Enrolment Number- 20190401061

Name: Mohit Bhardwaj

Subject Name: Organizational Behaviour

Date: 28/12/2020

Q.1.Briefly explain the five models of Organizational Behaviour using relevant

examples?
Almost all organizations develop the models on the basis of which behaviour of the people is
determined. This model depends on the assumption that organizational
behaviour management carries about its people and mission and goals.  It is noted that most
of the organizations make the assumptions on the basis that people are not to be trusted even
in the slightest matter.

In management, the focus is on the study of the five organizational behaviour models:

 Autocratic Model
 Custodial Model
 Supportive Model
 Collegial Model
 System Model

1. Autocratic Model

Autocratic model is the model that depends upon strength, power and formal authority.

In an autocratic organisation, the people (management/owners) who manage the tasks in

an organisation have formal authority for controlling the employees who work under
them. These lower-level employees have little control over the work function. Their ideas
and innovations are not generally welcomed, as the key decisions are made at the top
management level.

The guiding principle behind this model is that management/owners have enormous
business expertise, and the average employee has relatively low levels of skill and needs
 to be fully directed and guided. This type of autocratic management system was common
in factories in the industrial revolution era.

One of the more significant problems associated with the autocratic model is that the
management team is required to micromanage the staff – where they have to watch all the
details and make every single decision. Clearly, in a more modern-day organisation,
where highly paid specialists are employed an autocratic system becomes impractical and
highly inefficient.

The autocratic model is also a detractor to job satisfaction and employee morale. This is
because employees do not feel valued and part of the overall team. This leads to a low-
level of work performance. While the autocratic model might be appropriate for some
very automated factory situations, it has become outdated for most modern-day
organisations.

2. Custodial Model

The custodial model is based around the concept of providing economic security for
employees – through wages and other benefits – that will create employee loyalty and
motivation.

In some countries, many professional companies provide health benefits, corporate cars,
financial packaging of salary, and so on – these are incentives designed to attract and
retain quality staff.

The underlying theory for the organisation is that they will have a greater skilled
workforce, more motivated employees, and have a competitive advantage through
employee knowledge and expertise.

One of the downsides with the custodial model is that it also attracts and retains low
performance staff as well. Or perhaps even deliver a lower level of motivation from some
staff who feel that they are “trapped” in an organisation because the benefits are too good
to leave.
3. Supportive model

Unlike the two earlier approaches, the supportive model is focused around aspiring
leadership.

It is not based upon control and authority (the autocratic model) or upon incentives (the
custodial model), but instead tries to motivate staff through the manager-employee
relationship and how employees are treated on a day-to-day basis.

Quite opposite to the autocratic model, this approach states that employees are self-
motivated and have value and insight to contribute to the organisation, beyond just their
day-to-day role.

The intent of this model is to motivate employees through a positive workplace where
their ideas are encouraged and often adapted. Therefore, the employees have some form
of “buy-in” to the organisation and its direction.

4. Collegial model

The collegial model is based around teamwork – everybody working as colleagues

(hence the name of the model).

The overall environment and corporate culture need to be aligned to this model, where
everybody is actively participating – is not about status and job titles – everybody is
encouraged to work together to build a better organisation.

The role of the manager is to foster this teamwork and create positive and energetic
workplaces. In much regard, the manager can be considered to be the “coach” of the
team. And as coach, the goal is to make the team perform well overall, rather than focus
on their own performance, or the performance of key individuals.

The collegial model is quite effective in organisations that need to find new approaches –
marketing teams, research and development, technology/software – indeed anywhere the
competitive landscape is constantly changing and ideas and innovation are key
competitive success factors.
5. System model

The final organisational model is referred to as the system model.

This is the most contemporary model of the five models. In the system model, the
organisation looks at the overall structure and team environment, and considers that
individuals have different goals, talents and potential.

The intent of the system model is to try and balance the goals of the individual with the
goals of the organisation.

Individuals obviously want good remuneration, job security, but also want to work in a
positive work environment where the organisation adds value to the community and/or
its customers.

The system of model should be an overall partnership of managers and employees with a
common goal, and where everybody feels that they have a stake in the organisation.

Q.2.What do you understand by organizational structure? Explain the key elements of

Organizational structure?

An organization that is well structured achieves effective coordination, as the structure

delineates formal communication channels, and describes how separate actions of
individuals are linked together.

Organizational structure defines the manner in which the roles, power, authority, and
responsibilities are assigned and governed, and depicts how information flows between the
different levels of hierarchy in an organization.

The structure an organization designs depends greatly on its objectives and the strategy it
adopts in achieving those objectives.
Key Elements of organisational structure are-

1.Work specialization
2.Departmentalization
3.Chain of Command
4.Span of control
5.Centralization and decentralization
6.Formalization

Work specialization
Work specialization is the first of the elements of organization structure. Degree to which
tasks in an organisation are subdivided into separate jobs is work specialization. 
An example would be giving the first person in the assembly line the job of putting the first
three components together. The second person in the assembly line might then put the
decals on the product, and the third would put the item in the box.
Leaders should be careful to not overly specialize in any one job because this can lead to
boredom and fatigue. This results in slower work and even errors. Managers may have jobs
assigned and adjust the roles depending on how specialized the job in one area is.  
Departmentalization and Compartments

Departmentalization and compartments are two other components of organizational design.

Departments are often a group of workers with the same overall functions. They are often
broken down by broad categories such as functional, product, geographical, process and
customer. Common departments include accounting, manufacturing, customer service and
sales.

Compartments might have teams with different department members that are put together
for efficiency. For example, a company delivering IT services to other businesses might
have teams assigned to each company. Each team might have a project manager, a graphic
designer, a coding specialist, a security specialist, a client rep and service provider.

Chain of Command

The chain of command is what the organizational chart typically illustrates. It shows who
reports to who in the company's human resources structure. Some companies have a more
traditional hierarchy with very clear department leaders and executives in charge. Other
companies use a more fluid chain of command and structure where more people are
considered part of the same level of command on a cross-functional team.

There are pros and cons to any model. What is important is that employees know what is
expected of them and how they get information to flow to the proper channels. If an
employee isn't sure who his direct supervisor is due to an unclear chain of command, he
might not properly relay the right information to the right party.

Centralization and Decentralization

Centralization and decentralization are organizational design elements deciding the degree
which decision-making is made at one central level or at various levels by employees. For
example, all major budget decisions would filter to the chief executive officer and chief
financial officer in a centralized fashion. Customer service decisions might be decentralized
giving those interacting with customer directions on how to handle issues but the authority
to make certain decisions.

Formalization of Elements

Smaller organizations tend to have informal elements where large organizations formalize
roles more specifically. The reason smaller organizations use less formal standards is that
employees may serve multiple roles as necessary. Bigger organizations need to formalize
elements to ensure the right stuff gets done on time and correctly.

Formalization might also be seen with specific job duties. For example, there may be a very
specific way that payroll is done to ensure that everyone gets paid on time, with the correct
withholding. The sales department might not be very formalized, and might allow each
representative to find his organic process so that he may succeed.

Span of Control

The span of control is the organizational design element that considers the capacity of any
manager. There are limits to the number of people one person can oversee and supervise.
The span of control addresses this design element. If a manager has too many people to
oversee, he might lose his effectiveness and not recognize problems or successes.
 A span of four means that for every four managers, sixteen employees can be effectively
managed. Other industries might use a span of eight or another number that describes how
the human resources directors need to disburse managers.

Q.3.Describe the meaning of attitude and elaborate on their main components? What
are the major types of Job Attitudes?
Attitudes represent our evaluations, preferences or rejections based on the information we
receive.

It is a generalized tendency to think or act in a certain way in respect of some object or

situation, often accompanied by feelings. It is a learned predisposition to respond in a
consistent manner with respect to a given object.

This can include evaluations of people, issues, objects, or events. Such evaluations are often
positive or negative, but they can also be uncertain at times.

These are the way of thinking, and they shape how we relate to the world both in work and
Outside of work. Researchers also suggest that there are several different components that
make up attitudes.

One can see this by looking at the three components of an attitude: cognition, affect and
behaviour.

3 components of attitude are;

1. Cognitive Component.
2. Affective Component.
3. Behavioural Component
 1. Cognitive Component.

The cognitive component of attitudes refers to the beliefs, thoughts, and attributes that we
would associate with an object. It is the opinion or belief segment of an attitude. It refers to
that part of attitude which is related in general knowledge of a person.

Typically, these come to light in generalities or stereotypes, such as ‘all babies are cute’,
‘smoking is harmful to health’ etc.

2. Affective component

Affective component is the emotional or feeling segment of an attitude.

It is related to the statement which affects another person.

It deals with feelings or emotions that are brought to the surface about something, such as
fear or hate. Using the above example, someone might have the attitude that they love all
babies because they are cute or that they hate smoking because it is harmful to health.

3. Behaviour component

Behaviour component of an attitude consists of a person’s tendencies to behave ‘in a

particular way toward an object. It refers to that part of attitude which reflects the intention of
a person in the short-run or long run.

Using the above example, the behavioural attitude maybe- ‘I cannot wait to kiss the baby’, or
‘we better keep those smokers out of the library, etc.

Major Types of Job Attitudes

We can discuss three basic types of job attitudes as they relate to work and the work
environment. Those three are:
 1. Job Satisfaction

2. Job Involvement

3. Organizational Commitment

Job Satisfaction

Job satisfaction is the level of contentment a person feels regarding his or her job. This
feeling is mainly based on an individual’s perception of satisfaction.

A person with a high level of job satisfaction holds positive attitudes about the job, while a
person who is dissatisfied with his or her job holds a negative attitude about the job.

A person having a negative attitude shows a personality disposition that is inclined to

experience nervousness, tension, upset, distress, etc. whereas those with a positive attitude
will feel happy themselves, others and their work.

Generally, it is deemed a high level of job satisfaction means positive attitudes towards the
job and vice versa.

When people speak of employee attitudes, more often than not they mean job satisfaction. In
fact, the two are frequently used interchangeably.

Job Involvement

Job involvement refers to the degree with which an individual identifies psychologically with
his or her job and perceives his or her perceived performance level important to self-worth.

High levels of job involvement are related to fewer absences and lower resignation rates.

However, it seems to more consistently predict turnover than absenteeism, according to as

much as 16 percent of the variance in the former.

Organizational Commitment

The last job-attitude refers to organizational commitment. It is understood as one’s

identification with his or her organization and feels proud of being its employee.
It is defined as a state in which an employee identifies with a particular organization and, its
goals, and wishes to maintain membership in the organization.

Different studies demonstrate that an individual’s level of organizational commitment is a

better indicator of turnover than the far more frequently used job satisfaction predictor,
explaining as much as 34 percent of the variance.

Basically, turnover and absenteeism are low when employees have an organizational
commitment.

In simple language we can defile job attitudes as

1. Job Lovers
2. Job Haters
3. Job Doers

 Job-Lovers: Let's face it, we have people out there who love their jobs, and that is the
basic definition of a job-lover. In many ways, this attitude is as much a result of the
person as it is the company. Some people just fit in a company or do not let things
bother them or get to them. This helps a great deal in developing a 'love' attitude with
your job.
 Job-Haters: On the other side of the coin, we have job-haters. No matter what, these
individuals simply do not like their jobs and probably never will. Oddly enough, there
are more reasons for people to not like their jobs than to like them. For instance, we
can look at the company overall, your boss or your coworkers as areas of discontent.
For job-haters, they can have issues with doing a job they feel is beneath them or not
being recognized enough, in their opinion, for the work they do. Thus, the scope of
why people hate their jobs is usually much deeper and wider than those who like their
jobs.
 Job-Doers: These are the people in the middle. They show up, do their job and are
somewhat neutral about their feelings toward it. There is nothing good or bad about
these individuals - they simply believe a job is a part of life and they just, well, do
their job.
Q.4. What do you understand by Group Dynamics? Elaborate on the stages of Group
Development?

Group dynamics deals with the attitudes and behavioural patterns of a group. It can be used as a
means for problem-solving, teamwork, and to become more innovative and productive as an
organization. The concept of group dynamics will also provide you with the strengths, success
factors and measures along with other professional tools.

The term ‘group dynamics’ means the study of forces within a group. Since human beings have
an innate desire for belonging to a group, group dynamism is bound to occur. In an organization
or in a society, we can see groups, small or large, working for the well-being.

The social process by which people interact with one another in small groups can be called
group dynamism. A group has certain common objectives & goals. Because of which members
are bound together with certain values and culture.

Stages of Group Development

The following are the five stages of group development

1. Forming

2. Storming

3. Norming

4. Performing

5. Adjourning

1. Forming Stage (Orientation)

The first stage of group development is the forming stage. This stage presents a time where
the group is just starting to come together and is described with anxiety and uncertainty.

Members are discreet with their behaviour, which is driven by their desire to be accepted by
all members of the group. Conflict, controversy, misunderstanding and personal opinions are
avoided even though members are starting to form impressions of each other and gain an
understanding of what the group will do together.
Typical consequences of the forming stage include achieving an understanding of the
group's purpose, determining how the team is going to be organized and who will be
responsible for what, discussion of major milestones or phases of the group's goal that
includes a rough project schedule, outlining general group rules that includes when they will
meet and discovery of what resources will be available for the group to use.

At this stage, group members are learning what to do, how the group is going to operate,
what is expected, and what is acceptable.

2. Storming Stage (Power Struggle)

The second stage of group development is the storming stage. The storming stage is where
dispute and competition are at its greatest because now group members have an
understanding of the work and a general feel of belongingness towards the group as well as
the group members.

This is the stage where the dominating group members emerge, while the less
confrontational members stay in their comfort zone.

Questions around leadership, authority, rules, policies, norms, responsibilities, structure,

evaluation criteria and reward systems tend to arise during the storming stage. Such
questions need to be answered so that the group can move further on to the next stage.

3. Norming Stage (Cooperation and Integration)

In this stage, the group becomes fun and enjoyable. Group interaction are lot more easier,
more cooperative, and productive, with weighed give and take, open communication,
bonding, and mutual respect.

If there is a dispute or disruption, it’s comparatively easy to be resolved and the group gets
back on track.

Group leadership is very important, but the facilitator can step back a little and let group
members take the initiative and move forward together.

4. Performing Stage (Synergy)

Once a group is clear about its needs, it can move forward to the third stage of group
development, the norming stage. This is the time where the group becomes really united.

At this stage, the morale is high as group members actively acknowledge the talents, skills
and experience that each member brings to the group. A sense of belongingness is
established and the group remains focused on the group's purpose and goal.
Members are flexible, interdependent, and trust each other. Leadership is distributive and
members are willing to adapt according to the needs of the group.

5. Adjourning Stage (Closure)

This stage of a group can be confusing and is usually reached when the task is successfully
completed. At this stage, the project is coming to an end and the team members are moving
off in different directions.

This stage looks at the team from the perspective of the well-being of the team instead of the
perspective of handling a team through the original four stages of team growth.

***

Q.5.Miranda graduated from a law school and was excited to begin her new job as a
sales representative with a large Legal Tech company. The first few months at work
were extremely hectic for her. She attended numerous formal training sessions, learned
about wide array of products she was to sell, and tried hard to understand the complex
and fluid nature of her new employer.

How would you advise Miranda to deal with following issues at workplace :
i. Dealing with an uncooperative colleague
ii. Dealing with Boss
iii. Achieving success in continuously changing work environment?

I will advise Miranda to deal with following issues at workplace

Answer-i. Dealing with an uncooperative colleague

Be introspective- Ask yourself if you’re unwittingly doing anything to exacerbate the

situation while taking into account your particular work culture.

So if you’re used to speaking your mind, you might need to rein it in or learn to catch
opportune moments to offer your opinion. Sometimes, it’s all about giving yourself a bit of
time to adapt to a new or different work culture.
Remain polite but firm- Working with less-than-friendly colleagues will test your patience,
but the worst thing you can do is to retaliate with hostility. Instead, ensure that you speak
with an even, polite tone at all times so the situation doesn’t escalate.

At the very least, you can’t be accused of losing your cool when things go south. However,
you need to balance this politeness with firmness to let people know you’re serious about
getting things done.

Don’t take it personally- For many people, change can be immensely stressful and
bewildering. It could be that your colleagues already have an established “clique” and aren’t
quite sure how to react when a new person (you!) joins their team.

Their unfriendly demeanour could be a result of them reacting to the situation rather than you
as a person, so try not to take it personally if they don’t take to you immediately.

It might take them a little while to come to terms with the fact that you won’t pose a “threat”
to them or their positions within the company.

Bring a "peace offering"- No, you don’t have to go out of your way or bend over
backwards to win them over. This won’t just drain your energy, but it may also have the
opposite effect on hostile co-workers, making them suspicious about your intentions.

However, little gestures such as buying breakfast or coffee for your colleagues every once in
a while will go a long way in showing that you’re sincere about establishing a good working
relationship with your team.

Seek guidance- If you believe a co-worker is going above and beyond to make your life a
misery and there is no apparent solution, the next step would be to seek counsel from either a
manager you report to or your HR department.

Asking for guidance, or if necessary, formally reporting the issue is a step to take to ensure
the situation is recognised and dealt with.

Turning hostile co-workers into friendly colleagues- The workplace inevitably consists of
people of differing personalities. Sometimes this results in smooth sailing; sometimes not.

Nobody wants to work in a company that has a toxic work environment. When it comes to
dealing with hostile co-workers, it's important to remember that “fighting fire with fire” is
never a good idea. Often it just causes even more work stress.
Instead, employing a professional and polite approach will present you on more neutral
ground, allowing your co-workers to take their time to get to know you better, so you can get
on with your job.

Answer-ii. Dealing with Boss

1. Identify Your Boss’ Motivation Understanding why your boss does or cares about certain
things can give you insight into his or her management style. “...if the rules are totally out of
control, try to figure out your boss’ motivation.

Maybe it’s not that he really cares about how long your lunch break takes; he actually cares
about how it looks to other employees and their superiors.”

2. Don’t Let it Affect Your Work No matter how bad your boss' behavior, avoid letting it
affect your work. You want to stay on good terms with other leaders in the company (and
keep your job!). “Don’t try to even the score by working slower, or taking excessive ‘mental
health’ days or longer lunches.

It will only put you further behind in your workload and build a case for your boss to give
you the old heave-ho before you’re ready to go.”

3. Stay One Step Ahead Especially when you're dealing with a micromanager, head off your
boss' requests by anticipating them and getting things done before they come to you. “…a
great start to halting micromanagement in its tracks is to anticipate the tasks that your
manager expects and get them done well ahead of time.

If you reply, ‘I actually already left a draft of the schedule on your desk for your review,’
enough times, you’ll minimize the need for her reminders. She’ll realize that you have your
responsibilities on track—and that she doesn’t need to watch your every move.”

4. Set Boundaries Working with someone who seems to have no boundaries means that you
have to go ahead and set them. “One of the challenges of unlikable people is that they come
with equally unlikable behavior—and it’s important to learn how to distance yourself from
that behavior. As Robert Frost said, ‘Good fences make good neighbors.’

5. Stop Assuming They Know Everything Just because someone has a managerial title
doesn’t mean that they have all the right answers, all the time. “I realized then that, just
because someone is in a position of authority, doesn’t mean he or she knows everything.
From that point forward, I stopped assuming the title ‘manager was equivalent to ‘all
knowing.’

6. Act as the Leader When dealing with an incompetent boss, sometimes it's best to make
some leadership decisions on your own. If you know your area well enough, there is no
reason to not go ahead creating and pursuing a direction you know will achieve good results
for your company.

People who do this are naturally followed by their peers as an informal leader. Management,
although maybe not your direct boss, will notice your initiative. Of course, you don’t want to
do something that undermines the boss, so keep him or her in the loop.

Answer-3 Achieving success in continuously changing work environment?

Successful organizational change is crucial for every organization. Organizations need to

continually adapt themselves to a continuously changing environment in order to survive.
Despite its strategic importance many organizations fail at organization change. Because of
its high failure rate, achieving successful organization change remains a continuing challenge
for managers and executives.
Measure the change process- Throughout the change management process, a structure
should be put in place to measure the business impact of the changes and ensure that
continued reinforcement opportunities exist to build proficiencies. You should also
evaluate your change management plan to determine its effectiveness and document
any lessons learned.
Achieving visible improvements in performance, especially in the beginning of the
change effort (quick wins) increases the motivation and commitment of organizational
members. When employees see that the change effort leads to visible results, they get
more confidence in the change effort. Furthermore, people are more inclined to accept
new things when they see that these things work and lead to results. There is often a
significant fear for novelty. Consequently, organization change is often perceived by
employees as threatening. However, when the changes lead to results, this fear of
change can be overcome.