ASSIGNMENT SUBJECT: ORGANIZATION BEHAVIOR

ANSWER 1:

INTRODUCTION:
Operant conditioning, also called instrumental conditioning, is a learning approach developed
by B.F. Skinner in which the outcome of a response influences its likelihood of being
repeated. In operant conditioning, reinforced (rewarded) behaviors are more likely to be
repeated, whereas punishable behaviors are less likely to occur so frequently.
In operant conditioning, employees' underlying motivations are weakened. Instead, managers
focus on employee behavior and outcomes. They assess the practical impact of an employee's
work. Then, reward or penalize employees appropriately based on the quality of their work,
not how they achieve their results.

Component of Operant conditioning:

There are three main components that make up the operant conditioning approach:

Reinforcement Response:
These include responses from the environment that make the behavior more likely to be
repeated. It can be positive or negative.
Positive Reinforcement: In positive reinforcement, the response or behavior is
reinforced by the addition of direct praise or reward. If you do a good job and your
manager rewards you, that bonus is a positive motivator.
Example: Supervisors meet with sales force members for quarterly reviews.
During the meeting, they discuss performance figures. The sales person is
regularly profitable because they exceed their quotas in all periods. So the
manager gives them a bonus equal to a portion of the additional sales. This
gives you the financial incentive to keep exceeding your performance goals.
Negative Reinforcement: This involves discarding adverse events or outcomes after
a behavior has been shown. In these situations, the response is reinforced by
dismissing something perceived as unpleasant.
Example: Managers regularly communicate with team members at the end of the day
to keep them up-to-date when expected work has not been completed. Employees are
motivated to complete work by the end of the day, submit it for approval, and avoid
awkward conversations with managers explaining why a task could not be completed.

2. Punishment Response: A punishment response occurs when an employer gives

consequences for behavior they want to discourage. It can also be positive or negative.
Positive Response: With positive punishment, managers apply new negative events
or conditions when employees demonstrate performance or behavior that does not
meet company standards.
Example: Senior management realized that the managers they oversaw had too much
responsibility. A key employee reassigns some of the manager's responsibilities and
 schedules his/her weekly performance review. To avoid further consequences,
managers devote more attention to remaining tasks, thereby improving overall
performance.
Negative Response: This happens when an employer removes something an
employee appreciates in response to behavior they want to discourage.
Example: An employee is often late for work. To stop negative behavior, managers
forbid employees from participating in company outings, such as monthly quiz nights.
So that employee tries to come to work on time every day.

3. Reinforcement Schedules: Reinforcement is not always an easy process, and there are
many factors that can affect how quickly and how well we learn new things. The timing and
frequency of reinforcement influences how new behaviors are learned and how old behavior
is changed. Different schedules of reinforcement are as follows:
Continuous: In a continuous system, employers provide reinforcement whenever an
employee demonstrates a reinforced action. This method can provide quick results for
behavior changes. However, once employees begin to expect reinforcement, they may
abandon newly learned behaviors when the reinforcement stops.
Fixed-ratio schedules: Under fixed ratio, employers reward employees only a set
number of times, instead of rewarding them each time an action occurs. For example, an
employee can receive a gift certificate after receiving five positive feedbacks from customers.
This ensures quick adaptation, but also makes it easier for employees to revert to their
previous behavior.
Fixed-interval schedules: Under this system, employers evaluate behavior after a period of
time. Punish or reward team members who behaved in a certain way during that period.
Variable-ratio schedules: Reinforcement and punishment occur at an unusual rate in this
system. Employees do not expect rewards or punishments after a certain number of
occurrences, so they can demonstrate long-term behavioral change. To maintain award
entitlement and avoid potential consequences, employees will ensure that their current
behavior continues to be justified.
Variable-interval schedules: Similar to variable ratios, managers using variable interval
systems assess whether employees have acted in response-worthy ways at different times.
This is an effective way to bring about long-term behavior change. Employees who don't
know when the next review will be & are always trying to stay positive.

Conclusion:
Operant conditioning is a useful tool for employee motivation and developing staff.
Managers can reward behavior that meets employee standards or punish behavior that
managers try to discourage. In this way, employees receive clear guidance on what the
company expects and what behaviors are not to be repeated to avoid terrible consequences.
ANSWER 2:

Leadership:
Leadership is the process by which a leader can direct, guide, and influence the actions and
work of others in order to achieve specific goals in specific situations. Leadership is the
ability of a manager to motivate subordinates to work with confidence and enthusiasm.
Leadership is the capability to influence the behavior of others. It is also defined as the ability
to influence a group to achieve a goal. More over, effective leadership is based about both
original and borrowed ideas that are effectively communicated to others in a sufficient way to
make them act in the way the leader wants them to act. Leaders must create a vision for the
future and motivate members of the organization to make that vision a reality. In addition,
leaders try to set a clear image of the organization to which they belong, motivate
subordinates with ethics and standards, guide subordinates through work processes, and
instill morality in subordinates.

Leadership has direct impact on the organization:

Leadership has a direct cause-and-effect relationship to the organization and its success.
Leaders define employees' values, culture, tolerance to change, and motivation. They shape
institutional strategies, including their implementation and effectiveness. The role of leaders
in ensuring organizational excellence cannot be overstated. Appropriate motivation,
appropriate work environment, remuneration, and efficient communication between superiors
and subordinates, play an important role in facilitating this goal. Work planning and
organization are also very important.

Different forms of leadership:

1. Autocratic Leadership:
Autocratic leaders, also known as authoritarian leaders, set a clear vision of the end goal and
how to achieve it. Set specific guidelines and set clear expectations about what, when, and
how tasks must be done. Traditionally, these leaders expect others to give directions at face
value and act quickly. Autocratic leaders make decisions without consulting anyone. They
often focus on achieving efficient results through established actions that they believe are in
the organization's best interest. In some cases, Autocratic leaders make decisions with a small
group of trusted peers.

2. Democratic Leadership:
Democratic Leadership is exactly opposite of Autocratic leadership. Democratic leaders are
also called participative leaders. In this leadership, leaders tend to seek input from employees
before making decisions. Leaders may raise issues and solicit suggestions from the entire
team before committing to a formal course of action. The goal is to create dialogue and
discussion that encourages participation in the group and gets everyone on board with the end
result. Still, Democratic leaders have the final say. In other words, it's the leader who makes
the final decision, and all opinions matter. Democratic leaders are great listeners and leverage
the collective wisdom provided by their teams to boost their confidence in leadership.
3. Delegative Leadership:
Delegative leaders are also called laissez-faire leaders. Laissez-faire means "let them do it."
This allows employees to independently solve problems in their own way. However, a good
delegative leader should set clear boundaries and expectations before allowing employees to
take the reins. While employees are making decisions, Delegative leaders should be available
to discuss decisions as needed. The delegative leader should monitor team performance and
provide feedback on a regular basis. Delegative leadership is suitable for organizations where
employees are highly qualified and creative.

4. Transformational Leadership
Transformational leaders are also called as visionary leaders. Transformational leaders feel
strongly committed to the purpose and comprehensive goals of the organization. They tend to
set goals by outlining where the company is going and what will happen once they get there.
This inspiring and forward-looking vision is used to motivate employees.
Transformational leaders can also encourage and empower team members to step out of their
comfort zones in the name of professional growth and organizational success. Employees
may be asked to share ideas on how to achieve common goals. Transformational leaders
represent the most valuable form of leadership because employees are given the opportunity
to change, transform and thrive as contributors. Organizationally, this get the best leadership
results because transformative leaders develop talent.

5. Transactional leadership:
Transactional leadership is also called management leadership. Transactional leaders are
always ready to give something for following them. This could be anything including good
performance reviews, raises, promotions, new responsibilities, job changes, etc. In short, this
leadership style tends to present reward and punishment systems for employees.

6. Bureaucratic Leadership
In this style of leadership, leaders rely on prescribed policies to achieve organizational goals.
Bureaucratic leaders prefer to rely on set policies to convince followers to join. In doing so,
they send a very direct message that politics sets the tone. Bureaucratic leaders tend to be
much more committed to procedures and processes than people, and as a result, they appear
distant and very negative about change.

In my opinion, I would incorporate Transformational and Democratic leadership at my

workplace.

Characteristics of Leaders in Transformational management:

He knows exactly what he wants to be in the future and always has a plan to achieve that
vision. He clearly communicates his vision to his followers and motivates them to propel the
organization towards its mission.
Transformational leadership involves recognizing rapid changes in the business environment
and adjusting organizational goals and strategies accordingly to outperform and gain
competitive advantage.
Transformational leaders always encourage innovation and creativity. He believes innovation
is a way for employees to realize their potential and use that potential for personal and
company growth.
Transformational leaders do not hesitate to make risky decisions when their organization
needs improvement. They analyze the situation and make decisions based on experience and
future goals.

Characteristics of Leaders in Democratic management:

Democratic leaders want all team members involved. Everyone sits at the table when it
comes to making decisions. Due to this, it makes team members feel valued.
Democratic leader encourages team members to work together. Employees can't just rely on
their boss's orders to get the job done. Instead, they must find their own solutions, knowing
that their leaders are there to hold them accountable if things go wrong.

Conclusion:
Leadership is an important aspect to achieve any goal or objective. A true leader will try to
work for a goal from every aspect. He/she will make sure all the team members are involved
in any decision-making process, in this way team members will feel motivated, and they will
have the realization they are being value and their suggestion is important as input of any
goal.

ANSWER 3(A):
A company's organizational structure defines the organization and structure of its business
activities. Burger King's organizational structure defines the structures and systems used to
conduct business, and that corporate structure must be adjusted from time to time. Burger
King's organizational structure is based on a centralized approach aimed at establishing
controls and improving operational efficiency, but top management failed at a branch in
Nebraska, US. All the employees at the Nebraska branch were dissatisfied with the working
conditions in the kitchen, and Burger King management did not comply with their demands
despite repeated requests.

Burger King's organizational structure is fraught with dangers such as poor working
conditions, lack of communication, conflict and confusion. Therefore, to change the
employee's perspective, the following factors should be considered:

1. Survey your employees to find out what their perceptions really are. Burger King doesn't
assume they already know.

2. Burger King needs to provide effective communication channels so that team members can
express themselves openly to avoid communication gaps and misunderstandings between
members and motivate employees regarding the better work environment.
3. Involve employees in the decision-making process. This makes choices more acceptable,
has a positive impact on employees' perceptions towards the organization's top management,
and helps create a better working environment.

4. Encourage managers to discuss issues with employees and correct employee perspectives.
Employees are more likely to trust the opinion of their line managers than those of
management, with whom they rarely interact.

5. Don't expect instant results. Recognize your employees' perspectives and beliefs have been
built gradually over time. Changing or reversing this perspective requires sustained effort
over a period of time.

Conclusion
Managers or top authorities play an important role in such critical times of the company.
Decision-making also is of significant importance to run the company in such a difficult
scenario. Involvement, motivation, regular team meetings can be done to create a better
workplace and bring patients in the working environment in such critical times.

ANSWER 3(B):

Employees of Burger Kings could have dealt with this situation better in various ways
are as follows:

1. Speak to HR regarding your concern:

When it seems as though there is nothing that you can do, it is always a good idea to speak to
HR. It is best to talk with a 3rd person if you believe that facing a problem or someone will
just make things worse.
If you don't have an HR department, speak with your supervisor or a higher-up regarding
your issues. If you fear retaliation, ask them for caution and confidentiality.

2. Balance the negative with the positive:

Practice self-care. It will only get worse if all you do is stress out at work, then reflect on the
day's events when you get home. Spending more time with your loved ones or on your
interests and hobbies. Here are a few concepts:
-Plan or join up for activities you may look forward to throughout the week.
-Work only the necessary amount of overtime;
-Avoid multitasking;
-Avoid using alcohol or over-the-counter medications to relieve stress;
3. Talk about the issue and seek a solution:
Try to hash things out together with your supervisor if that is the issue. Be confident and
make an effort to talk from a position of comprehension. Conflicts do not necessarily have a
bad outcome; our responses to them do. Try to find a solution, but leave the rest to the third
party.
The goal of HR or headquarters is to maintain a healthy working atmosphere, so if everything
else fails, they are always available.

Conclusion:
Workplace toxicity is more prevalent than ever. Whether overt or covert, it makes workers
physically and emotionally stressed out and costs employers money in lost productivity and
sick days. We need a positive mindset, a supportive environment (from families, friends, and
colleagues), as well as in the workplace itself, to counter this. Even while one person cannot
change an entire organization, they may at least learn to monitor their own backs and
maintain their own welfare.