INTRODUCTION

 EMERGENCE OF ORGANISATIONAL BEHAVIOUR

 MANAGEMENT OF ORGANISATIONAL BEHAVIOUR
By Bhavya Verma

Course: Organisational Behaviour

Topics: Introduction
 Emergence of Organisational Behaviour
 Management of Organisational Behaviour
Roll No.: 17
Date: 5 February, 2021
Time: 6:00 pm
Under the guidance and supervision of honorable Dr. Dhani Ram Sir

Roll No Name of Questions given by students

Student
001 Rohan MCQ
Bansal a) Illumination Experiments i. Wage Incentive scheme was
dependent on other variables
b) Relay Room Experiments ii. Some dependent variables
increased the productivity
c) Mass Interviewing Programme iii. Small group of workers emerge
a team
d) Bank Wiring Room Experimentiv. Providing opportunity has an
positive impact on morale of
employees
OPTIONS:
A. (a)-(i), (b)-(ii), (c)-(iii), (d)-(iv)
B. (a)-(ii), (b)-(i), (c)-(iv), (d)-(iii)
C. (a)-(iv), (b)-(iii), (c)-(ii), (d)-(i)
D. (a)-(ii), (b)-(iii), (c)-(iv), (d)-(i)

ANSWER: A
LONG QUESTION

What is the history of the development of Organisational Behavior?

The field of O.B. has developed from the studies conducted by
behavioral scientists such as industrial psychologists, psychologists and
sociologists.  The focus of these studies lies in the understanding of the
human behavior in the organisations. The levels at which these studies
 have been carried out relate to individuals, the small group, the inter-
group and the total organization as a socio - economic - technical
system. Some studies have also examined the interaction of the
organization with its environment.
The predecessors of O.B. are:
1) Industrial psychology:  Industrial psychology draws upon the
facts, generalizations and principles of psychology. It uses the
methods from the parent discipline. Because it applies the
techniques of psychology to the industrial scene and the
problems confronting it, industrial psychology formulates and
modifies procedures to meet the conditions found in the
industry rather than in the laboratory.
2)  Scientific management movement: Frederick W Taylor with
his ideas, he called “scientific management”, created the
interest in the worker and the supervisor. It was he who
advocated parity of wages—the internal as well as external
parity. It was he who developed various wage payment plans.
It was he who insisted on supervisory training in order to make
supervisor a strong link between no management and the
management group. The changes he brought to the
management thought paved the way for later development of
O.B.
Human relations movement: According to Fred Luthans three events
cumulatively ushered in the era of human relations movement. They are-
the great depression, the Hawthorne experiments, rise of trade unionism.

005 Vrinda MCQ

Sharma a) Edward Tolman i. Group behaviour
b) Fredrick W. Taylor ii. Cognitive approach
c) Meso organisation behaviour iii. “the father of scientific
management”
d) Elton Mayo iv. Management theory
OPTIONS:
A. (a)-(iv), (b)-(ii), (c)-(i), (d)-(iii)
B. (a)-(iii), (b)-(ii), (c)-(i), (d)-(iv)
C. (a)-(iii), (b)-(i), (c)-(iv), (d)-(ii)
D. (a)-(ii), (b)-(iii), (c)-(i), (d)-(iv)

ANSWERS: D
LONG QUESTION

What is Gantt Chart? Who devised it and what is it used for?

 The first Gantt chart was devised in the mid 1890s by Karol Adamiecki,
a Polish engineer who ran a steelworks in southern Poland and had
become interested in management ideas and techniques. Some 15 years
after Adamiecki, Henry Gantt, an American engineer and project
management consultant, devised his own version of the chart and it was
this that became widely known and popular in western countries.
Consequently, it was Henry Gantt whose name was to become
associated with charts of this type. Originally Gantt charts were prepared
laboriously by hand; each time a project changed it was necessary to
amend or redraw the chart and this limited their usefulness, continual
change being a feature of most projects. Nowadays, however, with the
advent of computers and project management software, Gantt charts can
be created, updated and printed easily. Today, Gantt charts are most
commonly used for tracking project schedules. It is commonly used in
project management, is one of the most popular and useful ways of
showing activities (tasks or events) displayed against time. On the left of
the chart is a list of the activities and along the top is a suitable time
scale. Each activity is represented by a bar; the position and length of the
bar reflects the start date, duration and end date of the activity

008 Gaurav MCQ

a) Adam smith i. Rational organisation and
charismatic leadership
b) Fredrick Winslow Taylor ii. Father of Human Relation
Approach
c) Elton mayo iii. Father of scientific
management
d) Abraham Maslow iv. Division of labour
e) Max weber v. Hierarchy of needs
OPTIONS:
A. (a)-(i), (b)-(iii), (c)-(ii), (d)-(i), (e)-(v)
B. (a)-(i), (b)-(ii), (c)-(iii), (d)-(iv), (e)-(v)
C. (a)-(iv), (b)-(iii), (c)-(ii), (d)-(v), (e)-(i)
D. (a)-(v), (b)-(iv), (c)-(ii), (d)-(iii), (e)-(i)

ANSWER: C
LONG QUESTION

Give an overview of contribution in the emergence of the discipline

of organisational behaviour by eminent scholars.

Organisational behavior is the study and application of knowledge about

how people act within Organisation. It is human tool for the human
 benefit. It applies broadly to behavior of people in all type of
Organisation such as Business, Government, Schools etc. it helps
people, structure, technology and the external environment blend
together in to an effective operative system”.
Many Eminent Scholars had contributed toward building Organisational
behavior theories, as follows
Adam Smith:- Division of labour, This concept was popularized by
Adam smith in An inquiry into the nature and causes of the wealth of
Nations. Famously, he used the example of a pin factory. Adam smith
noted how the efficiency of production was vastly increased because
workers were split up and given different roles in the making of a pin.
Max weber:- Max weber was a German sociologist who argued
bureaucracy was the most efficient and rational model Private
businesses and public offices could operate in. His Bureaucratic
theories influenced generations of business leaders and politicians well
into the 20th century.
Fredrick Winslow Taylor:- Frederick Winslow Taylor was an
American mechanical engineer who lived from 1856 to 1915. He
brought an engineer’s viewpoint to the world of workplace productivity
and applied engineering principles to the factory floor.
He was the first management consultant and the first to look at work and
productivity scientifically. He is known as the father of Scientific
Management and The efficiency movement. He also introduced the
systematic use of goal setting and rewards to motivate employees.

George Elton Mayo:- Elton mayo’s contribution to management theory

helped pave the way for modern human relations management methods.
Based on his well-known Hawthorne experiments experiments, Mayo’s
management theories grew from his observations of employee
productivity levels under varying environmental conditions. His
experiments drew a number of conclusion about the real source of
employee motivation, laying the groundwork for later approaches to
team building and group dynamics. Mayo management theory states that
employees are motivated for more by relational factors such as attention
and camaraderie than by monetary rewards or environmental factors
such as lighting, humidity etc.
There are many other prominent scholars also, Chester barnard, Henri
fayol, Mary Paker Follett, Fredrick Herzberg, Abraham Maslow, Davis
Mc and Victor vroom.

015 Shiwani MCQ

a) Adam Smith i. Introduced the systematic
use of goal setting and
rewards to motivate

b) Max Weber
c) Frederick Winslow Taylor
d) George Elton Mayo
OPTIONS:
A. (a)-(iv), (b)-(iii), (c)-(i), (d)-(ii)
B. (a)-(i), (b)-(ii), (c)-(iii), (d)-(iv)
C. (a)-(iv), (b)-(i), (c)-(ii), (d)-(iii)
D. (a)-(ii), (b)-(iii), (c)-(iv), (d)-(i)
employees
ii. Conducted productivity
studies with his colleagues at
Western Electric’s
Hawthorne Plant
iii. Introduced the concept about
rational organisations and
initiated the concept of
charismatic leadership
iv. Advocated a new form of
organisational structure
based on the division of
labour.

ANSWER: A
LONG QUESTION

How organisational behaviour emerged as an important field of

study for various organisations?

Organizational Behaviour Management (OBM) focuses on assessing and

changing the work environment to improve employee performance and
workplace culture.
The various events in history which contributed to the emergence of
organisational behaviour management are as follows:
 Industrial Revolution
During 1760s to 1820s, the market began to grow resulting an
increase in demand for the products. It became difficult for
various industries to increase the production using labour
intensive methods. As a result, the inventors started finding ways
to increase the production. This resulted in the invention of
various machines which can be used to increase production which
led the foundation of modern factory system.
Robert Ownen was the first person who emphasised on the needs
of his employees. Andrew Ure recognised human factor as a third
factor of production.
 Scientific Management
F.W. Taylor, also known as the father od scientific management,
 emphasised on the use of scientific method in increasing the
efficiency in production. He advocated for the use of selection of
suitable person for suitable job, training etc. This led the managers
of various organisations to understand the importance of workers
as a human factor.
 Industrial Psychology
Industrial psychology helped the managers in increasing the
efficiency of workers. It led the managers to understand the
importance of regulated working hours, adequate ventilation, rest
pause, absence of noise, mental factors such as pride, job security,
motivation, training etc. in an organisation in increasing the
efficiency of workers.
 Hawthorne experiment
Between 1924 and 1932, George Elton Mayo and his team
conducted four separate experimental studies at the Harvard
Graduate school of Business administration. These were:
 Illumination experiment
 Relay assembly test room experiment
 Experiments in interviewing workers
 Bank wiring room experiments
The Hawthorne studies helped in understanding the behaviour
of workers in the organisation.
 Behaviour science approach
This approach emerged as a contribution of the field of psychologists,
sociologists and anthropologists in organisational behaviour. This
approach focussed on human behaviour at work. This approach led the
strong foundation for a new field of study known as “organisational
behaviour”.

017 Bhavya MCQ

Verma a) Henry L Gantt i. feedback
b) Antecedents interventions ii. Designed special scaffolding
c) Frank Gilberth iii. Gantt chart
d) Consequence – based iv. Human Relation Movement
interventions
e) George Elton Mayo v. Equipment modification
OPTIONS:
A. (a)-(iii), (b)-(v), (c)-(ii), (d)-(i), (e)-(iv)
B. (a)-(i), (b)-(ii), (c)-(iii), (d)-(iv), (e)-(v)
C. (a)-(v), (b)-(iv), (c)-(iii), (d)-(ii), (e)-(i)
D. (a)-(ii), (b)-(iii), (c)-(iv), (d)-(v), (e)-(i)
ANSWER: A
LONG QUESTION

How is management going to meet the environmental challenges and

paradigm shift?

Management is generally considered to have three major dimensions—

technical, conceptual, and human. Although managers are certainly more
aware and becoming competent in their functional/technical component,
few today would question that, at least in the past, most practicing
managers either slighted the conceptual and human dimensions of their
jobs or made some overly simplistic assumptions. Following the
assumptions that pioneering management scholar Douglas McGregor
labeled many years ago as Theory X, most managers thought, and many
still think, that their employees were basically lazy, that they were
interested only in money, and that if you could make them happy, they
would be high performers. When such Theory X assumptions were
accepted, the human problems facing management were relatively clear-
cut and easy to solve. All management had to do was devise monetary
incentive plans, ensure job security, and provide good working
conditions; morale would then be high, and good performance would
result. Unfortunately, this approach no longer works with the current
environmental demands under the new paradigm. Although good pay,
job security, and working conditions are necessary, it is now evident that
such a simplistic approach falls far short of providing a meaningful
solution to the complex challenges facing today’s human resource
management. The major fault with the traditional approach is that it
overlooks and oversimplifies far too many aspects of the problem.
Human behavior at work is much more complicated and diverse than is
suggested by the economic-security–working-conditions approach. The
new perspective assumes that employees are extremely complex and that
there is a need for theoretical understanding backed by rigorous
empirical research before applications can be made for managing people
effectively. In the academic world, transition has now been completed.
The traditional human relations approach no longer has a dominant role
in business and applied psychology education. Unfortunately, still only a
minority of practicing managers and their organization cultures really
buy into, fully implement, and then stick with this research-based
organizational behavior approach to management practice. Stanford
professor Jeff Pfeffer has summarized the status of the organizational
behavior approach to real-world management as a “one-eighth” situation
which means that roughly half of today’s managers really believe and
buy into the importance of the human side of enterprise and that the
 people are truly the competitive advantage of their organizations. Taken
a step further, however, only about half of those who believe really do
something about it. Thus, he says that only about one-fourth are fully
implementing the high performance work practices (HPWPs) that flow
from organizational behavior theory and research—such as pay for
performance, self-managed teams, 360 degree (multisource) feedback
systems, behavioral management, and investing in psychological capital.
Most organizations have tried one or a few of the approaches and
techniques emphasized in the chapters of this text, but only about a
fourth fully implement the whole approach. Pfeffer estimates that only
about one-half of the one-fourth who implement the approach stick with
it over time. Thus, only about one-eighth (1 ⁄2 1 ⁄2 1 ⁄2 1 ⁄8) of today’s
organizations believe it, do it, and stick with it (the “3 Its”). The so-
called one eighth organizations have as their organizational cultural
values the importance of human capital and the techniques in place to
carry it out over time. Today there is ample accumulated research
findings and documented practices of the best firms to prove the value of
the human factor.

019 Smriti MCQ

Demble a) Scientific management i. concerned with recognition of the
importance of human element in
the organization
b) Industrial revolution ii. Growth along with classical
1. organization theory to help
managers in increasing the
efficiency of workers
c) Human Relation iii. Use of scientific methods to
Approach increase industrial efficiency

d) Industrial Psychology iv. Gave birth to modern factory

system
Options: i.
A. (a)–(iii), (b)-(i), (c)-(ii), (d)-(iv)
B. (a)–(i), (b)-(ii), (c)-(iii), (d)-(iv)
C. (a)–(iv), (b)-(iii), (c)-(ii), (d)-(i)
D. (a)–(iii), (b)-(iv), (c)-(i), (d)-(ii)

ANSWER: D
LONG QUESTION

Explain scientific management as a concept of historical

development of organizational behaviour?
The great industrialist was primarily concerned with overall managerial
organisation in order for their companies to survive and prosper. The
scientific management movement around the turn of the century took an
arrower, operations perspective. Yet, the two approaches were certainly
not contradictory. The managers in both cases applied the scientific
method to their problems and they thought that effective management at
all levels was the key to organisational success.

Fredrick W Taylor(1856 - 1915) is the recognized father of scientific

management.

Taylor started scientific management in his time-and-motion studies at

the Midvale Steel Company in the early 1900's. As an industrial
engineer, he was concerned within efficiencies in manual labour jobs
and believed that by scientifically studying the specific motions that
made up the total job, a more rational, objective and effective method of
performing the job could be determined. In his early years as a foreman
in the steel industry, he saw different workers doing the same job in
different ways. It was his opinion that each man could not be doing his
job in the optimal way, and he set out to find the "one best way" to
perform the job efficiently. His argument proved to be correct and in
some instances "taylorism" resulted in productivity increases of 400
percent. In almost all cases, his methods improved productivity over
existing levels.

Taylor had actually shop and engineering experience and therefore was
intimately involved with tools, products and various machining and
manufacturing operations. His well- known metal -cutting experiments
demonstrate the scientific management approach. Over a period of
twenty-six years, Taylor tested every conceivable variation in speed,
feed, depth of cut, and kind of cutting tool. The outcome of this
experimentation was high speed steel, considered one of the most
significant contributions to the development of large-scale production.
Coupled with Taylor's logical, rational, engineering -like approach to
management was a simple theory of human behaviour: people are
primarily motivated by economic rewards and well take direction if
offered the opportunity to better their economic positions. Put simply,
taylor's theory stated that:

o Physical work could be scientifically studied to determine the

optimal method of performing a job.
o Workers could thereafter be made more efficient by being given
prescriptions for how they were to do their jobs.
 o Workers would be willing to adhere to these prescriptions if paid
on "differential piece work" basis.

In addition to advocating the use of scientific means to develop the best

way to do a task, Taylor argued that several other principles were
important.

Workers with appropriate abilities had to be selected and trained in the

appropriate task method.

Supervisors needed to build cooperation among theiers to ensure that

they followed the designated method of work. Building such cooperation
included soliciting workers' suggestions and being willing to discuss
ideas for improved work methods.

Taylor's four principles of scientific management are summarized here:

o Scientifically study each part of a task and develop the best

method for performing the task.
o Carefully select workers and train them to perform the task by
using the scientifically developed method.
o Cooperate fully with workers to ensure that they use the proper
method.
o Divide work and responsibility so that management is responsible
for planning work methods using scientific principles and workers are
responsible for executing the work accordingly.

020 Chodenla MCQ

Gyurmey a) Things causing i. Patience, achievement
Phinjo dissatisfaction according to oriented, directive and
Herberg’s theory supportive
b) ERG theory of motivation ii. Hygiene Factors
c) Path Goal theory iii. Consensus
d) If everyone who is faced iv. Alderfer
with similar situation
responds in the same way,
attribution theory states that
the behaviour shows.
OPTIONS:
A. (a)-(ii), (b)-(i), (c)-(iv), (d)-(iii)
B. (a)-(iii), (b)-(iv), (c)-(i), (d)-(ii)
C. (a)-(ii), (b)-(iv), (c)-(i), (d)-(iii)
D. (a)-(i), (b)-(iii), (c)-(iv), (d)-(ii)
 ANSWER: C
LONG QUESTION

Who is known as the Father of scientific management and what does

his theory state?
It was F.W. Taylor who was the father of scientific management. Taylor
was concerned with worker inefficiency and the need for managers to
gain the co-operative effort of the employees. He studied the elements of
jobs, eliminating unnecessary motions and timing the tasks, in an effort
to discover the “one best way” and the fastest time a worker could
perform a particular task. Time and Motion study became the heart of
SM and represented a way of accurately determining the amount of work
a man could do. Taylor declared that SM constituted a complete change
in the mental attitude of workers and managers and he sums up SM as (i)
Science, not the rule of thumb; (ii) Harmony not discord; (iii) Co-
operation not individualism and (iv) Maximum output, in place of
restricted output. Taylor stated what the workmen want from their
employers is high wages and what employers want from their workmen
is a low labour cost of manufacture.He pointed out workers and
managers have similar interests and mutual benefits from increased
production and argued that the application of SM represented a partial
solution of the labour problem because it would increase production at
lower cost to employers and would result in higher wages for the
workers since each worker would be compensated according to their
output. SM represented a new attitude towards management and
Taylor’s work contributed greatly to the formalisation and specialisation
of management. Taylor argued that management actually is a true
science resting upon clearly defined laws, rules and principles. Taylor
proposed functional management as part of SM. Functional management
delegated the traditional foreman’s managerial responsibilities to eight
separate employees who were specialists at their functions. The purpose
of functional management was to enable proper management of the
employee by the separation of the planning of work from its execution
and the substitution of individual judgement in the rules and principles.

023 Anchal MCQ

a) The practice of management i. Henry Fayol
b) Industrial Civilization ii. Fredrick Winslow Taylor
c) Scientific management iii. Elton Mayo
d) General & Industrial iv. Peter F Drucker
administration
 OPTIONS:
A. (a)-(i), (b)-(ii), (c)-(iii), (d)-(iv)
B. (a)-(iv), (b)-(iii), (c)-(i), (d)-(ii)
C. (a)-(iv), (b)-(iii), (c)-(ii), (d)-(i)
D. (a)-(iii), (b)-(iv), (c)-(ii), (d)-(i)

ANSWER: D
LONG QUESTION

Define the Three levels of Organizational Behavior?

There are three levels of Organizational Behavior that are the individual,
the group, and the organization.

The Individual
The individual level includes each individual person within an
organization. Each individual acts differently which affects group
dynamics and the organization as a whole. If there are a lot of happy and
efficient individuals, the work environment will be an efficient and
productive one. However, if there are a lot of negative and disgruntled
individuals, it can create a toxic environment. It is impossible for a
company to study each individual employee’s behavior, however, it is
important for a company to create guidelines and expectations that will
attract employees with desirable behaviors.

The Group
The group level includes any groups within an organization. Groups can
range in size from a couple people working together, to a large group
with dozens or hundreds of members. As we just discussed, individuals
can affect a group and a group can affect an organization. And at the
same time, a group can affect individuals and an organization can affect
a group.

The Organization
Finally, the organization level incorporates the organization as a whole.
In case you haven’t picked up on the trend, it’s important to point out
that the organization impacts the individual and group behavior and that
individual and group behavior impacts an organization.

024 Kajal MCQ

Sharma a) Robert Owen i. contributed in understanding
individual behaviour
b) Fredrick Winslow Taylor ii. First woman to gain
 prominence as a major
contributor to the
development of management
as a science
c) George Elton Mayo iii. Father Of Personnel
Administration
d) Abraham Maslow iv. Hawthorne Experiments
e) Lillian Gilberth v. Father of Scientific
Management
OPTIONS:
A. (a)-(i), (b)-(ii), (c)-(iii), (d)-(iv), (e)-(v)
B. (a)-(ii), (b)-(i), (c)-(iii), (d)-(v), (e)-(iv)
C. (a)-(iii), (b)-(v), (c)-(iv), (d)-(i), (e)-(ii)
D. (a)-(v), (b)-(iii), (c)-(i), (d)-(ii), (e)-(iv)

ANSWER: C
LONG QUESTION

Explain and provide an overview of the stages that have contributed

in the emergence of the discipline of organisational behaviour?

Various Historical Concepts

1. Industrial Revolution:
It has only been since the Industrial Revolution that relatively large
number of individuals have been required to work together in manager-
subordinate relationships. Prior to this many of the large organisations
that did exist, were military ones in which the authority of the leader was
supreme and practically unquestioned, since membership was not
voluntary.
With passage of time , problems such as child labour, exploitation of
workers, long wiring hours, etc arose.
Robert Ownen was one of the first to emphasize the human needs of his
employees. He refused to employ young children and also educated his
workers about proper cleanliness and hygiene.
It was the beginning towards modern organisational behaviour.

2. Scientific Management:
The great industrialist was primarily concerned with overall managerial
organisation in order for their companies to survive and prosper. The
scientific management movement around the turn of the century took an
arrower, operations perspective. Yet, the two approaches were certainly
not contradictory. The managers in both cases applied the scientific
method to their problems and they thought that effective management at
all levels was the key to organisational success.
Fredrick W Taylor is the recognized father of scientific management. He
advocated use of scientific methods to increase industrial efficiency.
Put simply, taylor's theory stated that:

o Physical work could be scientifically studied to determine the

optimal method of performing a job.
o Workers could there after be made more efficient by being given
prescriptions for how they were to do their jobs.
o Workers would be willing to adhere to these prescriptions if paid
on "differential piece work" basis.

Many have criticized Taylor's work for dehumanizing the work place
and treating workers like machines, but his overall contribution to
management was significant. Taylor's ideas on time study,
standardization of work practices, goal setting, money as a motivator,
scientific selection of workers and rest pauses have all proved to be
successful techniques of management today.
Taylor was by no means the only noteworthy scientific manager.
Others in the movement, such as Frank and Lillian Gilberth and Henry L
Gantt made especially significant contributions.

The Gilbreths: Other major advocates of scientific management were

the husband and wife team of Frank Gilbreth and Lillian Moller
Gilberth.
The two continued their studies aimed at eliminating unnecessary
motions and expanded their interests to exploring ways of reducing task
fatigue
Lillian helped define scientific management by arguing that scientific
studies of management must focus on both analysis and synthesis. She
also had a particular interest in the human implications of scientific
management, arguing that the purpose of scientific management is to
help people reach their maximum potential by developing their skills
and abilities. Lillian Gilbreth ranks as the first woman to gain
prominence as a major contributor to the development of management as
a science.

Henry L Gantt : The most well -known is the Gantt Chart, a graphic aid
to planning, scheduling and control that is still in use today. He also
devised a unique pay incentive system that not only paid workers extra
for reaching standard in the allotted time but also awarded bonuses to
supervisors when workers reached standard
 The Human Relations Movement:
The second major step on the way to current organisational behaviour
theory was the Human Relations Movement. It is concerned with
recognition of importance of human element in organisations.
The Human Relations Movement, popularized by Elton Mayo and his
famous Hawthorne studies, in many ways remained the foundation of
much of our management thinking today.
The human rationalists argued that achievement of organisational
objectives is impossible without willing cooperation of people.

Behavioural Science Approach:

This approach emerged as a result of the contributions of psychologists,
sociologists and anthropologists to the field of management.
This perspective believes that it is difficult to understand the sociology
of a group separate from the psychology of the individuals comprising it
and the anthropology of the culture within which it exists. It lays
emphasis on the study of motivation, leadership, communication, group
behaviour, etc.
Human beings bring to their task aspects of behaviour which the
effective manager should understand . knowledge of human behaviour
can be used in making people more effective in the organisation.
This approach is a strong foundation for a new field of study i.e,
Organisational Behaviour.

025 Divya MCQ

Rudra a) FW Taylor i. Rational Organization and
Charismatic Leadership
b) Max Weber ii. Conducted Productivity
Theory
c) Elton Mayo iii. New form of organization
based on Division of labour
d) Adam Smith iv. Introduced systematic use of
goal setting and rewards to
motivate employees.
A. (a)-(ii), (b)-(iii), (c)-(iv), (d)-(i)
B. (a)-(ii), (b)-(iii), (c)-(i), (d)-(iv)
C. (a)-(iii), (b)-(iv), (c)-(i), (d)-(ii)

ANSWER : A
LONG QUESTION
 Write a short note on ABA analysis.
Applied Behavioral analysis (ABA) is a type of therapy that focuses on
improving specific behaviors, such as social skill, communication,
reading and academics as well as adaptive learning skills, such as fine
motor dexterity, hygiene, grooming, domestic capabilities, punctuality
and job competence. ABA is effective for children and adults with
psychological disorders in a variety of settings, including schools,
workplace, homes and clinics. It has also been shown that consistent
ABA can significantly improve behaviors and skills and decrease the
need for special services.
It is commonly practiced as a therapeutic intervention for individual
with autism. According to the center for autism, ABA helps the autistic
client improve social interaction, learn new skills and maintain positive
behaviors. ABA also helps transfer skills and behavior from one
situation to another, controlling situations where negative behavior arise
and minimizing negative behaviors. With autism, ABA is most
successful when intensely applied for more than 20 hours a week and
prior to the age 4. ABA also helps aging adults cope with the losses that
come with age, like memory, strength, and relationships. For young and
old, ABA can help individuals manage some of the lifestyle challenges
that accompany many mental and physical health conditions.
By studying this one can:
1) Determine which behaviours require change.
2) Set goals and expected outcomes
3) Establish ways to measure changes and improvement
4) Evaluate where you are now
Regularly review your progress.

026 Muskan MCQ

Kumari a) Scientific management
b) Administrative theory
i. A theory of authority
structures that describes
organizational activity based
on authority relation
ii. Co-operate with the workers
heartily so as to ensure that
all work to be done is in
accordance with the
 principles of the science that
has been developed.
c) Structural Theory iii. Managers perform five
management functions:
Planning, Organizing,
Commanding, Co-ordinating
and Controlling
d) Social man theory iv. Win people to their way of
thinking by letting others do
the talking and never telling
a man he is wrong
e) Behavioural theory v. Consider organizations as
social systems that require
human co-operation
OPTIONS:
A. (a)-(ii), (b)-(iv), (c)-(i), (d)-(iii), (e)-(v)
B. (a)-(iii), (b)-(ii), (c)-(i), (d)-(v), (e)-(iv)
C. (a)-(v), (b)-(iii), (c)-(ii), (d)-(iv), (e)-(i)
D. (a)-(ii), (b)-(iii), (c)-(i), (d)-(v), (e)-(iv)

ANSWERS: D
LONG QUESTION

What were the results of human relations movements? How can

human relations management improve employee performance?

The human relations movement was a crucial event in management

history and a major contribution to today's style of leading. The
behavioral sciences helped managers and theorists understand how to
increase productivity by ditching the primary focus on organizations
over their workers. Contemporary theories, like the contingency theory
and the systems theory, focus more on the importance and effect of
every individual in a company and how they can achieve their own goals
while benefiting their organization. There are a few positive actions
businesses can take to improve employee performance1. Treat work
naturally. Try to encourage employees to treat work just as naturally as
they would resting or playing. After all, this is one of the central points
of human relationship management. They are exercising their skills in a
professional environment. The more that employees can treat work as a
natural state, the easier this will become. 2. Share the big picture. Try to
share the overall theme and big picture of the job with employees.
Everyone wants to feel valued, and they want to know that their work is
contributing to larger successes. When employees can see how they fit
into the big picture, they will be more motivated. 3. Give employees
 more power. Everyone wants to feel independent, and nobody wants to
feel like someone is constantly looking over their shoulder. Therefore,
push employees to innovate and make independent decisions when
appropriate. 4. Train employees, and develop their skills accordingly.
Employees who feel like the company is investing in them are more
likely to perform better. As they grow, increase their freedom and
responsibilities as well. 5. Reward success. Recognize employees when
they do well. Nobody wants to feel like their work is being ignored.
Therefore, reward employees and success, and make sure they know
their hard work is being noticed. This will encourage others to work hard
to achieve company goals as well.

027 Rohit
Kumar

028 Ankita MCQ

Singh a) Illumination experiment 1. F. W. Taylor
b) Scientific management 2. Vroom’s expectancy theory
theory
c) Motivation= valence * 3. George A Pennock
expectancy
d) Two factors Theory 4. Elton Mayo
e) Father of human relation 5. Herzberg
approach
OPTIONS:
A. (a)-(iii), (b)-(i), (c)-(ii), (d)-(v), (e)-(iv)
B. (a)-(i), (b)-(ii), (c)-(iii), (d)-(v), (e)-(iv)
C. (a)-(iii), (b)-(i), (c)-(ii), (d)-(v), (e)-(iv)
D. (a)-(iv), (b)-(ii), (c)-(i), (d)-(v), (e)-(iii)

ANSWER: A
LONG QUESTION

Describe Hawthorne studies in detail.

Hawthorne Effect
Hawthorne effect occurs when people behave behaves differently
because they know they are being watched. It can also lead to the
observation being the interventiontion. For eg, recommending
Individuals who want to lose weight should keep a diary of what they eat
and drink.

It is called Hawthorne effect because :

It refers to the fact that people will modify their behaviour simply
because they are being watched or observed. The effect gets its name
from one of the most famous industrial history experiments that took
place at western electric factory in the Hawthorne suburb of Chicago in
the late 1920’s and early 1930’s

The effect was first described in the 1950’s by researcher Henry A.

Landsberger during his analysis of experimrnts conducted during the
1920’s and 1930’s. the phenomenon is named after the location where
the experiment took place, Western Electric’s Hawthorne Works Electric
Company just outside of hawthorne Illinoi.

Hawthorne effect in sociology.

The Hawthorne effect (also known as the observer effect or viewing

effect) is where individuals modify or improve an aspect of their
behaviour in response to their aware of being observed.

Use of Hawthorne effect in today’s World:

1. Hawthorne effect established that the productivity of employees

increased dramatically where they felt they were being heard.
2. Employees tend to perform better when they are being observed.

Hawthorne study threat to validity:

1. It is perhaps the most challenging threat to internal validity for

researchers to control.
2. It makes the effect equal across groups given that everyone knows
they are in a research study and they are being observed.

Main Conclusion:

Changes in the work environment could impact productivity, but those

productivity gains are only short term like any good researcher would.

Hawthorne effect is a type of reactivity in which individuals modify an

aspect of their behaviour in response to their awareness of being
observed. This can undermine the integrity of research, particularly he
relationship between variables.

Importance:
 1. Individuals improve their behaviour when they feel they are
being observed.
2. It is employee driven which motivates them and increase their
morale.

032 Mansi MCQ

a) Who is the father of i) Adam Smith
scientific management?

b) Who introduced the concept ii) Fredrick Winslow Taylor

of rational organization?

c) Who is the father of iii) George Elton Mayo

economics?

d) Who helped to lay the iv) Max Weber

foundation for human
relations movement?
e) Who introduced the v) Fredrick Winslow Taylor
systematic use of goal setting
and rewards to motivate
employee?

OPTIONS:
A. (a)-(v), (b)-(iv), (c)-(i), (d)-(iii), (e)-(ii)
B. (a)-(i), (b)-(ii), (c)-(iii), (d)-(iv), (e)-(v)
C. (a)-(v), (b)-(iv), (c)-(iii), (d)-(ii), (e)-(i)
D. (a)-(ii), (b)-(i), (c)-(iv), (d)-(iii), (e)-(v)

ANSWER: A
LONG QUESTION

Explain industrial revolution in brief?

Industrial Revolution, in modern history, the process of change from an

agrarian and handicraft economy to one dominated by industry and
machine manufacturing. This process began in Britain in the 18th
century and from there spread to other parts of the world. Although used
earlier by French writers, the term Industrial Revolution was first
popularized by the English economic historian Arnold Toynbee (1852–
83) to describe Britain’s economic development from 1760 to 1840.
Since Toynbee’s time the term has been more broadly applied.
Historians conventionally divide the Industrial Revolution into two
approximately consecutive parts. What is called the first Industrial
Revolution lasted from the mid-18th century to about 1830 and was
mostly confined to Britain. The second Industrial Revolution lasted from
the mid-19th century until the early 20th century and took place in
Britain, continental Europe, North America, and Japan. Later in the 20th
century, the second Industrial Revolution spread to other parts of the
world.
The Industrial Revolution increased the overall amount of wealth and
distributed it more widely than had been the case in earlier centuries,
helping to enlarge the middle class. However, the replacement of the
domestic system of industrial production, in which independent
craftsperson worked in or near their homes, with the factory system and
mass production consigned large numbers of people, including women
and children, to long hours of tedious and often dangerous work at
subsistence wages. Their miserable conditions gave rise to the trade
union movement in the mid-19th century.
Advantages of the Industrial Revolution

The Industrial Revolution created an increase in employment

opportunities. As factories became widespread, additional managers and
employees were required to operate them. Since most of the factories
and large companies were located near the cities, the U.S. population
migrated to urban areas often overwhelming the available housing.
Increased innovation led to higher levels of motivation and education
that resulted in several ground-breaking inventions that are still used
today. These inventions include the sewing machine, X-ray, light bulb,
calculator, and anesthesia.
Due to the Industrial Revolution's advancements, the nation saw the first
combustible engine, the first incandescent light bulb, and the first
modern assembly line used in manufacturing. The Industrial Revolution
changed how people worked, the technologies available to them, and
often where they lived.
Disadvantages of the Industrial Revolution

Although there were numerous advancements during the Industrial

Revolution, the rapid progress caused many issues. As workers left their
farms to work in factories for higher wages, it led to a shortage of food
being produced.
The sharp increase in the number of factories led to an increased in
urban pollution. Pollution wasn't contained to the factories as people
flocked to the cities, the living conditions were deplorable as the urban
resources were overwhelmed.
Sewage flowed in the streets in some cities while manufacturers dumped
 waste from factories into rivers. Water supplies were not tested and
protected as they are today. As a result, regulations and laws were
enacted to protect the population.
The Industrial Revolution provided an incentive to increase profits, and
as a result, working conditions in factories deteriorated. Long hours,
inadequate remuneration, and minimal breaks became the norm. Child
labor was a major issue. Health issues arose for many of the factory
workers giving rise to the labor movement throughout the U.S.

Real-World Examples of the Industrial Revolution

The first cotton mill was built after Samuel Slater brought Britain's
manufacturing technology to the United States. The mill was powered
by water bringing jobs and commerce to the Northeast. In the following
years, many factories and mills were built using the same technologies.
In 1869, the first transcontinental railroad was completed and was a
major accomplishment for the U.S. since it allowed the transportation of
goods, people, and raw materials nationwide.
Also, during the American Industrial Revolution, Samuel Morse created
the telegraph, which sent electric signals over a wire allowing the nation
to communicate. Andrew Carnegie built the first steel mills in the U.S.
while Alexander Graham Bell invented the telephone.

033 Ankit MCQ

Kumar a) Scientific management i. An effort by management to
treat employees in a more
humanistic manner.
b) Human relations movement ii. The application of scientific
methods to increase
individual workers'
productivity.
c) Book “The Psychology of iii. William Gilbreth
Management”
d) Hawthorn experiment and iv. Elton Mayo
human relation movement
OPTIONS:
A. (a)-(ii), (b)-(iv), (c)-(i), (d)-(iii)
B. (a)-(iii), (b)-(ii), (c)-(i), (d)-(iv)
 C. (a)-(ii), (b)-(i), (c)-(iii), (d)-(iv)
D. (a)-(iv), (b)-(iii), (c)-(ii), (d)-(i)

ANSWER: C
LONG QUESTION

Explain Organisational Behaviour and its emergence.

“Organisational behaviour is directly concerned with the understanding,

production and control of human behaviour in organisations.”—Fred
Luthans
“Organisational behaviour is a field of study that investigates the impact
that individuals, groups and structure have on behaviour within the
organisations for the purpose of applying such knowledge toward
improving an organization’s effectiveness.”—Stephens P. Robbins.
OB is the study of individual behaviour in isolation, when in group and
as a part of an organisation. Organizational behaviour is a field of study
that investigates how individuals, groups, and structure affect and are
affected by behaviour within organizations. Behaviour refers to what
people do in the organization, how they perform, and what their attitudes
are. OB is frequently applied to address workplace issues such as
absenteeism, turnover, productivity, motivation, working in groups, and
job satisfaction. Managers often apply the knowledge gained from OB
research to help them manage their organizations more effectively.
OB recognizes differences, helps us see the value of workforce diversity,
and calls attention to practices that may need to be changed when
managing and working in different countries. It can help improve quality
and employee productivity by showing managers how to empower their
people, as well as how to design and implement change programs. It
offers specific insights to improve people skills.

Questions we can answer after studying organisational behaviour:

i. Why people behave in a particular way?
ii. Why one person is more effective than the other?
iii. Why one group is more effective than the other?
iv. Why one person is more effective in one organisation as compared to
the other organisations?

Emergence of OB
This field of study was started since long time and there were too many
studies and theories from the precursors Of OB. Such as:
 Robert Owen, 1700: Concerned with work and labour conditions
 to be improved.
 Hugo Munsterberg 1900: Introduce industrial psychology to study
people behaviour at work, and to tests for employee selection,
learning concepts for training and human behaviour to motivate
employees.
 Mary Parker Follet 1900s: Organization viewed from a
perspective of industrial behaviour and group behaviour. More
people oriented and based on group ethics.
 Chester Barnard 1930: He sees the organization as open systems.
Organisation is social systems that need cooperation. Managers’
job is to communicate & stimulate employees to get their
maximum effort.

The main study of emergence of OB is:

The Hawthorne studies (1927 – 1932)
•Productivity increased under different working conditions.
•Norma, group standards and attitudes influenced individual’s
productivity
•The effect of incentive plans was below expectations.

The main theory of emergence of OB is:

The famous X-Y theory
 Theory X Assumptions:
1. People do not like work and try to avoid it. So, managers have to
control, direct, coerce, and threaten employees to get them to work
toward organizational goals.
2. People prefer to be directed, to avoid responsibility, to want security;
they have little ambition.

 Theory Y Assumptions:
1. People do not naturally dislike work; work is a natural part of their
lives.
2. People are internally motivated and they are committed to goals to
the degree that they receive personal rewards when they reach their
objectives.
3. People will seek and accept responsibility under favourable
conditions. But under most organizational conditions their potential is
underutilized.
4. People have the capacity to be innovative in solving organizational
problems

034 Neeti Gupta MCQ

a) Max Weber i. Introduce the concept about
 rational organisation and
initiated the concept of
charismatic leaders
b) Fedrick winslow taylor ii. introduce a systematic use of
goal setting and rewards to
motivate employees
c) Adam Smith iii. Conducted productivity
studies with his colleagues at
western electrics hawthorne
plant
d) Elton Mayo iv. Advocated a new form of
organisational structure
based on the division of
labour

OPTIONS:
A. (a)-(i), (b)-(ii), (c)-(iv), (d)-(iii)
B. (a)-(iii), (b)-(iv), (c)-(ii), (d)-(i)
C. (a)-(iii), (b)-(ii), (c)-(iv), (d)-(i)
D. (a)-(iii), (b)-(iv), (c)-(i), (d)-(ii)

ANSWER: A
LONG QUESTION

What are the steps involved in organisation behaviour management

(OBM ) consultation ?

Determine key results. Typically, the practitioner or researcher works

with managers and executives to identify desired results.
2.Find the pinpoints. The practitioner works with managers and
executives to determine important behaviors and immediate results
required to accomplish the key results. These behaviors and results are
often referred to as “pinpoints” or “targets.”
3.Develop a measurement system. The practitioner helps the target
audience develop an accurate and reliable way to measure the pinpointed
behavior and results. This method often involves tracking costs
associated with the pinpoints. Measurements will provide information
about the current levels of the behavior and results, as well as providing
a baseline comparison that can be used to evaluate the effects of
solutions.
4.Diagnose the problem. The practitioner teaches managers to ask
questions and conduct observations of the work environment and
completed tasks to help determine the cause of performance
deficiencies. Asking questions and collecting data typically involves
 four broad areas of potential causes: antecedents, knowledge and skills,
equipment and processes (including a systems analysis), and
consequences.
5.Develop and implement a solution. After the results of the assessment,
the practitioner then works with managers to develop and implement
solutions that address identified deficiencies.
6.Evaluate the effects. Typically, results are measured before, during and
after solution implementation. There are at least three types of results
that are of interest to the OBM practitioner: behavior change results,
treatment acceptability and cost-benefit results.

037 Akshita MCQ

Aggarwal a) Abraham Maslow i. Human motivation theory
b) David Mc Clelland ii. Management theory
c) Chester Barnard iii. Hierarchy needs of theory
d) Elton Mayo iv. Acceptance theory of
authority
OPTIONS:
A. (a)-(i), (b)-(ii), (c)-(iii), (d)-(iv)
B. (a)-(ii), (b)-(iii), (c)-(iv), (d)-(i)
C. (a)-(iii), (b)-(iv), (c)-(i), (d)-(ii)
D. (a)-(iii), (b)-(i), (c)-(iv), (d)-(ii)

ANSWER: D
LONG QUESTION

Discuss the steps involved in Organizational Behavior Management

Consultation.
Organizations are focused on improving productivity and profits. An
option available with the organisations that takes a more scientific
approach to achieving business goals is through the field of
organizational behavior management. Organizational behavior
management applies behavioral principles to individuals and groups in
business, industry, government and human service settings.

Here are the steps involved during an OBM consultation:

1. Determine key results. The practitioner or researcher works with

managers and executives to identify desired results.
2. Find the pinpoints. The practitioner works with managers and
executives to determine important targets and immediate results required
to accomplish the key results.
 3. Develop a measurement system. The practitioner helps the target
audience develop an accurate and reliable way to measure the pinpointed
or targeted behavior and results

4. Diagnose the problem. The practitioner teaches managers to ask

questions and conduct observations of the work environment and
completed tasks to help determine the cause of performance
deficiencies.

5. Develop and implement a solution. After the results of the assessment,

the practitioner then works with managers and executives to develop and
implement solutions that address identified deficiencies.

6. Evaluate the effects. Typically, results are measured before, during

and after solution implementation. There are at least three types of
results that are of interest to the OBM practitioner: behavior change
results, treatment acceptability, and cost-benefit results. Behavior
change results help verify whether the solution changed the intended
behavior and produced the intended outcomes. Treatment acceptability
is important in OBM because the solution will not be maintained if
employees and managers deem it unpalatable. Cost-benefit results help
the practitioner calculate return-on-investment figures.

038 Prachi Jain MCQ

a) Rational organization & i) Fredrick Winslow Taylor
initiated the concept of
charismatic leadership
b) Based on division of labor ii) Max Weber
c) Introduced the systematic iii) Elton Mayo
use of goal setting & reward
to motivate employees
d) Conducted Western iv) Adam Smith
Electric’s Hawthorne Plant
e) Using motion study to v) Frank Gilberth
eliminate inefficiency in
brick laying process.
OPTIONS:
A. (a)-(i), (b)-(iv), (c)-(ii), (d)-(iii), (e)-(v)
B. (a)-(ii), (b)-(iv), (c)-(i), (d)-(iii), (e)-(v)
C. (a)-(i), (b)-(iv), (c)-(v), (d)-(iii), (e)-(ii)
D. (a)-(ii), (b)-(v), (c)-(i), (d)-(iv), (e)-(iii)
ANSWER: B
LONG QUESTION

Explain Organizational behavior management. How it works? What

is the relationship between Organizational behavior management
and applied Behavior analysis (ABA)?

Organizational Behavior management (OBM) applies behavioural

principles to individuals and groups in business, industry, government
and human service settings. OBM can be seen as the intersection
between behavioural science and improvement in organizational
environments.
The growth of OBM has resulted in three primary specialty areas.

Performance management: To manage the performance of employees.

This is used to be the synonymous with the term “OBM,” but it is now
its own field.

Systems analysis refers to the analysis and modification of

organizational processes to benefit the organization. This field focuses
on how individuals or groups of workers can complete interdependent
tasks that lead to created products or services important to the entire
organization.

Behavior-based safety is a fast-growing specialty that analyses and

modifies work environments to reduce injuries and promote safe
Behavior.
Organizational Behavior management (OBM) applications isolate,
analyse and modify environment events that most directly affect
performance. Specific interventions allow practitioners to effectively
modify Behavior in organizational environments.
There are two categories of OBM interventions: antecedent-based
interventions and consequence-based interventions.

Antecedent-based interventions include task clarification, equipment

modification, goal setting, prompting and training.

Consequence-based interventions include feedback, praise and monetary

and nonmonetary incentives.

Relationship between Organizational behavior management and applied

Behavior analysis (ABA)
OBM is rooted in the field of applied Behavior analysis (ABA), which
develops techniques to produce socially significant Behavior in a wide
 range of areas and behavioural problems.

Like ABA, OBM is focused almost exclusively on practical strategies

that can be used to change Behavior. For instance, instead of focusing on
personality traits that are most predictive of high performers, ABA and
OBM are more concerned about investigating methods to improve
performance.

039 Anu MCQ

a) Adam Smith i. conducted productivity
studies at Western Electric's
Hawthorne Plant. 
b) Max Weber ii. Introduced the systematic
use of goal setting
and rewards to motivate
employees.
c) Fredrick Winslow Taylor iii. Introduced the concept about
rational organisations and
initiated the concept of
charismatic leadership.
d) Elton Mayo iv. advocated a new form of
organisational structure
based on the division of
labour. 
OPTIONS:
A. (a)-(i), (b)-(ii), (c)-(iii), (d)-(iv)
B. (a)-(iv), (b)-(iii), (c)-(ii), (d)-(i)
C. (a)-(ii), (b)-(iv), (c)-(i), (d)-(iii)
D. (a)-(iii), (b)-(i), (c)-(ii), (d)-(iv)

ANSWER: B
LONG QUESTION

What Is Organizational Behavior Management?

Organizational behavior management (OBM) applies behavioral

principles to individual and group in business, industry, government and
human service settings, according to Psychological Services, a
publication from the American Psychological Association. OBM can be
seen as the intersection between behavioral science and improvement in
organizational conducted productivity studies at Western Electric's
Hawthorne Plant. .
OBM is rooted in the field of applied behavior analysis (ABA), which
 develops techniques to produce socially significant behavior in a wide
range of areas and behavioral problems. ABA is one of three disciplines
of behavior analysis, or the science of behavior, which includes:
 Applied wing of the discipline of behavior analysis (ABA)
 Experimental analysis of behavior, focusing on basic principles of
behavior
 Branch of behavior analysis that focuses on the conceptual and
philosophical underpinnings of the science of behavior
(behaviorism)
Like ABA, OBM is focused almost exclusively on practical strategies
that can be used to change behavior. For instance, instead of focusing on
personality traits that are most predictive of high performers, ABA and
OBM are more concerned about investigating methods to improve
performance.
The growth of OBM has resulted in three primary specialty areas.
 Performance management applies behavioral principles to
manage the performance of employees. This used to be
synonymous with the term “OBM,” but it is now its own field,
contrasted by specialty areas geared toward other levels of the
organization.
 Systems analysis refers to the analysis and modification of
organizational processes to benefit the organization. This field
focuses on how individuals or groups of workers can complete
interdependent tasks that lead to created products or services
important to the entire organization.
 Behavior-based safety is a fast-growing specialty that analyzes
and modifies work environments to reduce injuries and promote
safe behavior. Instead of other disciplines’ approach to safety
from the standpoint of mechanical or structural engineering,
behavior-based safety concentrates on changing employees’
behavior to reduce injuries and make safe performance more
common.

040 Vitaan Soni MCQ

a) F.W. Taylor i. Introduced concept about
rational organizations &
charismatic leadership
b) Frank & Lillian Gilberth ii. Advocated a new form of
organizational structure
based on Division of Labour
in 1776.
c) Adam Smith iii. Introduced the systematic
use of goal setting and
rewards to motivate
 employees in 1890’s.
d) Max Weber iv. Used the THERBLIG
concept to study jobs and
also pioneered the use of
motion picture technology in
studying jobs.
OPTIONS:
A. (a)-(iv), (b)-(iii), (c)-(i), (d)-(ii)
B. (a)-(ii), (b)-(i), (c)-(iv), (d)-(iii)
C. (a)-(iii), (b)-(iv), (c)-(ii), (d)-(i)
D. (a)-(ii), (b)-(iii), (c)-(iv), (d)-(i)

ANSWER: C
LONG QUESTION

What do you mean by Organizational Behaviour Management

(OBM)? Explain its Working Mechanism in the management and
also define the steps taken in the OBM Execution.

Organizational Behaviour (OB) is the academic study of how people act

within groups. Its principles are applied primarily in attempts to make
businesses operate more effectively.

Organizational behaviour management (OBM) is a subdiscipline

of Applied Behaviour Analysis (ABA), which is the application of
behaviour analytic principles and contingency management techniques
to change behaviour in organizational settings. 

The two major things that makes up the OBM Concept

1. Scientific management
OBM might be seen as one of the distant branches of scientific
management, originally inspired by Taylor.
2. Quality management
The parallel between OBM tools and the process and procedures
common to the so-called Quality Movement (SPC, Deming,
Quality Circles, ISO, etc.) was documented by Wikoff in his ISPI
Article of the Year, the quality movement meets performance
technology.

Working Mechanism –
There are two categories of OBM interventions: antecedent-based
interventions and consequence-based interventions.

1. Antecedent-based interventions include task clarification,

equipment modification, goal setting, prompting and training.

 Task clarification involves clearly defining employees’ tasks.

 Equipment modification involves altering equipment used for
tasks.
 Goal setting involves setting performance goals and then access
to rewards.
 Prompting involves prompts to perform or continue performing
an activity.
 Training involves identifying and modifying inadequate
employee knowledge, skills or capacity.

2. Consequence-based interventions include feedback, praise and

monetary and nonmonetary incentives.

 Feedback involves delivering information about past performance

to the employee, which can vary according to format (verbal,
written, graphic) and delivery agent (manager-supervisor,
consultant-researcher or fellow employee). It is by far the most
common intervention used in OBM.
 Monetary and non-monetary incentives involve money, benefits
or tangible items contingent on performance; in practice and
research, they are often combined.

Steps in an OBM Consultation –

Here are some common steps that take place during an OBM
consultation, regardless of problem, setting and intervention, according
to Psychological Services.

 Determining key results - Typically, the practitioner or

researcher works with managers and executives to identify desired
results.
 Finding the pinpoints - The practitioner works with managers
and executives to determine important behaviours and immediate
results required to accomplish the key results
 Developing a measurement system - The practitioner helps the
target audience develop an accurate and reliable way to measure
 the pinpointed behaviour and results.
 Diagnosing the problem - The practitioner teaches managers to
ask questions and conduct observations of the work environment
and completed tasks to help determine the cause of performance
deficiencies.
 Developing and implementing a solution - After the results of
the assessment, the practitioner then works with managers to
develop and implement solutions that address identified
deficiencies.
 Evaluate the effects - Typically, results are measured before,
during and after solution implementation.

The growth of OBM has resulted in three primary specialty areas.

 Performance management applies behavioural principles to

manage the performance of employees.
 Systems analysis refers to the analysis and modification of
organizational processes to benefit the organization. This field
focuses on how individuals or groups of workers can complete
interdependent tasks that lead to created products or services
important to the entire organization.

Behaviour-based safety is a fast-growing specialty that analyses and

modifies work environments to reduce injuries and promote safe
behaviour.

041 Anjali Soni MCQ

a) George Elton Mayo i. Gantt chart
b) Human relation approach ii. General and industrial
administration
c) Peter F Drucker iii. Concern with recognition
of the importance of
human element in the
organisation.
d) Henry Fayol iv. Industrial civilazation
e) Henry L Gantt v. Human relation
movement
OPTIONS:
A. (a)-(i), (b)-(ii), (c)-(iii), (d)-(iv), (e)-(v)

B. (a)-(v), (b)-(iii), (c)-(iv), (d)-(ii), (e)-(i)

 C. (a)-(ii), (b)-(v), (c)-(i), (d)-(iv), (e)-(iii)

D. (a)-(iv), (b)-(i), (c)-(iii), (d)-(ii), (e)-(v)

ANSWERS: B
LONG QUESTION

What is organisational behaviour management explain in detail?

Explain the relationship between Organisational behaviour
management and Industrial and organisational psychology?

Behaviour management applied behavioural principal to individuals and

groups in business, industry, government and human service settings,
according to psychological services, a publication from the American
psychological Association.
Applied behaviour analysis is one of the business in disciplines of
behaviour analysis, or the science of waiver, which includes:
Applied wings of the in disciplines of behaviour analysis ABJA
Experimental analysis of behaviour focuses on basic principles of
behaviour
Branch of behaviour analysis that focuses on the conceptual and his loss
of equal underpinnings of the science of behaviour (behaviourism)

Relationship with industrial and organisational psychology:-

 While OBM and industrial and organisational psychology both
take place in organisational settings, the two areas differ in ways
such as theoretical basis, area of interest/research, research
methods and publication of research.
 Industrial and organisation is seen as its own field and is described
as the scientific study of working and applying the science to the
work place to address issues of relevance on the individual and
organisational level, many of which use on self-repot.
 OBM is seen as a sub discipline of ABA thus deriving the
principles from the field as opposed to IO.
While the areas of interest for both fields work to improve organisations,
IO psychology primary areas of interest are among worker personnel
selection and placement, cognitive processes, attitude and leadership
qualities. OBM areas of interest focus on observable behaviour such as
goal setting, feedback, job aids, improving safe behaviours in the
workplace.

 Research in IO psychology primarily consist of between – on group

 statistical designs and analyses while using surveys and laboratories
simulation. OBM research primarily practice within subject research
methods and designs with visual inspection of research through
graphs. Research in IO psychology is published through the Society
of industrial organisation psychology while research in ObM is
published in the JOBM.

042 Vanshika MCQ

Kapoor a) Adam smith i. Initiated the concept of
charismatic leadership
b) Fredrick Winslow Taylor ii. Scientific management
c) Elton mayo iii. Hawthorne experiments
d) Max weber iv. Form of organizational
structure based on division
of labour
OPTIONS
A. (a)-(i), (b)-(iii), (c)-(iv), (d)-(ii)
B. (a)-(ii), (b)-(iv), (c)-(i), (d)-(iii)
C. (a)-(iv), (b)-(ii), (c)-(iii), (d)-(i)
D. (a)-(iii), (b)-(i), (c)-(iv), (d)-(ii)

ANSWER: C
LONG QUESTION

Describe Scientific Management in brief.

F.W. Taylor was the first management thinker who insisted on the
introduction of scientific methods in management and made the first
systematic study of management. He launched a new movement which
is known as ‘Scientific Management’. He is recognized as the ‘Father of
scientific management’. He was concerned about efficiencies in manual
labour jobs and believed that by scientifically studying the specific
motions that made up the total job, a more rational method of
performing the job could be determined.

In his early years as a foreman in the steel industry, he saw different

workers doing the same job in different ways. It was his opinion that
each man could not be doing his job in the optimal way, and he set out to
find the "one best way" to perform the job efficiently. "Taylorism"
resulted in productivity increases of 400 percent. In almost all cases, his
methods improved productivity over existing levels. With Taylor’s
scientific approach to management was a simple theory of human
 behaviour that people are primarily motivated by economic rewards and
well take direction if offered the opportunity to better their economic
positions.
Put simply, Taylor's theory stated that:
1. Physical work could be scientifically studied to
determine the optimal method of performing a job.
2. Workers could thereafter be made more efficient by
being given prescriptions for how they were to do their
jobs.
3. Workers would be willing to adhere to these
prescriptions if paid on "differential piece work" basis.
Taylor’s goal was technical efficiency, but management was awakened
to the importance of human factor which was previously neglected. It
was a reaction to scientific management that many industrial
psychologists came forward who emphasized the role of human factor in
industry and later contributed to the popularity of ‘human relations
movement.’ 

CRITICISM OF SCIENTIFIC MANAGEMENT

Scientific management was criticized for speeding up the workers ,
insensitivity to the needs of the workers , introduction of the piece wage
system and denying guaranteed wages to the workers.

043 Kajal Patel MCQ

a) Adam Smith i. Fredrick Winslow Taylor
b) Max Weber ii. Western Electric Hawthorne
Plant
c) Elton Mayo iii.
Division of labour
d) Father of scientific iv.
1930’s to 1950’s
management
e) Human relations movement v. Charismatic leadership
OPTIONS:
A. (a)-(iii), (b)-(iv), (c)-(v), (d)-(i), (e)-(ii)
B. (a)-(iii), (b)-(v), (c)-(ii), (d)-(i), (e)-(iv)
C. (a)-(v), (b)-(iv), (c)-(iii), (d)-(ii), (e)-(i)
D. (a)-(i), (b)-(ii), (c)-(iii), (d)-(iv), (e)-(v)

ANSWER: B
LONG QUESTION

What is human relations movement? Who developed this theory?

Human relations movement refers to the researchers of organizational
development who study the behaviour of people in groups, particularly
 in workplace groups and other related concepts in fields such as
industrial and organizational psychology. It originated in the 1930s’
Hawthorne studies, which examined the effects of social relations,
motivation and employee satisfaction on factory productivity. The
movement viewed workers in terms of their psychology and fit with
companies, rather than as interchangeable parts, and it resulted in the
creation of the discipline of human relations management. The human
relations movement was founded by sociologist George Elton Mayo in
the 1930s following a series of experiments known as the Hawthorne
studies, which focused on exploring the link between employee
satisfaction/wellbeing and workplace productivity. Essentially the
Hawthorne studies concluded that when employers take an interest in
workers and make decisions based on their natural needs and
psychological makeup, productivity increases. They also found that
people work best when organised into groups, when they can have
effective two-way communication with their leaders, and when leaders
communicate and share information freely as part of an overall cohesive
decision-making process. The human relations movement is seen as the
precursor of the modern human resources function. Before the human
relations movement, workers were typically seen as replaceable cogs in
organisational systems that put the ultimate value on higher output.

044 Nitin MCQ

Kumar a) Relay Assembly Test
experiment
b) Human Relations Approach
c) Bank wiring observation
room experiment
d) Hawthorne Experiment
e) George Elton Mayo
i. Conducted Hawthorne
studies in late 1920s - early
1930s showed the
importance of groups in
affecting the behaviour.
ii. First conducted in
November 1924 at western
electric company's
Hawthorne plant in Illinois
Chicago
iii. Aims to study the effect of
hours ok work (or fatigue)
rest pauses on productivity
iv. A group of 14 male workers
were formed into a small
work group The men were
engaged in the assembly of
terminal banks
v. Also known as Neo-classical
approach focused on the
study of individual human
 behaviour and suggested
human relation as a method
of achieving higher
productivity
OPTIONS:
A. (a)-(i), (b)-(ii), (c)-(iii), (d)-(iv), (e)-(v)
B. (a)-(v), (b)-(iv), (c)-(iii), (d)-(ii), (e)-(i)
C. (a)-(iii), (b)-(v), (c)-(iv), (d)-(ii), (e)-(i)
D. (a)-(ii), (b)-(iii), (c)-(iv), (d)-(v), (e)-(i)

ANSWER: C

LONG QUESTION

What is the Historical development of Organizational Behaviour

Industrial Revolution: It has only been since the Industrial Revolution

of the nineteenth century that relatively large number of individuals have
been required to work together in manager- subordinate relationships.
Prior to this many of the large organization that did exist, were military
ones in which the authority of the leader was supreme and practically
unquestioned, since membership was not voluntary.
Behavioural problems were relatively easy to deal with under these
conditions. It is certainly no accident that much of our current
knowledge about human behavior has been derived from organizations
in which influencing behaviour consists of more than just giving orders.

Famous industrialist like William C Durant, Henry Ford, Andrew

Carnegie, and John D Rock feller were men of brilliant managerial
qualities. They possessed the managerial qualities necessary for the
initial stages if industrialization. However, when the industrial
revolution began to mature and become stabilized, this approach was no
longer appropriate.

Scientific Management: The great industrialist was primarily

concerned with overall managerial organization in order for their
companies to survive and prosper. The scientific management movement
around the turn of the century took an arrower, operations perspective.
Yet, the two approaches were certainly not contradictory. The managers
in both cases applied the scientific method to their problems and they
thought that effective management at all levels was the key to
organizational success.
Fredrick W Taylor (1856 - 1915) is the recognized father of scientific
management. Taylor started scientific management in his time-and-
 motion studies at the Midvale Steel Company in the early 1900's. As an
industrial engineer, he was concerned within efficiencies in manual
labour jobs and believed that by scientifically studying the specific
motions that made up the total job, a more rational, objective and
effective method of performing the job could be determined. In his early
years as a foreman in the steel industry, he saw different workers doing
the same job in different ways. It was his opinion that each man could
not be doing his job in the optimal way, and he set out to find the "one
best way" to perform the job efficiently.

046 Robin

047 Arya Asopa MCQ

a) The human problems of an i. Mary parker follett
industrial civilization
b) The principles of scientific ii. Elton mayo
management
c) Dynamic administration iii. Henri fayol
d) General and industrial iv. Frederick w. Taylor
management
OPTIONS:
A. (a)-(i), (b)-(ii), (c)-(iii), (d)-(iv)
B. (a)-(iv), (b)-(i), (c)-(ii), (d)-(iii)
C. (a)-(ii), (b)-(iv), (c)-(i), (d)-(iii)
D. (a)-(iii), (b)-(i), (c)-(ii), (d)-(iv)

ANSWERS: C
LONG QUESTION

Explain the contributions of frank and lillian gilbreth in the

development of management theory.

"The greatest misunderstandings occur as to the aims of scientific

management. Its fundamental aim is the elimination of waste, the
attainment of worthwhile desired results with the least necessary amount
of time and effort."
Frank and Lillian Gilbreth earned an eminent place in the field of
management. Their achievement in improving the productivity of
workers, while simultaneously reducing fatigue, led to higher profits.
Using camera techniques, Frank Gilbreth collected data from which he
identified unnecessary motions. Human fatigue could then be decreased
by eliminating wasted motions. He adapted factory equipment and
machinery to meet the workers' needs, resulting in greater production.
Finding the one best way of doing work-became identified with the
Gilbreths' approach to solving problems of low production.
Frank Gilbreth was an American engineer, consultant, and author known
as an early advocate of scientific management and a pioneer of time and
motion study, and is perhaps best known as the father and central figure
of Cheaper by the Dozen. Lillian Gilbreth was an American
psychologist, industrial engineer, consultant, and educator who was an
early pioneer in applying psychology to time-and-motion studies. She
was described in the 1940s as "a genius in the art of living." Frank and
Lillian Gilbreth valued efficiency by identifying and replicating one best
way to complete a task.
Married in 1904, Frank and Lillian Gilbreth became the parents of
twelve children. One of the most unique characteristics of their marriage
was their application of scientific management principles to their home
life. The basic skills and talents of each family member were evaluated
and then matched to the tasks that he or she was able to do best. Partners
in work and in marriage, Frank encouraged Lillian to complete the
requirements for her doctoral degree after they were married.
Husband and wife Frank and Lillian Gilbreth believed in regulation and
consistency in the workplace. Rather than encouraging a company of
many working parts, they valued efficiency above all else. The couple
believed that there is one best way to get any job done, and the specific
process should, when identified, be replicated through the manufacturing
process, eliminating individual steps and producing the most efficient
results.
Their management theory outlined three main points:
1. REDUCE THE NUMBER OF MOTIONS IN A TASK: Frank
and Lillian coined the term "therbligs," or elemental motions
required for tasks in the workplace. They used these 18 units to
analyse how tasks were completed – searching for an object with
eyes or hands, grasping an object with hands, assembling and
disassembling two parts, etc. From there, they'd figure out which
motions were necessary, then eliminate any unnecessary motions
to increase efficiency.

2. FOCUS ON THE INCREMENTAL STUDY OF MOTION AND

TIME: As engineers, Frank and Lillian closely studied motion and
time to calculate the most efficient way to complete a given task.
Taking the scientific approach, they measured time and motion to
1/2000 of a second to understand what works best. Their insight
was unlike that of most other theorists, as they channelled
physical science rather than psychology. 

3. INCREASE EFFICIENCY TO INCREASE PROFIT AND

 WORKER SATISFACTION: Your main goal as a leader should
be increasing efficiency in each individual employee, and in the
organization as a whole. Not only will this method save time, it
will also afford you a higher profit and happier workers.
Both Frank and Lillian made great contributions to the Time and
Motion Studies. They often used their children as subjects in their
experiments. One of the main differences between Taylor’s and the
Gilbreth’s work with Time and Motion Studies was their focus. Taylor
was focused with achieving efficiency through the quickness of a task
being done, the scientific tool he is often associated with being the
stopwatch. The Gilbreth’s on the other hand were more focused on
reducing the number of motions needed to achieve a goal or task.

STUDENTS DEFAULTERS
1. ROHAN Rohit Kumar (027)
5. VRINDA Robin (046)
8. GAURAV
15. SHIWANI
17. BHAVYA
19. SMRITI
20. CHODENLA
23. ANCHAL
24. KAJALS
25. DIVYA
26. MUSKAN
27. ROHIT
28. ANKITA
32. MANSI
33. ANKIT
34. NEETI
37. AKSHITA
38. PRACHI
39. ANU
40. VITAAN
41. ANJALI
42. VANSHIKA
43. KAJALP
44. NITIN
46. ROBIN
47. ARYA