Part-A

Q) “OB is a multi-disciplinary field of study” Justify

Answer:

OB is multidisciplinary in nature since it draws on a wide variety of social

science disciplines.

Organizational behaviour is consisting of multidisciplinary nature which is

Psychology: the study of the individuals working in the organization under the stated rules and
regulation of the organization. It also helps to study the individual’s learning, personality, emotions,
perception, leadership effectiveness, decision making power, job satisfaction, attitude
measurements and job stress.

Sociology: the study of small group’s behaviours in the organization. Like the people who are
working together on a project so that the group behaviour can be analysed. It also helps to study the
behavioural changes, attitude changes, and ways of communication, group processes and group
decision making powers of the individuals in a group.

Anthropology: at the organizational level, it is the study of the cooperate culture of the organization.
It also helps to find out the comparative values, comparative attitudes, cross- culture analysis and
organizational environmental power.

Q) What are those two factors that motivates the employees according to Hertzberg? Explain.

Ans: https://expertprogrammanagement.com/2018/04/herzbergs-two-factor-theory/
Herzberg’s Motivation Theory model, or Two Factor Theory, argues that there are two
factors that an organization can adjust to influence motivation in the workplace.

These factors are:

1. Motivating Factors- Intrinsic

The presence of motivators causes employees to work harder. They are found within the actual job
itself.

Example:

1) achievement
2) recognition
3) Advancement
4) Growth
2. Hygiene Factors- Extrinsic

These won’t encourage employees to work harder but they will cause them to become
unmotivated if they are not present. Hygiene factors are not present in the actual job itself but
surround the job.
Example :
1) working condition
2) Status
3) Security
4) Company policy

Motivators referred to as factors for satisfaction, and hygiene factors referred to as factors for
dissatisfaction.

Herzberg’s Theory of Motivation tries to get to the root of motivation in the workplace. You can
leverage this theory to help you get the best performance from your team.
  List the all the variables of individual behaviour.

Answer:

Individual-Level Variables: The people in the organizations have certain characteristics

which will influence their behaviour at work. The more obvious of these are the personal or
biographical characteristics such as age, gender, and marital status; personality
characteristics; an inherent emotional framework; values and attitudes; and basic ability
levels. There is little management can do to alter them, yet they have a very real impact on
employee behaviour. There are four other individual-level variables— perception, individual
decision making, learning, and motivation, which affect employee behaviour.

Explain the 4 variables (short notes)

 Identify the sources of emotions and moods in your day-to-day life.

Answer:https://www.pearsonhighered.com/assets/samplechapter/0/1/3/2/0132431564.pdf

Personality

Day of the week and time of the day

Weather

Stress

Social activity

Sleep

Exercise, Age, Gender, ( 1 Line about each source)

 Explore the various types of groups

Answer

Group can be defined as a collection of individuals who have regular contact and frequent
interaction, mutual influence and who work together to achieve a common set of goals.

Groups where people get along, feel the desire to contribute to the team, and are capable of
coordinating their efforts for high level performance.

Groups may be classified according to many dimensions, including function, personal involvement,
and organization.

Types of Groups are;

 Formal Group.
 Informal Group.
 Learning Group.
 Problem-Solving Group
 Friendship Group.
 Interest Group.

Formal Groups

Formal groups are created to achieve specific organizational objectives. Usually, they are concerned
with the coordination of work activities.

People are brought together based on different roles within the structure of the organization. The
nature of the task to be undertaken is a predominant feature of the formal groups.

Formal groups chain to be related to permanent although there may be changes in actual membership.

However temporary formal groups may also be created by management, such as project teams in a
matrix organization.

Informal Groups

Within the formal structure of the organization, there will always be an informal structure.

The formal structure of the organization and system of role relationship, rule, and procedures, will
be augmented by interpretation and development at the informal level.

Informal groups are based more on personal relationships and agreement of group’s members than
on defined role relationships. They serve to Satisfy psychological and social needs not related
necessarily to the tasks to be undertaken.

 Why do people form group?

 What is cognitive dissonance? - Festinger's (1957) cognitive dissonance theory
Answer: https://www.simplypsychology.org/cognitive-dissonance.html
Cognitive dissonance refers to a situation involving conflicting attitudes, beliefs or
behaviours. This produces a feeling of mental discomfort leading to an alteration in one of
the attitudes, beliefs or behaviours to reduce the discomfort and restore balance.

When someone is forced to do (publicly) something they (privately) really don't want to do,
dissonance is created between their cognition (I didn't want to do this) and their behaviour (I
did it).
An incompatibility between two or more attitude or behaviour and attitude.
Behaviour follows attitude and attitude follows behaviour.

Example: I am a smoker, but smoking leads to cancer. A dissonance is created, an

inconsistency where we have contradictions in our attitudes and behaviours. This leads to
something called cognitive dissonance. An mental discomfort where we ll try to alter this
cognition, a defence mechanism. In this case we ll try to justify that smoking is ok coz we do
it rarely and hence restoring balance.

 Do values differ across the generations? (Omit)

Gen x 1965-1980

Gen y 1981-1996(millennial)

Gen z 1997-2012

Part B-case study

(OMIT)-----------------------------------------------------------

Q) Over the past century, the average age of the workforce has continually increased as medical
science continues to enhance longevity and vitality. The fastest growing

segment of the workforce is individuals over the age of 55. Recent medical research is exploring
techniques that could extend human life to 100 years or more. In addition, the combination of laws
prohibiting age discrimination and elimination of defined-benefit pension plans means that many
individuals continue to work well past the traditional age of retirement. Unfortunately, older
workers face a variety of

discriminatory attitudes in the workplace. Researchers scanned more than 100 publications on age
discrimination to determine what types of age stereotypes were most prevalent across studies. They
found that stereotypes suggested job performance declined with age, counter to empirical evidence
presented earlier in this chapter that relationships between age and core task performance are
essentially nil. Stereotypes also suggest that older workers are less adaptable, less flexible, and
incapable of learning new concepts. Research, on the other hand, suggests they

are capable of learning and adapting to new situations when these are framed appropriately.
Organizations can take steps to limit age discrimination and ensure that employees are treated
regardless of age. Many of the techniques to limit age discrimination come down to fundamentally
sound management practices relevant for all employees: set clear expectations for performance,
deal with problems directly, communicate with workers frequently, and follow clear policies and
procedures consistently. In particular, management professionals note that clarity and consistency
can help ensure all employees are treated equally regardless of age

Questions.

1.Do you think increasing age diversity will create new challenges for managers? What types of
challenges do you expect will be most profound? (8 Marks)

2. How can organizations cope with differences related to age discrimination in the workplace? (8
Marks)

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Q) We know there is considerable spillover from personal unhappiness to negative emotions at

work. Moreover, those who experience negative emotions in life and at work are more likely to
engage in counterproductive behaviors with customers, clients, or fellow employees. Increasingly,
organizations such as American Express, UBS, and KPMG are turning to happiness coaches to
address this spill over from personal unhappiness to work

emotions and behaviors. Srikumar Rao is a former college professor who has the nickname, “the
happiness guru.” Rao teaches people to analyse negative emotions to prevent them from becoming
overwhelming. If your job is restructured, for example, Rao suggests avoiding negative thoughts and
feelings about it. Instead, he advises, tell yourself it could turn out well in the long run, and there is
no way to know at present. Beyond reframing the emotional impact of work situations, some
happiness coaches attack the negative emotional spill over from life to work (and from work to life).
A working mother found that a happiness talks by Shawn Actor helped her stop focusing on her
stressed-out life and instead look for chances to smile, laugh, and be grateful. In some cases, the
claims made by happiness coaches seem a bit trite. Jim Smith, who labels himself “The Executive
Happiness Coach,” asks: “What if I told you that there are secrets nobody told you as a kid—or as an
adult, for that matter—that can unlock for you all sorts of positive emotional experiences? What if
the only thing that gets in the way of you feeling more happiness is—YOU?! What if you can change
your experience of the world by shifting a few simple things in your life, and then practicing them
until they become second nature? “Then again, if employees leave their experiences with a
happiness coach feeling happier about their jobs and their lives, is that not better for everyone? Says
one individual, Ivelisse Rivera, who felt she benefitted from a happiness coach, “If I assume a
negative attitude and complain all the time, whoever is working with me is going to feel the same
way.”

Questions https://www.termpaperwarehouse.com/essay-on/Happiness-Coaches-For-Employees/
315673

1. Do you think happiness coaches are effective? How might you assess their effectiveness?
Answer: Well, I think that happiness coaches might be effective and effectively raise the
productivity of the employees, as the content employees, that are relaxed in their work are
much more productive than those, who struggle with bad emotions and are therefore not
focusing on work, but rather thinking over and over some bad experiences either from work
or personal life. We could assess their effectiveness by measuring the final output - the
productivity and quality of the work of non-coached employees compared to the work of
coached employees, wheather there are some differences in the outcome, or not. Also by
observing how the employees interact with one another, wheather they are smiley, or still
frustrated.
 Employment effectiveness, Herzberg two factor theory and Emotions and moods , attitude-
Festenger theory . combine and formulate an answer.

2. Would you welcome happiness training in your workplace? Why or why not?

Answer: I most certainly would, as in times that there is a lot of work needed to be done in such a
little time, everyone gets really frustrated, stressed and angry, feeling they will never have it all
finished in time, the happiness coach would be much appreciated. He could boost their self-
confidence, show them how to cope with the problems and I believe, that when you are in the good
mood, confident about yourself, you are more likely to be nice and supportive to others and also do
things faster and they seem much more easy for you.

Physiological and sociological behaviours, how it helps form effective groups, working in a diversified
environment.

Leadership from an Introvert’s Perspective

When people think of a stereotypical leader, they often conjure up the image of a dynamic public
speaker, a forceful and dominant personality, and someone who can cultivate relationships with a
broad number of people. These are all hallmarks of the extroverted personality type, so it’s often
been the case that extroverts rise to leadership positions more readily than introverts. However,
some question whether the social dominance and ability to command attention shown by extraverts
might make them less effective leaders in certain ways. Extroverts may be less likely to take advice
from followers. One study investigated how quickly groups of college students could fold shirts in 10
minutes. Each group had a leader who was cued to be either extroverted or introverted. The
introverted leaders took more advice from their proactive followers, and this led the groups with
introverted leaders to be more effective. Thus, even though there are cases where introverts are less
successful as leaders, in some conditions they are more effective. Others note that introverted
leaders can be better than extroverts at one-on-one interactions, empathy, and deliberate decision
making. Are there business executives who break the extroverted?

leader mold? One is Google co-founder Larry Page, well known for developing a small number of
close relationships and being an excellent listener. Colgate-Palmolive chief Ian Cook might feel
uncomfortable in front of large groups of people he doesn’t know, but he has learned to partner
with more extroverted colleagues for presentations to offset his natural shyness. Wal-Mart Stores
CEO Mike Duke is famously low-key and reserved, but he has utilized his natural introvert skills of
managing details and engineering solutions to maintain the retail giant’s dominant market position.
These examples show that although extroverts might get all the attention, introverts can still make
effective leaders.

Questions

1. Are you more of an introverted or extraverted leader? What can you do to leverage your
personality to be a more effective leader? (8 marks)
(Own answer) Leaders are not born, leaders are made. Confidence, control over emotions,
good negotiations, communication, decisive, responsible and accountable, open to ideas,
passionate, etcetc.. ( elaborate )
2. Under what conditions do you think extraverts make more effective leaders than
introverts? What unique abilities of introverts could make them more effective in some
situations? (8 marks)

https://firsthand.co/blogs/workplace-issues/introvert-vs-extrovert-who-makes-a-better-leader

ANSWER:

Introverts and extroverts form the two ends of the personality spectrum. Most people are
somewhere in the middle. While leaders come in all forms, the best ones are those who can
adapt their personality traits, especially at work. They can be remarkably outgoing one day, then
incredibly focused on an urgent task the next.

Whether you identify as an introvert or an extrovert, how you deal with a situation is the only
thing that matters in the workplace

Advantages of introverted leaders

1. They listen to feedback

Great leaders do more than just talk. They listen to their managers, employees, clients, and
everyone else around them.

Introverted leaders tend to be better listeners, empathizing with their staff when they're
frustrated about something and taking their concerns into account. They also recognize that
learning is the key to development and that learning starts with listening.

For example, if someone is feeling excluded by the words that are used at work, an introverted
leader might come up with a creative solution such as an inclusive language glossary.

2. They form strong loyalties

Introverts are not solitary creatures, nor are they “just shy”. Instead, they are very selective
about the individuals they allow into their circle of confidence and tend to be fiercely loyal.

In a working environment, introverted leaders develop close social relations with colleagues that
they trust. This leads to better working relationships and opportunities for collaboration.

3. They can be more productive

A study by Harvard Business Review revealed that introverted leaders delivered better results
when handling proactive workers than extroverts.

Because they have no desire to receive a lot of attention, introverted leaders are content with
letting their proactive employees take the spotlight. They do all they can to support their people
in the background and to make their top performers feel valued.

Advantages of extroverted leaders

1. They make quick decisions

In many industries, rapid decision-making skills are essential. Most extroverts find it easy to
make decisions on the fly and demand the same of others. When they aren’t able to make
decisions right away, it irritates them. Sometimes, these situations force them to take calculated
risks that introverts might struggle with.
 2. They are adept at social situations

Since extroverts enjoy being in company, they respond well to various social circumstances and
are adept at persuasion. They are also able to negotiate or mediate between two or more
parties, especially when they show empathy towards everyone involved in the discussion.
They’re generally more assertive as well, meaning they’re likely to follow up on tasks that
haven’t been completed yet by team members.

3. Their personality is an effective leadership tool

Extroverts are very enthusiastic. When they are passionate about something, they tend to show
it and do so with a flair that is visible to everyone around them. These characteristics cause them
to have a high degree of workplace recognition. Their enthusiasm is also contagious and can
have a positive impact on their colleagues.

Strike a balance to be a better team leader

When you are a leader, some things remain universal regardless of your personality type. You
need to make it easier for everybody to speak openly, and you need to promote diversity and
inclusion within your team. Strong leaders should act with integrity and be willing to receive and
act upon feedback. A good leader shows enthusiasm about what they do and remains objective
despite the challenges they face.

It's important to create an atmosphere where everyone, introverts and extroverts alike, feels
comfortable and included.

Both introverts and extroverts display positive attributes that are crucial to leadership. In fact,
the two groups have a lot to learn from each other!

Case Study: Job Crafting

Consider for a moment a midlevel manager at a multinational foods company, Fatima, who would
seem to be at the top of her career. She’s consistently making her required benchmarks and goals,
she has built successful relationships with colleagues, and senior management have identified her as
“high potential.” But she isn’t happy with her work. She’d be much more interested in understanding
how her organization can use social media in marketing efforts. Ideally, she’d like to quit and find
something that better suits her passions, but in the current economic environment this may not be
an option. So she has decided to proactively reconfigure her current job.

Fatima is part of a movement toward job “crafting,” which is the process of deliberately
reorganizing your job so that it better fits your motives, strengths, and passions. The core of job
crafting is creating diagrams of day-to-day activities with a coach. Then you and the coach
collaboratively identify which tasks fit with your personal passions, and which tend to drain
motivation and satisfaction. Next the client and coach work together to imagine ways to emphasize
preferred activities and de-emphasize those that are less interesting. Many people engaged in job
crafting find that upon deeper consideration, they have more control over their work than they
thought.

So how did Fatima craft her job? She first noticed that she was spending too much of her time
monitoring her team’s performance and answering team questions, and not enough time working
on the creative projects that inspire her. She then considered how to modify her relationship with
the team so that these activities incorporated her passion for social media strategies, with team
activities more centered around developing new marketing. She also identified members of her
team who might be able to help her implement these new strategies and directed her interactions
with these individuals toward her new goals. As a result, not only has her engagement in her work
increased, but she has also developed new ideas that are being recognized and advanced within the
organization. In sum, she has found that by actively and creatively examining her work, she has been
able to craft her current job into one that is truly satisfying.

Questions

1. Why do you think many people are in jobs that are not satisfying? Do organizations help
people craft satisfying and motivating jobs, and if not, why not? (8 marks)
[Cognitive dissonance theory and Two factor theory .. relate and explain with examples]
(above)

2. Think about how you might reorient yourself to your own job. Are the principles of job
crafting described above relevant to your work? Why or why not? (8 marks)
[Think about your future job role and imagine wat problems you would face and relate how
you will face them and orient yourself to that job]

Part -B

 Explain the scope and importance of organizational behaviour for any organization.

Answer:

SCOPE OF OB

“OB is a field of study that investigates the impact that individuals, groups, and structure have
on behaviour within organizations, for the purpose of applying such knowledge towards
improving an organisation’s effectiveness”.

The scope of OB involves three levels of behaviour in organizations: individuals, groups and
structure.

1. Individual Behaviour

(i) Personality

(ii) Perception

(iii) Values and Attitudes

(iv) Learning
(v) Motivation

2. Group Behaviour

(i) Work groups and group dynamics

(ii) Dynamics of conflict

(iii) Communication

(iv) Leadership

(v) Morale

3. Organization: Structure, Process and Application

(i) Organizational Climate

(ii) Organizational Culture

(iii) Organizational Change

(iv) Organizational Effectiveness

(v) Organizational Development

IMPORTANCE OF ORGANIZATION BEHAVIOR/ WHY TO STUDY OB:

1. It builds better relationship by achieving, people, organizational, and social objectives.

2. It covers a wide array of human resource like Behaviour, training and development, change
management, leadership, teams etc.

3. It brings coordination which is the essence of management.

4. It improves goodwill of the organization.

5. It helps to achieve objectives quickly.

6. It makes optimum utilization of resources.

7. It facilitates motivation.

8. It leads to higher efficiency.

9. It improves relations in the organization.

10. It is multidisciplinary in the sense that applies different techniques, methods, and theories to
evaluate the performances

 Explain the basic OB model and its importance to the corporate world
Answer: Basic OB model:

OB Model proposes three types of variables (inputs, processes, and outcomes) at three
levels of analysis (individual, group, and organizational).
The model proceeds from left to right, with inputs leading to processes and processes
leading to outcomes. The model also shows that outcomes can influence inputs in future.

Three types of variables of OB Model:

Inputs
Processes
Outcomes

Inputs
Inputs are the variables like personality, group structure, and organizational culture that lead
to processes. These variables set the stage for what will occur in an organization later.

Processes
Processes are actions that individuals, groups, and organizations engage in as a result of
inputs and that lead to certain outcomes.

Outcomes
Outcomes are the key variables that you want to explain or predict, and that are affected by
some other variables.
OB is the study of learning how to predict human behavior and, then, apply it in some useful
way to make the organization more effective. It helps in the effective utilization of people
working in the organization guarantees the success of the organization.

OB helps the managers to understand the basis of motivation and what he should do to
motivate his subordinates.

OB helps to maintain cordial industrial relations which help to increase the overall
productivity of the industry.

It helps greatly in improving bur inter-personal relations in the organizations.

It helps managers apply appropriate motivational techniques in accordance with the nature
of individual employees who exhibit a learning difference in many respects.
 How is the OB knowledge helping the MBA students to shape their career choice?
Analyse.
ANSWER: The Organizational Behavior in Administration course covers various behavioral
concepts found in organizational settings with implications for management personnel. The
course emphasizes the practical application of various topics such as teamwork, leadership,
motivation, organizational change and development.

Managers must understand why people behave as they do within organizations, by first
appreciating the complex nature of individuals, and second, by being able to identify causes
and effects of individual behaviors. The collective behaviors of individuals within an
organization create an atmosphere that strongly influences business performance, for better
or worse.
Identify and promote positive behaviors: "Prosocial" behaviors within an organization are
those which benefit other individuals and the company as a whole. Leaders at every level of
the organization need to be able to identify, promote and reward these behaviors -- and
conversely, to discourage behaviors that lead to mistrust and other poor interpersonal
dynamics between people who must work together.

Create a positive workplace culture: Individual "prosocial" behaviors do not necessarily

occur naturally. New hires do not come into organizations with a mental makeup optimized
for the success of their companies. They must first be incentivized, in part through rewards,
recognition, perks and bonuses. The right incentives are the building blocks of a supportive
and selfless workplace culture.

Motivate employees to exhibit "prosocial" behaviors: This discipline offers a set of

motivational tools for managers to use, which takes into account individual differences
between employees. Effectively, this skill is applied psychology and sociology for managers.

Identify the causes of "antisocial" behaviors: Toxic behaviors that can infect a department
and spread throughout an organization may originate with individuals; they may come from
the top down; or they may even be the result of external or internal influences. A manager
with expertise in organizational behavior will be able to find the root causes of negative
behaviors and develop plans to solve the identified problems.

Assess likely employee response before initiating organizational change: Predictive

capabilities are among the most important for managers, and become even more important
as leaders work their way up in the organizational structure. In order to determine the right
strategies and implement them successfully, leaders at every level must be able to
accurately anticipate how employees will react, and work to develop contingencies. The
study of organizational behavior enables this predictive capability.

Often, when organizations go through inevitable slumps or downturns, they bring in experts
in organizational behavior for guidance. This practice exemplifies the importance of learning
the fundamental concepts in this discipline.
 Identify the challenges and opportunities in OB while responding to Globalization.
ANSWER:
Challenges and opportunities in OB while responding to globalization:
Globalization is a continuous process in which all the countries of the world are
interconnected economically, politically and culturally with each other.

While the positive effect of globalization was gradually reaching the dimension of world-
citizen by transforming the whole world into a global village, while in its negative effect it
seems to be taking the whole world into a neo-imperialist era.

Organisational behaviour is leading the organizations on the way to a new world where
there are minimum hurdles to trade and investment and the national economy is becoming
intensely connected with each other.

Telecommunication and transportation technologies have brought countries closer, and

have given rise to an interdependent economic system where even the minutest change in
one domain directly affects the others around the world.

For effective working of the organization, the managers have to understand the local
cultures and behaviours to adapt their managerial styles. They need to understand the
differences in cultures and accordingly change their working style to run the organization
and resolve problems effectively. Hence, managers have to face both opportunities and
challenges due to globalization.

The process of economic integration is happening at a faster pace and more companies are
trying to make it happen. Start-ups and organizations buy raw materials, services,
technology, and resources from companies that offer high-quality, low-cost goods and
services. In this scenario, the most important component is human resources. It is difficult to
acquire requisite experience due to the high competition for expertise, which is in short
supply. Globalization has opened up opportunities but has also led to the failure of local
business, different impacts on cultural ethics, values, and customers, etc.

It has both positive and negative effects. The organization is undergoing changes. They might
start with a new strategy such as a streaming strategy. This could involve downsizing. Many
global companies are looking to hire cost-conscious mechanics who are looking to set up
shop in foreign countries. One of the interesting things to think about in this process is the
transform of skills and technology. And with a new perspective on how to market.

At the moment, globalization poses the following challenges:

Adopting new technology.
Organizational change and restructuring.
Downsizing and its impact on human behaviour. etc.

Globalization poses some opportunities for companies.

Businesses offer low-cost advantages by completing in the global market.
New career perspective.
Transformation of skills and technology.
Positive changes in attitudes of different people from different countries etc.
New investment opportunities.
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 “Every day you have the choice to either enjoy your life or to hate it. It is the only thing
that is truly yours that no one can control or take from you”. These lines refer to which
concept of OB. Relate it with corporate examples. (omit)
---------------------------------------------------------------------------------
 Contrast the three components of Attitude.
ANSWER:
Attitude:
Evaluative statements or judgements concerning people, objects or events. It is the
tendency to react positively or negatively to a person/situations

Components of attitude:
1.Cognitive Component.
2.Affective Component.
3.Behavioral Component.

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

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

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

It is related to the statement which affects another person.

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

Behavioral Component
Behavior component of an attitude consists of a person’s tendencies to behave’in a
particular way toward an object. It refers to that part of attitude which reflects the intention
of a person in the short-run or long run.

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

 Explain attribution theory, and list the three determinants of attribution.

What is Attribution Theory
Attribution is a process by which people interpret the causes of their own and others
behavior. It is concerned With an individual's interpretation of events and its relation to
their thinking and behavior. There is internal and external attribution affected by internal
and external determinants. Internal determinants are ability, attitudes,
mood etc. External determinants are task, people, situation etc.
Internally caused behavior is under personal control of an individual whereas externally
caused behavior is believed to be driven by situational factors that forces individuals to show
certain behavior. The cause of various behaviors of every person is different. For
understanding individual's behavior it is necessary to observe them wisely. Therefore,
Attribution Theory was designed to account for how people explain others behavior.

Distinctiveness
It means whether individuals have different behavior in different situations. It is the extent
to which a person behaves in the same way in similar situations

Consensus
It refers to whether everyone facing a similar situation responds in the same way It extends
to how everyone behaves in the same way in similar situations

Consistency
 It shows whether a person shows the same behavior over time. ie it is the extent to which a
person shows similar behavior every time the situation occurs.

 Apply the key tenets of expectancy theory to motivate your employees.

ANSWER:
The Expectancy theory states that employees motivation is an outcome of how much an
individual wants a reward. Expectancy theory suggests that individuals are motivated to
perform if they know that their extra performance is recognized and rewarded.

Motivation= Expectancy × Instrumentality × Valence

How to use it to motivate employees:

1. Make sure your promises to your team align with company policy
Always deliver on your promises so you can establish and continue to build trust with your
team. When you offer your team members specific rewards for their work, consider
checking your company’s policies to ensure you can provide them.

2. Create challenging but achievable goals

Trust your team to handle the tasks you give them, and challenge them to reach their full
potential. At the same time, remember to keep expectations achievable to help keep your
colleagues motivated and confident in their work.

3. Ensure the assigned tasks match the team member’s skill set
Part of motivating your team includes understanding the unique skills they bring to the
company and seeing how they can use those skills to meet their goals. When you assign an
employee a task based on their skills, they will likely have more confidence in their ability to
finish it.

4. Set clear connections between performance and reward

Always communicate your expectations and rewards clearly. The more transparent you are,
the more your team will trust they will be rewarded properly for their work.

5. Make reward distribution fair and logical

When you distribute rewards for performance on a project or task, you should make sure
that they match the levels of effort put in and performance achieved. It’s also important to
distribute rewards to team members fairly.

 Do you think INTJ personality types can be better leaders? Please elaborate.

ANSWER:
I do know that INTJs usually prefer to work behind the scenes. That way they can put all of
their intellect and focus into solving problems without wasting their energy dealing with
‘leader issues’, such as dealing with office drama. And they are Introverts, so the less time
they have to be in the spotlight, the better.
 I suppose that Extroverts usually are in the #1 leadership roles because they’d have to mesh
the best with the majority - who are also Extroverts. That probably also means they’re
usually a Sensor too. ESxx or ENxx might be number 1.

Also, all I know is that if I were a leader, I’d absolutely want an INTJ working with me in some
fashion. Quick, to the point, precise, thorough, goal-orientated problem solvers. Exactly
what any leader needs!

ENTJ’s put extraverted thinking before introverted intuition, while INTJ’s are the opposite.
So you could think of an ENTJ as an INTJ who specializes in managing people.

ENTJ’s are probably the most formidable personality type, since they have an INTJ’s drive
and intellect, but apply it to the troops rather than to doing things themselves. Think
Napoleon.

They’re natural leaders, while INTJ’s have no desire for leadership roles and take them only
when necessary (but do do well in them when they have them).

And they interface well with INTJ’s. A manager who understands an INTJ has a wickedly
powerful asset, since INTJ’s are the most productive personality type.

 Demonstrate how the big 5 personality traits predict the behaviour at work.

ANSWER:
Big 5 model/big 5 personality traits:

It is a model of the primary dimensions of individual differences in personality. The

dimensions are usually labelled extroversion, emotional stability, agreeableness,
conscientiousness, and openness to experience O.C.E.A.N
The Big Five is so named because the model proposes that human personality can be
measured along five major dimensions, each of which is distinct and independent from the
others.

Examples of behaviours predicted by

Dimension Description
the trait

Individuals who are highly open to

A general appreciation for art,
Openness to emotion, adventure, unusual
experience ideas, imagination, curiosity, and
variety of experience
experience tend to have distinctive and
unconventional decorations in their home.
They are also likely to have books on a
wide variety of topics, a diverse music
collection, and works of art on display.

Dimension Description
A tendency to show self-
Conscientiousness discipline, act dutifully, and aim
for achievement
The tendency to experience
positive emotions and to seek out
Extraversion
stimulation and the company of
others
A tendency to be compassionate
and cooperative rather than
suspicious and antagonistic
Agreeableness
toward others; reflects individual
differences in general concern
for social harmony
The tendency to experience
negative emotions, such as anger,
Neuroticism anxiety, or depression;
sometimes called “emotional
instability”
 Illustrate affective events theory and its applications with suitable diagram.
Examples of behaviours predicted by
the trait
Individuals who are conscientious have a
preference for planned rather than
spontaneous behaviour.
Extraverts enjoy being with people. In
groups they like to talk, assert
themselves, and draw attention to
themselves.
Agreeable individuals value getting along
with others. They are generally
considerate, friendly, generous, helpful,
and willing to compromise their interests
with those of others.
Those who score high in neuroticism are
more likely to interpret ordinary
situations as threatening and minor
frustrations as hopelessly difficult. They
may have trouble thinking clearly,
making decisions, and coping effectively
with stress.
 What is Hackman and Oldham’s Job Characteristics Model? Apply in your organization to
motivate the employees.
(photo)
  Differentiate between instrumental and terminal values. Identify Hofstede’s five value
dimensions of national culture.
Answer:

The difference between terminal and instrumental values

Terminal values are the goals that a person Instrumental values are the preferable
would like to achieve during his or her modes of behaviour in achieving these
lifetime values

Terminal values are the highest values in a Instrumental values are the ones that are
person’s value system. most often used.

Terminal values are those that come in. Instrumental values are the values that are
into play at times of great stress. used in day to day life

Terminal values are the values Instrumental values are the values
shared by the group as a whole. that differ with in a group and give rise
to conflict.

Example: Comfortable Life, Example: Hardworking. Imaginative,

Freedom, Happiness etc. Responsible, Helping etc.

Hofstede identified six categories that define culture:

Power Distance Index

Collectivism vs. Individualism
Uncertainty Avoidance Index
Femininity vs. Masculinity
Short-Term vs. Long-Term Orientation
Restraint vs. Indulgence

Power distance index:

This refers to the degree of inequality that exists – and is accepted – between people with
and without power.
High power distance index indicates that a culture accepts inequity and power differences.
Low power distance index indicates that a culture encourages organizational structures that
are flat and feature decentralized decision-making.

Individualism vs Collectivism

This refers to the strength of the ties that people have to others within their community.
Individualism indicates that there is a greater importance placed on attaining personal goals.
Collectivism indicates that there is a greater importance placed on the goals and well-being
of the group.
Masculinity vs Femininity
This refers to the distribution of roles between men and women.
Masculinity comes with the following characteristics: Assertive, and concentrated on
material achievements and wealth-building.
Femininity comes with the following characteristics: Modest, nurturing, and concerned with
the quality of life

Uncertainty Avoidance Index

This dimension describes how well people can cope with anxiety.

A high uncertainty avoidance index indicates a low tolerance for uncertainty, ambiguity, and
risk-taking.
A low uncertainty avoidance index indicates a high tolerance for uncertainty, ambiguity, and
risk-taking
Long-Term Orientation vs. Short-Term Orientation

The long-term orientation vs. short-term orientation dimension considers the extent to
which society views its time horizon.

Long-term orientation shows focus on the future and involves delaying short-term success or
gratification in order to achieve long-term success.
Short-term orientation shows focus on the near future, involves delivering short-term
success or gratification.

Indulgence vs. Restraint

The indulgence vs. restraint dimension considers the extent and tendency for a society to
fulfil its desires.

Indulgence indicates that a society allows relatively free gratification related to enjoying life
and having fun.
Restraint indicates that a society suppresses gratification of needs and regulates it through
social norms.
 Identify the five stages of group formation.( PHOTO)
 Explain the punctuated equilibrium model for temporary groups with deadline.

(PHOTO)