ORGANISTIONAL BEHAVIOUR

UNIT ONE

PART A

1. Define organisation.
Organization as a purposeful system with several subsystems where individuals and
activities are organized to achieve certain predetermined goals through division of labor and
coordination of activities.

2. Explain “Heterogeneity” in Organisational Behaviour context.

This refers to employing different categories of employees who are heterogeneous in terms
of gender, race, ethnicity, relation, community, physically disadvantaged, elderly people etc. The
primary reason to employ heterogeneous category of employees is to tap the talents and
potentialities, harnessing the innovativeness, obtaining synergetic effect among the divorce
workforce.

3. List the determinants of human behaviour.

Personality, attitude, Intelligence, values, motives, needs and wants.

4. Define empowerment
Management practice of sharing information, rewards, and power with employees so that
they can take initiative and make decisions to solve problems and improve service and performance.
It is based concept of giving employees the skills, resources, authority, opportunity, motivation, as
well holding them responsible and accountable for outcomes of their actions.

5. Brief the contributions of anthropology and political science in the field of Organisational
Behaviour.
The main aim of anthropology is to acquire a better understanding of the relationship
between the human being and the environment. Adaptations to surroundings constitute culture. The
manner in which people view their environment is a part of culture. Culture includes those ideas
shared by groups of individuals and languages by which these ideas are communicated.

6. Contributions of political scientist are significant to the understanding of behavior in

Organizations.
Political scientists study the behavior of individuals and groups within a political
environment. They contribute to understand the dynamics of power centers, structuring of conflict
and conflict resolutions tactics, allocation of power and how people manipulate power for
individual self interest.

7. List and explain the three components of decision making.

Rationality, emotionality and Intuition

8. Define “Model”.
It is defined as the conceptualized abstract of physical variables that represents a meaningful
evidence.

9. Differentiate dependent and independent variable.

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 Factor or phenomenon that causes or influences another associated factor or phenomenon called
dependent variable. Factor or phenomenon that is changed by the effect of an associated factor or
phenomenon called independent variable.

10. List any four managrial roles by Mintzberg.

Interpersonal roles
Informational roles
Decisional roles
Technical skills

11. List the major fields contributing to the filed of organisational behaviour.
Psychology
Sociology
Anthropology
Political science

12. How an individual decides on his action / behaviour.

Based on: rationality, emotionality and intuition

13. Contrast psychology and sociology’s contribution to Organisational Behaviour

Psychology deals with studying human behavior that seeks to measure, explain and
sometimes change the behavior of humans and other animals. Psychologists primarily interested
to predict the behavior of individuals to great extent by observing the dynamics of personal
factors, environmental and situational factors.

The major focus of sociologists is on studying the social systems in which individuals fill
their roles. The focus of attention is cantered on group dynamics. They have made their greatest
contribution t o OB through their study of group behavior in organization, particularly formal
and complex organizations. Sociological concepts, theories, models and techniques help
significantly to understand better the group dynamics, organizational culture, formal organization
theory and structure, organizational technology, bureaucracy, communications, power, conflict
and inter-group behavior. Psychologists are primarily interested to focus their attention on the
individual behavior.

14. Differentiate ‘efficiency’ and ‘effectiveness’.

Degrees to which objectives are achieved and the extent to which targeted problems are
resolved. In contrast to efficiency, effectiveness is determined without reference to costs and,
whereas efficiency means "doing the thing right," effectiveness means "doing the right thing."

15. What is work force diversity

This refers to employing different categories of employees who are heterogeneous in terms
of gender, race, ethnicity, relation, community, physically disadvantaged, homosexuals, elderly
people etc. The primary reason to employ heterogeneous category of employees is to tap the talents
and potentialities, harnessing the innovativeness, obtaining synergetic effect among the divorce
workforce

16. What is a contingency approach in organisational behaviour.

Rather than assume that there is one “best” or universal way to manage people and
organizations, OB recognizes that management practices must be tailored to fit the exact nature of
each situation. Using a contingency approach, researchers try to identify how different situations
can best be understood and handled.

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17. Define: a) Human Skills b) Conceptual skills.
It is ability to work with people; it is cooperative effort; it is team work; it is the creation of
an environment in which people feel secure and free to express their opinions Human or
interpersonal skills represent the ability to work well with and understand others to build
cooperative effort within a team to motivate and to manage conflict. These skills are important for
manages at all levels. Managers need to be aware of their own attitudes, assumption and beliefs as
well as being sensitive to their subordinate’s perceptions needs, and motivations.

It is the ability to see the ‘big picture’ to recognize significant elements in a situation to
understand the relationships among the elements. Managers must also have the ability to
conceptualize and to think about abstract situations. They must be able to see the organization as
whole with holistic approach and able to see the big picture of he organization. The manager must
understand the relationships among various subunits and to visualize how organizations fit into is
broader environment. These abilities are essential to effective decision making, and all managers
must involve in making decisions.

18. Differentiate ‘planning’ and ‘organising’.

It is a process that involves defining the organization’s objectives or goals, establishing an
overall strategy for achieving those goals, and developing a comprehensive hierarchy of plans to
integrate and coordinate activities. It is concerned with both what is to be done (ends) as well as
how it is to be done (means).
Organizing refers to the way in which work is arranged and allocated among members of the
organization so that the goals of the organization can be efficiently achieved.

19. List the individual level variables of the Organisational Behaviour model.
Personality, attitudes, motivation, learning, values, perception.

16 MARKS

1. Organisation as an open system requires the present leaders (managers) to be highly adept –
comment on this.
Answer hints : Two Distinct Sets of environment
Specific Environment: This includes the suppliers, customers, competitors, governments’
agencies, employees, unions, political parties etc.
General Environment: It includes the economic, political, cultural, technological and
social factors in which the organization embedded.
Fit between Environment and Structure

2. ‘Behaviour is generally predictable, so there is no need to formally study organisational

behaviour- Validate this statement.
Answer hints : Detail on: Behaviour definition; heterogeneity; Complexity of behaviour;
research in OB( 3 level model) and its variables;conclusion.

3. List and detail the different forms of organistions

Answer hints Explain on: 1. Mechanistic and Organic form of organisation; line vs staff
relationship; narrow versus broad structure.

4. Discuss in the detail the various contributing disciplines to the organisational Behaviour Field.
Answer hints: Psychology; sociology; political science; anthropology- with detailed
explanation.

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5. How are the organisational behaviour concepts addressed in management functions, roles, and
skills?
Answer hints: List and explain the various concepts in OB and its related management fields

6. List and explain the contributions of Mintzberg (Managerial roles).

Answer hints:
Interpersonal roles: figure head; leader role; liaison role
Informational role: Monitor; disseminator; spokesperson
Decisional Roles: Entrepreneur; disturbance handler, negotiator, resource allocator

7. What do you understand by the term OB? Bring out a definition of the same indicating its
importance and limitations?
Answer hints: Explain on the individual, group and organisational level variables contribution in
the field of OB

8. What are the three levels of analysis in our organisational behaviour model? Are they related? If
so how?
Answer hints Explain on the individual, group and organisational level variables contribution in
the field of OB

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 UNIT -2
INDIVIDUAL BEHAVIOUR

2-MARKS:-

1. Explain the concept of locus of control? (s.p.r, pg :102)

The degree to which people believe they are masters of their own fate.a person’s perception of the
source of his or her own fate is termed as locus of control.

2. What are the characteristics of type a personality?

(s.p.r, pg:105)

People who are excessively competitive and always seem to be experiencing a sense of time urgency
are those who have type a personality. Type a personality is “ aggressively involved in a chronic, incessant
struggle to achieve more and more in less and less time, and, if required to do so, against the opposing efforts
of other things or other persons.”

3 What is self-esteem? (s.p.r, pg:103)

individuals degree of liking or disliking themselves is known as self-esteem. Individuals with high self-
esteem will take more risks in job selection and are more likely to choose unconventional jobs than people
with low self-esteem. whereas people with low self-esteem are dependent on the receipt of positive
evaluations from others.

4. Differentiate id, ego and super ego? (sir’s notes)

freudian stages:
id: the id is the source of psychic energy and seeks
Immediate gratification for biological or instinctual needs such as hunger, thirst and sex.

ego: the ego is the conscious and logical part of human personality and is associated with the reality
principle .

super ego: the super ego represents societal and personal norms and serves as an ethical constraint on
behavior. It can best be described as the conscience.

5. What is the function of ego? (sir’s notes)

The ego is the conscious and logical part of human personality and is associated with the reality
principle. While id represents the unconscious part, ego is conscious about the realities of the external
environment. The ego keeps the id in check through intellect and reason.

6. Write a few points on self-concept? (sir’s notes)

People’s attempt to understand themselves is known as self-concept in personality theory. The self is a
unique product of many interacting parts and may be thought of as the personality viewed from within. The
self is particularly relevant to the concepts of self esteem and self efficacy in the field of organizational
behavior.

7. Name four learning processes? (u.p, pg:195)

Discovery, experimentation, auto system’s design, collaborative learning.

8. What is meant by operant conditioning? (sir’s notes)

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 Operant is defined as behavior that produces effect. Operant conditioning is based on the work of b.f.
Skinner who advocated that individuals emit responses that are rewarded or are punished. Operant
conditioning is voluntary or learned behavior and it is determined, maintained and controlled by its
consequence.

9. Name three learning theories? (sir’s notes)

Classical conditioning, operant conditioning, cognitive learning, social learning.

10. What is socialization process?

The process by which people learn the norms and roles that are necessary to function in a group or
organization.

11. What are learning curves? (u.p, pg:182)

kolb’s learning cycle/cyclic theory:

(A) Experiencing
(B) Processing
(C) Generalizing
(D) Applying

12. What do you mean by behavior modification?(sir’s notes)

(A) Identification of the behavior:-

the first step in the modification is to identify favorable behavior as being distinctive from unfavorable
behavior. Unfavorable behavior is to be avoided, while favorable behavior is to be strengthened.

(B) Measurement of behavior:-

the types of behavior, which are identified, must be measured to find out their impact on performance
and productivity.

(c) analysis of behavior:-

behavior analysis is done on the basis of cause - consequences relationships and cognitive processes. It
will reveal the impact of unfavorable behavior on performance. The behavior is to be modified as revealed
by analysis.

(d) intervention:-
modification of behavior is possible through intervention, i.e. Reinforcement which may be positive or
negative. Punishment and extinction are also used for the modification of behavior. Intervention is used to
strengthen desirable and weaken undesirable behavior.

(e) evaluation of behavior:-

systematic evaluation of behavior helps in modification and improvement for achieving favorable
behavior and performance. It involves reaction, learning, change and improvement of behavior, modification
of behavior lays emphasis on self management.

13. What is reinforcement? (s.p.r, pg: 48)

The process by which stimuli strengthens behavior. Individuals will be motivated to exhibit the modeled
behavior if positive incentives or rewards are provided. Behaviors that are positively reinforced will be given
more attention, learned better, and performed more often.

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14. What is perception? (s.p.r, pg:130)

Perception is a process by which individuals organize and interpret their sensory impressions in order
to give meaning to their environment. However, what one perceives can be substantially different from
objective reality. For eg: it’s possible that all employees in a firm may view it as a great place to work-
favorable working conditions, interesting job assignments good pay, excellent benefits, an understanding and
responsible management-but, as most of us know, it’s very unusual to find such agreement.

15. Name 3 factors influencing perception? (s.p.r, pg: 130)

(A) Factors in the perceiver

(B) Factors in the situation
(C) Factors in the target

16. What are the different types of attitudes? (s.p.r, pg: 74)

(A) job satisfaction

(B) job involvement
(C) job satisfaction and job involvement
(D) organizational commitment
(E) job satisfaction and organizational commitment

17. What factors change attitude? (sir’s notes)

(A) The characteristics of the communicator

(B) The method of communication
(C) The characteristics of the target
(D) Situational factors

18. How can you change other’s attitude? (sir’s notes)

a manager attempting to change an individual employee’s attitudes should keep in mind the following
factors:
(A) The characteristics of the communicator
(B) The method of communication
(C) The characteristics of the target
(D) Situational factors

19. Define motivation? (s.p.r, pg:162)

motivation is the process that accounts for an individual’s intensity, direction, and persistence of effort
towards attaining a goal.

20. List the characteristics of motivation? (s.p.r, pg: 162)

the three keys of motivation are :-

(A) Intensity- how hard a person tries
(B) Direction- the effort that is directed towards the attainment of the organizational goals.
(C) Persistence- how long one can maintain his or her effort.

21. Why do you study motivation from organizational point of view?

22. Differentiate perception from sensation.

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23. What is extrinsic reinforcement? Give an example. (sir’s notes, q & a)

motivation that stems from the work environment external to the task is known as extrinsic environment;
it is usually applied by others.

24. Explain the meaning of valence and expectancy. Give two contextual examples?

valence: (sir’s notes)

according to vroom “the strength of an individual’s preference for a particular outcome.” In order for
the valence to be positive, the person must prefer attaining the outcome to not attaining it. A valence of zero
occurs when the individual is indifferent towards the outcome; the valence is negative when the individual
prefers not attaining the outcome to attaining it.

Expectancy: (s.p.r, pg:179)

According to vroom “the strength of a tendency to act in a certain way depends on the strength of
expectation of that the act will be followed by a given outcome and on the attractiveness.”

25. Explain two methods to bring attitudinal changes? (u.p, pg: 319-321)

some methods to bring about attitudinal changes are as follows:-

(A) Reinforcement theory
(B) Balance theory
(C) Cognitive consistency theory
(D) Cognitive dissonance theory
(E) Comprehensive theory

26. Explain (1) hawthorne effect (2) agreeableness :-

(A) Hawthorne effect: (sir’s notes, two marks q & a)

a favorable response by subjects in an organizational experiment that is the result of a factor other than
the independent variable that is formally being manipulated.

(B) Agreeableness: (s.p.r, pg: 99)

this dimension refers to an individual’s propensity to defer to others. Highly agreeable people are
cooperative, warm and trusting. People who score low on agreeableness are cold, disagreeable and
antagonistic.

27. Define personality. (sir’s notes)

personality refers to the sum total of ways in which an individual reacts and interacts with others.
Personality determinants include heredity, environment and situation.

28. Behavior is a cognitive component of attitude. What is the meaning? (sir’s notes)

cognitive component represents the beliefs perceptions and opinions of a person about an attitude object.
The beliefs may be based on a variety of learning experiences, rumors, misunderstandings, or any other
information. You may believe that the manager is intelligent, or stupid, ethical or unethical, good or bad,
autocrat or democrat.

29. Brief the role of family on personality? (sir’s notes)

individuals develop certain attitudes from their family members- parents,brothers, sisters, etc.

32. Define pollyanna principle. Ref: (refer slides)

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33. Differentiate commitment and involvement.
(refer slides)

34. List and explain the components of attitude.

(sir’s notes)
there are three vital components.
They are:-
(A) Affective components
(B) Cognitive components
(C) Behavioral component

Affective components:
the affective component refers to the emotions and feelings associated with an attitude object. This
component is often expressed as like or dislike, good or bad, pleasing or displeasing, favorable or
unfavorable.

Cognitive components:
cognitive component represents the beliefs perceptions and opinions of a person about an attitude object.
The beliefs may be based on a variety of learning experiences, rumors, misunderstandings, or any other
information. You may believe that the manager is intelligent, or stupid, ethical or unethical, good or bad, or
autocrat or democrat.

Behavioral components:
It is also known as conative component or overt component. This component is concerned with the way
one intends to behave a particular attitude object. Both the affective and cognitive components influence the
way a person intends to behave towards an attitude object. For instance, if a person has a negative feeling or
belief towards an object, he will be likely to behave negatively towards the object.

35. State how attitudes affect behavior? (sir’s notes)

the relationship between attitudes and behavior is highly controversial. On one side, cognitive theorists
believe that changes in attitudes affect the behavior of individuals. On the other side of argument, some
theorists like bem and others believe that changes in behavior effect the attitude of individuals.

36. Explain the basic sources of personality determinants. (sir’s notes)

(1) biological factors:

(A) Heredity (b) brain (c) physical features
(2) Family and social factors
(3) Situational factors
(4) Other factors:
(a) temperament (b) interest (c) character (d) schema
(E) Motives

37. Explain extroversion and emotional stability. (s.p.r, pg:99)

extroversion:
This dimension captures one’s comfort level with relationships. Extroverts tend to be gregarious,
assertive, and sociable. Introverts tend to be reserved, timid and quiet.

Emotional stability:
This dimension taps a person’s ability to withstand stress. People with positive emotional stability tend
to be calm, self-confident, and secure. Those with high negative scores tend to be nervous, anxious,
depressed and insecure.

38. List the characteristics of internals. ( refer slides)

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39. Write the implications of punishments. (s.p.r, pg:55)

(1) Punishments frequently leads to only short -term suppression of the undesirable behavior rather than its
elimination.
(2) Punishments lead to fear over the employer from the side of the employee.
(3) As punishing agent, the manager becomes associated in the employee’s mind with adverse
consequences.
(4) Employees respond by hiding from their boss.
(5) The use of punishments can undermine
manager- employee relationship.

40. Define hope and state its relation with organizational behavior. (sir’s notes)

it involves a person’s mental will power and way power to achieve goals.unless an employee has the will
power to do some work, he cannot complete the work allotted to him or her
.

41. Explain cognitive dissonance. (sir’s notes- “attitudes”)

Dissonance refers to a psychological inconsistency among different cognitions associated with internal
attitudes and behavior. Dissonance means simply inconsistency. Two cognitions are said to be in a dissonant
(inconsistent) relation if one implies the opposite of the other. For instance, the cognition that “a person is a
chain-smoker” is highly inconsistent with “cigarette smoking is extremely injurious and cancerous to
health.”

42. What are the sources of attitude?

Family member, reference group, peer group influence, socialization and learning process.

43 ) Emotional Intelligence:
It is also called as EQ which refers to individual’s ability to be aware of feelings and emotions and the extent
to which they can manage them more effectively in dealing with others and challenging events. It consists of
five main abilities:

a) Knowing one’s emotions: Self-awareness and recognizing ones feelings as it occurs

b) Managing emotions: Handling feelings and emotions appropriately to the relevant situations

c) Motivating oneself: Directing the feelings and emotions in such a way to fulfilling the desired goals

d) Recognizing emotions in others: Empathizing and understanding the feelings and emotions for others

e) Handling Relationships: Being able to interrelate, communicate and work with others.

Emotional Intelligence (EI) is very closely linked to our self-concept, because it is

strongly related to self awareness.

44. Brief on Machiavelli.

This refers to the extent to which people are manipulative and tactic in achieving one’s own goals. These
people strongly believe that ends can justify means. People who are high Machiavellian tend to be cool,
willing to twist and turn facts to influence others and try to gain control of people, events, and situations by
manipulating the system to their advantage. High Machiavellians may be successful only for a short period

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but in long run they tend to be distrusted and disliked by many in the department and finally they may be
ineffective.

8-MARKS :-

43. LIST AND EXPLAIN BIG FIVE THEORY.

REFERENCE : (S.P.R, PG: 99)

44. SUGGEST WAYS TO INCREASE SELF- ESTEEM OF EMPLOYEES.

REFERENCE : (S.P.R, PG: 103- 104)

SELF ESTEEM- SELF MONITORING-RISK TAKING.

45. WHAT ARE THE POTENTIAL EFFECTS OF PUNISHMENT?

REFERENCE: (REFER SLIDES)

46. HOW PERCEPTION IS FORMED?

REFERENCE: (SIR’S NOTES)

SUBPROCESSES OF PERCEPTION

47. BRIEF ON MISBEHAVIOR IN ORGANIZATION.

REFERENCE: (REFER SLIDES)

48. BRIEF ON SOCIAL LEARNING THEORY.

REFERENCE : (S.P.R, PG : 48)

49. MAKE A SIMPLE SKETCH ON PERCEPTUAL PROCESS.

REFERENCE : (U.P, PG : 234- 244)
(A) PROCESS OF RECEIVING STIMULI
(B) PROCESS OF SELECTING STIMULI
(C) PROCESS OF ORGANIZING STIMULI
(D) PROCESS OF INTERPRETING STIMULI
(E) PROCESS OF CHECKING
(F) PROCESS OF REACTING

50. LIST THE CHARACTERISTICS OF TYPE A AND B PERSONALITIES AND THEIR

RELATEDNESS TO ORGANIZATIONAL BEHAVIOR.

REFERENCE: (S.P.R, PG: 105-106)

16 MARKS:-

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51. DISCUSS IN DETAIL ON “JOB SATISFACTION” & ORGANIZATIONAL COMMITMENT”.

REFERENCE : (REFER SLIDES)

52.DISCUSS VARIOUS TYPES OF PERCEPTUAL ERRORS.

REFERENCE : (REFER SLIDES)

53. BRIEFLY TOUCH THE VARIOUS THEORIES OF MOTIVATION?

REFERENCE : (SIR’S NOTES)

MOTIVATION THEORIES

54.DISCUSS CJC MODEL.

REFERENCE : (REFER SLIDES)

55. WHAT IS THE IMPORTANCE OF BEING INDEPENDENT SELF AND DISCUSS THE
WAYS TO INCREASE SELF-ESTEEM.

REFERENCE : (REFER SLIDES)

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 Unit 3
2 marks

1 DEFINE ORAGANISATIONAL STRUCTURE.

An organisational structure is a formal framework by which job tasks are divided, grouped and co ordinate

2.DIFFERENTIATE CENTRALISATION AND DECENTRALISATION

Centralisation refers to the degree to which decision making is concentrated at a single point in the
organisation
In a decentralised organisation decision discretion is pushed down to the lower level employees.

3.DIFFERENTIATE BETWEEN LINE AND STAFF EMPLOYEE

Line authority is defined as a direct authority which a superior exercises over his subordinates to carry an
order and instruction.
The nature of the staff relationship is advisory. The functions of people in a pure staff capacity is to
investigate, research and give advise to line managers to whom they report.

4.AUTHORITY AND RESPONSIBLITY

Authority: the rights inherent in a managerial position to give orders ands to expect the orders to be obeyed
Responsibility: duty or obligation to satisfactorily perform or complete a task assigned by an authority that
one must fulfil and has a consequent penalty on failure.

5. SPAN OF MANAGEMENT

Span of management is also called as span of control . The number of subordinates a manager can efficiently
and effectively direct.
6.WHAT IS ORGANIC STRUCTURE AND MECHANISTIC STRUCTURE
Mechanistic structure :
 High specialisation

 rigid departmentalisation

 clear chain of command

 narrow span of control

 centralisation

 high formulation

Organic structure :
 cross functional teams

 cross hierarchical teams

 Free flow of information

 wide span of control

 .Decentralisation

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  Low formalisation

7.WHAT IS WORK OR JOB SPECIALISATION?

The degree to which tasks in the organisation are sub divided into separate jobs.

8.DIFFERENCE BETWEEN WORK GROUPS AND TEAMS

Work Group: A group that interacts primarily to share information and to make decisions to help each group
member perform within his or her area of responsibility
Work Team: A group whose individual efforts result in a performance that is greater than the sum of the
individual inputs.

9.WHAT IS FORMAL AND INFORMAL GROUPS

Formal groups are collection of employees who are made to work together by the organisation to get the job
done smoothly and efficiently
Informal groups are groups that merge randomly get formed due to the formal group members interactions
with each other and there by develop common interests.

10.GROUP DYNAMICS

Group dynamics is a global or a comprehensive term used to describe the nuance of group operations. it
encompasses the dynamics of interaction patterns with in the group, pressure exerted by group the manner in
which decisions are made in a group, how work gets done and member’s needs are met.

11.GROUP SOLIDARITY

It measures the group’s capacity to influence members behaviours. More the solidarity in a group the greater
the influence it influences members behaviours.

12. WHY DO PEOPLE JOIN IN A GROUP?

 Security

 Status

 Self esteem

 Affiliation

 Power

 Goal achievement

13.WHAT IS TEAM COHESIVENESS

It refers to the extent of unity and agreement among the group members.the term cohesiveness means the
extent to which members of a group like each other and want to remain members of the group.

14.DEFINE CONTROL

Control is a process of measuring the actual performance compared with desired performance . it is when
actucal performance is compared with planned performance, difference between the 2 is measured, causes
are identified, corrective action is taken.
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15DEFINE GRAPE VINE

Informal channel of communication also known as grape vine, is the result not of any official action, but of
the operation of social forces at work place. It exists outside the official network . the informal channel is
generally multiple in nature :same person having special relationships with a member of people working in
the same organisation.
16. DIFFERENCE BETWEEN MANAGER AND LEADER

A manger administers a leader innovates.

A manager maintains a leader develops.
A manger focuses on system and structure a leader focuses on people
A manger relies on control a leader inspires trust
A manager has a short range perspective a leader has a long range perspective
A manager does things right a leader does right things.

17. WHAT IS DEPARTMENTALIZATION

Departmentalization is the basis by which jobs are grouped together ex. Functions, products, process,
territory, customers, etc.

18. WHAT IS MANAGEMENT BY OBJECTIVES

It is a process where by the superiors and the subordinates of an enterprise jointly define their common goal,
and define each individuals major areas of responsibility in terms of the expected results and use these
measures as a guide for operating unit and as a tool for contribution

19. WHAT ARE THE ADVANTAGES OF MBO

1. improving process management

2. clarifying organizational goals
3. aim for employee satisfaction
4. team working ability
5. affective control
6.faster decision making.

16 MARKS (REFERNCES)

1.DIFFERNT TYPES OF GROUPS

Define a group (Two or more individuals interacting and interdependent, who have come together to
achieve particular objectives.)
Write what is group dynamics and group behavior ( pg. 18)
Why do people join in groups
 Security

 Status

 Self esteem

 Affiliation

 Power

 Goal achievement

Types of groups (pg. 17 from photocopy and slides 8-1 and 8-2

2. DIFFERNT TYPES OF ORGANISATIONAL STRUCUTRE

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Define organizational structure ( slide 10.4 and pg. 1 from photocopy)
What are the characteristics of organizational structure ( slide 10.5, 10.6, 10.7, and pg. 1 from
photocopy)
Define organizational design and the factors influencing organizational design (slide 10.4, 10.19, 10.20,
10.21, 10.22, 10.24, and pg.2 from photocopy)
Forms of organizational structure with advantages and disadvantages ( pg. 3-12 from photocopy and
refer from the slides from 10.24)

3. HOW ORGANISATIONAL STRUTURE IS DESIGNED

(same as above )

4. STAGES OF GROUP DEVELOPMENT

Define a group (Two or more individuals interacting and interdependent, who have come together to
achieve particular objectives)
Define group dynamics and group behaviour (pg. 18 from photocopy)
Why do people join groups (pg. 18 from photocopy)
Classification of groups (pg. 17-18 and slides 8.0, 8.1 )
Stages of group development (pg. 21, 22 and slides 8.3-8.5)

5.GROUP DECISION MAKING TECHNIQUES

Define a group (Two or more individuals interacting and interdependent, who have come together to
achieve particular objectives)
Define group dynamics and group behaviour (pg. 18 from photocopy)
Why do people join groups (pg. 18 from photocopy)
Classification of groups (pg. 17-18 and slides 8.0, 8.1 )
Stages of group development (slide 8.5)
Characteristics of groups (pg. 21)
Group decision making techniques (pg. 23, 24)

6.GROUP COHESIVENESS

Define a group (Two or more individuals interacting and interdependent, who have come together to
achieve particular objectives)
Define group dynamics and group behaviour (pg. 18 from photocopy)
Why do people join groups (pg. 18 from photocopy)
Group cohesiveness (pg. 25-26)

7.TEAM BUILDING

Define a team (pg. 27

Work groups and teams (slide 8.6-8.7)
Model of team building (slide 8.11, 8.12, 8.13)
Team roles (slide 8.14-8.16)
Team affectiveness (slide 8.17)
Team building ( pg29-30)

8.COMMINCATION PROCESS

9.BARRIERS TO COMMUNICATION

10.PROCESS TO COMMUNICATION

11.JOHARI WINDOW

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12.TRANSACTION ANALYSIS
HOW COMMUNICATION IS EFFECTIVE IN THE ORG ?

13. TOOLS FOR EFFECTIVE COMMUNICATION

14. ADVANTAGES AND DISADVANTAGES OF FORMAL AND INFORMAL

COMMUNICATION

15. ADVANTAGES AND DISADVANTAGES OF ORAL AND WRITTEN COMMUNICATION

NOTE :FOR ALL THE ANSWERS TO THE QUESTIONS 7 TO 15,REFER OUR

COMMUNICATION SKILLS TEXT BOOK AND NOTES (pg 31 -37) AND PPT TITLED JOHARI
WINDOW AND COMMUNICATION

16. WHAT IS CONTROLLING PROCESS?

Define control (pg. 38)

Control process (pg. 38)

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 UNIT – 4
LEADERSHIP
2MARKS
1. Define Leadership?

The process of influencing group activities towards the accomplishment of goals in a given situation.
Leadership is unanimously (being of one mind) agreed as a psychological process of influencing followers
and providing guidance to them.
Leader should develop team work, uses his power properly, he strives for effectiveness.

2. Characteristics or Traits of a Leader?

It is mainly used to identify the personality traits of the leader. Keith Davis summarized personality traits,
which seem to have an impact on successful organizational leadership.
The main traits are:
 Intelligence.

 Social maturity and breadth.

 Inner motivation and achievement drives.

 Human relations attitudes.

3. Define Transactional leaders?

Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task
requirement. They pay attention to the concerns and developmental needs of individual followers.

4. Define Charismatic leadership?

Theory says that followers make attributions of heroic or extraordinary leadership abilities when they
observe certain behaviors.
Charismatic leaders have a vision, are willing to take risks to achieve that vision, and are sensitive to both
environmental constraints and followers needs.

5. What is Management by Objectives (MBO)?

A program that encompasses specific goals, participative set, for an explicit time period, with feedback on
goal process.
MBO directly advocates specific goals and feedback; it implies rather than explicitly states, that goals must
be perceived as feasible.

6. Define Consideration?

The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for sub
ordinates ideas and regards for their feelings.

7. Define Initiating Structure?

Leader is likely to define and structure his or her role and roles of subordinates in search for goal
attainment .To assigns group members to particular tasks, expects workers to maintain definite standard of
performance.

8. What is Conflict management?

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The major resolution and stimulation techniques that allow managers to control conflicts levels. This of
course to achieve the desired level of conflicts on management. Various conflicts management techniques
are problem solving, Avoidance, Compromise, Super ordinate goals, communication.

9. Difference between manager and leader?

Manager:

Anyone who uses management skills or holds the organizational title of “manager”.
Leader:
Leader defines a leader as "a person capable of inspiring and associate others with a dream”.

10. What is Management by Exception?

Management by Exception is a "policy by which management devotes its time to investigating only those
situations in which actual results differ significantly from planned results. The idea is that management
should spend its valuable time concentrating on the more important items (such as shaping the company's
future strategic course). Attention is given only to material deviations requiring investigation."

11. Why Conflict arises?

 We borrow more than we can responsibly pay back.

 We produce less than we consume.

 It's not profitable to hire people to manufacture things.

 Our government imposes excessive taxes and regulations on businesses.

16 Marks
1. What are the Theories of leadership and leadership grid?

 Trait theories of leadership.

 Behavioral theories of leadership.

 Group and exchange theories of leadership.

 Contingency theories of leadership.

 Path - goal leadership theory.

 Social learning approach.

(Refer to photocopy page no.48)

2. MEO process?

Refer to Management concept Book.

3. Define Power, Politics, Different types or Process of Power? ( 2mark or 8 mark )

Power:

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  Definition

 Sources of power

 Berles laws of power

 Management power

 Mulders theory power distance

 Power dynamics

Politics:

 Definition

 Dimensions of political behavior

(Refer to Photocopy page. No 58, 59, 60.)

4. What are the Conflict resolution techniques and how to overcome conflict?

 Problem solving

 Super ordinate goals

 Expansion of resources

 Avoidance

 Smoothing

 Compromise

 Authoritative command

 Altering the human variable

 Altering the structural variables

(Refer to Stephen Robbins book ninth edition page. No 392.)

Unit V
Dynamics of Organizational behaviour
2 marks:

1. Define stress

Stress is a dynamic condition in which an individual is confronted with an opportunity, demand,

or resource related to what the individual desires and which the outcome is perceived to be both
uncertain and important.

2. Define stressors

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 Challenge stressors are associated with work load, pressure to complete tasks, and time urgency.
Hindrance stressors are that keep individual from reaching their goals such as red tape, office
politics, confusion over job responsibilities.

3. Define culture.

Organizational or corporate culture is the system of shared actions, values, and beliefs that
develops within an organization and guides the behavior of its members. It refers to a system of
shared meaning held by members that distinguishes the organization from other organizations.

4. Define organizational climate

Fore hand and Gilmer have defined organizational climate as “a set of characteristics that
describe an organization and that: a) distinguish one organizational from another, b) are relatively
enduring over a period of time, and c) influence the behaviour of people on the organization.”

5. Define organizational development

OD is a practical and systematic approach to launching and diffusing change in organizations. It is

an attempt to improve the overall organizational efficiency. OD aims at improving the work
effectiveness of individuals, groups and total organizational system. Organization development (OD)
is a comprehensive approach to planned change that is designed to improve the overall effectiveness
of organizations.

6. Define Artifacts

7. What is the difference between transformational change and Incremental change

8. List the causes of Stress.

The causes of stress are

 Environmental factors

 Organizational factors

 Individual factors

9. List the types of organizational culture

The organizational culture may be classified into,

 Dominant culture

 Strong culture

 Weak culture

10. Brief on the various types of change

First order change is linear and continuous.

Second order is a change that is multi-dimensional, multi-level, discontinuous, and radical.

11. List the factors influencing organizational climate

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 The factors that influence organizational climate is classified into 5 major components,

a. Organizational context

b. Organizational structure

c. Leadership process

d. Physical environment

e. Organizational values and norms

8/16 marks:
1. Discuss in detail on the change process and techniques used to address change management.

Refer Handout given by sir and Stephen Robbins 13th edition

 Introduction

 What is change? Hand out Page 75

 Change process

 Forces of change Hand out Page 75 and can also refer Stephen Robbins page no.
681 to 682

 Techniques used

 Approaches to managing org. change. Hand out page 79 to 81 and can also refer
Stephen Robbins page 688 to 695

2. Address/ Discuss / Explain the various organizational development intervention programs.

Refer to E-Book given by sir. Organizational behavior 7th edition by John R. Schermerhorn

 Introduction

 What is OD? Page no. 67

 What is ODI? Page no. 69

 Programs Page No. 70 to 72

 Conclusion Page No. 72

3. Elucidate the various factors that induce organizational stress and suggest ways to overcome it.

Refer Stephen Robbins 13th edition

 Introduction

 What is stress? Page no. 701

 Potential sources of stress Page no. 702 to 705

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  Consequences of stress Page no.706 to 707

 Managing stress Page 708 to 710

 Conclusion

4. Discuss Kurt Lewin’s Force field analysis and how it is used to overcome the resistance
towards change.

Refer Stephen Robbins 13th edition

Page no. 688 to 690

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