ORGANISATIONAL BEHAVIOUR ASSIGNMENT

Gaurav Anshuman
SM20160

Answer 1:

Leadership: Leadership is defined as the process of social influence, which maximizes the
efforts of others towards the achievement of a goal.

Theories of leadership
• Trait Theory
• Behavioral Theories
• Contingency Theory
• Leader-Member Exchange (LMX) Theory

i)Trait Theory:
There are defined personality traits that distinguish leader for followers. Trait Theory of
leadership is based on assumption that people born with inherited trait and some traits and are
suited to leadership. The theory aims to discover specific and personality traits and
characteristics proven to predict likelihood of success or failure of a leader. The Trait theory
of leadership is based on the characteristics of many leaders-both successful and unsuccessful
and is used to predict leadership effectiveness.

Key Characteristics
• Knowledge of the business
• Initiative
• Tenacity
• Energy
• Decision making skills
• Flexibility
• Creativity
• Charisma
• Emotional Intelligence
• Drive and Motivation
• Confidence
• Honesty and Integrity

Similar to this theory, which is now considered largely out of date, believe that leadership
development consists of identifying and measuring leadership qualities, screening potential
leaders from non-leaders, and then training those with potential.

Examples of General Motors

Just a year prior, General Motors emerged from bankruptcy. What a distinction a year has
made! GM is currently profitable beneficial, developing its incomes by and by, retooling its
arrangement of vehicles, and empowering the U.S. government to recover its bailout venture.
Ed Whitacre substantiated himself as a legitimate pioneer through his profound individual
qualities and feelings. This conducts fabricated validity and picked up the trust and regard of
his devotees. At the point when bosses/supervisors construct organizations of synergistic
associations with devotees and support assorted perspectives, they lead in a way that adherents
perceive and depict as true. Ed Whitacre is likewise astute and shows his friendliness attribute
when he drives his supporters. These qualities, found in the characteristic methodology, LMX,
and way objective hypothesis show that Whitacre is a genuine pioneer.

ii) Behavioral Theories:

Behavioral Theory promotes the value of leadership styles with an emphasis on concern for
people and collaboration. These theories advocate that leadership is the result of effective role
behavior. The behavioral theorists concentrated on the unique behavioral aspects found in
leaders that enabled them to attain effective leadership. Behavioral theories of leadership are
based upon the belief that great leaders are made, not born.

The conduct speculations we have connected authority with conduct. They show that authority
instead of being founded on explicit characteristics depends on conduct that can be
unmistakably characterized and learnt. Social hypothesis additionally demonstrated that
pioneers for the most part had two shorts of conduct. The principal sort of pioneers indicated
worry for individuals and the second was predominantly worried about creation. Since these
Practices can be scholarly isn’t generally basic that individuals had all the particular attributes
that were connected with authority to be viewed as pioneers. These practices are to be learnt
and individuals can learn them for the others. Early exploration has likewise demonstrated that
pioneers could stay worried for the two individuals and creation. In any case, the social there
had likewise been fruitful partly. Different speculations that followed like the skills hypothesis,
the situational hypothesis, the path objective hypothesis entered further into the hypothesis of
initiative and how individuals become fruitful pioneers.

Example of Coca Cola:

President of Coca Cola Company convinces and guarantees that the workers are allowed to
learn and create authority abilities observing the improvement every now and then followed by
choosing those representatives who have effective administration aptitudes. Building up a
conduct hypothesis is nearly simpler evaluating pioneers and administration achievement
activities. Here CEO can perceive conduct use which raises to disappointment there it added a
second layer of comprehension.

iii) Contingency Theory

Contingency Theories of leadership is an extremely uncommon short of approach which
expresses that the accomplishment of pioneer doesn’t just rely on upon his capacities. There
are numerous different variables identifying with the workplace, organization culture and
representatives which impact a manager’s success in the process of leadership.

Hence his success is dependent upon his role. This model is given by Fiedler. That is the reason,
commonly called as ‘Fiedler Contingency model of leadership’. Moreover, an integrated model
of leadership has been proposed by George Terry. The contingency theories don’t recommend
a leader adjust to circumstance, rather the objective should coordinate the leader’s style. To
make this hypothesis powerful, it is critical to discover what style a leader has.

This is done through the method for ‘Least Preferred Coworker Scale (LPC). Under LPC, a
bunch of inquiries are posted by the supervisor.
This expresses the kind of laborer’s supervisor might want to work with and his authority style.
At that point the model scores him as per his answers and examinations his credits.

Example:
Contingency viewpoint in real life is a leader confronting a circumstance with a worker who
consistently appears late to work. A director might have a composed convention for the present
circumstance where there is just a single alternative: give the worker notice. Under the
possibility perspective, in any case, the supervisor may choose to all the more likely
comprehend the circumstance by conversing with the representative concerning why s/he is
late to work and afterward settling on the best and suitable game-plan. The incentive in this
lies in the data the administrator obtains about the representative: possibly there are
uncontrollable issues at hand that can be moderately simple to work around. For this situation,
the possibility approach permits the worker to keep her/his work and saves the director from
experiencing the time and inconvenience to excuse one representative and recruit another.

A pioneer's capacity to oversee under the contingency viewpoint relies to a great extent upon
the idea of the climate and how the association identifies with the climate. In this manner, the
organizational structure is a significant part of the methodology that administration may take
in settling issues under contingency theory.

iv) Leader-Member Exchange (LMX) Theory

The Leader-Member Exchange (LMX) Theory is also called the Vertical Dyad Linkage
Theory, portrays how leaders keep up their situation in gatherings and how they create
associations with different individuals that can add to development or frustrate improvement.
The model assumes that leadership consists of several dyadic (two way) relationship that
associate the leaders to individuals. The nature of the relationship is estimated by methods for
the degree of trust, respect, support and loyalty.

Example:
While working already, I began solid. I generally got additional work and did all that I could
to get into the in-bunch with my leader. In any case, as time continued, I turned out to be less
intrigued in light of the fact that I wasn't generally enthusiastic about that administration. In
my later positions, all managing organization, I have had the option to support that push to pick
up the in-bunch relationship. I'm willing to get additional duties since I realize it will eventually
push my vocation forward. I am energetic about it and plan on working all through for the
remaining of my life, in this manner I will take the necessary steps to turn out to be separated
of the in-gathering. I imagine that this model is the reason LMX hypothesis can be attached to
work execution. In addition to the fact that it is a check of the connection among pioneer and
supporter yet additionally adherent and work.
Answer 2:
MOTIVATION
Motivation is incitement or instigation to act or move.it is thew way toward actuating the
employees of an organization to act in a predetermined desired manner so as to achieve
organizational goals.

The process of motivation plays important role in any organization, profit or non-profit.
Motivation is objective coordinated conduct. People are motivated when they expected that a
game-plan is probably going to prompt the achievement of an objective and esteemed price-
one that fulfills their necessities and needs.
There are two type of motivation:
a. Intrinsic motivation
b. Extrinsic motivation

a. Intrinsic Motivation: Intrinsic motivation can emerge from self-produced factor that
impacts individual’s conduct. It isn’t made by outside motivating forces.

It can appear as inspiration by the work itself when people feel that their work is
significant, fascinating and testing and furnishes them with a sensible level of self-
governance, occasion to accomplish and progress, and degree to utilize and build up
their aptitudes and capacities.

b. Extrinsic Motivation: Extrinsic motivation happens when things are done to or for
individuals to motivate them.
These includes rewards such as increased pay, incentives or promotion and
punishment such as disciplinary activities, withholding pay or criticism. Extrinsic
motivators can have an immediate and ground breaking impact, yet won’t really keep
going long.

Three theories of motivations are

i)Herzberg’s Theory:
In late 1950s, Frederick Herzberg, considered by many to be a leader in motivation theory,
interviewed a group of employees to find out what made them satisfied and dissatisfied on
the job. He asked the employee essentially two set of questions:
a. Think of a time when you felt especially good about your job. Why did you feel
that way?
b. Think of a time you felt especially bad about your job. Why did you feel that
way?

From the above theories he went on to develop his theory that there are two job satisfaction:
motivation and hygiene. Once hygiene issue has been addressed, he said motivators create
satisfaction among employees.

To apply Herzberg's hypothesis to genuine practice, we should start with the hygiene issues. In
spite of the fact that hygiene issues are not the wellspring of fulfillment, these issues should be
managed first to establish a climate in which representative fulfillment and inspiration are even
possible.
Companies and administrative policies: An association's strategies can be an incredible
wellspring of dissatisfaction for representatives if the approaches are indistinct or superfluous
or if not, every person is needed to follow them. In spite of the fact that representatives will
never feel an incredible feeling of inspiration or fulfillment because of your strategies, you can
diminish disappointment here by ensuring your approaches are reasonable and apply similarly
to all.
In the event that you don't have a composed manual, make one, requesting staff contribution.
In the event that you as of now have a manual, think about refreshing it.

Supervision: To diminish disappointment here, you should start by making wise decisions
when you choose somebody to the part of supervisor. The job of manager is amazingly
troublesome. It requires initiative aptitudes and the capacity to treat all representatives
decently. You should show your bosses to utilize good criticism at whatever point conceivable
and ought to set up a set method for representative assessment and input with the goal that
nobody feels singled out.

Salary: The familiar saying "you get what you pay for" will in general be genuine with regards
to staff individuals. Pay isn't a spark for workers, yet they would like to be paid reasonably. In
the event that people accept they are not repaid well, they will be troubled working for you. In
addition, make sure you have clear policies related to salaries, raise and bounce.

Interpersonal relations: Recall that piece of the fulfillment of being utilized is the social reach
it brings, so permit workers a sensible measure of time for socialization (e.g., over lunch, during
breaks, between patients). This will assist them with building up a feeling of fellowship and
collaboration.

Achievement: One reason intrinsic in Herzberg's hypothesis is that most people earnestly need
to work superbly. To help them, ensure you've put them in places that utilization their abilities
and are not set up for disappointment. Set clear, feasible objectives and principles for each
position, and ensure workers understand what those objectives and norms are.

Advancement: Reward locality and performance with headway. In the event that you don't
have a vacant situation to which to advance an important representative, consider giving the
person in question another title that mirrors the degree of work the individual has
accomplished. At the point when plausible, uphold representatives by permitting them to seek
after additional instruction, which will make them more important to your training and more
satisfied expertly.

ii)Theory X and Theory Y (Douglas McGregor): The idea of Theory X and Theory
Y was created by social psychologist Douglas McGregor. It depicts two differentiating series
of expectations that directors make about their people.

Theory X: Theory X individuals dislikes work, have little desire, and are reluctant to assume
liability. Managers with this presumption inspire their kin utilizing an unbending "carrot and
stick" approach, which remunerates great execution and rebuffs horrible showing.

Theory Y: Individuals are self-motivated and appreciate the test of work. Managers with this
suspicion have a more shared relationship with their kin, and rouse them by permitting them to
chip away at their own drive, giving them duty, and engaging them to decide.
The two styles of the board can inspire individuals, the achievement of each will generally rely
upon your group's requirements and needs and our organizational targets. We may utilize a
Theory X style of the board for new starters who will probably require a ton of direction, or in
a circumstance that expects we have to take control, for example, as a crisis.

In any case, we wouldn't utilize it while dealing with a group of specialists, who are accustomed
to working under their own drive, and need little heading. On the off chance that we do, it
would almost certainly have a demotivating impact and may even harm our relationship with
them. Nonetheless, the two theories have their difficulties. The prohibitive idea of Theory X,
for example, could make individuals become demotivated and non-helpful if our methodology
is excessively severe. This may prompt high staff turnover and could harm our standing in the
long term.

On the other hand, in the event that we embrace a Theory Y approach that gives individuals an
excess of opportunity, it might permit them to wander from their key goals or lose focus. Less-
motivated people may likewise exploit this more loosened up workplace by evading their work.
If this happens, we need to take back some control to ensure that everyone meets their team
and organizational goals.

Situation can likewise influence our administration style. Theory X, for example, is for the
most part more predominant in bigger associations, or in groups where work can be dreary and
target-driven.

In these cases, individuals are probably not going to discover prize or satisfaction in their work,
so a "carrot and stick " approach will in general be more effective in motivating them than a
Theory Y approach.

Interestingly, Theory Y will in general be supported by associations that have a compliment

structure, and where individuals at the lower levels are engaged with dynamic and have some
obligation.

iii)Vroom’s Expectancy Theory: In 1964, Canadian professor of psychology Victor

Vroom developed the Expectancy Theory. In it, he examined individual’s inspiration and
closed it relies upon three variables: expectancy, instrumentality and valence.

Vroom recognizes the effort individuals put in, their exhibition and the eventual outcome. His
theory principally identifies with inspiration inside a workplace. At the point when
representatives can settle on decisions in their work, Victor Vroom contends that they will
generally pick that what propels them the most.

Motivational force formula:

Motivational force= Expectancy x Instrumentality x Valence

We utilize this methodology consistently. Each time we request that somebody manage a
responsibility or join a meeting. Individuals experience these evaluations unwittingly more
often than not.
In any case, at whatever point we need to do a genuine one-on-one talk. Or then again when
we attempt to motivate someone personally. We need to make the cognizant examination of
these every one of the three variables for a given individual.

Here are ten key takeaways you need to remember:

• Adjust you promises with organization's policies and your administration.
• Put trust in person’s capabilities.
• Make the necessary exhibition testing yet attainable
• Align task to the individual’s skill set.
• Make the connection among performance and reward clear.
• Set transparent expectations.
• Know your employee to motivate them.
• Make rewards distribution logical.
• Give alternatives of execution and related prizes.
• Make sure that any attempt has an apparent effect a project.
Reference
https://www.forbes.com/sites/kevinkruse/2013/04/09/what-is-leadership/?sh=58d92445b90c
https://www.educational-business-articles.com/trait-theory-of-leadership/
https://aminbles.blogspot.com/2004/12/behavioral-theory-of-leadership.html
https://www.toppr.com/guides/fundamentals-of-economics-and-management/leadership-and-
management/contingency-approach-to-leadership/
https://www.geektonight.com/what-is-motivation/
https://www.toolshero.com/psychology/vrooms-expectancy-theory/