NAME : CHOUDHARY MANISH M

ENROLLMENT NO : 19052311080
CLASS : BBA ( GENERAL )
SEM : 2
SUBJECT : ORGANIZATIONS BEHAVIOR
SUBJECT CODE : 2A02ORB

1. Briefly discuss the issues an organization would want to consider or

understand if it were interested in a business venture within China.

A joint venture (JV) is a form of foreign invested enterprise (FIE) that is

created through a partnership between foreign and Chinese investors, who
together share the profits, losses and management of the JV. It is strongly
recommended that prior to choosing this form of investment vehicle you
consult with the foreign partner of an existing JV in order to better
understand the advantages and disadvantages of the JV structure.
Registered capital
Registered capital refers to the equity investment in a JV. This amount is
fixed in the articles of association of a JV, and constitutes an investment
commitment (subject to any increase or decrease of registered capital
approved by the government).
The JV’s investors must pay 15% of the registered capital of the JV within the
first three months after issuance of the business license (similar to a
certificate of incorporation under Canadian law), with the balance due within
the first two years. The minimum legal requirement is:

• 30,000 RMB if the JV has two or more foreign investors, or

• 100,000 RMB if the JV has only one foreign investor
Despite these minimum amounts, the authorities will approve the amount of
registered capital on a case-by-case basis depending on:

• intended business activities

• scale of operation
• location of the JV
The amount is then written into the company’s articles of association.

Non-registered capital
Non-registered capital is essentially the amount of debt financing which the
JV is permitted to obtain. There is no commitment to finance this portion of
the investment but such debt financing may be obtained at the JV’s
discretion
2. Hofstede's dimensions of cultural differences.

Hofstede's work has implications for work-related attitudes. We'll know take a
closer look at how his five dimension of cultural differences are manifest in a
variety of Countries.
cultures where individualism predominates, employees put loyalty to
themselves first, and loyalty and work group to their second. Cultures
characterized by collectivism are tightly knit social frameworks in which individual
members depend strongly on extended families or clans. company Group
decisions are valued and accepted.
 3.Explain the Big-five personality using example and diagram.

Personality theorists have long argued that to understand individual behavior, we

must break behavioral down into a series of observable traits. One popular personality
classification is the Big Five. The "Big Five" traits (described in ) include extraversion,
agreeableness, conscientiousness, stability, and. are broil, global traits associated with
bybehaviors al work. From preliminary research, we know that introverted and conscientious
employees are less likely to be absent from work. Individuals with light agreeableness tend
to rate others leniently on peer evaluations, while those with high conscientiousness tend to
be tougher rat- 10 The Big Five Anadarko on sated 12 Extraverts tend to have higher salaries,
receive more " promotions, and be more satisfied with their careers. Across many
occupations, conscientious people are more.

motivated and are high performers.14 When you examine specific occupations,
however, different patterns of the Big Five factors are related to high
performance. For customer service jobs, individuals high in emotional stability,
agreeableness, and openness to experience preform best. Managers with
emotional stability and extraversion are top performers, Recent research results
indicate that in work by teams, the minimum level of agreeableness in a team and
the mean levels of conscientiousness and openness to experience have a strong
effect on overall team performance, 16 The Big Five framework has also been
applied across cultures. It has held up well among Spanish. and Mexican
populations." The relationship between personality and pay package preferences
also differs significantly according to the cultural context. In an Indian sample,
introversion was a significant predictor of a security/commitment pay strategy,
and extroversion and neuroticism were significant predictors of performance
driven pay . In a U.S. sample, none of the personality variables was predictive of
pay strategy preferences.
4.What is Mayer’s-Bridge Type Indicator Instrument? Explain in details with
diagram/chart.

Another approach to applying personality theory in organizations is the Jungian

approach and its measurement tool, the MBTI instrument, The Myers-Briggs Type
Indicator instrument was developed to measure Jung's ideas about individual
differences. Many organizations use the MBTI instrument, and we will focus on it
as an example of how some organizations use personality con- cents to lielp
employees appreciate diversity.
Swiss psychiatrist Carl Jung built his work on the notion that people are
fundamentally different, but also fundament- tally alike. His classier treatise
Psychological Types proposed du Extraverted le went on to types and Introverted
identify two types of Perceiving (Sensing and Intuition) and two types of Judgment
Thinking and Feeling!. Perceiving (how we gather information) and Burgling (how
we make decisions represent the town universal basic mental functions.
Jung suggested that similarities and differences could he understood by
combining preferences. We prefer - and choose way of doing things another. We
are not exclusively one way another; rather, we have a preference Extraversion
or Introversion, just as we have a preference for right handedness or left-
handedness. Jung’s type theory argues that no preferences are better than others.
Differences are to be understood, celebrated.
During the 1940s, a mother-daughter team became fascinated with individual
differences among people and with the work of Carl Jung. Katharine Briggs and her
daughter, Isabel Briggs Myers, de-.

5. Discuss the open system diagram in details and explain the

relationship of each dimensions.

A complete understanding of organizational behavior requires both an understanding

of human behavior and an understanding of the organizational context that is, the

specific setting-within which human behavior is acted out.

Just as two different perspectives offer complementary explanations for human

behavior, two views shape compel- monetary explanations of organizations.

Organizations are open systems of interacting components, which are people, tasks,

technology, and structure. These internal components also interact with components

in the organization's task environment, Open system organizations consist of people,

technology, structure, and purpose, all interacting with elements in the organization's

environment.

dominated other societies. Religious organizations, such as the temple corporations of

ancient Mesopotamia and the churches in colonial America, can often dominate

society. So can military organizations, like the clans of the Scottish Highlands and the

regional arnies of the People's Republic of China.26 9 All of these societies are woven

together by family organizations, which themselves may vary from nuclear and

extended families to small, collective communities. ". The purpose and structure of

the religious, milifary, and family organizational forms varies, but people within

different organizations often behave alike. In fact, early discoveries about power and

leadership in work organizations were remarkably similar to findings about power and

leadership within families.

Organizations may manufacture products, such as air- craft components or steel, or

deliver services, for instance, managing money or providing insurance protection. We

must first understand the open system components of an organization and the

components of its task environment in order to see how the organization functions.

Katz and Kahn and Leavitt established open system frameworks for understanding

organizations." The four major internal components are task, people, technology. and

structure. These four components, along with the or- animation’s inputs, outputs, and

key elements in the task environment, are depicted in Figure . The task of the

organization is its mission, purpose, or goal for existing.

6. Using the five personality characteristics identified in the chapter

as important for understanding organizational behavior, describe an

individual who would most likely be a strong performer.

Managers should learn as much as possible about personality in order to

understand their employees. While researchers have identified hundreds

of personality characteristics, we have selected three with particularly

strong influences on individual behavior in organizations: Core Self-

Evaluations (CSE), self-monitoring, and positive/ negative affect.

Core Self-Evaluations (CSE) Core self- evaluation (CSE) is a broad set of

personality traits that refers to self-concept. It is comprised of locus of control, self-

esteem, generalized self-efficacy, and emotional stability. CSE both goal directed

behavior and - approach processes, manse, even in non-U.S.

cultures

(e.g., Japan). Locus of Control.

Locus of Control An individual's generalized belief about internal (self) versus

external (situation or others) control is called locus of control. People who believe

they control what happens to them have an internal locus of control, whereas people

who believe that circumstances or other people control their fate have an external

locus of control. Internals (those with an internal locus of control) often report higher

job satisfaction and perform- are more likely to assume managerial position , and to

prefer participative management styles.

Internals and externals have similar positive , potions to being promoted, which

include high job satisfaction, job involvement, and organizational commitment.

However , internals remain happy long after the whereas externals' joy over the

promotion is short- lived. This might occur because externals do not believe their own

performance led to the promotion.* Knowing about locus of control can prove

valuable to managers. Because internals believe they control what happens to them,

they will want to exercise control in their work environment. Internals don't react well

to close supervision, - so managers should give them considerable voice in how work

is performed. Externals, in contrast, may appreciate a more structured work setting

and prefer not to participate in decision making.

Self-Efficacy General self-efficacy is a person's overall view of himself/herself as

being able to perform effectively in a wide variety of situations. Employees with high

general self-efficacy have more confidence in their job-related abilities and other
personal resources (i.e., energy, influence over others, etc.) that help them function

effectively on the job. People with low general self-efficacy often feel ineffective at

work and may ex- press doubts about performing a new task well. Previous success or

performance is one of the most important determinants of self-efficacy. People who

trust their own efficacy tend to attempt difficult tasks, to persist in overcoming

obstacles, and to experience less anxiety when faced with adversity, 30 Because they

are confident in their capability to provide meaningful input, they value the

opportunity to participate in decision making.1 High self-efficacy has also been

related to higher job satisfaction and performance.

Another form of self-efficacy, called task-specific self-efficacy, describes

a person's belief that he or she can perform a specific task ("I believe I

can do this sales presentation today."). In contrast, general self-efficacy is

broader ("I believe I can perform well in just about part of the job.").

Self-Esteem Self esteem is an individual's general feeling of self-worth. Individuals

with high self-esteem have positive feelings about themselves, perceive them- selves

to have strengths as well as weaknesses, and believe their strengths are more

important than their weaknesses. 33 Individuals with low self-esteem view them-

selves negatively. They are more strongly by what other people think of them, and

they compliment individuals who give them positive feedback while cut- ting down

people who give then negative feedback

Evaluations from other our self-esteem. You might be liked for who you are or you

might be liked for your achievements. Being liked for who you are is more stable, and

people with this type of self-esteems are less defensive and more honest with
themselves. Being liked for your achievements is more ; it waxes and wanes

depending on the magnitude of your achievements. A person's self-esteem affects

attitudes and behavior in organizations. People with high self-esteem perform better

and are more satisfied with their jobs, * They lend to seek out higher status jobs. A

work team made high self-esteem is more likely to succeed than a team with low or

average self-esteem. Very high self-esteem can be too much of a good thing, People

with high self- esteem brag inappropriately when they find them- selves in stressful

situations

Self-Monitoring Self-monitoring-the extent to which people base their behavior

on cues from other people and situations-has a huge impact on behavior in

organizations. High self-monitors pay attention to what is appropriate in particular

situations and to the behavior of other people, and they behave accordingly Low self-

monitors, in contrast, pay less attention to situational cues and act from internal states

in- stead. As a result, low self-monitors behave consistently across . High self-

monitors, because their behavior varies with the situation, appear more unpredicted.

7. What is attitude of person and explain what build that attitude of

person in details with two examples.

Attitudes are learned. Our responses to people and issues evolve over

time. Two major influences on attitudes are direct experience and social

learning.

Direct experience with something strongly influences attitudes towards it.

How do you know that you like biology or dislike math? You have

probably formed these attitudes from experience in studying the subjects.

Research has show that attitudes derived from direct experience are

stronger, held more confidently, and more resistant to change than

attitudes formed through indirect These attitudes are powerful because of

their avail- ability; they are easily accessed and active in our cognitive

when attitudes are available, we can call them processes. quickly into

consciousness.

In social learning, the family, peer groups, religious organization, and

culture shape an individual's attitudes indirectly. Children adopt certain

attitudes when their parents reinforce attitudes they approve. This is

evident when very young children express political preferences similar to

their parents". Peer pressure molds attitudes through group acceptance of

individuals who express popular attitudes and through sanctions, such as

excision from the group, placed on individuals who espouse unpopular

attitudes.

Substantial social learning occurs through modeling. in which individuals

acquire attitudes by observing others. After overhearing other individuals

expressing an opinion or watching them engaging in a behavior that

reflects an attitude, the observer adopts the attitude.

Culture also plays a definitive role in attitude development. Consider, for

example, the contrast in the North American and European attitudes

toward vacation and leisure. The typical vacation in the United States is
two weeks. In Europe. longer vacations are the Born; and in some

countries, holiday means everyone taking a month off. The European

attitude is that an investment in longer vacations is important to health

and performance. Attitudes and Behavior The correspondence

between attitude and behavior has con- corned organizational behaviorists

and social psychologists for quite some time. Can attitudes predict

behaviors like being absent from work or quitting your job? Some stud-

ies suggested that attitudes and behavior are closely linked, while others

found no relationship at all. Researchers then focused on when attitudes

predict behavior and when they do not. Attitude-behavior correspondence

depends on five! things: attitude specificity, attitude relevance, timing of

mea- sacrament, personality factors, and social constraints.

The timing of the measurement also affects attitude- behavior

correspondence. The shorter the time between the attitude measurement

and the observed behavior, the stronger the relationship. For example,

voter preference polls taken close to an election are more accurate than,

earlier polls.

Work attitudes

Attitudes at work are important because, directly or indirectly, they affect

work behavior. Chief among the things that negatively affect employees

work attitudes are demanding jobs over, which employees have little

control." A positive psychological climate, on the other hand, can

generate positive attitudes and good performance.” A study found that

when hotel employes offered helpful, concerned service, hotel customers

developed a warmer, more positive attitude toward the hotel itself. This

attitude increased customers' loyalty and their willingness to pay more for

the same service, Customer attitudes were strongly influenced by

employee gestures, facial expressions, and words. In this study, customer

attitudes were crucial to the success of the firm, and employee behaviors

were crucial in forming customer attitudes, meaning firms can "train"

their employees to "train" customers to have better attitudes.

8 .Explain the barriers to the social perception in details with

diagram.

It would be wonderful if all of us had accurate social perception skills. Unfortunately,

barriers often prevent us from perceiving others accurately. Five barriers to social

perception are selective perception, stereotype- , first-impression error, projection,

and self-fulfilling prophecies.

Selective perception is our tendency to prefer information that supports our

viewpoints. Individuals often ignore information that threatens their viewpoints.

Suppose, for example, that a sales manager is evaluating the performance of his . One

employee does not get along well with colleagues and rarely completes sales reports

on time. This employee, however, generates the most new sales contracts in the of-

fice. The sales manager may ignore the negative information, choosing to evaluate the

salesperson only on contracts generated. The manager is exercising selective

perception.
A stereotype is a generalization about a group of people. Stereotypes reduce

information about other people to a workable level, so that it can be compiled

efficiently. Stereotypes become even stronger when they are shared with and

validated by others. Stereotypes can be accurate and serve as useful perceptual

guidelines. Inaccurate stereotypes are harmful, IS however, because they generate

false impressions that may never be tested or changed.

In multicultural work teams, members often stereo- type foreign coworkers rather

than getting to know them before forming an impression. Team members from less-

developed countries are often assumed to know less simply because their homeland is

economically or technologically less developed Stereotypes like these can deflate the

productivity of the work team and lower morale.

Attractiveness is a powerful stereotype. We assume that attractive individuals are also

warm, kind, sensitive, poised, sociable, outgoing, independent, and strong, However,

a study of romantic relationships showed that most attractive individuals do not fit the

stereotype, except for possessing good social skills and being popular.

Stereotyping pervades work life. The traditional gender roles in the Indian society were

explored in a study that indicates the prevalence of common stereotypes regarding men

and women in the Indian society. The main difference fell along the two dimensions of

"soft" traits associated with women and "hard" traits associated with men.
9. Explain the type of organization.
The Formal and Informal Organization open systems view of organization suggests

that they are designed like clockwork with a neat, precise functioning, The formal

organization is the official, legitimate, and most visible part that enables people to

think of organizations in logical and rational ways. The snake pit metaphor mentioned

carrier originates from the study of the informal organization, which is unofficial and

less visible. The Hawthorne studies, conducted during the 1920s and 1930s, first

suggested the importance of the informal elements. During the interview study, the

third of the four Hawthorne studies, the researchers began to fully appreciate the
informal elements of the Hawthorne Works as an organization." The formal and

informal ele- ments of the organization are depicted in Figure.

Since the formal and informal elements of an organization can sometimes conflict, we

must understand both. Conflicts erupted in many organizations during the early years

of the twentieth century and were embodied in the union-management strife of that

era. Sometimes formal-informal. For example, during the 1920s, supervisors at the

Homestead Works of U.S. Steel were issued pistols "just in case" they felt it necessary

to shoot unruly, dangerous steelworker’s. Not all organizations are characterized by

such potential formal- informal, management-labor conflict. During the same

conflicts escalated into -OLA era, the with financial backing for employees'

neighborhood communities, such as Meadowbrook in Rochester, New York. Kodak's

concern for employees and attention to informal issues made unions unnecessary

within the progressive Eastman Kodak company

The informal elements of the organization are often points of diagnostic and

intervention activities in organization development, though the formal elements must

always be considered since they provide the context for the informal, Informal

elements are important because people's feelings, thoughts, and attitudes about their

work affect their behavior and performance. Individual behavior plays out in the con-

text of the formal and informal elements of the system, becoming organizational

behavior Employees' moods, emotions, and dispositional affects all influence critical

organizational outcomes, such as job performance, decision making, creativity,

turnover, teamwork, negotiated, and leadership.

10. Elaborate the likely hood model of persuasion with example and

diagram.

The Elaboration Likelihood Model claims that there are two paths to persuasion: the

central path and the peripheral path. The central path is most appropriately used when

the receiver is motivated to think about the message and has the ability to think about

the message. If the person cares about the issue and has access to the message with a

minimum of distraction, then that person will elaborate on the message. Lasting

persuasion is likely if the receiver thinks, or rehearses, favorable thoughts about the

message. A boomerang effect (moving away from the advocated position) is likely to

occur if the subject rehearses unfavorable thoughts about the message. If the message

is ambiguous but pro-attitudinal (in line with the receiver's attitudes) then persuasion

is likely. If the message is ambiguous but counter-attitudinal then a boomerang effect

is likely.

If the message is ambiguous but attitudinally neutral (with respect to the receiver) or

if the receiver is unable or not motivated to listen to the message then the receiver will

look for a peripheral cue. Peripheral cues include such communication strategies as

trying to associate the advocated position with things the receiver already thinks

positively towards (e.g., food, money, sex), using an expert appeal, and attempting a

contrast effect where the advocated position is presented after several other positions,

which the receiver despises, have been presented. If the peripheral cue association is

accepted then there may be a temporary attitude change and possibly future

elaboration. If the peripheral cue association is not accepted, or if it is not present,

then the person retains the attitude initially held.

If the receiver is motivated and able to elaborate on the message and if there are

compelling arguments to use, then the central route to persuasion should be used. If

the receiver is unlikely to elaborate the message, or if the available arguments are

weak, then the peripheral route to persuasion should be used.

Example

Central Route Processing

Both Daniela and Marta probably have a certain level of central route processing.
Particularly the price often plays an important role in this route. Yet, Daniela will be
more alert to specifications stated in the message due to her interest in technical
features, more so than Marta.

Marta simply searches for televisions and filters these from high to low ratings. After
having decided which TV to buy, she clicks the option ‘buy now with one click’. This
is because Amazon has stored all her information during her previous visits and has
already filled this in for user-friendliness.

It wasn’t difficult to sell a television to Marta. If the central route processing is

positive, Marta will probably buy from Amazon again in the future. This will make it
more difficult for competitors of Amazon to convince her to buy from them.

Peripheral Route Processing

Amazon puts in every effort concerning design and presentation. This is mainly done
to seduce the casual potential buyer. Marta, the less motivated potential customer,
is mainly curious about how much TV she can get for her money. Marta selects the
search results with a filter, the price from low to high, and then selects the option
that she only wants to see results with four or more stars. She doesn’t take the time
or the effort to read the reviews, but settles for seeing the number of stars. Marta
then sees the options and selects the television with the highest rating for the best
price. Moreover, the website states in large letters that the products are delivered
for free.

Appealing to the user’s wish to get a good deal is a classic example of peripheral
route persuasion. Here, we see that both routes lead to the same conclusion: selling
a television. Design elements, specifications, and other motivations aren’t exclusive
to a certain route. People often process information at a different level of both
routes. As such, both routes supplement each other. Daniela processes the
information in the product description with specifications via the central route, but
uses the star rating as a scale to estimate how like-minded people evaluate the
product