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102 - GC - 02: ORGANIZATIONAL BEHAVIOUR

Q.1
A. Define organizational behaviour.
Organizational behaviour (OB) is the study of how people behave within organizations, and how
organizations can be structured and managed to achieve their goals effectively. OB draws from a
variety of fields, including psychology, sociology, anthropology, and economics, to understand how
individuals and groups interact within organizations.

OB encompasses a wide range of topics, including communication, leadership, teamwork,

motivation, job satisfaction, decision-making, power and politics, and organizational culture. It
examines how individuals and groups within an organization are influenced by their environment,
and how they, in turn, influence the organization and its culture.

The ultimate goal of organizational behaviour is to improve organizational effectiveness by enhancing

the performance, satisfaction, and well-being of employees while also achieving the organization's
goals. OB theories and practices can be applied to various types of organizations, including for-profit
and non-profit organizations, government agencies, and educational institutions.

B. List any two benefits of organizational change

Organizational change can bring several benefits to an organization, including:

1)Improved Efficiency and Effectiveness: Change can help organizations to streamline their
operations and processes, eliminating redundant activities, and increasing productivity. It can also
help organizations to adopt new technologies and practices that can improve their overall
effectiveness.

2)Increased Innovation and Creativity: Change can stimulate creativity and innovation within an
organization by encouraging employees to think outside the box and come up with new ideas. This
can lead to the development of new products or services, improved processes, and a more
competitive edge in the market.

C. How do strong cultures differ from weak cultures.

Strong cultures and weak cultures differ in several ways. Here are a few differences:

1)Level of agreement on values and beliefs: In a strong culture, there is a high level of agreement
among employees on the organization's values and beliefs, while in a weak culture, there is little
agreement.

2)Importance of culture: In a strong culture, the culture is highly valued and deeply embedded in the
organization, while in a weak culture, the culture is often viewed as unimportant or irrelevant.

3)Consistency of behavior: In a strong culture, employees tend to behave consistently with the
organization's values and beliefs, while in a weak culture, employees may behave in ways that are
inconsistent with the organization's values and beliefs.
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4)Employee commitment: Strong cultures are often associated with high levels of employee
commitment, engagement, and loyalty, while weak cultures may result in low levels of employee
commitment and turnover.

5)Impact on decision-making: Strong cultures can influence decision-making and guide employee
behavior, while weak cultures may have little impact on decision-making and employee behavior.

Overall, strong cultures are more cohesive, consistent, and influential than weak cultures, which can
lead to better performance, higher employee morale, and greater organizational success.

D. Name any two differences between a ‘Leader’ and a ‘Manager’.

1)Focus: Leaders tend to focus on setting direction, inspiring and motivating people, and creating a
vision for the future, while managers tend to focus on planning, organizing, controlling, and
coordinating resources to achieve specific goals.

2)Approach to change: Leaders are often seen as agents of change, who are willing to take risks,
challenge the status quo, and push the organization in new directions, while managers tend to be
more risk-averse and focused on maintaining stability and continuity.

While there is some overlap between leadership and management, these two roles require different
skills, approaches, and perspectives. Effective organizations need both strong leaders and competent
managers to achieve their goals and succeed in a dynamic and complex environment.

E. Name any two barriers of social perception

Here are two common barriers to social perception:

1)Stereotyping: Stereotyping occurs when people make assumptions about others based on their
membership in a particular social group, such as their race, gender, or age. Stereotypes can be
harmful because they can lead to inaccurate judgments, prejudice, and discrimination.

2)Attribution errors: Attribution errors occur when people make inaccurate or biased judgments
about the causes of others' behavior. For example, people may attribute others' behavior to their
personality traits rather than to situational factors, leading to misunderstandings and
miscommunication.

These barriers can interfere with accurate social perception and lead to misunderstandings, conflict,
and ineffective communication. It's important to be aware of these barriers and try to overcome
them by seeking out diverse perspectives, challenging stereotypes, and being open to feedback and
new information.

F. What are the three components of Vroom’s expectancy theory

Vroom's expectancy theory proposes that people's motivation to perform a task is based on three
key factors:

1)Expectancy: This is the belief that one's efforts will lead to high performance. In other words,
people are motivated to work hard if they believe that their efforts will result in successful
performance.
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2)Instrumentality: This is the belief that high performance will lead to desirable outcomes or
rewards. In other words, people are motivated to perform well if they believe that their performance
will be rewarded.

3)Valence: This refers to the value or attractiveness of the rewards that are available as a result of
high performance. In other words, people are motivated to perform well if they believe that the
rewards are worth the effort.

Together, these three components form Vroom's expectancy theory, which suggests that motivation
is driven by the belief that effort will lead to performance, performance will lead to rewards, and
rewards will be valuable to the individual. By understanding these factors, managers can help to
increase employees' motivation and performance by aligning their efforts, rewards, and goals.

G. Name the three components of Attitude

1)Affective Component: This component is related to emotions or feelings that an individual has
towards an object, person, or situation. For example, a person may feel happy, sad, or angry towards
a particular political party or social issue.

2)Behavioral Component: This component is related to the actions or behaviors that an individual
exhibits towards an object, person, or situation. For example, a person may vote for a political party
or participate in a social movement.

3)Cognitive Component: This component is related to the beliefs, thoughts, or knowledge that an
individual has about an object, person, or situation. For example, a person may believe that a
particular social issue is important or that a political candidate is trustworthy.

These three components are interrelated and can influence each other. Attitudes can also be positive
or negative, strong or weak, and can change over time based on experiences, information, and social
influence. Understanding the components of attitudes is important in various fields such as
psychology, sociology, and organizational behavior, as attitudes can have a significant impact on
behavior, decision-making, and interpersonal relationships.

H. Enumerate any two characterictics of the Adult ‘Ego State’.

The adult ego state is one of the three ego states in Transactional Analysis, a theory of human
behavior developed by Eric Berne. Here are two characteristics of the adult ego state:

1)Rational and logical thinking: The adult ego state is characterized by rational and logical thinking,
which involves the ability to analyze and evaluate information objectively. Adults in this ego state are
able to make decisions based on facts and evidence rather than emotions or impulses.

2)Flexibility: Adults in the adult ego state are flexible and adaptable, able to respond to changing
circumstances and situations in a constructive and effective way. They are able to balance their own
needs and goals with the needs and goals of others, and are able to work collaboratively to achieve
common goals.

Overall, the adult ego state is associated with maturity, responsibility, and autonomy. It is an
important part of healthy adult functioning, as it allows individuals to navigate the complexities of
social relationships and make effective decisions in their personal and professional lives.
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Q.2
A. Explain complementary transactions and crossed transactions
Complementary transactions and crossed transactions are concepts in Transactional Analysis, a
theory of communication and interpersonal behavior developed by Eric Berne.

Complementary transactions occur when the ego states of two people are compatible, and the
communication between them is smooth and effective. In other words, the response of one person
matches the stimulus of the other person, leading to a harmonious and productive interaction. For
example, if a person asks a question from the adult ego state, and the other person responds from
their adult ego state, a complementary transaction has occurred.

Crossed transactions occur when the ego states of two people are incompatible, and the
communication between them is disrupted or ineffective. In other words, the response of one
person does not match the stimulus of the other person, leading to confusion, conflict, or
miscommunication. For example, if a person asks a question from their adult ego state, but the other
person responds from their child ego state, a crossed transaction has occurred.

Crossed transactions can create misunderstandings, conflict, and frustration, and can lead to
breakdowns in communication and relationships. They can occur for a variety of reasons, such as
differences in perception, cultural background, or emotional state. Understanding and identifying
crossed transactions can be helpful in improving communication and reducing conflicts in personal
and professional relationships.

B. What are the different components of Emotional Intelligence.

Emotional Intelligence (EI) refers to the ability to perceive, understand, regulate, and express
emotions effectively. It consists of several components or skills, which include:

1)Self-awareness: The ability to recognize and understand one's own emotions, strengths,
weaknesses, values, and goals. Self-awareness is the foundation of emotional intelligence.

2)Self-regulation: The ability to manage and control one's emotions, impulses, and behaviors. This
includes the ability to adapt to changing situations, regulate stress, and delay gratification.

3)Motivation: The ability to set and achieve goals, and to work towards personal and professional
growth. This includes having a sense of purpose, being optimistic, and persevering in the face of
challenges.

4)Empathy: The ability to understand and respond to the emotions of others. This includes being
able to read nonverbal cues, listen actively, and show compassion and understanding.

5)Social skills: The ability to communicate effectively, build relationships, collaborate, and work in
teams. This includes skills such as leadership, conflict resolution, and networking.

These components of emotional intelligence are interconnected and can influence each other.
Developing emotional intelligence can have many benefits, including improved communication and
relationships, increased resilience and adaptability, and greater personal and professional success.

D. Explain different sources of stress at work

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There are various sources of stress at work that can impact employees' physical and emotional
health, job performance, and overall well-being. Here are some common sources of stress in the
workplace:

1)Workload: Heavy workloads, tight deadlines, and long work hours can cause stress. Employees may
feel overwhelmed, exhausted, or anxious about meeting their job responsibilities.

2)Role ambiguity: When employees are unclear about their job responsibilities, expectations, or
goals, they may experience stress and confusion.

3)Work relationships: Poor relationships with coworkers, managers, or customers can cause stress.
Conflicts, communication problems, or feeling unsupported by colleagues can lead to job
dissatisfaction and burnout.

4)Organizational change: Changes in the workplace, such as restructuring, layoffs, or mergers, can
cause uncertainty and anxiety for employees. They may worry about job security, changes in job
responsibilities, or adapting to new work environments.

5)Work-life balance: Difficulty balancing work and personal responsibilities, such as caring for
children or aging parents, can cause stress. Employees may feel stretched thin, overworked, or guilty
about neglecting their personal lives.

6)Job security: Concerns about job security due to economic uncertainty, industry changes, or
company performance can cause stress and anxiety.

7)Physical environment: Poor lighting, noise, air quality, and other environmental factors can cause
stress and affect employees' health and productivity.

Overall, stress in the workplace can have negative effects on employees' physical and mental health,
job performance, and job satisfaction. It is important for employers to identify and address sources
of stress in the workplace, and to provide support and resources for employees to manage their
stress levels.

Q.3
A. Examine how personality testing can be used in the selection process of
organizations.
Personality testing can be a useful tool in the selection process of organizations, as it can provide
insights into an applicant's characteristics, behavior, and potential fit for the job and the
organization's culture. Here are some ways in which personality testing can be used in the selection
process:

1)Screening candidates: Personality testing can be used to screen candidates and identify those who
possess the desired traits and characteristics for the job. For example, a sales job may require
candidates who are outgoing, persuasive, and confident, and a personality test can help to identify
those who possess these traits.

2)Interviewing candidates: Personality testing can provide a framework for conducting job interviews
and help to guide the interviewer in asking questions that are relevant to the job and the candidate's
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personality. It can also provide a basis for comparing candidates and making objective hiring
decisions.

3)Team building: Personality testing can be used to assess the compatibility of team members and
identify potential areas of conflict or complementarity. It can help managers to build diverse and
effective teams that work well together.

4)Training and development: Personality testing can be used to identify employees' strengths and
weaknesses, and to tailor training and development programs to their individual needs. It can help
managers to create a more personalized and effective approach to employee development.

5)Succession planning: Personality testing can be used to identify potential future leaders and
managers within the organization. It can help managers to identify employees who possess the
desired traits and characteristics for leadership roles and to develop them for future positions.

However, it is important to note that personality testing should be used as part of a comprehensive
selection process that includes other factors such as qualifications, experience, and job-related skills.
Personality testing should also be conducted by qualified professionals and used in a fair and
objective manner to avoid bias and discrimination.

B. Differentiate between Autocratic and Custodial Models of OB with examples

The autocratic and custodial models of organizational behavior (OB) represent two different
approaches to managing employees and organizational culture. Here are the differences between
the two models:

1)Autocratic model: The autocratic model is characterized by a top-down management approach

where decisions are made by the leader or manager and employees are expected to follow orders
without question. The focus is on achieving goals and objectives, and the leader assumes full
responsibility for the success or failure of the organization. Examples of the autocratic model include
military organizations and some manufacturing industries where precision and control are
paramount.

2)Custodial model: The custodial model is characterized by a paternalistic management approach

where the organization provides employee benefits and protection in exchange for loyalty and
obedience. The focus is on meeting the needs of employees and creating a stable work environment.
Examples of the custodial model include some large corporations and public sector organizations
that provide generous employee benefits and job security.

Examples of the differences between the two models include:

Decision-making: In the autocratic model, decisions are made by the leader or manager without
much input or consultation with employees. In the custodial model, decisions are made with some
input from employees, but ultimately the leader or management retains control.

Employee treatment: In the autocratic model, employees are expected to follow orders without
question and may be subject to strict rules and regulations. In the custodial model, employees are
treated more like family and are provided with job security, benefits, and other forms of support.
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Motivation: In the autocratic model, employees are motivated by fear of punishment or desire for
rewards. In the custodial model, employees are motivated by loyalty and a sense of belonging to the
organization.

Overall, both models have their advantages and disadvantages, and the choice of which model to use
will depend on the organization's goals, values, and culture. It is important for leaders and managers
to understand the strengths and weaknesses of both models and to choose the one that is most
appropriate for their organization's needs.

Q.4
A. Examine the 5 intentions of conflict management which of them would be
most preferred when managing an inter departmental conflict in an
organization
The five intentions of conflict management, as proposed by Kenneth Thomas and Ralph Kilmann, are
as follows:

1)Competing: This intention involves a high concern for achieving one's own goals and a low concern
for the other party's goals. Competing may involve using aggressive tactics to win the conflict, and it
is often used when quick, decisive action is required or when the stakes are high.

2)Collaborating: This intention involves a high concern for both one's own goals and the other party's
goals. Collaboration requires open communication, active listening, and a willingness to find a
mutually beneficial solution. Collaboration is often used when the conflict involves complex issues or
when the relationship between the parties is important.

3)Compromising: This intention involves a moderate concern for both one's own goals and the other
party's goals. Compromising involves finding a middle ground that partially satisfies both parties, but
may not fully resolve the conflict. Compromising is often used when time is limited or when both
parties have equal power.

4)Avoiding: This intention involves a low concern for both one's own goals and the other party's
goals. Avoiding involves withdrawing from the conflict or postponing it until a later time. Avoiding is
often used when the conflict is minor or when the parties are not yet ready to deal with it.

5)Accommodating: This intention involves a low concern for one's own goals and a high concern for
the other party's goals. Accommodating involves making concessions to the other party in order to
maintain a positive relationship. Accommodating is often used when the relationship between the
parties is more important than the outcome of the conflict.

When managing an interdepartmental conflict in an organization, the most preferred intention of

conflict management would be collaborating. This is because interdepartmental conflicts often
involve complex issues that require open communication, active listening, and a willingness to find a
mutually beneficial solution. Collaborating allows the parties to work together to find a solution that
satisfies both departments' goals and needs. It can also help to build stronger relationships between
the departments and promote cooperation and teamwork in the organization. While other intentions
may be appropriate in certain situations, collaborating is the most effective way to manage
interdepartmental conflicts in most cases.
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B. Which groups are more difficult to manage formal or informal? As a manager
what will you do if the informal group leader of your subordinates, is senior to
you in age by 10 years, and a diligent employee but refuses to listen to your
orders
Both formal and informal groups can be challenging to manage, and each presents its own set of
unique issues. Formal groups are created by the organization, have defined structures, and operate
under specific rules and procedures. Informal groups, on the other hand, emerge naturally from the
interactions among employees and may not have a defined structure or set of rules.

In the situation where the informal group leader of your subordinates is senior to you in age by 10
years and refuses to listen to your orders, it can be particularly challenging to manage. However, as a
manager, it is your responsibility to ensure that your team is working effectively and efficiently, and
that includes managing both formal and informal groups.

To address the situation with the informal group leader, you could try the following steps:

1)Build a relationship: Take the time to get to know the informal group leader and build a positive
relationship with them. This can help to establish trust and make it easier to communicate
effectively.

2)Communicate expectations: Clearly communicate your expectations to the informal group leader
and make sure they understand what is expected of them.

3)Explain the rationale: Provide a rationale for your decisions and explain why certain actions are
necessary. This can help to build understanding and reduce resistance.

4)Involve them in decision-making: Involve the informal group leader in the decision-making process
whenever possible. This can help to build ownership and commitment.

5)Seek support from higher authorities: If the informal group leader continues to refuse to listen to
your orders, you may need to seek support from higher authorities within the organization.

It is important to note that managing informal groups can be more challenging than managing formal
groups because they are often less visible and have fewer rules and procedures. However, by building
positive relationships, communicating expectations, explaining the rationale, involving them in
decision-making, and seeking support when necessary, it is possible to effectively manage both
formal and informal groups.

Q.5
A. Which are the organizational stressor observed in the IT sector? As a senior
manager design some strategies to help your employees manage their stress
The IT sector can be particularly stressful due to a variety of organizational stressors such as:

1)High workload and long hours

2)Tight deadlines and pressure to deliver

3)Rapidly changing technology and work processes

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4)Lack of control over work and decision-making

5)Interpersonal conflicts and communication breakdowns

6)Job insecurity and fear of layoffs

7)Lack of work-life balance

As a senior manager, there are several strategies you can implement to help your employees manage
their stress:

1)Provide support: Offer support to employees who are experiencing stress, including emotional
support and practical assistance with workload management.

2)Encourage work-life balance: Encourage employees to take breaks and prioritize self-care. Provide
flexible work arrangements such as telecommuting or flexible schedules.

3)Increase employee participation: Encourage employees to participate in decision-making and

provide them with a sense of control over their work.

4)Promote communication: Create an open and honest communication culture, where employees
feel comfortable discussing their concerns and issues.

5)Provide training: Provide stress management training to employees, teaching them coping
mechanisms and techniques for managing stress.

6)Recognize and reward employees: Recognize and reward employees for their hard work and
efforts, creating a positive work environment.

7)Address systemic issues: Address systemic issues that are causing stress within the organization,
such as high workload or poor communication.

By implementing these strategies, you can create a supportive work environment that helps your
employees manage their stress and build resilience.

B. If an employee with a 10 years tenure is perceiving inequity in rewards, what

is she likely to do? What would you recommend to retain such an employee
If an employee with a 10 years tenure is perceiving inequity in rewards, she may react in several
ways, such as:

1)Reducing their work effort: They may reduce their work effort and become less productive in
response to the perceived inequity.

2)Seeking out information: The employee may seek out information about their pay and rewards,
looking for evidence of inequity.

3)Discussing the issue: They may discuss the issue with their manager or other colleagues, seeking
feedback and advice on how to address the perceived inequity.

4)Requesting a pay increase: They may request a pay increase or other changes to their rewards to
address the perceived inequity.

To retain such an employee, it is important to take the following steps:

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1)Listen to their concerns: Listen to the employee's concerns and validate their feelings of inequity.
Let them know that their concerns are being taken seriously.

2)Review their rewards: Review the employee's pay and other rewards to ensure that they are in line
with industry standards and internal policies.

3)Explain the rationale: Explain the rationale behind the employee's pay and rewards, including how
they are determined and what factors are taken into account.

4)Offer solutions: Offer solutions to address the perceived inequity, such as a pay increase or other
changes to their rewards package.

5)Communicate regularly: Communicate regularly with the employee to ensure that their concerns
are being addressed and that they feel valued and supported.

6)Provide growth opportunities: Provide opportunities for the employee to grow and develop within
the organization, such as training, mentoring, or new job responsibilities.

By taking these steps, you can demonstrate to the employee that their concerns are being taken
seriously and that you are committed to retaining them within the organization.

Q 6 What are values?

Values are the beliefs and principles that an individual or organization holds as important and guide
their behaviour and decision-making. Values are deeply ingrained and are often shaped by an
individual's upbringing, culture, education, and life experiences. Values can be either personal or
organizational and may include beliefs about honesty, integrity, respect, social responsibility,
equality, innovation, teamwork, or customer service. Values are important because they provide a
framework for behaviour and decision-making, helping individuals and organizations to stay true to
their core beliefs and principles. Values are also used to evaluate the behaviour of others and to
make judgments about what is right or wrong, good or bad, acceptable or unacceptable.

Q 7 Define personality.
Personality refers to the unique and enduring patterns of thoughts, feelings, and behaviours that
characterize an individual and distinguish them from others. Personality is shaped by a combination
of genetic, biological, cultural, and environmental factors, and develops over time through a process
of interaction between these factors. Personality traits are relatively stable and consistent over time
and across situations, although they may be influenced by situational factors or life experiences.
Personality can be studied and measured using various approaches, including trait theories,
psychodynamic theories, behavioural

theories, and humanistic theories, among others. Understanding an individual's personality can help
to explain their behaviour, attitudes, and values, and can be useful in a variety of contexts, such as
career counselling, organizational behaviour, and clinical psychology.
Q 8 What is Fundamental Attribution error.
Fundamental attribution error is a cognitive bias that refers to the tendency to overemphasize
dispositional or internal factors in explaining the behaviour of others, while underemphasizing
situational or external factors. This means that when observing other people's behaviour, individuals
tend to attribute the behaviour to the person's inherent traits or characteristics (such as personality,
abilities, or motivation), rather than considering the impact of situational factors (such as context,
social norms, or external pressures) that may have influenced the behaviour.

For example, if someone sees a person getting angry and yelling at a customer service
representative, they may attribute the behaviour to the person's rude and aggressive personality,
without considering the possibility that the person may have been reacting to poor service or
frustration with the situation. This tendency to attribute behaviour to internal factors rather than
external factors can lead to inaccurate judgments, stereotypes, and prejudice, and can have negative
consequences for interpersonal relationships and organizational behaviour

Q 9 Define the concept of instrumentality from Vroom’s model.

In Vroom's expectancy theory, instrumentality refers to the belief that a particular level of
performance will lead to specific outcomes or rewards. It is the perceived relationship between
performance and outcomes, or the degree to which an individual believes that their efforts will lead
to the desired rewards.

Instrumentality is an important component of the expectancy theory, as it determines the motivation

level of an individual to perform a task or achieve a goal. If an individual believes that their efforts
will be rewarded, and that the rewards are valuable and desirable, they are more likely to be
motivated to perform the task and achieve the goal. However, if an individual perceives a low level of
instrumentality, meaning they do not believe that their efforts will lead to desired rewards, they may
be less motivated to perform the task or achieve the goal.

Instrumentality can be influenced by a number of factors, such as the clarity and consistency of
reward systems, the perceived value of the rewards, and the degree of control that an individual has
over the performance and outcome. By understanding and managing the factors that influence
instrumentality, organizations can increase the motivation and performance of their employees, and
achieve their goals more effectively.

Q 10 Name any 3 traits of leaders.

There are many traits associated with effective leadership, but here are three common traits:

Visionary: Effective leaders have a clear vision of the future and are able to inspire and motivate their
followers to work towards that vision. They are able to communicate their vision in a compelling way
that captures the imagination of others and creates a sense of purpose and direction.

Empathetic: Good leaders are able to understand the perspectives, feelings, and needs of others, and
use this understanding to build positive relationships and motivate their followers. They are able to
listen actively, provide support and feedback, and create a culture of respect and collaboration.

Decisive: Leaders are often called upon to make tough decisions in uncertain and complex situations.
Effective leaders are able to gather and analyse information, weigh the pros and cons of different
options, and make informed and timely decisions. They are able to take risks and embrace change,
while also being accountable for the outcomes of their decisions.
Q 11 What is Eustress?
Eustress is a type of stress that is considered positive and can have a motivating and beneficial effect
on an individual. Unlike distress, which is negative stress that can be harmful to an individual's health
and well-being, eustress can be viewed as a healthy, positive stress response that can help
individuals perform better under pressure and achieve their goals.

Eustress can be experienced in many different situations, such as starting a new job, taking an
exciting trip, or competing in a sporting event. The key difference between eustress and distress is
the individual's perception of the stressor. Eustress is typically associated with feelings of excitement,
anticipation, and fulfilment, while distress is associated with negative emotions such as anxiety, fear,
and hopelessness.

It's important to note that although eustress is generally considered a positive type of stress, too
much of it can still be overwhelming and lead to negative effects. As with any type of stress, it's
important to manage eustress appropriately to maintain a healthy balance and prevent burnout.

Q 12 Explain the importance of informal groups in organizations

Informal groups are an important aspect of organizational behavior and play a significant role in
shaping the culture, values, and behavior of an organization. These groups are formed
spontaneously, based on common interests, shared goals, or personal relationships, and they exist
outside the formal structure of the organization.

Here are some reasons why informal groups are important in organizations:

Support and Socialization: Informal groups provide members with emotional and social support,
which can help them cope with work-related stress and challenges. These groups also help in
socializing new members into the organization and facilitating a sense of belonging.

Informal Communication: Informal groups often communicate through informal channels that bypass
formal organizational structures. This communication can facilitate the flow of information, ideas,
and feedback, which can help in problem-solving and decision-making.

Norms and Values: Informal groups develop their own norms, values, and expectations that may
differ from those of the formal organization. These norms can have a significant impact on individual
and group behavior, and can influence the organization's culture.

Motivation and Performance: Informal groups can help to motivate members by providing them with
a sense of purpose, autonomy, and recognition. This can lead to improved job satisfaction and
performance.

Resistance to Change: Informal groups can also resist changes that are perceived as threatening to
their norms and values. Understanding the dynamics of informal groups can help managers
anticipate and manage resistance to change.

In summary, informal groups are an important aspect of organizational behavior that can influence
the culture, values, and behavior of an organization. Understanding the role of informal groups can
help managers better manage their organization's culture and improve performance.
Q 13 Elaborate upon any 5 strategies for managing resistance to change.
Resistance to change is a common challenge in organizations that can impede progress and hinder
growth. Here are five strategies for managing resistance to change:

Communication and Engagement: Effective communication and engagement can help to mitigate
resistance to change. It's important to clearly communicate the reasons for the change, the benefits
it will bring, and how it will impact individuals and teams. Engaging stakeholders in the change
process and addressing their concerns and questions can also help to build support and reduce
resistance.

Participation and Involvement: Involving individuals and teams in the change process can help to
build ownership and reduce resistance. This can include involving employees in decision-making,
providing opportunities for feedback and suggestions, and creating task forces or committees to
oversee the change process.

Education and Training: Providing education and training on the new processes, systems, or
technologies can help to reduce resistance by building knowledge and skills. This can include
providing training sessions, job aids, and support resources to help employees adapt to the change.

Incentives and Rewards: Providing incentives and rewards can help to motivate individuals and teams
to support the change. This can include recognition programs, performance-based incentives, and
career development opportunities.

Coercion and Negotiation: While coercion and negotiation should be a last resort, they can be
effective in managing resistance to change. Coercion involves using formal authority or punishment
to force compliance, while negotiation involves finding compromises and solutions that address the
concerns of all parties.

In summary, managing resistance to change requires a combination of strategies that address the
concerns and needs of individuals and teams. Effective communication, participation, education,
incentives, and negotiation can all help to reduce resistance and build support for change. It's
important to understand the reasons for resistance and tailor the strategies accordingly to achieve
successful change.

Q 14 How will social perception affect the selection process and performance
appraisal in an organisation.
Social perception refers to the process by which individuals form impressions and make judgments
about other people, based on their behavior, appearance, and other cues. Social perception can have
a significant impact on the selection process and performance appraisal in an organization in the
following ways:

Selection Process:

Stereotyping: Social perception can lead to the formation of stereotypes, which are generalized
beliefs about a particular group of people. These stereotypes can influence the selection process,
leading to biases in hiring and promotion decisions.

Halo Effect: The halo effect refers to the tendency to generalize an overall positive impression of an
individual based on one particular trait or characteristic. This can lead to biases in the selection
process, as individuals who possess certain desirable traits or characteristics may be favored over
others.

Implicit Bias: Social perception can also lead to implicit biases, which are unconscious attitudes and
beliefs that influence our perceptions and behaviors. These biases can lead to discrimination and
unfairness in the selection process.

Performance Appraisal:

Attribution Bias: Social perception can lead to attribution bias, which is the tendency to attribute
someone's performance to internal factors (e.g. ability, effort) or external factors (e.g. luck, task
difficulty). This can lead to unfair performance appraisals, as individuals may be evaluated based on
factors beyond their control.

Stereotyping: As with the selection process, social perception can also lead to stereotyping in
performance appraisal, as individuals may be evaluated based on generalizations about their group
rather than their actual performance.

Recency Bias: Social perception can also lead to the recency bias, which is the tendency to give
greater weight to recent events when evaluating performance. This can lead to unfair appraisals, as
an individual's overall performance may be overlooked in favor of recent successes or failures.

In summary, social perception can have a significant impact on the selection process and
performance appraisal in an organization. It's important for managers and HR professionals to be
aware of these biases and take steps to minimize their impact, such as training and development
programs, performance metrics that are objective and quantifiable, and regular feedback sessions to
ensure that performance is evaluated fairly and accurately.

Q 15 With the help of JOHARI window discuss how interpersonal interaction

can be made more effective.
The Johari Window is a model used to improve self-awareness and mutual understanding in
interpersonal interactions. It consists of four quadrants that represent different aspects of an
individual's personality and communication style. These are the open area, blind area, hidden area,
and unknown area. By understanding these quadrants and how they affect communication,
interpersonal interaction can be made more effective.

Open Area: This quadrant represents the information that is known to both the individual and
others. The more information that is shared in this quadrant, the more effective the interpersonal
interaction will be. It's important to be honest and transparent in this area, as this builds trust and
helps to avoid misunderstandings.

Blind Area: This quadrant represents the information that is known to others but not to the
individual. This can include behaviors or habits that the individual is unaware of. By seeking feedback
from others and being open to constructive criticism, individuals can reduce the size of this quadrant
and improve their self-awareness and communication skills.

Hidden Area: This quadrant represents the information that is known to the individual but not to
others. This can include personal feelings, thoughts, or experiences that the individual is not
comfortable sharing. By being willing to share more information about oneself, individuals can
reduce the size of this quadrant and build deeper connections with others.
Unknown Area: This quadrant represents the information that is unknown to both the individual and
others. This can include subconscious beliefs, attitudes, or biases that affect communication without
being explicitly recognized. By increasing self-awareness and reflecting on one's own communication
style, individuals can reduce the impact of this quadrant and improve their interpersonal
interactions.

In summary, the Johari Window can help to improve interpersonal interaction by increasing self-
awareness and mutual understanding. By sharing information in the open area, seeking feedback in
the blind area, sharing personal information in the hidden area, and increasing self-awareness in the
unknown area, individuals can improve their communication skills and build more effective
relationships with others.

Q 16 Do you feel that ‘Loves of Control’ of a person will affect his/her job
satisfaction? Explain with a relevant example.
Yes, the locus of control of a person can significantly affect their job satisfaction. Locus of control
refers to an individual's belief about the extent to which they have control over the events and
outcomes in their lives. Individuals with an internal locus of control believe that their actions and
decisions can influence their outcomes, while individuals with an external locus of control believe
that their outcomes are primarily determined by external factors such as luck, fate, or other people.

An individual with an internal locus of control is more likely to take initiative, feel empowered, and
have a sense of personal responsibility in their work. They are more likely to set high goals for
themselves and work hard to achieve them, leading to a greater sense of achievement and job
satisfaction. On the other hand, an individual with an external locus of control may feel helpless,
powerless, and demotivated, leading to lower job satisfaction.

For example, let's consider two employees in a sales department. Employee A has an internal locus
of control and believes that their sales success is largely dependent on their own skills and efforts.
They set high goals for themselves and work hard to achieve them, and are consistently meeting or
exceeding their targets. As a result, they feel a sense of accomplishment and satisfaction in their
work.

On the other hand, Employee B has an external locus of control and believes that their sales success
is largely dependent on external factors such as the economy, competition, or luck. They may be less
motivated to set high goals or put in extra effort, leading to lower sales performance and lower job
satisfaction.

In conclusion, an individual's locus of control can significantly affect their job satisfaction. Individuals
with an internal locus of control are more likely to feel empowered, take initiative, and have a sense
of personal responsibility, leading to greater job satisfaction. Conversely, individuals with an external
locus of control may feel helpless, demotivated, and have lower job satisfaction.

Q 17 Differentiate between the custodial and collegial models of OB.

The custodial and collegial models are two different approaches to Organizational Behavior (OB) that
reflect different views of the relationship between employers and employees. Here are the
differences between the two models:
Focus: The custodial model focuses on providing economic security and benefits to employees, while
the collegial model focuses on empowering employees to contribute to the success of the
organization.

Control: The custodial model emphasizes control by management, while the collegial model
emphasizes self-control and self-discipline by employees.

Trust: The custodial model assumes that employees are primarily motivated by economic rewards
and must be controlled to ensure their loyalty, while the collegial model assumes that employees are
motivated by a sense of belonging and involvement in the organization, and can be trusted to work
in the organization's best interest.

Relationship: The custodial model emphasizes a transactional relationship between employers and
employees, while the collegial model emphasizes a collaborative and participative relationship.

Role of HR: In the custodial model, HR is primarily responsible for managing employee benefits and
compensation, while in the collegial model, HR plays a more strategic role in developing employee
skills, fostering collaboration, and promoting employee involvement.

In summary, the custodial model emphasizes control and economic security for employees, while the
collegial model emphasizes empowerment, collaboration, and involvement. The two models reflect
different assumptions about the nature of employees and the relationship between employers and
employees, and can have different implications for organizational performance and employee
satisfaction.

Q 18 What are the probable individual stressors for an employee who is

working from home? How can they be managed?
Working from home can provide many benefits, such as increased flexibility and autonomy. However,
it can also lead to stressors that can affect an employee's well-being and job performance. Here are
some probable individual stressors for an employee who is working from home and ways to manage
them:

Isolation and loneliness: Working from home can lead to feelings of isolation and loneliness due to
limited social interactions with colleagues. To manage this stressor, employees can use technology to
stay connected with colleagues and friends, participate in virtual team meetings, and schedule
regular breaks to connect with others.

Lack of work-life balance: Working from home can blur the lines between work and personal life,
leading to difficulty in maintaining a healthy work-life balance. To manage this stressor, employees
can establish a routine that includes regular work hours, breaks, and time for self-care activities.

Distractions and interruptions: Working from home can lead to distractions and interruptions from
family members, pets, or household tasks. To manage this stressor, employees can establish a
dedicated workspace that is free from distractions, communicate with family members about their
work schedule and the need for uninterrupted work time, and use time management techniques to
prioritize tasks.

Technology issues: Working from home can also lead to technology-related stressors such as slow
internet connectivity or software malfunctioning. To manage this stressor, employees can ensure that
they have reliable and fast internet connectivity, back up important data regularly, and seek technical
support when needed.
Reduced supervision: Working from home can lead to reduced supervision and feedback from
managers, which can lead to uncertainty and stress. To manage this stressor, employees can
communicate regularly with their managers, seek feedback on their work, and establish clear goals
and objectives.

In summary, managing stressors while working from home involves establishing a routine, managing
distractions, staying connected with colleagues, seeking feedback, and taking care of oneself. By
managing these stressors effectively, employees can maintain their well-being and job performance
while working from home.

Q 19 Your subordinate Amit is a very sincere, knowledgeable and committed

but is always hesitant in taking decisions. Being his boss how will you motivate
Amit to take decisions?
As a boss, I would use the following strategies to motivate Amit to take decisions:

Provide support and guidance: I would make sure that Amit understands that he has my support and
that he can approach me with any questions or concerns. I would also provide guidance on decision-
making processes and techniques.

Encourage risk-taking: I would encourage Amit to take calculated risks and assure him that it is okay
to make mistakes as long as he learns from them. This can help build his confidence in decision-
making.

Set clear expectations: I would set clear expectations for Amit's decision-making responsibilities and
communicate these expectations clearly. This can help him understand his role and build his
confidence in decision-making.

Recognize and reward good decision-making: I would recognize and reward Amit when he makes
good decisions, either through verbal praise or through more tangible rewards such as bonuses or
promotions. This can help reinforce his confidence and motivate him to continue taking decisions.

Provide training and development opportunities: I would provide training and development
opportunities for Amit to improve his decision-making skills. This can include leadership training,
mentoring, or coaching.

Overall, by providing support, encouragement, and training, I can help Amit build his confidence in
decision-making and motivate him to take more decisions in the future.