Organizational behavior Answer

Q1.Discuss the nature and scope of organizational behavior?

Ans.- Organizational behaviour has emerged as a separate field of
study.
The nature it has acquired is identified as follows:
1. A Separate Field of Study and Not a Discipline Only:
By definition, a discipline is an accepted science that is based on a
theoretical foundation. But, O.B. has a multi- interdisciplinary
orientation and is, thus, not based on a specific theoretical
background. Therefore, it is better reasonable to call O.B. a separate
field of study rather than a discipline only.
2. An Interdisciplinary Approach:
Organizational behaviour is essentially an interdisciplinary
approach to study human behaviour at work. It tries to integrate the
relevant knowledge drawn from related disciplines like psychology,
sociology and anthropology to make them applicable for studying
and analysing organizational behaviour.
3. An Applied Science:
The very nature of O.B. is applied. What O.B. basically does is the
application of various researches to solve the organizational
problems related to human behaviour. The basic line of difference
between pure science and O.B. is that while the former concentrates
of fundamental researches, the latter concentrates on applied
researches. O.B. involves both applied research and its application
in organizational analysis. Hence, O.B. can be called both science as
well as art.
4. A Normative Science:
Organizational Behaviour is a normative science also. While the
positive science discusses only cause effect relationship, O.B.
prescribes how the findings of applied researches can be applied to
socially accepted organizational goals. Thus, O.B. deals with what is
accepted by individuals and society engaged in an organization. Yes,
it is not that O.B. is not normative at all. In fact, O.B. is normative
as well that is well underscored by the proliferation of management
theories.
5. A Humanistic and Optimistic Approach:
Organizational Behaviour applies humanistic approach towards
people working in the organization. It, deals with the thinking and
feeling of human beings. O.B. is based on the belief that people have
an innate desire to be independent, creative and productive. It also
realizes that people working in the organization can and will
actualise these potentials if they are given proper conditions and
environment. Environment affects performance or workers working
in an organization.
6 A Total System Approach:
The system approach is one that integrates all the variables,
affecting organizational functioning. The systems approach has
been developed by the behavioural scientists to analyse human
behaviour in view of his/her socio-psychological framework. Man’s
socio- psychological framework makes man a complex one and the
systems approach tries to study his/her complexity and find
solution to it.

Proper understanding of organizational behaviour can result in

many positive effects on the organization and its employees. It
also studies how people behave in and around the workplace.
However, when we talk about the scope of organizational
behaviour, it extends to only three significant concepts.
The three concepts are given below.

 Individual Behaviour
 Inter-Individual Behaviour
 Group Behaviour

Individual Behaviour
As the name itself suggests, an individual is studied from the
personality, motivation, interests, and attitudes of an organization.
Various interaction sessions and one-to-one are conducted to
understand and study the individual and make a perception about
them.
Inter-Individual Behaviour
Now, the inter-individual concept is when communication happens
among the employees. Inter-individuals represent persons with
their social group, subordinates, or senior employees in the
workplace. It helps understand leadership styles and qualities and
helps resolve conflicts quickly if any arise in the group dynamics.
Here the study of the formation of an organization is done. The
areas looked into can be the structure of the organization,
effectiveness in the organization, etc. The efforts made by a group
to achieve the objectives or goals of an organization are what
group behaviour is all about. The behaviour of everyone who is a
part of the group is considered.

(+NOTES)
Q2.Present a critical evaluation of hierarchy of needs theory of
motivation?
Ans.- Michael G. Aamodt industrial book- pg 334-336
Q3. What do you mean by leadership? Describe the characteristics of
successful leader?
Ans- We define leadership as the ability to influence a group toward
the achievement of a vision or set of goals. The source of this
influence may be formal, such as that provided by managerial rank in
an organization. But not all leaders are managers, nor, for that
matter, are all managers leaders. Nonsanctioned leadership—
the ability to influence that arises outside the formal structure of the
organization—is often as important or more important than formal
influence. In other words, leaders can emerge from within a group as
well as by formal appointment.
Organizations need strong leadership and strong management for
optimal effectiveness. We need leaders today to challenge the status
quo, create visions of the future, and inspire organizational members
to want to achieve the visions. We also need managers to formulate
detailed plans, create efficient organizational structures, and oversee
day-to-day operations.
It can be difficult to place a value on leadership or other qualitative aspects
of a company, versus quantitative metrics that are commonly tracked and
much easier to compare between companies. Leadership can also speak
to a more holistic approach, as in the tone a company's management sets
or the culture of the company that management establishes.
three aspects (factors): affective identity, noncalculative, and social-normative.
People with an affective identity motivation become leaders because they
enjoy being in charge and leading others. Of the three leadership motivation
factors, people scoring high on this one tend to have the most leadership
experience and are rated by others as having high leadership potential. Those
with a noncalculative motivation seek leadership positions when they perceive
that such positions will result in personal gain. For example, becoming a leader
may result in an increase in status or in pay. People with a social-normative
motivation become leaders out of a sense of duty.
NOTES +
1) Vision- Perhaps the greatest quality any leader can have is vision -
the ability to see the big picture of where the organization or team
they are working within is headed, what it's capable of, and what it
will take to get there.
3) Responsibility & Dependability- One of the most important
qualities a leader can have is a sense of responsibility and
dependability. This means displaying those traits in your individual
work, but also demonstrating them in your interactions with others.
Your team members need to know that they can depend on you to
take on your fair share of work and follow through, support them
through tough times, and help them meet both shared and individual
goals.

Q4. Define conflict. Describe the methods of conflict resolution?

Ans- notes + self addition
Q5 Define group and stages of group formation?
Ans.- We define a group as two or more individuals, interacting and
interdependent, who have come together to achieve particular
objectives. Groups can be either
formal or informal another definition used by Gordon (2001)is , who
believes that for a collection of people to be called a group, the
following four criteria must be met:
(a) The members of the group must see themselves as a unit:-- The
first criterion is that the group must have multiple members.
Obviously, one person does not constitute a group (even if he is a
multiple personality). Therefore, at least two people are necessary to
form a group. Usually we refer to two people as a dyad, to 3 people
as a triad, and to 4 to 20 people as a small group
(b) The group must provide rewards to its members:- The second
group criterion is that membership must be rewarding for each
individual in the group. In the next section, we will discuss the
reasons people join groups, but for now it is important to remember
that people will join or form a group only if it provides some form of
reward
(c) anything that happens to one member of the group affects every
other member:- The third group criterion is that an event that affects
one group member should affect all group members. That is, if
something significant happens to one person and does not affect any
of the other people gathered with her, then the collection of people
cannot be considered a group. This requirement is called
corresponding effects.
(d) the members of the group must share a common goal:- The
fourth and final criterion is that all members must have a common
goal. In the teller example, if the goal of one of the tellers is to meet
only young, single customers and the goal of another teller is to
serve as many customers as possible, the tellers are not considered
to be a group because they work in different ways and for different
reasons.
Our tendency to take personal pride or offense for
the accomplishments of a group is the territory of social identity
theory . Social identity theory proposes that people have emotional
reactions to the failure or success of their group because their self-
esteem gets tied into the group’s performance. 1 When your group
does well, you bask in reflected glory, and your own self-esteem
rises. When your group does poorly, you might feel bad about
yourself, or you might even reject that part of your identity
+NOTES

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