people flourish when they interact face to face with others rather than indirectly.
(iv) These people are successful when the situation has a minimum number of rules and
regulations.
(v) High Mach man has high self confidence and high self esteem. They are cool and calculating
and have no hesitation using others or taking advantage of others in order to serve their own
goals.
(vi) They are not easily swayed by a sense of friendship, trust or loyalty. They are specially
successful in exploiting structured situations and vulnerable people.
We cannot conclude that whether high machs make good employees or not. The answer will
depend upon the type of the job and whether moral and ethical values are considered in
evaluating the performance of a person.
4. Introversion and Extroversion:
These two terms are generally associated with the interpersonal behaviour of an individual and
his sociability. Extroverts are gregarious and sociable individuals while introverts are shy, quiet
and retiring. It has been observed that introverts and extroverts people have different career
orientations and require different organisational environment to maximize performance.
Extroverts are more suitable for positions that require considerable interaction with others that is
why managerial positions are dominated by extroverts.
Thus, we can say that to be an extrovert is a managerial trait to be a successful manager. On the
other hand, introvert people are more inclined to excel at tastes that require thought and
analytical skill. An extreme introvert works best alone in a quiet office without external
interruption or influence.
5. Problem Solving Style:
Individuals have their own style of solving their problems and making their decisions and this
style of their affects their personality in certain ways. There are four problem solving styles
based upon Don Hellriegll, John W. Slocum and Richard W. Woodman
“organisationalbehaviour”.
These styles are:
(i) Sensation Feeling Style:
The people who have the sensation feeling style are dependable, friendly, social and they
approach facts with human concerns. These people are pragmatic, methodical and like jobs
which involve human contract and public relations. Some suitable areas of jobs for these people
are teaching, customer relations, social workers and marketing.
(ii) Sensation Thinking Style:
People with sensation thinking style are practical, logical, decisive and sensitive to details. These
people prefer bureaucratic type organisations. They are not highly suitable for jobs requiring
interpersonal relations. But these people are more skilled in technical jobs e.g. production,
accounting, engineering and computers.
(iii) Intuition Feeling style:
The persons with intuition feeling style are enthusiastic, people oriented, charismatic and helpful.
The professions which are suited to this style are public relations, advertising, politics and
personnel.
(iv) Intuition Thinking Style:
These people are very creative, energetic, ingenious and like jobs which are challenging in terms
of design and analysis such as system design, law, research and development, top management
and so on.
6. Achievement Orientation:
Achievement orientation or a high need to achieve is a personality trait which varies among
different types of people and can be used to predict certain behaviour. The people with very high
achievement orientation strive to do things in a better way. They want to feel that their success or
failure is due to their own actions. These people do not like to perform easy tasks where there is
no challenge or tasks with very high amount of risk as the failure rate is more.
These people like to do the acts with moderate difficulties, so that they can have a sense of
achievement also and on the other hand the failure rate is also not very high. Or in other words,
achievers will like to do the jobs where the outcome is directly attributed to their efforts and
chances of success are so-so. The high achievers will do better in sports, management and sales
where there is moderate difficulty, rapid performance feedback and direct relationship between
effort and reward.
7. Locus of Control:
Locus of control refers to an individual’s belief that events are either within one’s control
(Internal Locus of Control) or are determined by forces beyond one’s control. Some people
believe that they are the masters of their own fate. Other people see themselves as pawns of fate,
believing that whatever happens to them in their lives is due to their luck or fate. The first type is
labeled as internals and the latter has been called externals. A PERSON’S PERCEPTION OF
THE SOURCE OF HIS OR HER FATE IS TERMED LOCUS OF CONTROL.
A large amount of research has consistently shown the following characteristics of the internals
and externals.
Internal Locus of Control:
(i) A person with a strong internal locus of control has more control over his own behavior. He
believes that he controls events concerning his own life and his internal traits determine what
happens in a given situation. He believes that he is the master of his own density.
(ii) These people are more active in seeking more information to make decisions. They are better
at retaining the information and are less satisfied with the amount of information they possess.
(iii) Internals are more active socially.
(iv) Internals prefer skill achievement outcomes.
(v) Internals are more likely to use personally persuasive rewards and power bases and less likely
to use coercion.
(vi) These people are more independent and less susceptible to influence of others.
(vii) The internals prefer participative management.
(viii) Research has shown that internally oriented people hold jobs of higher Status, advance
more rapidly in their careers.
(ix) Internals take more responsibility for their health and have better health habits. As a result
their incidents of sickness and of absenteeism are lower.
External Locus of Control:
(i) People who rate high in externality are less satisfied with their jobs, have higher absenteeism
rates, are more alienated from the work setting and are less involved on jobs than are internals.
They generally prefer directive management.
(ii) Unlike the internals, these people prefer chance oriented awards.
(iii) A person with a strong ‘external locus of control’ feels that outside forces are affecting the
events in his life and he is at the mercy of destiny, chance or other people. He believes that
everything will happen by the will of God and nothing or nobody can stop it. External locus of
control refer
(iv) Unlike, the internals, the externals are more interested in job security and not in
advancement of careers.
(v) Whereas the internals prefer intrinsic rewards e.g. feeling of and he is at the mercy of
achievement, externals are more interested in extrinsic awards, destiny, chance or other people.
From the above mentioned traits of internals and controls it can be concluded that internals
would be better on sophisticated tasks, which include most managerial and professional jobs or
any other jobs which require complex information processing and learning. In addition, they are
suited to jobs requiring initiative and independence of action. As against this, externals would do
well on jobs that are well structured and routine and in which success depends heavily on
coupling with the directions given by others.
8. Self Esteem:
“Self Esteem refers to the feeling of like or dislike for oneself.” “Self Esteem is the degree of
respect a person has for himself.” This trait varies from person to person as people differ in the
degree to which they like or dislike each other. The research on self esteem offers some
interesting insights into organisationbehaviour.
A few of the research findings about self esteem are:
(i) Self esteem is directly related to the expectations for success. High self esteem people believe
that they possess the ability they need to succeed at work.
(ii) Individuals with high self esteem will take more risks in job selection. They are more likely
to choose unconventional jobs than people with low self esteem.
(iii) People with low self esteem are more susceptible to external influence than are those with
high self esteems. Low esteems are dependent on the receipt of positive evaluations from others.
As a result they are more likely to seek approval from others and more prone to conform to the
beliefs and behaviours of those they respect than are the high esteem.
(iv) In managerial positions, the low esteems tend to be concerned with pleasing others and,
therefore, less likely to take unpopular stands than are high esteems.
(v) High esteems are more satisfied with their job than the low esteems.
(vi) High self esteem people are very friendly, affectionate, find it easy to form interpersonal
attachments and find good in other people. Low self esteem people are usually critical of others,
are generally depressed and blame others for their own failures.
(vii) High esteem people are high performers while low esteem people contribute to poor
performance which in turn reinforces low self esteem.
9. Self Monitoring:
“Self monitoring is a personality trait that measures an individual’s ability to adjust his or her
behaviour to external situational factors”. Self monitoring is a personality trait which has
recently received attention. The research on self monitoring is in infancy, so predictions must be
guarded.
However, prime evidence suggests the following points:
(i) As self monitoring refers to the individual’s ability to adjust his or her behaviour to external
factors, individuals with high self monitoring can show considerable adaptability in adjusting
their behaviour to external, situational factors.
(ii) High self monitors can behave differently in different situations. They are capable of
presenting striking contradictions between their public, personal and private selves. Low self
monitors cannot deviate their behaviour. They tend to display their true dispositions and attitudes
in every situation; hence, there is high behavioural consistency between who they are and what
they do.
(iii) The high self monitors tend to pay closer attention to the behaviour of others and are more
capable of conforming than are low self monitors.
(iv) We can also hypothesize that high self monitors will be more successful in managerial
positions where individuals are required to play multiple and even contradictory roles. The high
self monitor is capable of putting different faces for different audiences.
10. Risk Taking:
The propensity of people to assume risks or avoid risks varies from person to person depending
upon the willingness of the people to take chances. This human trait will affect the decision
making capability of a manager. This individual personality trait will determine how long will it
take a person to take a decision or how much information will be needed before he takes a
decision.
Some people are very conscious in nature, while the others are impulsive. An impulsive person is
a high risk taking manager; he will make rapid decisions and use less information in making their
choices than a very conscious and low risk taking manager. But the research shows that the
decision accuracy is generally the same in both the groups.
Research has concluded that managers in organisations are risk aversive, but still there are
individual differences on this point. Some jobs specifically demand high risk taking persons e.g.
the job of a broker in a brokerage firm. Because in this job for effective performance rapid
decisions are required. On the other hand, some jobs are such where risk taking may prove a
major obstacle e.g. the job of an accountant who performs auditing activities. This job should be
filled by, someone, with low risk taking trait.
11. ‘Type A’ and ‘Type B’ Personality:
People who are impatient, aggressive and highly competitive are termed as ‘Type A’ personality.
But those who are easy going, laid back and non-competitive are termed as ‘Type B’ personality.
Type ‘A’ people tend to be very productive as they work very hard. Their negative side is that
they are very impatient, good team players, more irritable and have poor judgment. Type ‘B’
people do better on complex tasks involving judgment and accuracy rather than speed and hard
work.
Despite Type ‘A’s hard work, the Type ‘B’ people are the ones who appear to make it to the top.
Great sales persons are usually Type A’s while senior executives are generally Type B’s. The
reason is that promotions in corporate and professional organisations usually go to those “who
are wise rather than to those who are merely hasty, to those who are tactful, rather than to those
who are hostile and to those who are creative rather than to those who are merely agile in
competitive stride.”
12. Myers-Briggs Type Indicator (MBTI):
The personality theory proposed by Carl Jung identified the way people preferred to perceive
their environment. Almost Twenty years later, Briggs and Myers developed the Myers – Briggs
type indicator (MBTI) a personality test that measured each of the traits in Carl Jung’s model.
MBTI is in-fact, one of the most widely used personality tests. It is used by many organisations
to select people for a particular position.
It measures how people focus their attention (extrovert or introvert), collect information (sensing
or intuition), process the same (thinking or feeling) and finally direct themselves to the other
world (judging or perceiving) MBTI then combines the four classifications into 16 personality
types.
The alphabet (E) denotes extrovert, (I) stands for introvert, (S) for sensing, (N) for institution,
(T) for thinking, (F) is feeling, (J) judging and (P) perceiving. For example if we say marketing
people tend to be ESTJ, this means that they are extrovert, sensing, thinking and judging types.
MBTI as a test of personality type is so popular, that many organisations encourage their
employees to reveal their four letter type so that others in the organisation can better understand
their personality.
From the above mentioned personality traits, it becomes very clear that understanding of
personality is of immense help in the selection of right lands of people for different jobs.
Analysis of an individual’s personality wills reveals his strong and weak points. A person may be
unfit for one job but may be fit for another because job requirements may be different,
Understanding the personality will also help in designing the training programmes for the
personnel in the organisation.
Personality helps the managers in understanding why do workers behave as they do and what
incentive schemes are to be designed to motivate the workers. Further, personality has a great
influence on work performance, particularly, in a job with high human relations content, where
most of the working day is spent interacting with other people.
Personality is the major determinant of the person holding the key job. Each man’s personality
reveals itself in the way he works with his superior, his subordinates and other people. As a
result, when one person on a job changes, everyone has to adjust to a whole series of changes in
the way the work is accomplished. All this will affect the individual performance as well as the
organisational performance.
Que 18:- Define Values? What is the importance of Values in Organizational Behaviour?
Ans 18:- Generally, value has been taken to mean moral ideas, general conceptions or
orientations towards the world or sometimes simply interests, attitudes, preferences, needs,
sentiments and dispositions.But sociologists use this term in a more precise sense to mean “the
generalized end which has the connotations of rightness, goodness or inherent desirability”.
It is important and lasting beliefs or ideals shared by the members of a culture about what is good
or bad and desirable or undesirable.
It has a major influence on a person’s behavior and attitude and serves as broad guidelines in all
situations.
Actually, the value represents basic convictions that a specific mode of conduct or end-state of
existence is personally or socially preferable to an opposite or converse mode of conduct or end-
state of existence.
Values defined in Organizational Behavior as the collective conceptions of what is
considered good, desirable, and proper or bad, undesirable, and improper in a culture.
Some common business values are fairness, innovations and community involvement.
According to R.K. Mukherjee, “Values are socially approved desires and goals that are
internalized through the process of conditioning, learning or socialization and that become
subjective preferences, standards, and aspirations”
A value is a shared idea about how something is ranked in terms of desirability, worth or
goodness. Sometimes, it has been interpreted to mean “such standards by means of which the
ends of action are selected”.
Sometimes, it has been interpreted to mean “such standards by means of which the ends of action
are selected”.
Thus, values are collective conceptions of what is considered good, desirable, and proper or bad,
undesirable, and improper in a culture.
Familiar examples of values are wealth, loyalty, independence, equality, justice, fraternity and
friendliness. These are generalized ends consciously pursued by or held up to individuals as
being worthwhile in them.

It is not easy to clarify the fundamental values of a given society because of their sheer breadth.

IMPORTANCE OF VALUES
Values are the enduring beliefs that a specific mode of conduct or end-state of existence is
personally or socially preferable.
These are more difficult to change or alter.
As ethical conduct receives more visibility in the workplace, the importance of values is
increased as a topic of discussion in management.
Values are general principles to regulate our day-to-day behavior. They not only give direction to
our behavior but are also ideals and objectives in themselves.
They are the expression of the ultimate ends, goals or purposes of social action.
Our values are the basis of our judgments about what is desirable, beautiful, proper, correct,
important, worthwhile and good as well as what is undesirable, ugly, incorrect, improper and
bad.
Pioneer sociologist Durkheim emphasized the importance of values (though he used the term
‘morals’) in controlling disruptive individual passions.
He also stressed that values enable individuals to feel that they are part of something bigger than
themselves.
E. Shils also makes the same point and calls ‘the central value system,’ (the main values of
society) are seen as essential in creating conformity and order.
Indian sociologist R.K. Mukherjee writes: “By their nature, all human relations and behavior are
embedded in values.
 Value is the foundation for understanding the level of motivation.
 It influences our perception.
 Value helps to understand what ought to be or what ought not to be.
 It contains interpretations of right or wrong.
 These influence attitudes and behavior.
 It implies that certain behaviors on outcomes are preferred over others.
 These allow the members of an organization to interact harmoniously. These make it
easier to reach goals that would be impossible to achieve individually.
 These are goals set for achievements, and they motivate, define and color all our
activities cognitive, affective add connective.
 They are the guideposts of our lives, and they direct us to who we want to be.
  Values and morals can not only guide but inspire and motivate a person, give energy and
a zest for living and for doing something meaningful.
Actually, values are important to the study of organizational behavior because they lay the
foundation for the understanding of attitudes and motivation.
Individuals enter an organization with preconceived notions of what “ought” or what “ought not”
to be. Of course, these notions are not value free.
These are part of the makeup of a person. They remind us as to what is important in our lives,
such as success or family, but also, by virtue of their presence, they provide contrast to what is
not important.
That is not to say that, over time, values cannot change.
As we grow and change as individuals, we will begin to value different aspects of life.
If we value- family when we are younger, as our children get older, we might start to value
success in business more than the family.

Que 19:- What are Emotions and Moods? List the basic emotions and moods?
Que 20:- Define Perception and explain the factors that influence it?

UNIT III : Foundations of Group Behaviour

Que 21:- What is the meaning of Groups? What are different types of Group?
Ans 21:- A Group is basically an assemblage of people. It can be understood as a collection of
individuals (two or more), who come together and interact with each other, so as to achieve the
objectives of the organization. These are the foundation of an organization.A group can be
defined as two or more interacting and interdependent individuals who come together to achieve
particular objectives. A group behavior can be stated as a course of action a group takes as a
family. For example: Strike.
A group is a collection of individuals who interact with each other such that one person’s actions
have an impact on the others. In other words, a group is defined as two or more individuals,
interacting and interdependent, who have come together to achieve particular objectives.
The definition of a group can be given by some other simple ways like:
  Several people or things that are together or in the same place.
 Several people who are connected by some shared activity, interest, or quality.
 Several individuals assembled or having some unifying relationship.
 A set of people who meet or do something together because they share the same purpose
or ideas.
The term group can be defined in several different ways, depending on the perspective that is
taken.
A comprehensive definition would say that is a group exists in an organization, its members:
 Are motivated to join.
 Perceive the group as a unified unit of interacting with people.
 Contribute in various amounts to the group processes (that is, some people contribute
more time or energy to the group than do Others).
 Reach agreements and have disagreements through various forms of interaction.
TYPES OF GROUPS
Groups may be classified according to many dimensions, including function, the degree of
personal involvement and degree of organization.
Types of Groups are;
 Formal Group.
 Informal Group.
 Managed Group.
 Process Group.
 Semi-Formal Groups.
 Goal Group.
 Learning Group.
 Problem-Solving Group
 Friendship Group.
 Interest Group.
Let’s look at the
Formal Groups
Formal groups are created to achieve specific organizational objectives. Usually, they are
concerned with the coordination of work activities.
People are brought together based on different roles within the structure of the organization. The
nature of the task to be undertaken is a predominant feature of the formal groups.
Goals are identified by management and short and rules relationships and norms of behavior
established. Formal groups chain to be related to permanent although there may be changes in
actual membership.
However temporary formal groups may also be created by management, for example, the use of
project teams in a matrix organization.
Informal Groups
Within the formal structure of the organization, there will always be an informal structure.
The formal structure of the organization and system of role relationship, rule, and procedures,
will be augmented by interpretation and development at the informal level.
Informal groups are based more on personal relationships and agreement of group’s members
than on defined role relationships. They serve to Satisfy psychological and social needs not
related necessarily to the tasks to be undertaken.
Groups may devise ways of attempting to satisfy members’ affiliations and other social
motivations that are lacing in the work situation, especially in industrial organizations.
Managed Group
Groups may be formed under a named manager, even though they may not necessarily work
together with a great deal. The main thing they have in common, at least the manager and
perhaps a similar type of work.
Process Group
The process group acts together to enact a process, going through a relatively fixed set of
instructions. The classic environment is a manufacturing production line, where every movement
is prescribed.
There may either be little interaction within process groups or else it’ is largely prescribed, for
example where one person hands something over to another.
Semi-Formal Groups
Many groups act with less formality, in particular where power is distributed across the group,
forcing a more collaborative approach that includes- negotiation rather than command and
control.
Families, communities and tribal groups often act as semi-formal ways as they both have
nominal leaders yet members can have a high degree of autonomy.
Goal Group
The goal group acts together to achieve a shared objective or desired outcome. Unlike the
process groups, there is no clear instruction on how they should achieve this, although they may
use some processes and methods along the way.
As there is no detailed instruction, the members of the goal group need to bring more
intelligence, knowledge, and experience to the task.
Learning Group
The learning group comes together to increase their net knowledge. They may act collaboratively
with discussion and exploration, or they may be a taught class, with a teacher and a syllabus.
Problem-Solving Group
Problem-solving groups come together to address issues that have arisen. They have a common
purpose in understanding and resolving their issue, although their different perspectives can lead
to particular disagreements.
Problem-solving may range along a spectrum from highly logical and deterministic, to uncertain
and dynamic situations there creativity and instinct may be better ways of resolving the situation.
Friendship Group
Groups often develop because individual members have one or more common characteristics.
We call these formations of friendship groups.
Social alliances, which frequently extend outside the work situation, can be based on similar age
or ethnic heritage, support for Kolkata Knight Riders cricket, or the holding of similar political
views, to name just a few such characteristics.
Interest Group
People who may or may not be aligned into a common command or task groups may affiliate to
attain a specific objective with which each is concerned. This is an interest group.
Employees who band together to have their vacation schedules altered, to support a peer who has
been fired, or to seek improved working conditions represent the formation of a united body to
further their common interest.
Que 22:- Elaborate on the five stages of Group Development?
Ans 22:- A team cannot be expected to perform well right from the time it is formed. Forming a
team is just like maintaining a relationship. It takes time, patience, requires support, efforts 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 presented a model of five stages Forming, Storming, Norming, and Performing
in order to develop as a group.
Orientation (Forming Stage)
The first stage of group development is the forming stage. This stage presents a time where the
group is just starting to come together and is described with anxiety and uncertainty.
Members are discreet with their behavior, which is driven by their desire to be accepted by all
members of the group. Conflict, controversy, misunderstanding and personal opinions are
avoided even though members are starting to form impressions of each other and gain an
understanding of what the group will do together.
Typical consequences of the forming stage include achieving an understanding of the group's
purpose, determining how the team is going to be organized and who will be responsible for
what, discussion of major milestones or phases of the group's goal that includes a rough project
schedule, outlining general group rules that includes when they will meet and discovery of what
resources will be available for the group to use.
At this stage, group members are learning what to do, how the group is going to operate, what is
expected, and what is acceptable.
To illustrate the 5 stages of team development, let’s look at the example of Daisy, Adam, Daniel,
Mark, and Stella. The 5 of them are neighbors and they just moved to the countryside.
After a week of acquaintanceship, they realize they all have substantial experience in gardening.
So, they decide to split the fees, buy one of the neighboring fields, and grow a 120 sq feet
vegetable garden.
They’re all really excited about the prospect of having access to fresh vegetables every day —
they understand the benefits such a project would have for their family’s everyday meals.
The 5 of them get together every afternoon during a week to discuss plans.
A general idea of what types of vegetables they could grow is forming and includes tomatoes,
cucumbers, zucchinis, and peppers. At the last moment, Daisy also suggests they grow 20 sq feet
of broccoli.
They all agree with everyone’s suggestions and are eager to get started.
Daisy will find the best location based on proximity to water supply, space, and sun exposure.
Adam knows how to test soil acidity and is familiar with soil supplements, so he wants to handle
soil preparation.
Mark, Stella, and Daisy will handle sowing, while Adam will handle the fertilizing.
Daniel will make sure the garden is weed and pest-free at all times. Daisy suggests he also waters
the garden, along with her, Mark, and Stella.
It’s the end of March, and they want to have a fully-formed garden by the beginning of June.

Power Struggle (Storming Stage)

The second stage of group development is the storming stage. The storming stage is where
dispute and competition are at its greatest because now group members have an understanding of
the work and a general feel of belongingness towards the group as well as the group members.
This is the stage where the dominating group members emerge, while the less confrontational
members stay in their comfort zone.
Questions around leadership, authority, rules, policies, norms, responsibilities, structure,
evaluation criteria and reward systems tend to arise during the storming stage. Such questions
need to be answered so that the group can move further on to the next stage.
Example
Now, this is where things get tense for Adam, Daisy, Daniel, Mark, and Stella as they set their
plan into motion, while their 5 personalities and opinions clash.
Daisy called a lot of shots in the Forming stage, so she emerges as the dominant team leader in
this stage. She proposes a clear schedule and takes charge of contacting the local store to see
what supplies they can get here, and what supplies they may need to go to the city for. She wants
to go to the city to buy seeds because they cannot get the broccoli seed she wants in the local
store.
However, Daniel voices his concerns about Daisy’s idea to grow broccoli in the first place —
because he believes it’s more difficult to grow the broccoli than the other vegetables.
Mark questions the fertilizer Adam wants to use, and Daisy agrees.
Moreover, Adam, who’s generally a dominant personality, raises some other questions they were
all too polite to discuss in the Forming Stage: how will they split the vegetables once the garden
begins to produce?
Stella takes a back seat in their discussions as she’s generally a more laid back person, and is fine
with whatever they decide. Yet, Daniel wants her opinion about the broccoli, and she’s expected
to pitch in with the discussion about splitting the vegetables.
In the end, they manage to weather the storm of opinions.
Daisy has a change of heart about the broccoli.
Adam’s choice of fertilizer prevails.
They’re now left with 120 sq feet and 4 types of vegetables, so they decide to use 30 sq feet for
each vegetable type.
They’ll split the gardening fees equally, but they’ll split the final products based on the number
of people in their families, and their needs

Cooperation and Integration (Norming Stage)

In this stage, the group becomes fun and enjoyable. Group interaction are lot more easier, more
cooperative, and productive, with weighed give and take, open communication, bonding, and
mutual respect.
If there is a dispute or disruption, it’s comparatively easy to be resolved and the group gets back
on track.
Group leadership is very important, but the facilitator can step back a little and let group
members take the initiative and move forward together.
Example
Adam, Daisy, Mark, Daniel, and Stella are now mostly content with everyone’s opinions
concerning the type of fertilizer and seeds they’ll use.
Daisy voices her passion for broccoli one more time. But, she’s now quickly persuaded against
the idea when Stella sends her a research paper on the subject.
They’ve polished out most questions and bought everything they need. To buy what they need,
they’ve even made a road trip to the city together — they’ve used this time to bond and get to
know each other better.
Daisie still stands out as the unofficial team leader (with Adam as her close second), but others
are given a more prominent role as they all take over their duties.

Synergy (Performing Stage)

Once a group is clear about its needs, it can move forward to the third stage of group
development, the norming stage. This is the time where the group becomes really united.
At this stage, the morale is high as group members actively acknowledge the talents, skills and
experience that each member brings to the group. A sense of belongingness is established and the
group remains focused on the group's purpose and goal.
Members are flexible, interdependent, and trust each other. Leadership is distributive and
members are willing to adapt according to the needs of the group.
Example
With everything planned out, Daisy, Adam, Mark, Daniel, and Stella get to serious work.
Daniel consults with Adam about using a “weed’n’feed” combination to fertilize the soil and kill
weeds at the same time (and cost). Ultimately, they decide against it.
Adam finishes soil preparation in a couple of days and lays down the fertilization schedule for
the following period.
Mark, Stella, and Daisy perform the sowing.
They also split the watering duties, while Daniel takes care of the weeds every couple of days.
They’re careful to water each type of vegetables according to their prescribed water needs and in
accordance with whether it’s been raining that week or not.
Adam carries out his fertilization schedule regularly.
They have a well-oiled system for who does the watering, and when. The watering schedule is
also well synced with Adam’s soil fertilization process and Daniel’s weed removal.
Daniel also uses a natural homemade combatant on a regular basis.
In order to understand how and when each of them spends time working in the garden, they track
their time. They feel proud when they see that they each spend about 4 hours a week on
gardening, as that means a larger amount of vegetables will produce well.
They get together once or twice a week to discuss their progress with the garden and chat about
their lives. They’ve grown much closer since the day when they first decided to start the
gardening project, and not a day goes by without at least two of them meeting.
June is approaching, and the vegetable garden is almost fully-grown.

Closure (Adjourning Stage)

This stage of a group can be confusing and is usually reached when the task is successfully
completed. At this stage, the project is coming to an end and the team members are moving off in
different directions.
This stage looks at the team from the perspective of the well-being of the team instead of the
perspective of handling a team through the original four stages of team growth.
Example
The garden is in full bloom, and the 5 neighbors enjoy the fruits (or shall we say, “vegetables”)
of their labor.
Each time someone wants to use peppers, tomatoes, cucumbers, or zucchinis in their meals, they
just go to the garden and take what they need.
New vegetables appear daily, and the garden is a complete success. The team even gets a
commendation from the county council for their initiative.
Time passes in bliss, and the vegetable garden helps many delicious meals spur into being.
But, one day, Adam gets a job abroad, and Daisy’s job gets her relocated to a different county —
they both need to move in a couple of weeks.
Soon after, Mark declares that he needs to move to the city in a couple of months because his son
is starting school.
Stella and Daniel believe the garden is too much work for two people only, so they all decide to
sell it.
They feel sad that their project is ending. They’re also sad that they won’t get to see each other
on a regular basis, as they’ve grown quite close.
In the end, they sell the garden, and go their separate ways, capping off the project as a complete
success in every way. It feels like the end of an era.

Que 23:- What is the meaning of Role? Briefly explain following

 Role Perception; Role Expectations; Role Conflict; Role Ambiguity
Que 24:- What is the meaning and significance of Status? List the sources of Status?
Que 25:- Elaborate on the Brainstorming Group Decision Making Technique? List its
advantages and disadvantages?
Ans 25:-Brainstorming technique involves a group of people, usually between five and ten,
sitting around a table in a classroom setting generating ideas in the form of free association. The
primary focus of the brainstorming technique is more on ‘generation of ideas’, rather than on
‘evaluation of ideas’, the idea being that if a large number of ideas can be generated, then it is
likely that there will be a unique and creative solution among them. All these ideas are written on
the blackboard with a piece of chalk so that everybody can see every idea and try to improve
upon them. The leader of the group defines and explains the nature of the problem to the group
members and the rules to be followed.
(a) No judgements are to be made on these ideas when they are generated. No idea is to be
criticized or evaluated in any way until all ideas have been considered.
(b)  Welcome wild ideas, no matter how absurd they might seem. Some of the wildest ideas have
resulted in unique solutions. There should be no inhibition in generating any ideas. The ideas that
are too wild and unfeasible can always be discarded later.
(c)  Strive for quantity and not quality. Quality can always be judged at the end. The more ideas
there are,  the better the chances that the best solution will not escape.
(d)  Each participant is encouraged to improve or modify other participant’s suggestions. The
system can make improvements on the ideas, not visualized by the participant who originally
suggested them. This process results in free association and unrestricted thinking and may
generate some novel idea which may not have been thought of originally.
Brainstorming technique is very effective when the problem is comparatively specific and be simply
defined. A complex problem can be broken up into many parts and each part can be taken separately at
a time. The process is very time consuming and it is quite possible that none of the ideas generated
would be optimal.
But the process itself being democratic in nature creates a lot of interest among subordinates and
stimulates their thinking. Also, the wasted time can be minimized if the members of the group
are chosen carefully so that they understand the problem and feel that their contribution towards
ideas generation will be substantial.
Que 26:- Elaborate on the Nominal Group Technique of Group Decision Making? List its
advantages and disadvantages?

Que 27:- What are techniques of Group Decision Making? List the advantages and
disadvantages of each technique?

Que 28:- What are Teams? What are the types of Teams?
Ans 28:- Team Definition: A team in an organisation is defined to be more competitive than a
group, with the intention of this grouping of people to be able to achieve a common goal, reach
the same objectives.

Below are the slightly expanded definitions which have been created by scholars in the field of
OrganisationalBehaviour.
What is a Team?
A team is a group of people, each of whom possesses particular expertise; each of whom is
responsible for making individual decisions; who together hold a common purpose; who meet
together to communicate, collaborate and consolidate knowledge, from which plans are made,
actions determined and future decisions influenced.
A team is a group of people who work together toward a common goal. Teams have defined
membership (which can be either large or small) and a set of activities to take part in. People on
a team collaborate on sets of related tasks that are required to achieve an objective. Each member
is responsible for contributing to the team, but the group as a whole is responsible for the team’s
success.
Sports teams are a good example of how teams work. For instance, a basketball team has
individual players who each contribute toward the goal of winning a game. Similarly, in business
settings most work is accomplished by teams of individuals who collaborate on activities with
defined outcomes. Because teams are so prevalent in business organizations, it is important for
employees to have the skills necessary to work effectively with others.
Organizations typically have many teams, and an individual is frequently a member of more than
one team. Some teams are permanent and are responsible for ongoing activities. For instance, a
team of nurses in a maternity ward provides medical services to new mothers. While patients
come and go, the tasks involved in providing care remain stable. In other cases a team is formed
for a temporary purpose: these are called project teams and have a defined beginning and end
point linked to achieving a particular one-time goal.
Organizations form teams to accomplish tasks that are too large or complex for an individual to
complete. Teams are also effective for work that requires different types of skills and expertise.
For example, the development of new products involves understanding customer needs as well as
how to design and build a product that will meet these needs. Accordingly, a new product-
development team would include people with customer knowledge as well as designers and
engineers.
TYPES OF TEAM
Organizations use different types of teams in different ways to accomplish their objectives. Some
teams have a very simple and specific focus, and others face complex issues with organization-
wide ramifications. We can look at teams and classify them in a variety of ways. Let’s first take a
look at them based on their task complexity and team member fluidity.
Task complexity is the extent to which a task is intricate and consists of different, interrelated
parts. Membership fluidity is the extent to which membership within a team is stable. Low
membership fluidity would mean that people are often entering into and leaving the team, and
high membership fluidity means they are quite stable, not changing often at all.
Simple Work Teams
Simple work teams have low task complexity and low team fluidity. Their goal is simple
problem solving, and often they are a group that supports day-to-day activities, dealing with
issues that require input from more than one person or to generate commitment from employees.
Usually these are people from a same team or department, so they generally have a similar focus
and tend to work together relatively easily.
Administrative Teams
An administrative team has high task complexity but low team membership fluidity, meaning
that the problems the team deals with are complex but people stream in and out of the group. The
goal of an administrative team is to problem solve and then “sell” their ideas to the rest of the
organization. Their focus could be internal, external, or both, and the team members are usually
management level.
An example of an administrative team might be a relocation committee that’s dedicated to
relocating a plant to a new area. Members of the team might flow in and out, but the complexity
of the task is rather high and not at all part of their regular routine. Management level members
work for a finite period of time to accomplish the strategic objective of moving the plant—all its
machinery, all its people, and so on—to a new address.
Cross-Departmental Teams
A cross-departmental team tends to have a low complexity level but a high team membership
fluidity, meaning that the work is fairly simple but the teams are committed and fairly
unchanging. Their goal is integration in structure and setting ground rules, and their focus is
internal and very specific.
A cross-departmental task force is an example of this type of team. Perhaps an organization is
installing a new system that will manage all their data, both at the main office and at their plants,
in an entirely different way. The task force might come together from different areas of the
organization to identify the types of data their departments generate and how that data will be
transferred over to the new system, how people will be trained to use the new system and even
how change around the system will be managed.
Process Teams
Process teams deal with high complexity tasks and have high team member fluidity, meaning
people are assigned to the team and stay. These folks are creative problem solvers and deal with
implementation. Their focus is strategic and broad.
Process teams do not have departmental affiliation and function independently to undertake
broad, organizational-level process improvements. For instance, the department store Mervyn’s,
the now defunct discount department store chain, had a SWAT team that rushes in to solve a
store’s critical issues. They were deployed at any time, whenever they’re needed. They even
attempt to solve organizational-wide issues like flextime and insurance.
Self-Managed Teams
Self-managed teams (SMTs) are a commonly used process team used in organizations. Self-
managed teams are process teams of employees who have full managerial control over their own
work. Volvo is known for having abandoned their typical assembly line structure for one that
included only self-managed teams. The teams were charged with assembling their large part of
the car, but they could decide how to do it and who was going to work on what parts. The results
included significant improvements in product quality and employee satisfaction.
Overall self-managed teams include these characteristics:
 The power to manage their work
 Members with different expertise and functional experience
 No outside manager
 The power to implement decisions
 Coordination and cooperation with other teams and individuals impacted by their
decisions
 Internal leadership, based on facilitation. This means that a rotating leader focuses on
freeing the team from obstacles as they do their work.
Self-managed teams require a change in structure on behalf of the organization and a high level
of commitment on behalf of all parties to ensure their success. Most self-managed teams that fail
do so because of a lack of commitment on the part of the organization.
Virtual Teams
It’s worth noting that there are now also virtual teams, which are teams that use computer
technology to tie together physically dispersed members in order to achieve a common goal. It is
true that these virtual teams might be an administrative, cross-functional, simple work or even a
process team, but they are distinctive in that they allow people to collaborate online.
Because virtual teams have limited social interaction – many times they have not met in person –
they tend to be more task-oriented and exchange less social information. But they’re able to do
their work even if the members of the team are thousands of miles apart, and allows people to
work together who may not otherwise be able to collaborate.

Que 29:- What the skills useful in Team Building?

Que 30:- What are the factors responsible for Effective Teams?
SUGGESTED BOOKS
 “Human Behaviour at Work”: Organizational Behavior, Author: JohnNewstrom
 Organizational Behavior, Authors: Stephen Robbins , Timothy Judge