NMIMS Global Access

School for Continuing Education (NGA-SCE)

Course: Organizational Behaviour
Internal Assignment Applicable for September 2021 Examination

Ans 1:) Yes, because, while science and technology are predictable, human
behaviour in the workplace is not. This is due to the fact that it sterns from
people’s deepest desires and ideals. Organization behaviour is the study of
employees ‘or groups’activites in the workplace. It is in charge of maintaining
information on individual and group behaviours in the workplace. In a similar
spirit, it studies individuals ‘or groups ‘thoughts and approaches to their specific
businesses and sectors using systematic methodologies. Incorporating corporate,
social and organizational objectives, on the other hand aids in the establishment
of strong and successful human-organizational interactions.
The modern organisational behaviour approach aims to overcome the constraints
of the traditional approaches (classical and neo-classical). The modern approach
is based on scientific explanations of organisational structure difficulties. The
modern approach can be further subdivided into the following subcategories:
 Systems Approach
 Contingency Approach

 Systems Approach: - This approach is also referred to as the system

organization theory. This approach was proposed in 1950s, saw the
organisation as a system of consciously coordinated activities among diverse
individuals inside if. Organisations are considered as purposefully united
systems made up of interconnected pieces or subsystems like the technical
system, management subsystem, production system, marketing system, social
 and political system all of which are interconnected. Each of these systems
has an impact on others and hence has a complicated relationship with
organizational performance. An event affecting the technical subsystem, for
example, could have a severe influence on the organisation’s production
subsystem. As a result, the interdependence of these subsystems is crucial to
achieving organisational goals. One subsystem is connected by three basic
interlinks. These interlinks are:

 Communication Process
 Decision Making Process
 Balancing Process

 Communication Process: - It serves as a mechanism for coordination

and control. It also serves as a conduit for communication between
various subsystems.

 Decision Making Process: -The selection of best alternative is part of

the decision-making process. It ensures that multiple subsystems
operate in a consistent manner.

 Balancing Process: - It acts as a balance mechanism for several

subsystems. It also harmonises subsystems relationship between
individuals.

 The Contingency Approach: - According to the classical approach, there is

a single optimum technique to manage things that can be used across all
organisations and in all situations. However, because diverse variables
influence the structure and complexity of situations inside organisations, they
vary in structure and complexity. As a result, in order to build the most
effective organisational methods, each circumstance must be carefully
examined to find the relevant variables. According to the contingency
approach, an organisation’s external and internal environments constitute the
foundation of its organisational structure. Organisational behaviour varies
depending on the persons and groups inside the organisation, as well as
technology, structure and the environment in which the organisation operates.
For example, if employees want to take on extra responsibilities, managers
may grant them the freedom to do so in order to simulate workplace
innovation. Managers on the other hand, may use the directive management
techniques if employees refuse to take responsibility.
Ans 2:) When personality traits are studied in conjunction with other factors such
as behaviours, thought processes, mindset, and feelings, the features and
behaviours of people are reduced. In a similar line, personality rates and
characteristics help to describe the extraversion theory, which uses the term
friendly to describe people at all times and in all situations. In addition, the five-
factor model is the most widely used method for assessing or determining
personality traits. There are several traits that can be used to define a person’s
behaviour. In an organisational setting, however not all of the characteristics are
equally relevant. Only a few personality qualities are linked to positive job
behaviour. Five primary features that correspond to important workplace
behaviour patterns have been agreed upon by researchers. The Big Five are the
attributes that define a person. These characteristics are described as follows:
 Extroversion: Carl Jung, Hans Eysenck and Raymond Cattel are some of the
most well-known psychologists who have studied this personality trait.
Extroversion describes how extroverted a person is and how much energy they
get from being around other people. In other words, it indicates to how much
a person:
o Enjoys being around other people
o Is friendly to others
o Opens up in a social situation
o Remains cherry and enjoys excitement
o Keeps a fast pace
o Extroversion is linked to job satisfaction in the workplace, according to
research. Customer service and client service positions require a high
level of extroversion.

 Conscientiousness: This relates to a person’s goal-oriented behaviour. In

other words, it relates to a person’s ability to:
o Believes in his or her ability to achieve goals
o Is well-organized
o Is dependable and has a strong desire to succeed
o Is a good thinker who concentrates on getting things done.
o Entails a high level of accountability and organisation

o Researchers have discovered that those who are diligent perform better
in most jobs and are good team players. This personality trait is critical
for top level executives and employees in leadership roles.
 Agreeableness: It refers to a person’s ability to be extroverted and
accommodating. In other words, it refers to how honest and straightforward a
person is, as well as how confident he or she is in the honesty of others. Under
pressed, it has a proclivity to yield, is humble and sensitive to others ‘feelings.
In tasks that require teamwork, agreeableness is very vital.

 Emotional Stability: It has to do with how someone responds in a difficult or

demanding circumstance. Some of the specific characteristics of this quality
are a person’s ability to:
o Is calm and capable of dealing with variety of challenging situations
o Remains calm and non-aggressive
o Doesn’t embarrass or discourage
o Handles difficult situations
Emotional stability is critical at all levels of an organisation’s workforce.
 Openness to Experience: - It refers to a person’s willingness to try new things
and think imaginatively about the future. To be more specific, openness refers
to a person’s willingness to:
o Is creative
o Appreciates art and beauty
o Values and respects emotions of others
o Is inquisitive
o Is open to change
o Ability to respect the sentiments, behaviours and values of another
o Ability to take pleasure in adventure
People that are more receptive to new experiences excel in creative fields such as
fashion design, advertising, and media. Furthermore, this feature can aid
managers and leaders in better understanding people.
Personality Traits Rating
Both my husband and my boss are extravert and conscientious.

Ans 3:) (A) According to Edwin Locke’s goal-setting theory, detailed and tough
goals lead to superior performance. It keeps employees motivated by assisting
them in achieving their objectives. Feedback and dedication, according to this
theory, lead to improved performance and help individuals bridge the gap
between their actual and expected performance. Furthermore, it proposes that for
self-improvement, an individual should set SMART goals, which are specified
(S), measurable (M), attainable (A), relevant (R), and time-bound (T). The goal-
setting philosophy is based on the following five main principles:
 Clarity: - Individual goals should be measurable and unambiguous, according
to this theory. Goals should also be communicated properly to staff so that
they are aware of what is expected of them.
 Challenge: - It implies that goals should be challenging to achieve. Goals, on
the other hand, should not be so difficult that they sound unrealistic. Goals
should also not be too easy, as this will demotivate personnel. As a result,
goals must have an optimal level of difficulty.
 Commitment: - Employees' commitment to achieving their objectives is
referred to here. Employee commitment is increased when goals are difficult
to achieve. Employee performance will improve as a result of high levels of
commitment.
 Feedback: - Assists employees in properly understanding goals and
overcoming impediments to reaching them.
 Task Complexity: - This term refers to the difficulty level of a task.
Employees are kept motivated by a difficult assignment. Employees, on the
other hand, may find a difficult assignment tiresome.

Difficulties and specific goals, according to the goal-setting theory, contribute in

the process of becoming appropriating. In the workplace, the majority of
employees provide feedback that leads to improved and higher task performance
at a competitive level. Managers who want to motivate their employees must be
careful not to reward everyone at the same time. They need to let the personnel
know what they are doing wrong. They must explain how positive reinforcement
might be done to the employees. Goal setting theory is a strategy for motivating
employees to execute tasks quickly and efficiently. Goal-setting improves
performance through increasing motivation and effort, as well as increasing and
improving the quality of feedback. Goal-oriented people are more self-assured,
less stressed, and happier and more productive at work. The expected outcomes
of specific acts are called goals. Setting difficult goals boosts a person's
perseverance, which translates effort into commitment and motivation. This, in
turn, leads to improved performance, especially if the goals are set high and staff
embrace them.
(B) This theory was proposed by David McClelland. According to this theory,
the following three motivators drive every individual:
  Achievement: - People who are motivated by achievement are motivated
by complex problems and want to solve them. They are also goal-oriented
and seek feedback in order to develop. These people are driven by high
standards, specific objectives, and defined duties. They are focused on
reaching excellence through own efforts.
 Power: - These folks desire to be in charge of a situation and have a lot of
power. Executives have been reported to be highly driven by power.
Influential leaders are also driven by a strong sense of power.
 Affiliation: - People who value affiliation have a strong desire to fit in.
Relationships are very important to them, and they work hard to remove
uncertainty. Furthermore, these are excellent team players. People who
value affiliation are less forceful and more reliant on others. What
motivates these folks is what they can achieve with others they know and
trust.
We can figure out the motivator's purpose in a team or group using McClelland's
theory. Similarly, someone who wishes to boost their motivation should set goals
and objectives that are in line with their desires. Determine the motivating needs
of the team. Examining the team to see which of the three goals inspires each
person. This process can be aided by personality traits and earlier behaviours.
Changing your leadership style to offer duties based on each team member's types
of motivational requirements.