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significant role to play in the choice of
Q1.Process Of
Perception In
Organisational
Behaviour
Process of Perception – Under the
process of perception a person
chooses information from his
surrounding environment, organises
this information and then interprets it.
As a result of it ideas, view point,
values, feelings and behaviour are
formed. The process of perception has
been shown in the following: Input-
throughput output model in the
following diagram:
(A) Perceptual Inputs
Perception input means the stimuli
available in the environment. These
stimuli include objects, events and
people. When a person comes in
contact with the stimuli in the
environment, the process of perception
starts. Characteristics of stimuli,
characteristics of the perceiver
himself and the situation have a
stimuli by an individual. In reality, a
perceptual input is not a part of the
process of perception but it is needed
to start the process of perception.
(B) Perceptual Throughputs
Perceptual throughputs is in reality the
process of perception. Under it
perceptual inputs are converted into
perceptual outputs. In other words,
under it during perceptual inputs the
information received is processed to
obtain outputs. The following three
factors are included under the
perceptual throughput:
 Selection of Stimuli: There are
numerous stimuli in the environment.
Our sensory organs are not capable
enough to absorb all the stimuli. We
get attracted to only those stimuli
which are related to us. The remaining
stimuli are simply ignored by us. In this
way, at this stage some stimuli out of
a large number are selected. (Note:
The choice of stimuli is influenced by
many factors which are detailed ahead
in this chapter).
 Organization of Stimuli: After selecting
the stimuli, they are organized so that
they can be made meaningful. For
example, if we want to draw meanings
of an incomplete picture, first of all we
shall have to complete the picture
itself. Making the incomplete picture
complete is called organising. With the
help of his cognitive power an
individual visualises the complete
picture with his perception. Here we
have a diagram. Immediately, on
seeing this diagram the image of a
triangle emerges in our mind. Some
other person can look at this diagram
as only three lines instead of a
triangle. With the help of his sensory
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Q2. What is
system a man can the information
received by doing some plus-minus
exercise and makes the whole thing
meaningful. This is what we call the
organisation of stimuli. This is what
we call the organisation of
Values?
stimuli.Note: Various methods of
organising the stimuli are given ahead


in this chapter).
Interpretation of Stimuli: After
Values defined in
selecting and organising stimuli from
the environment an individual
Organizational Behavior as the
interprets them. In the diagram given
under point (ii) the moment an
collective conceptions of what
individuals looked at the three lines, is considered good, desirable,
he immediately organised it. After
organising these lines, he immediately and proper or bad,
thought that it was a triangle. It should
be kept in mind that every individual undesirable, and improper in a
interprets in a particular manner. If the
perceiver is not intelligent his culture.
interpretation can be wrong. If the
wrong interpretation happens to be
favourable to him, he will not shirk in
doing a wrong interpretation. In the
According to M. Haralambos, “A
present example, let us say that the value is a belief that something is
onlooker wants to present it as a
triangle but if the perceiver’s interest
good and desirable”.
lies in seeing them as three lines, then
he will see only three lines and not a
triangle. According to R.K. Mukherjee,
(C) Perceptual Outputs “Values are socially approved
desires and goals that are
When the perceptual inputs go through
the process of perceptual throughputs, internalized through the process
perceptual outputs start appearing. In of conditioning, learning or
other words, at this stage the results socialization and that become
of the perception process can be seen.
These results are in tune with the
subjective preferences, standards,
individual’s opinions, attitudes, values, and aspirations”.
feelings, etc. The results of this
perception process influences the
behaviour of an individual along with
some other factors.
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The characteristics of media and other sources

within the society.
values are:
 Values are loaded with
effective thoughts about
 These are extremely
ideas, objects, behavior,
practical, and valuation
etc.
requires not just
 They contain a
techniques but also an
judgmental element in
understanding of the
that they carry an
strategic context.
individual’s ideas as to
 These can provide
what is right, good, or
standards of competence
desirable.
and morality.
 Values can differ from
 These can go beyond
culture to culture and
specific situations or
even person to person.
persons.
 Values play a significant
 Personal values can be
role in the integration
influenced by culture,
and fulfillment of man’s
tradition, and a
basic impulses and desire
combination of internal
stably and consistently
and external factors.
appropriate for his living.
 These are relatively
 They are generic
permanent.
experiences in social
 These are more central to
action made up of both
the core of a person.
individual and social
 Most of our core values
responses and attitudes.
are learned early in life
 They build up societies,
from family, friends,
integrate social relations.
neighborhood school,
 They mold the ideal
the mass print, visual
dimensions of
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personality and depth of
culture.
 They influence people’s
behavior and serve as
criteria for evaluating the
actions of others.
 They have a great role to
play in the conduct of
social life. They help in
creating norms to guide
day-to-day behavior.
(Q)What is Leadership?
Leadership refers to the art
of motivating people in an
organization to work towards
a common goal. It is based on
ideas which can be a person’s
own or inspired by other
leaders.
Leadership is also an art of
communicating these ideas
effectively to others and
encouraging them to take up
responsibilities and grow
personally besides leading
the company towards
growth. Effective leadership
is not only inspirational for
the self but also for others.
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Different Types of Leadership
1. Democratic Leadership-This
clear as its name. In
democratic leadership, the
leaders make or break
decisions democratically,
based on their team’s
opinion and feedback.
Although it is the leader
who makes the final call,
every opinion counts. This
is easily one of the most
effective leadership styles
since it allows employees
to have a voice.
2. Autocratic Leadership
This is exactly the opposite of
democratic leadership
wherein the opinions of
employees are not
considered. Leaders with this
style expect others to adhere
to the decisions they take,
which is not a sustainable
approach in the long term.
3. Laissez-faire Leadership
is as Laissez-fire means “let them
do”. This style is the least
intrusive and leaders with
this approach ensure that the
authority lies with the
employees. While this
leadership style can
empower, it may also limit
development, therefore, must
be kept in check.
4. Strategic Leadership
Strategic leadership acts as a
bridge between the senior
team and the employees.
Leaders adopting this style
ensure that both executive
interests and working
conditions for the team are
stable when a decision is
made.
5. Transformational Leadership
This kind of leadership
always aims at transforming
and improving functions and
capabilities. There may be
tasks and schedules assigned
and leaders following this
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style may ask employees to
push their boundaries
constantly. Most growth-
minded companies tend to
adopt this kind of a
leadership style.
6. Transactional Leadership
This is a very common
leadership style today based
on the action-and-reward
concept. For instance, an
employee or team may
receive an incentive or bonus
for achieving a target set by
the company.
7. Coach-Style Leadership
This leadership style focuses
on larger growth while
encouraging individual team
members to focus on their
strengths and talent. Though
this is similar to strategic and
democratic leadership styles,
the focus here is more on the
individual.
8. Bureaucratic Leadership
This kind of leadership style
goes by the books. Although
leaders with this approach do
listen to employees and their
opinions, they may negate or
reject it, in case they go
against the company’s ethos
or policy.
political behaviour in
organisation behavior
Political behaviour consists
of influence attempts that are
informal in nature. Formal
influence attempts that are
part of one's role in the
organization arc excluded
from such behaviour. PB is an
informal influence attempt that
is discretion- ary
Politics is a fact of life in
organizations. People who ignore
this fact of life do so at their own
peril. But why, who may wonder,
must politics exist? Isn’t it possible
for an organization to be politics-
free?
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It’s possible but most
unlikely. Organizations are made
up of individuals and groups with
different values, goals, and
interests. This sets up the potential
for conflict over resources.
Departmental budgets, space
allocations, project responsibilities,
and salary adjustments are just a
few examples of the resources
about whose allocation
organizational members will
discharge.
Resources in organizations are
also limited, which often turns
potential conflict into real conflict.
If resources were abundant, then
all the various-constituencies
within the organization could
satisfy their goals.
But because they are limited, not
everyone’s. Interests can be
provided for. These forces create
competition among members of
the organization’s limited
resources.
Maybe the most important factor
leading to politics within
organizations is the realization
that most of the “facts” that are
used to allocate the limited
resources are open to
interpretation.
 What is a good
performance?
 What’s an adequate
improvement?
 What constitutes an
unsatisfactory job?
One person’s view that an act is a
“self-effort to benefit the
organization” is seen by another as
a “blatant attempt to further one’s
interest.” Most managerial
decisions take place in the large
and ambiguous middle ground of
organizational life.
Finally, because most decisions
have to be made in a climate of
ambiguity, people within
organizations will use whatever
influence they can to taint the
facts to support their goals and
interests. These are activities we
call politicking.
Therefore, to answer the earlier
questions of whether it is possible
for an organization to be politics-
free, we can say: “Yes”, if all
members of that organization hold
the same goals and interests, if
organizational resources are not
scarce, and if performance
outcomes are completely clear and
objective.
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But that doesn’t describe the
organizational world the most of
us live in.
Politics is in the Eye of the
Beholder.
A behavior that one-person labels
as “organizational politics” are very
likely to be characterized as an
instance of “effective
management” by another. The fact
is not that effective management
is necessarily political, although in
some cases it might be.
Rather, a person’s reference point
determines what he or she
classifies as organizational politics.
Take a look at the following labels
used to describe the same
phenomenon. These suggest that
politics, like beauty, is in the eye of
the beholder.
How to Measure the
Ongoing
Effectiveness of Your
Team
Measuring team effectiveness
may make sense in
quantitative means for some
projects, whereas establishing
a level of trust works better on
other tasks. A project
manager should know their
team well enough to decide
which approaches work best
for critiquing them. The
following are some general
ways in which project
managers are successfully
measuring team
effectiveness:
 Creating Objectives
Determining the success of a
project is one thing, but
measuring an employee’s
individual output is another.
Managing by objectives is a
method for measuring
effectiveness in which a
project manager assesses an
employee’s particular output
and how it contributes to the
company strategy and
deliverables.
In order for this method to
work, every team member
must be given set goals at the
beginning of the project so
that there’s a standard to be
gauged against. Annual or 6-
month evaluations should help
you align project goals with
individual skills and
experience. You should
also meet regularly with your
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team members to discuss
progress and address any
issues as they arise.
 Foundational Trust
Team members that
demonstrate consistent and
reliable behavior are
guaranteed to rate at a higher
level of effectiveness for the
team. The more a team trusts
their project manager the
more comfortable they will feel
with immediately admitting
and correcting mistakes. This
will lead to a higher level of
productivity. Errors can be
corrected faster because a
deep level of trust has been
established. In fact, statistics
show that high-trust
organizations out-perform low-
trust companies by 286%.
 Measuring Productivity
There are quite a few ways to
measure actual
productivity depending upon
what you wish to accomplish.
The quantitative method of
measuring productivity
establishes how much
products or services a team
member produces. This is not
applicable for every type of
project and thus there are
more arbitrary means of
measuring team performance.
Measuring sales and service
is another way in which a
project manager can
determine the productivity of a
team member. Profit is yet
another useful metric when
evaluating productivity. Every
6-12 months a PM should be
reassessing the baseline for
goals that accurately consider
the current market and
business operating conditions.
 Time Management
This is one of the tried and
true means by which project
managers measure team
member productivity. There
are many software programs
available for tracking the time
it takes to accomplish certain
tasks and objectives within a
project.
Accurate measurement will
reveal how much time is spent
accomplishing duties as well
as how much off time is spent
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and where (i.e. illness,
vacation, social media, etc.).
Although this technique can
be highly effective, it is
typically harder to track team
performance as it grows
larger.
 360-Degree Feedback
One of the best ways to truly
assess a team member is to
ask the other members of the
team. This is generally called
the 360-degree-feedback
method and uses the
comments and opinions of
other employees to measure
an individual’s productivity. It
is best to use this method in
conjunction with another
objective process that you can
practice outside of the team,
but it is great data to have in
terms of assessing a team
member’s contributions.
The best way to use the 360-
degree-feedback technique is
to ensure employees have
training prior to giving
critiques so they understand
what is considered well-
balanced and partial input.
Once bias is removed, this
can be a very effective
method for measuring a
team’s ongoing effectiveness.
(Q)Techniques of
Organisation
Development
1. Survey Feedback:
Information is collected
through survey method. This
is the most popular and
widely used method of data
collection. The managers use
this information collected
through survey for making
decisions. The wide range of
data is collected regarding
working conditions, quality of
work, working hours, wages
and salaries, attitude of
employees relating to above.
2. Team Building:
Team Building is another
method of organisation
development. This method is
specifically designed to make
improvement in the ability of
employees and motivating
them to work together. It is
the organisation development
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technique which emphasizes
on team building or forming
work groups in order to
improve organisational
effectiveness.
These teams consist of
employees of the same rank
and a supervisor. This
technique is an application of
sensitivity training to the
teams of different
departments. The teams or
work groups are pretty small
consisting of 10 to 15 persons.
They undergo group
discussion under the
supervision of an expert
trainer usually a supervisor.
The trainer only guides but
does not participate in the
group discussion.
3. Sensitivity Training:
It is quite popular OD
intervention. It is also known
as laboratory training. Under
this technique the employees
in groups are asked to
interact. The aim of sensitivity
training is to help people
understand each other and
gain insight so that they feel
free and become fearless.
“Under this technique the
different groups of employees
are allowed to mix up with
each other and communicate
freely and build up
interpersonal relationship.
They learn the reflection of
their behaviour and try to
improve it. In the words of
Chris Argyris, “sensitivity
training is a group experience
designed to provide maximum
possible opportunity for the
individuals to expose their
behaviour, give and receive
feedback, experiment with
new behaviour and develop
awareness of self and of
others.”
4. Managerial Grid:
This technique is developed
by industrial psychologists
duo Robert Blake and Jane
Mouton. The concept of
managerial grid identifies two
major dimensions of
management behaviour. They
are people oriented and
production oriented
behaviours. Attempts are
made to pay increased
attention to both the
variables.
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5. Management by
Objectives (MBO):
MBO is a technique of
management development
which was put forward for the
first time by Peter Drucker in
1954. It is a method of
achieving organisational
objectives and a technique of
evaluation and review of
performance. Under this
method objectives of the
organisation are fixed and
responsibility to achieve them
lie on the managers and
results are expected from
them.
Achievement of organisational
objectives is considered as the
joint and individual
responsibility of all managers.
It also provides a perfect
appraisal system.
Performance of the managers
is measured against the
specific objectives. It is result
oriented technique.
6. Brain Storming:
It is a technique where a
group of five to eight
managers come together and
find a solution to a problem.
As the name suggests it
involves storming of the brain
to develop creativity in
thinking. It gives rise to new
ideas. The principle involves
in it is that any idea, thought
or plan put forward in a
meeting must be critically
evaluated. The participants
are asked to come forward
with novel ideas generated in
their mind. It works on a
premise that everyone has a
creative mind and capability
to generate new ideas.
7. Process Consultation:
The technique of process
consultation is an
improvement over the method
of sensitivity training or T
Group in the sense that both
are based on the similar
premise of improving
organisational effectiveness
through dealing with
interpersonal problems but
process consultation is more
tasks oriented than sensitivity
training.
8. Quality Circles:
Under this system a group of 5
to 12 come together at their
own free will during working
hours once in a week and
discuss out the problems and
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suggests solution to the
management for
implementation. The
supervisors remain present
during the meeting. Quality
Circles have their origin in
Japan in nineteen sixties
which improved the quality,
reduced cost and heightened
the morale of the workers. The
success was due to workers’
participation. Total quality
management or TQM is the
recent development. This
concept was adopted by the
USA in 1980.
9. Transactional
Analysis:
Transactional analysis helps
people to understand each
other better. It is a useful tool
for organisational
development but it has diverse
applications in training,
counselling, interpersonal
communication and making
analysis of group dynamics.
Nowadays, it is widely used as
OD technique. It helps in
developing more adult ego
states among people of the
organisation. It is also used in
process consultation and team
building.
(Q)WHAT ARE THE
DIFFERENCES AMONG THE
TRADITIONAL,
INTERACTIONIST, AND
MANAGED-CONFLICT VIEWS
OF CONFLICT?
There are many differences between
people in every organization. Every
person has a different personality,
and they may also have different
opinions, views and values. When
these different opinions, views, and
values conflict with each other, the
result is organizational conflict.
According to Examples of Conflicts &
Resolutions in the Workplace,
“conflict is inevitable in workplace
settings, and conflicts can arise
between co-workers, supervisors and
subordinates or between employees
and external stakeholders, such as
customers, suppliers and regulatory
agencies.” (Ingram, para 5).
Organizational conflict has three
kinds: traditional, interactionist, and
managed conflict. Traditional conflict
identifies poor communication,
disagreement, lack of trust among
individuals and the failure of
managers to be responsive to their
employees’ needs as the main causes
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andreasons of organizational conflict
(Meer, 2013). This means that
traditional conflict is about
disagreements between managers
and employees, which reflect
conflicts. For example, when a
manager thinks negatively, does not
listen to others’ opinions or views,
and solve problems by his or her self,
this shows that this manager is having
internal conflict. Interactionist
conflict can either be dysfunctional or
functional in nature. For example,
some of the managers could have an
argument over who gets the one
corner office. This situation is
dysfunctional conflict because the
fighting results in a win-lose situation
with only one manager benefiting.
Unlike the dysfunctional conflict, the
goal of the functional conflict is to
support the goals of the group and its
attendance within the organization
this improves performance in the
organization. Functional conflict is if
all of the managers have a discussion
about how to share this corner office
to create a win-win positive outcome.
In addition, managers could have a
lottery or rotate use of the office to
resolve the conflict. According to The
Three Main Sociological Perspectives,
“functionalism, (defines) society (as
a) system of interconnected parts
that work together in harmony to
maintain a state of balance and social
equilibrium for the whole.” (Mooney,
Knox, & Schacht, 2007). In other
words, an interactionist conflict is
based on having balance and
equalization between each other in
the organization. Lastly, managed
conflict is the process of limiting the
negative aspects of conflict while
increasing the positive aspects of
conflict. This will aim to enhance
learning, group outcomes, including
effectiveness by working inpairs or as
a group to find a win-win solution to
the problem. “well-managed conflict
is an investment in the future. People
trust each other more, feel more
powerful, efficacious, and believe
their joint efforts will pay off.” (Dreu,
Vlier, 1997). There are five basic
modes of managing conflict that
result from having different opinions,
views, and values: Avoiding, which is
the best way to move forward the
conflict; Competing, the competing
mode is appropriate when you need
to protect yourself, stand up for
important principles, or make quick
decisions; Collaborating, focus is on
merging the perspectives of the
parties, integrating solutions, and
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building relationships; Compromising, involving the harassment of a

which means that if a manager give
up from something the other must
give up also, and this situation could
be use when managers need
temporary solution. Accommodating;
is when managers show
reasonableness and want to keep the
peace (Conley, 2012). These five
modes further elaborate on how to
managed conflict in any business
setting.
person due to their sex or gender
identity. Actions may include
unwelcome sexual advances,
requests for sexual favors, verbal
or physical harassment of a
sexual nature, and the creation of
a hostile environment. Sexual
harassment often involves
bullying or coercion, and the
harassers often have a certain
degree of social or economic
power over the victim.

3) Abuse of power is a form of

Sexism, sexual systematic wrongdoing in a
harassment and abuse professional context, which
affects the performance of
of power professional duties negatively.
1) Sexism is prejudice or Abuse of power can also mean a
discrimination based on a person using the power they have
person’s sex or gender identity. for their own personal gain.
Sexism can affect anyone, but it
is particularly documented as
affecting women and girls. It has
been linked to stereotyping and
may include the belief that one
sex or gender is intrinsically
superior to another. Sexism
appears in different forms and
degrees. It ranges from small
verbal comments to global issues
of wage inequality.

2) Sexual harassment is
described as a range of actions
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Abuse of power is a type of
oppression strongly defined by
hierarchical relationships, and it
is often linked to precarious
working conditions, such as a
non-standard employment
characterized by low payment,
insecurity, exploitation and lack
of legal protection. These
conditions might help to establish
a culture of silence. When people
are afraid to lose their job, they
remain silent and so enable the
abuse of power to be normalized
and continued. These dynamics
and environments are often
described as ‘toxic’ and are held
up via bystanders whose
complicit behaviors both enable
and protect the abuser’s
behavior. While people who
abuse their power might use
sexual harassment or sexism to
control certain individuals, they
might also apply other methods
of reinforcing their positions of
power, and do so repeatedly,
which is referred to as ‘patterns
of abuse’. Examples include
making people dependent on
them, setting up situations where
people feel forced into loyalty,
using manipulation or
intimidation to control, creating
an environment where any
objection, as in saying ‘no’, is
made impossible and so on. It is
important to notice that abuse of
power is not always necessarily
linked to sexual harassment or
sexism. It can also be linked to
any other type of discrimination
or attempt of crossing boundaries
without the victim’s consent.
This brings us to the crucial
intersectional approach of
different systems of oppression
and abuse. In this view people
“experience oppression in
varying configurations and in
varying degrees of intensity.
Cultural patterns of oppression
are not only interrelated, but are
bound together and influenced by
the intersectional systems of
society. Examples of this include
race, gender, sexuality, class,
ability, and ethnicity.” (
Kimberlé Crenshaw, 1989)
Discrimination and harassment
form a solid base for the abuse of
power. Even if not always
directly utilized, these are always
present in the hierarchical
constellation of power.
Like any other form of
discrimination, sexism is
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omnipresent in our culture. It is
structurally practiced and
manifests itself through subtle
and less subtle ways of exclusion
and oppression, which affirm the
existence of an underlying
misogynistic culture. Sexism is
deeply intertwined with our lives
and could be seen as a web of
presumptions or a set of strong
beliefs to which we pay little to
no attention. This lack of
awareness makes it possible for
many people, both victims and
perpetrators, to understand and
experience sexism as ‘normal’,
i.e. “nothing out of the ordinary”.
Sexual harassment, on the other
hand, comes down to the
crossing or the pushing of
someone’s physical or
psychological boundaries in a
sexualised manner without or
against their consent. The notion
of consent, which is the mutual
permission or agreement for
something to happen, is
especially complex when seen in
the context of abuse of power. A
person may outwardly appear to
consent or agree to the act of
abuse and may even be, or
appear to be, maintaining a
relationship with the abuser.
The act of harassment often
coincides with destructive
behavior such as coercion,
bullying, violence, humiliation or
intimidation justified by a
positive inclination on the side of
the perpetrator.
If sexism is rooted in a set of
negative or denigrating ideas
concerning a person’s sex or
gender identity, then sexual
harassment can be seen as its
logical counterpart. In other
words, it could be said that if
sexism affords harmful attitudes
towards a gendered group to
happen, sexual harassment
supports or even affirms the solid
cultural position of sexism.
By focusing on one specific
professional field, as in the field
of the arts, it is easier to
recognize similar scenarios and
see how an experience of
discrimination supports
harassment and abuse of power,
even if one doesn’t experiences
all of these acts directly.
Listening to people’s personal
experiences of sexism (or
thinking of something you have
experienced yourself), you will
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notice how these notions overlap 4. Managing Workforce

and coexist. However, the visual Diversity.
aid that was suggested does not
5. Responding to
aim to measure harm by making
hierarchical distinctions between Globalization.
different experiences or placing 6. Empowering People.
them on a scale. This is why the 7. Coping with
diagram suggests a rotating Temporariness.
triangle, so that we can think of 8. Stimulating Innovation
these entwining relations as and Change.
something that can alter
9. Emergence of E-
depending on the situation and
someone’s personal experience. Organization & E-
Commerce.
(Q) Challenges and 10. Improving Ethical
Behavior.
Opportunities of 11. Improving
Organizational Customer Service.
12. Helping Employees
Behavior Balance Work-Life
Conflicts.
Main challenges and 13. Flattening World.
opportunities of
organizational behavior
are;

1. Improving Peoples’ Skills.

2. Improving Quality and
Productivity.
3. Total Quality
Management (TQM).
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(Q) ATTITUDE
An attitude is a positive,
negative, or mixed evaluation
of an object expressed at
some level of intensity. It is an
expression of a favorable or
unfavorable evaluation of a
person, place, thing, or event.
These are fundamental
determinants of our
perceptions of and actions
toward all aspects of our
social environment. Attitudes
involve a complex
organization of evaluative
beliefs, feelings, and
tendencies toward certain
actions. These are the factors
influencing attitude;
 Social Factors.
 Direct Instruction.
 Family.
 Prejudices.
 Personal Experience.
 Media.
 Educational and
Religious Institutions.
 Physical Factors.
 Economic Status and
Occupations.
Social Factors
Every society has the majority of
people who prefer to lead a
harmonious life. They try to avoid
unnecessary friction of conflicts
with people.
Naturally, they are inclined to
develop positive attitudes towards
most of the people and issues.
Our attitudes may facilitate and
maintain our relationships with
members of positively valued
groups. Social roles and social
norms can have a strong influence
on attitudes.
Social roles relate to how people
are expected to behave in a
particular role or context. Social
norms involve society’s rules for
what behaviors are considered
appropriate.
Direct Instruction
In general, the individual being
conformist or the direction of the
attitude of the people it deems
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important. Sometimes direct
instruction can influence attitude
formation. For example, somebody
gives information about the
usefulness of some fruition the
basis of this information, we
can develop a positive or negative
attitude about that fruit.
Family
The family is the most powerful
source for the formation of
attitudes. The parents, elder
brother or sister provide
information about various things.
Attitudes developed by an
individual, whether positive or
negative are the result of family
influence, which is very powerful
and difficult to change.
Prejudices
An attitude may involve a
prejudice, in which we prejudge an
issue without giving unbiased
consideration to all the evidence.
Prejudices are preconceived ideas
or judgments where one develops
some attitudes toward other
people, objects, etc.If we are
prejudiced against a person, who
is, accused of a crime, we may
regard him as guilty regardless of
the evidence. We can also be
prejudiced in favor of something.
Personal Experience
In order to be the basis of
attitudes, personal experiences
have left a strong impression.
Therefore, the attitude will be
more easily formed when personal
experience involves emotional
factors.
In situations involving emotions,
appreciation will be more in-depth
experience and longer trace.
Media
As a means of communication,
mass media such as television,
radio, has a major influence in
shaping people’s opinions and
beliefs.
There is new information on
something that provides the
foundation for the emergence of
new cognitive attitudes towards it.
Educational and Religious
Institutions
As a system, educational and
religious institutions have a strong
influence in shaping attitudes
because they lay the foundation of
understanding and moral concepts
within the individual.
Understanding the good and the
bad, the dividing line between
something that can and cannot do
is obtained from the center of the
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educational and religious
institutions.
Physical Factors
Clinical psychologists have
generally recognized that physical,
health and vitality are important
factors in determining adjustment,
and frequently it has been found
that malnutrition or disease or
accidents have interfered so
seriously with normal
development that serious
behavioral disturbances have
followed.
Economic Status and
Occupations
Our economic and occupational
positions also contribute to
attitude formation.
They determine, in part, our
attitudes towards unions and
management and our belief that
certain laws are ‘good’ or ‘bad’.
Our socio-economic background
influences our present and future
attitudes.
Attitudes reflect more than just
positive or negative evaluations:
they include other characteristics,
such as importance, certainty,
accessibility, and associated
knowledge.
Attitudes are important in the
study of social psychology
because they influence the
amount of attention and the type
of judgment an individual may
give to a specific subject.
(Q)Advantages of Reward
System for Employees
1. Increased productivity:
Employers can motivate their
staff to do better by offering
incentives. A rise in output
follows as a result of this
development.
2. Higher profit margins:
Inevitably, a company’s earnings
rise as output goes up after the
employees are recognized. As a
result, the firm saves money on
each unit sold (for example), so
the selling price remains low,
leading to higher profit levels.
3. Improved productivity:
When employees lack enough
incentives, they are more likely
to idle away their time in a
company.
On the other hand, your
workforce becomes more time-
conscious when given
appropriate incentives: So less
time is spent by the employees
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being idle, leading to more
productivity, improved
performance, and better results.
4. No issue with supervision:
Workers become more
conscientious about their
responsibilities when offered
appropriate incentives. As a
result, there’s no reason or
need for their close
surveillance.
5. Efficient workers can earn
better:
High-performing employees
might earn more through
performance bonuses,
increased commissions, and so
forth.
6. Easy of ineffective
employees:
If an employee is only earning
the minimum pay despite a
reward system in place, this
may suggest that they are only
barely performing in their job.
So it becomes clear which
employee needs to be retained
at all costs. Also, involuntary
employee turnover may be
considered resultantly (as a last
resort).
7. Employee turnover may
decline:
Your workforce may not feel
dissatisfied if appropriate
incentives are given to them.
The probability of your
employees staying with the
company may also increase due
to job satisfaction. As a result,
workforce turnover (voluntary)
will be at a minimum.
8. Reduced number of
grievances and complaints:
Employees may not have a
reason to be dissatisfied as long
as the company provides them
with appropriate incentives. So,
there are a few instances of
employee dissatisfaction.
FIVE BIG PERSONALITY TRAITS
CREATION OF ORGANISATIONAL
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CULTURE AND MAINTAINANCE
Ways Employees Learn Culture
in an Organization
1 – Train your employees
2 – Reinforce spaced
repetition
3 – Talk about
organizational stories
4 – Set rituals and
ceremonies
5 – Assign
organizational heroes
6 – Establish cultural
symbols
7 – Use a consistent tone
of voice
8 – Organize team-
building activities
9 – Offer mentorship
programs
10 – Allow mobile
learning
Explain the link
between perception
and decision making
Perception is the process of
gathering, organizing, and
interpreting of sensory
information in order to represent
and understand the presented
information or the environment.
Decision making is the process
of identifying and choosing
alternatives based on the
values, performance, and beliefs
of the decision maker.
Every individual face a point
where he expected to make an
important decision from Avast
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array of alternatives. An making These modules describe

individual is required to go how individuals should behave
through all the alternatives and in order to maximize some
make a rational decision. But outcomes this module assume
people cannot process all the that best decision maker is
information and scrutinize every rational.
single problem. As a result, they Assumptions of this modules
make a habit deciding on the
• The decision maker can easily
basis of perception so we can
analysis the problem
argue that there is a link
• Performance clearly constant
between perception and
and stable.
decision making.
• The decision maker has
On the basis of perception,
complete information.
individuals make decisions
• The decision maker is capable
towards continuations or
to find out best alternatives
termination makes decisions
solution and choosing the best
towards continuation or
option.
termination, make behavior
pattern at the workplace and
with supervisors managers and
team member, Thus, the
perception theories are much
useful in organizational decision
making. Decisions are
influenced in most of the cases
by individuals behavior,
perception effects on behavior.
Therefore perception is closely
associated with individuals'
decision-making process. There
are three theories of individual
decision making.
I) classical or rational decision
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Five Stage Model of
Group Development
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.
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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.
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.
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.
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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.
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1 marks
1. What Is Organizational
Behavior (OB)?
Organizational behavior is the
academic study of how people
interact within groups. The
principles of the study of
organizational behavior are
applied primarily in attempts to
make businesses operate more
effectively.
2. Transactional
Analysis
The Transactional
Analysis refers to the
psychoanalytic process
wherein the interpersonal
behaviors are studied. In other
words, a social psychological
model that talks about the
personal growth and personal
change, i.e., identifying the ego
states of each individual to
understand their behaviors and
altering them to solve the
emotional problems.
3. what is functional
conflict-Functional conflict
is a type of conflict that is
characterized by the parties'
efforts to achieve mutually
beneficial outcomes. It is
typically characterized by
parties working together to
resolve the conflict in a
constructive way
4. What is social
loafing
Social loafing is the
perceived psychological
phenomenon that team
members do less in a group
setting. The social loafing
effect states that individuals
don't pull their own weight
when they're judged as part of
a group.
5. Impression
Management in
Organizations
Impression management(also
called self-presentation
involves the processes by
which people control how they
are perceived by others.
People are more motivated to
control how others perceived
them when they believe that
their public images are
relevant to the attainment of
desired goals, the goals for
which their impressions are
relevant are valuable, and a
discrepancy exists between
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how they want to be perceived
and how other people
perceive them.
6. Meaning of Locus of
Control:
Locus of control refers to
one’s assumption about
responsibility for good and
bad events. Every person
during his lifetime comes
across some good and
some had outcomes. While
he acts to maximize the
possibility of good
outcomes and enjoys the
success of his life, he tries
to minimize the possibility
of bad outcomes.
7. What is transformational
leadership?
The transformational
leadership approach
encourages, inspires, and
motivates employees to
innovate and create the
change necessary to shape
the future success of the
company. This is
accomplished by setting an
example at the executive
level through authenticity, a
strong sense of corporate
culture, employee
ownership, and
independence in the
workplace.
Transformational leaders
are change agents in the
business, who can identify
innovative and shifting
trends in technology, and
then help the organization
embrace that change.
8. Authority, in simple
words, is the right way of
commanding subordinates,
issuing orders and
instructions, and exacting
obedience from the team. It
is also the right of the
manager to make
decisions. Also, to act or
not to act depends on how
he perceives the objectives
of the organization.
9. Type A and type B are
two main personality
categories. People with
type A personalities may
be ambitious, competitive,
and aggressive. People
with type B personalities
may be patient, flexible,
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and laid-back. Personality
refers to the pattern of
emotions, thoughts, and
behaviors that make each
individual who they are.
10. “Workforce
diversity is concerned
with the similarities and
differences in such
characteristics as age,
gender, ethnic heritage,
physical abilities and
disabilities, race, and
sexual orientation,
among the employees of
organisations.”  Cognitive Component:
11. What is horn effect in
organisational behavior-
The horn effect is a  Affective Component:
cognitive process in
which we immediately
ascribe negative
attitudes or behaviours
to someone based on  Behavioral Component:
one aspect of their
appearance or
character
12. What do you mean
by personality?
Personality refers to the
enduring characteristics
and behavior that
comprise a person's
unique adjustment to
life, including major
traits, interests, drives,
values, self-concept,
abilities, and emotional
patterns.
13. Components of
Attitude
Your thoughts and
beliefs about the
subject.
How the object, person,
issue, or event makes
you feel.
How attitude influences
your behavior.
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14. What Is Synergy?
Synergy is the concept
that the combined value
and performance of two
companies will be greater
than the sum of the
separate individual parts.
Synergy is a term that is
most commonly used in
the context of mergers and
acquisitions (M&A).
Synergy, or the potential
financial benefit achieved
through the combining of
companies, is often
a driving force behind a
merger.
15. what is perception
Perception is an intellectual
process of transforming
sensory stimuli to meaningful
information. It is the process
of interpreting something
that we see or hear in our
mind and use it later to
judge and give a verdict on
a situation, person, group
etc.
16, what is Extinction -
Extinction refers to a
procedure used in Applied
Behavioral Analysis (ABA)
in which reinforcement that
is provided for problem
behavior (often
unintentionally) is
discontinued in order to
decrease or eliminate
occurrences of these types
of negative (or problem)
behaviors.
17. What do you mean
by personality?
Personality refers to the
enduring characteristics
and behavior that
comprise a person's
unique adjustment to
life, including major
traits, interests, drives,
values, self-concept,
abilities, and emotional
patterns.
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18.Two types of
values are;
1. Terminal Values.
2. Instrumental Values.
Terminal Values
These are values that we think
are most important or most
desirable.
These refer to desirable end-
states of existence, the goals a
person would like to achieve
during his or her lifetime.
They include happiness, self-
respect, recognition, inner
harmony, leading a
prosperous life, and
professional excellence.
Instrumental Values
Instrumental values deal with
views on acceptable modes of
conductor means of achieving
the terminal values.
These include being honest,
sincere, ethical, and being
ambitious. These values are
more focused on personality
traits and character.
19. What is Group
dynamics in
organizational behavior
Group dynamics deals with
the attitudes and
behavioral patterns of a
group. It can be used as a
means for problem-solving,
teamwork, and to become
more innovative and
productive as an
organization.
20. what is power ?
Power is the ability to
influence the behaviour of
others to get what you want. It
is often visible to others within
organizations. Conformity
manifests itself in several
ways, and research shows
that individuals will defer to a
group even when they may
know that what they are doing
is inaccurate or unethical.
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21. Different Types 23. What is organizational

culture?
of Teams
Organizational culture is
 Functional teams. the collection of values,
Functional teams expectations, and
include members of the practices that guide and
inform the actions of all
same department.
team members. Think of it
 Cross-functional teams as the collection of traits
 Self-managed teams that make your company
what it is. A great
 Troubleshooting teams.
culture exemplifies positive
 Project team. traits that lead to improved
 Task-force teams. performance, while a
dysfunctional company
22. Distributive culture brings out qualities
bargaining? that can hinder even the
Distributive bargaining most successful
is a competitive organizations.
bargaining strategy in .
which one party gains
only if the other party
loses something. It is
used as a negotiation
strategy to distribute
fixed resources such as
money, resources,
assets, etc. between
both the parties
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