OB M–1

1. Explain the Nature and Importance of Perception.

A) Perception is the process by which individuals selectively absorb or assimilate stimuli in
their environment, cognitively organize the perceived information in a specific fashion,
and then interpret the information to make an assessment about what is going on in their
environment. It is a subjective process, and different people may perceive the same
environment differently based on what particular aspects of the situation they choose to
selectively absorb, how they organize this information, and the manner in which they
interpret it to obtain a grasp of the situation.

Perception is important in understanding human behavior because every person perceives

the world and approaches life problems differently. Whatever we see or feel is not
necessarily the same as it really is. It is because of perception that we can find out why one
individual finds a job satisfying while another one may not be satisfied with it. People's
behavior is based on their perceptions of what reality is, not on reality itself. The world as
it is perceived is the world that is important for understanding human behavior.

Perception is also important for managers who want to avoid making errors when dealing
with people and events in the work setting. This problem is made more complicated by the
fact that different people perceive the same situation differently. In order to deal with
subordinates effectively, managers must understand their perceptions properly.

In conclusion, perception is a complex process that plays a crucial role in understanding

human behavior and making sense of the world around us. It is important for individuals
and managers to understand the nature of perception and how it affects behavior in order
to improve communication, decision-making, and overall performance.
2. Define attribution theory.
A) Attribution theory is a psychological framework that focuses on how individuals explain
the causes of events and behaviors. It proposes that people make inferences about the
causes of events based on their observations of others' behavior and the context in which
the behavior occurs. Attribution theory defines three major elements of cause: locus,
stability, and controllability.

Locus refers to the location of the perceived cause, whether it is internal (dispositional) or
external (situational). If the locus is internal, feelings of self-esteem and self-efficacy will
be enhanced by success and diminished by failure. For example, if someone attributes their
success in a task to their own abilities, they are likely to feel more confident in their abilities
and motivated to continue performing well. On the other hand, if someone attributes their
failure to their own abilities, they may feel discouraged and less motivated to try again.

Stability describes whether the cause is perceived as static or dynamic over time. It is
closely related to expectations and goals, in that when people attribute their failures to
stable causes, they may be less likely to try again in the future. For example, if someone
attributes their failure in a task to a lack of ability (a stable cause), they may be less likely
to try again in the future than if they attributed their failure to a lack of effort (an unstable
cause).

Controllability refers to whether the cause is perceived as within or outside of an

individual's control. If the cause is perceived as within an individual's control, they may
feel more motivated to take action to change the situation. For example, if someone
attributes their poor performance in a task to a lack of effort (a controllable cause), they
may be more motivated to try harder in the future than if they attributed their poor
performance to a lack of ability (an uncontrollable cause).
3. Describe the Johari Window and Transactional analysis.
A) The Johari Window is a model that helps us understand our relationships with ourselves
and others as we interact with them. It was developed by two American psychologists,
Joseph Luft and Harry Ingram, in the 1950s. The model describes the various stages of
awareness that exist while communication occurs. The Johari Window model diagram
literally looks like a window with four quadrants. The terms used in the diagram go along
with the “pane” of window which they represent. The four quadrants are:

1. Open Arena: This is the area of information that is known to both the individual and
others. It includes information about the person such as their attitudes, behavior, emotions,
feelings, skills, and views that are known by the communicator and the person or people
they are talking to.

2. Facade: This is the area of information that is known only to the individual. It includes
information that the individual keeps hidden from others.

3. Blind Spot: This is the area of information that is known only to others. It includes
things that the individual is not aware of but other people can see or understand. This is a
barrier to self-awareness.

4. Unknown: This is the area of information that is unknown to both the individual and
others. It includes things that both you and others aren’t aware of while you’re speaking to
one another.

Transactional Analysis is a theory of personality and a systematic psychotherapy for

personal growth and personal change. It was defined by the International Transactional
Analysis Association. The theory proposes that individuals have three ego states: Parent,
Adult, and Child. These ego states are patterns of thinking, feeling, and behaving that are
consistent with the roles we play in our lives. The theory also proposes that individuals
engage in transactions with others, which are social interactions that involve the exchange
 of messages. These transactions can be classified into three types: complementary, crossed,
and ulterior.

Complementary transactions occur when the ego states of both individuals are in
agreement. Crossed transactions occur when the ego states of the individuals are not in
agreement. Ulterior transactions occur when there is a hidden agenda or motive behind the
transaction.

4. Explain Job satisfaction and Organizational commitment.

A) Job satisfaction refers to an individual's overall attitude towards their job. It is influenced
by various factors such as pay, promotion opportunities, job security, relationship with co-
workers and supervisors, and fringe benefits. When an employee is satisfied with their job,
they are more likely to be motivated, productive, and committed to the organization.

Organizational commitment, on the other hand, refers to an employee's attachment to the

organization they work for. It plays a crucial role in determining whether an employee will
stay with the organization for a longer period of time and work passionately towards
achieving the organization's goals. There are three types of organizational commitment:
affective commitment, normative commitment, and continuance commitment.

Affective commitment is the emotional attachment an employee has towards the

organization. It is based on the employee's belief in and acceptance of the organization's
goals and values. Normative commitment is the feeling of obligation an employee has
towards the organization. It is based on the employee's belief that they should remain with
the organization because it is the right thing to do. Continuance commitment is the level of
commitment where an employee would think that leaving an organization would be costly.
When an employee has a continuance in commitment level, they want to stay in the
organization for a longer period of time because they feel they must stay because they have
already invested enough energy and feel attached to the organization – attachment that is
both mental and emotional.
5. Define Communication. Explain Barriers to Communication.
A) Communication is the process of exchanging information, ideas, thoughts, and feelings
between individuals or groups through a common system of symbols, signs, or behavior.
Effective communication is essential for the success of any organization, as it helps to
coordinate actions and achieve goals.

However, there are several barriers to effective communication that can hinder the process.
These barriers can be classified into different categories, including physical, cultural and
language, emotional, mindset or personal, hierarchy or status, and organizational structure.

Physical communication barriers are the most easily recognizable and can be easily
resolved. Examples of physical barriers include noise, faulty communication tools or
equipment, distance between the two communicators, closed doors, and other
environmental factors.

Cultural and language communication barriers arise when certain information is

provided for people of a particular or diverse culture. Such communication must be made
in a culturally appropriate language to ensure that it is understood and received as intended.
Linguistic differences can also be a significant barrier to effective communication, as
various regions in the world have their own dialects, which the sender may not be able to
use effectively.

Emotional communication barriers arise when emotions go a long way in

communication, whether positively or negatively. An emotionally mature person will be
able to control their feelings or temper despite several situations, go ahead to engage in
communication as intended, and make effective communication. However, for an
emotional person, they may allow anger, fear, anxiety, frustration, and others to affect their
speech or other communication mediums, hence making their communication ineffective.

Mindset or personal communication barriers arise from preconceived notions on any

subject matter or mindset and other factors like difference in judgment, social values,
 inferiority complex, bias, attitude, pressure of time, inability to communicate, etc. These
are personal factors that cause ineffective communication.

Hierarchy or status communication barriers usually occur between persons who are
superiors and their subordinates, where the superior, because of their status, may not want
to listen or understand any new and important piece of information from the subordinate.

Organizational structure communication barriers arise when an organization has a

serious and rigid structure that makes it difficult for information to flow freely between
different levels of the organization.

6. Define OB. Explain the Nature and Scope of OB.

A) OB stands for Organizational Behaviour. It is the study of human behaviour in
organizational settings, the interface between human behaviour and organization, and the
organization itself. OB is an interdisciplinary approach that draws from related disciplines
like psychology, sociology, and anthropology to make them applicable for studying and
analyzing organizational behaviour.

The nature of OB is applied, meaning it is the application of various researches to solve

organizational problems related to human behaviour. OB involves both applied research
and its application in organizational analysis. Hence, OB can be called both science as well
as art. OB is also a normative science, which means it is concerned with prescribing how
the findings of applied researches can be applied to socially accepted organizational goals.

The scope of OB is vast and covers individual behaviour in isolation, when in a group, and
as a part of an organization. It is essential to study both individuals and organizations
simultaneously because behaviour is affected by the people surrounding us as well as by
the organization in which we work. OB covers various aspects of human behaviour,
including personality, perception, learning, attitude, family background, training,
motivation, job satisfaction, performance appraisal, leadership effectiveness, norms,
values, and ethics.
7. Briefly Describe the Maslow's hierarchy of needs theory.
A) Abraham Maslow's hierarchy of needs theory is a model that organizes the different levels
of human psychological and physical needs in order of importance. The theory is depicted
in a pyramid, with the most basic needs at the bottom and the most complex needs at the
top.

At the bottom of the pyramid are the physiological (or basic) human needs that are required
for survival: food, shelter, water, sleep, etc. If these requirements are not met, the body
cannot continue to function. Faced with a lack of food, love, and safety, most people's
ability to address basic physiological needs such as eating and sleeping is affected.

The second level of the pyramid is safety needs. These needs include job security, financial
stability, and physical safety. People need to feel safe and secure in their environment to
be able to function effectively.

The third level of the pyramid is social needs. These needs include the need for friendship,
love, and a sense of belonging. People need to feel connected to others and to be part of a
community to be happy and fulfilled.

The fourth level is esteem, which represents the normal human desire to be valued and
validated by others, though, for example, the recognition of success or status. This level
also includes self-esteem, which refers to the regard and acceptance one has for oneself.
Imbalances at this level can result in low self-esteem or an inferiority complex. People
suffering from low self-esteem may find that external validation by others—through fame,
glory, accolades, etc.—only partially or temporarily fulfills their needs at this level.

At the top of the pyramid is self-actualization. At this stage, people feel that they have
reached their full potential and are living a fulfilling life. This level includes the need for
creativity, problem-solving, and discovery. People who have reached this level are often
highly motivated and driven to achieve their goals.
8. Explain Job Satisfaction and Organizational Commitment.
A) Same as 4th question.

9. Explain the Strategies to improve the follow of communication.

A) There are several strategies to improve the flow of communication. These strategies
include:

1. Active listening: This involves paying attention to the speaker, asking questions, and
providing feedback to ensure that the message is understood.

2. Articulating: This involves expressing oneself clearly and concisely, using appropriate
language and tone.

3. Business storytelling: This involves using stories to convey information and engage the
audience.

4. Clarity: This involves ensuring that the message is clear and easy to understand.

5. Concision: This involves being brief and to the point, avoiding unnecessary details.

6. Correspondence: This involves using appropriate channels of communication, such as

email, phone, or social media, to convey the message.

7. Editing: This involves reviewing and revising the message to ensure that it is accurate
and effective.

8. Explaining: This involves providing additional information or clarification to ensure that

the message is understood.

9. Expression: This involves using appropriate body language and tone to convey the
message.
 10. Facilitating group conversations: This involves managing group discussions to ensure
that everyone has an opportunity to speak and that the conversation stays on track.

11. Nonverbal communication: This involves using body language, such as facial
expressions and gestures, to convey the message.

12. Presentation: This involves using visual aids, such as slides or videos, to enhance the
message.

13. Public speaking: This involves delivering a message to a large audience, using
appropriate language and tone.

14. Reading body language: This involves interpreting the body language of others to
understand their message.

15. Reducing ambiguity: This involves avoiding vague or ambiguous language that can
lead to misunderstandings.

16. Verbal communication: This involves using spoken language to convey the message.

17. Written communication: This involves using written language, such as emails or
reports, to convey the message.

By implementing these strategies, individuals and organizations can improve the flow of
communication and ensure that messages are conveyed effectively and accurately.

10. Define Communication, Explain Barriers to effective communication.

A) Same as 5th question.