Q16

The study of Organizational Behaviour (OB) is very interesting and challenging too. It is
related to individuals, group of people working together in teams. The study becomes more
challenging when situational factors interact. The study of organizational behaviour relates
to the expected behaviour of an individual in the organization. No two individuals
are likely to behave in the same manner in a particular work situation. It is the predictability
of a manager about the expected behaviour of an individual. There are no absolutes
in human behaviour. It is the human factor that is contributory to the productivity hence
the study of human behaviour is important. Great importance therefore must be attached
to the study. Researchers, management practitioners, psychologists, and social scientists
must understand the very credentials of an individual, his background, social framework,
educational update, impact of social groups and other situational factors on behaviour.
Managers under whom an individual is working should be able to explain, predict, evaluate
and modify human behaviour that will largely depend upon knowledge, skill and
experience of the manager in handling large group of people in diverse situations. Preemptive
actions need to be taken for human behaviour forecasting. The value system,
emotional intelligence, organizational culture, job design and the work environment are
important causal agents in determining human behaviour. Cause and effect relationship
plays an important role in how an individual is likely to behave in a particular situation
and its impact on productivity. An appropriate organizational culture can modify individual
behaviour. Recent trends exist in laying greater stress on organizational development
and imbibing a favourable organizational culture in each individual. It also involves
fostering a team spirit and motivation so that the organizational objectives are achieved.
There is a need for commitment on the part of the management that should be continuous
and incremental in nature. The scope of the organizational behaviour is as under:
(a) Impact of personality on performance
(b) Employee motivation
(c) Leadership
(d) How to create effective teams and groups

Part a
Ans 1
The study of Organizational Behaviour (OB) is very interesting and challenging too. It is
related to individuals, group of people working together in teams. The study becomes more
challenging when situational factors interact. The study of organizational behaviour relates
to the expected behaviour of an individual in the organization. No two individuals
are likely to behave in the same manner in a particular work situation

ans2
Motivation is the driving force which help causes us to achieve goals. Motivation is said to be intrinsic or
extrinsic. The term is generally used for humans but, theoretically, it can also be used to describe the
causes for animal behavior as well. This article refers to human motivation. According to various
theories, motivation may be rooted in a basic need to minimize physical pain and maximize pleasure, or
it may include specific needs such as eating and resting, or a desired object, goal, state of being, ideal, or
it may be attributed to less-apparent reasons such as altruism, selfishness, morality, or avoiding
mortality. Conceptually, motivation should not be confused with either volition or optimism.[1]
Motivation is related to, but distinct from, emotion.

Ans 3
Scientific management was a theory of management that analyzed and synthesized workflows. Its main
objective was improving economic efficiency, especially labor productivity. It was one of the earliest
attempts to apply science to the engineering of processes and to management. Its development began
with Frederick Winslow Taylor in the 1880s and 1890s within the manufacturing industries. Its peak of
influence came in the 1910s; by the 1920s, it was still influential but had begun an era of competition
and syncretism with opposing or complementary ideas. Although scientific management as a distinct
theory or school of thought was obsolete by the 1930s, most of its themes are still important parts of
industrial engineering and management today. These include analysis; synthesis; logic; rationality;
empiricism; work ethic; efficiency and elimination of waste; standardization of best practices; disdain for
tradition preserved merely for its own sake or merely to protect the social status of particular workers
with particular skill sets; the transformation of craft production into mass production; and knowledge
transfer between workers and from workers into tools, processes, and documentation.

Ans4
"Self-perception theory states that if external contingencies seem sufficient to account for the behavior,
then the individual will not be led into using the behavior as a source of evidence for his self-
attributions" "If any source implies irrelevance or low credibility, then self-attributions will not occur."
A social group is any number of people who share common goals and/or beliefs. A true group exhibits
some degree of social cohesion and is more than a simple collection or aggregate of individuals, such as
people waiting at a bus stop, or people waiting in a line. Characteristics shared by members of a group
may include interests, values, representations, ethnic or social background, and kinship ties. Paul Hare
regards the defining characteristic of a group as social interaction.[1]The members of the groups contact
esch other which Ackeema Johnson calls a "regular interaction." This group also should have, a common
identity, rules, structure etc.

Ans5
A social group is any number of people who share common goals and/or beliefs. A true group exhibits
some degree of social cohesion and is more than a simple collection or aggregate of individuals, such as
people waiting at a bus stop, or people waiting in a line. Characteristics shared by members of a group
may include interests, values, representations, ethnic or social background, and kinship ties. Paul Hare
regards the defining characteristic of a group as social interaction.[1]The members of the groups contact
esch other which Ackeema Johnson calls a "regular interaction." This group also should have, a common
identity, rules, structure etc.

Ans6
leadership has been described as the “process of social influence in which one person can enlist the aid
and support of others in the accomplishment of a common task”. Definitions more inclusive of followers
have also emerged. Alan Keith of Genentech states that, "Leadership is ultimately about creating a way
for people to contribute to making something extraordinary happen." According to Ken "SKC" Ogbonnia,
"effective leadership is the ability to successfully integrate and maximize available resources within the
internal and external environment for the attainment of organizational or societal goals."

Ans7
Contingency theory is a class of behavioral theory that claims that there is no best way to organize a
corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent
(dependent) upon the internal and external situation. Several contingency approaches were developed
concurrently in the late 1960s

Ans8
Communication is the activity of conveying information. Communication requires a sender, a message,
and an intended recipient, although the receiver need not be present or aware of the sender's intent to
communicate at the time of communication; thus communication can occur across vast distances in
time and space. Communication requires that the communicating parties share an area of
communicative commonality. The communication process is complete once the receiver has understood
the sender..

Ans9

There are two related aspects of organisational change that are often confused. In Organisational
Change Management we are concerned with winning the hearts and minds of the participants and
the target population to bring about changed behaviour and culture. The key skills required are
founded in business psychology and require "people" people.

Ans 10

Hans Selye was one of the founding fathers of stress research. His view in 1956 was that "stress
is not necessarily something bad - it all depends on how you take it. The stress of exhilarating,
creative successful work is beneficial, while that of failure, humiliation or infection is
detrimental." Selye believed that the biochemical effects of stress would be experienced
irrespective of whether the situation was positive or negative.

Since then, a great deal of further research has been conducted, and ideas have moved on. Stress
is now viewed as a "bad thing", with a range of harmful biochemical and long-term effects.
These effects have rarely been observed in positive situations.
The most commonly accepted definition of stress (mainly attributed to Richard S Lazarus) is that
stress is a condition or feeling experienced when a person perceives that "demands exceed
the personal and social resources the individual is able to mobilize." In short, it's what we
feel when we think we've lost control of events.
This is the main definition used by this section of Mind Tools, although we also recognize that
there is an intertwined instinctive stress response to unexpected events

Part B

Q11.b Formal organization is a fixed set of rules of intra-organization procedures and

 To facilitate the accomplishment of the goals of the organization: In a formal organization the
work is delegated to each individual of the organization. He/She works towards the attainment
of definite goals, which are in compliance with the goals of the organisation.
 To facilitate the co-ordination of various activities: The authority, responsibility and
accountability of individuals in the organization is very well defined. Hence, facilitating the co-
ordination of various activities of the organisation very effectively.
 To aid the establishment of logical authority relationship: The responsibilities of the individuals
in the organisation are well defined. They have a definite place in the organisation due to a well
defined hierarchical structure which is inherent in any formal organisation.
 Permit the application of the concept of specialization and division of Labour, division of work
amongst individuals according to their capabilities helps in greater specializations and division of
work.
 Create more group cohesiveness

Ans 12a

Taylor argued that the principal object of management should be to secure the maximum
prosperity for the employer, coupled with the maximum prosperity for each employee. He also
showed that maximum prosperity can exist only as the result of maximum productivity. He
argued that the most important object of both the employee and the management should be the
training and development of each individual in the establishment, so that he can do the highest
class of work for which his natural abilities fit him.

Taylor was writing at a time when factories were creating big problems for the management.
Workmen were quite inefficient. According to Taylor, there were three reasons for the
inefficiency. They were the:

1. Deceptive belief that a material increase in the output of each man or each machine in the trade
would throw people out of work
2. Defective management systems, which made it necessary for each workman to soldier, or work
slowly to protect his own best interests
3. Inefficient rule of thumb methods, which were almost universal in all trades, which cost much
wasted effort

Ans 13 a

Perception management is a term originated by the US military. The US Department of

Actions to convey and/or deny selected information and indicators to foreign audiences to
influence their emotions, motives, and objective reasoning as well as to intelligence systems and
leaders at all to influence official estimates, ultimately resulting in foreign behaviors and official
actions favorable to the originator's objectives. In various ways, perception management
combines truth projection, operations security, cover and deception, and psychological
operations.[1]

The phrase "perception management" has often functioned as a "euphemism" for "an aspect of
information warfare." A scholar in the field notes a distinction between "perception
management" and public diplomacy, which "does not, as a rule, involve falsehood and deception,
whereas these are important ingredients of perception management; the purpose is to get the
other side to believe what one wishes it to believe, whatever the truth may be."[2]

Perception management was also known as public diplomacy in the Ronald Reagan era;
however, some people also argue perception management is now an accepted part of
international strategic influence.

14 b ans

A Leadership Theory proposed by the American psychologist Robert House. The Path-Goal
Theory contends that the leader must motivate subordinates by: (1) emphasizing the relationship
between the subordinates' own needs and the organizational goals; (2) clarifying and facilitating
the path subordinates must take to fulfill their own needs as well as the organization's
needs. House's theory also attempts to predict the effect that structuring behavior will have under
different conditions.

Based on assumptions from Vroom's Expectancy Theory, this model explains how behavior of
the leader causes expectancies/motivations in the subordinate that create effort and satisfaction.
The rationale is that followers will perform better if they think they are capable, and if they
perceive the work will get results and be worth the effort.

In choosing which of the leadership behaviors to use, two variables influence the choice: the
subordinate's characteristics, and the characteristics of the task. The leader behavior is contingent
on these characteristics, making this a situational leadership theory. No one leadership behavior
works for motivating every person and the leader supplies what is missing to motivate the
follower. After this initial assessment of the follower and the task, the leader then helps the
follower define goals and then reach them in the most efficient way. Leaders may even adapt
their styles with an individual during the completion of a task, if one part of the job needs a
different motivation from another.

Although it is a complex and sometimes confusing theory, it reminds leaders to continually think
of their central purposes as a leader: to help define goals, clarifies paths to get there, remove
obstacles that may exist, and provide support and encouragement for achievement of goals. Most
of the responsibility is on the leader however, and there is little emphasis identified for the
follower. Some argue this kind of leadership may be counterproductive over time, resulting in
learned helplessness.

According to House, there are four types of leadership styles depending on the situation.
Four Styles of Leading Subordinates
1. Directive Leadership. The leader gives specific guidance of performance to
subordinates.
2. Supportive Leadership. The leader is friendly and shows concern for the
subordinates.
3. Participative Leadership. The leader consults with subordinates and considers
their suggestions.
4. Achievement-oriented Leadership.

15 a

Behavioral Leadership is the study of the actions or behaviors that define a leadership style.
This theoretical approach to understanding leaders creates categories of styles that are aligned
with the actions the leader may take or methods they use to reach their goals.  This is a different
approach than situational leadership theories that are focused on the application and effectiveness
of leadership styles to the different operating environments that can be found in the workplace.

For example, a behavioral leadership theory might focus on explaining a type of leader that
exists like a bureaucratic leader - someone that is empowered via the office they hold in a
company.  The study of situational leadership examines how different styles can be effective
under different workplace conditions.  For example, a coercive leadership style works best when
a company turnaround is needed.

Since behavioral leadership places emphasis on the actions of the leader, it is much better at
describing transactional leadership styles than transformational leadership styles.

Other forms of this term include - behavioral leaders

Part c

Q20.

In the past decade, the news headlines have definitely made it clear that the need for stress
management should be one of the top agendas in modern day society. The rages alone such as
Road Rage and the trends of violent acts in life today prove a lot of it well.

Living today is a lot tougher than it was even in the days of the great depression. It's been
coming out in many ways such as all time occurrences of stomach and intestinal ulcers. Others
find sleep disorders and wind up zombies during their busy days. Insomnia is growing in leaps
and bounds.

Today stress management is important in everyone's lives. It's necessary for long happy lives
with less trouble that will come about. There are many ways to deal with stress ranging from the
dealing with the causes of stress to simply burning off its effects.
A good place to start in planning your own stress management would be finding the roots of your
stress. It can come from physical exertion and mental strain as well. We all have these things in
our everyday life. Its effects on our overall being can vary dramatically from others experiences.
For that reason your needs in stress management may indeed differ from theirs as well.

Dealing with the sources of stress is best when possible. Often these are the things we dwell and
over worry about. Among them are finances, family planning, balancing work/home, and often
dealing with others over expectations. A good place to start in stress management is to focus on
what your limitations are. While it may seem at times you can move mountains; don't forget after
the move you will need a lot of rest.

Setting boundaries on others expectations can help take the worry down, and at the same time
you will see that productive outcomes can be seen early on. Sometimes you have to say no. Keep
things that directly affect you, your home and job in mind when considering things outside of
these. Sometimes better focus in these areas and work balancing can help you deal with outside
stresses better even to the extent of prevention. This can be one of the most important aspects of
stress management.

An important part of stress management is relaxation. It's a necessity along with good exercise
and diet. The three work together for the best physical fitness and definitely for peace of mind in
life. If you don't have all three in your life, now is a great time to start. You will feel better, and
find that life goes along a lot better.

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