NMIMS Global Access

School for Continuing Education (NGA-SCE)

Course: Organisational Behaviour
Internal Assignment Applicable for September 2022 Examination

Assignment Marks: 30

Instructions:

 All Questions carry equal marks.

 All Questions are compulsory
 All answers to be explained in not more than 1000 words for question 1 and 2 and for
question 3 in not more than 500 words for each subsection. Use relevant examples,
illustrations as far as possible.
 All answers to be written individually. Discussion and group work is not advisable.
 Students are free to refer to any books/reference material/website/internet for attempting
their assignments, but are not allowed to copy the matter as it is from the source of
reference.

 Students should write the assignment in their own words. Copying of assignments from
other students is not allowed.

Students should follow the following parameter for answering the assignment question

For Numerical Answer For Theoretical Answer

Assessment Parameter Weightage Assessment Parameter Weightage
Understanding and usage 20% Introduction 20%
of the formula Concepts and Application 60%
Procedure / Steps 60% related to the question
Correct Answer & 20% Conclusion 20%
Interpretation
Question 1: Consequence of Behaviour leads to Behaviour Modification. This is stated in Operant or
Instrumental Conditioning given by B.F.Skinner. Could you explain this theory using two practical examples
from your organization. (10 Marks)

Answer:

The operant conditioning principle was a theory supplied by B.F. Skinner. He described operant conditioning
as a system through which individuals examine voluntary behaviour. It also can be described because the
behaviour of a man or woman or an animal in an environment. It makes use of the consequences of a specific
behaviour to alter that behaviour. Operant condi- firming isn't the same as classical conditioning, as it offers
with the amendment of voluntary behaviour. On the opposite hand, classical conditioning simplest explains the
connection between the stimulus and the response. The operant conditioning principle is also known as the rein-
forcement principle

Example 1
Target based incentives and target based variable salaries at work places are a prime example of operant
conditioning principle.
If an individual over a period of time spent at an organization says that if certain targets are met by the individual
or the team collectively with me unlock further incentives or rewards. This over a period of time would
encourage the individual to try more aggressively to achieve the target thus increasing The probability of the
target being met.
Target based variable salaries also work on a similar principle as target-based incentives wherein a component
of an employee’s salary is only released if a desired target or a percentage of it has been met. The desire to get
that variable salary would eventually increase the probability of the target being met as is underlined in the
operant conditioning principle.

Example 2
In a company‘s HR policy, operant conditioning principle is evident across various aspects. One of them being
the annual leaves policy.
If a company has a cap of 30 paid annual leaves for an employee in a calendar year, any employee taking less
than 30 leaves in a calendar year would be eligible to encash the remaining leaves in the following year thus
garnering monitory benefit to the employee. Whereas if the leaves exceed the prescribed limit of 30 the
subsequent leaves will negatively impact the employees salary hence a negative monitory incentive. Such a
policy increases the chance of an employee taking less than 30 leaves and decreases the chance of an employee
taking more than 30 leaves thus identifying with operant conditioning principle.
Question 2: Leadership has direct impact on the organisational success. After studying various classification
of leadership identify any two styles you would like to incorporate at your workplace based on Characteristics
of Leader, Characteristics of Subordinates, Characteristic of Organizational environment. (10 Marks)

Answer:

Leadership styles may be classified as under:

1. Autocratic leadership
2. bureaucratic leadership
3. Charismatic leadership
4. Democratic leadership
5. Transactional leadership
6. Situationally leadership
7. Transformational leadership
8. Laissez Faire Leadership
9. Resonant leadership

Leadership styles which may be incorporated at a workplace are as under:

1. Democratic leadership:
a. Characteristics of leader: The leaders offer their guidance and accept inputs from employees
to make decisions. The right to make the final decision is reserved by the leader but they
encourage suggestions and ideas from all. Such leaders have more satisfied followers.
b. Characteristics of subordinate: Under this style the subordinates feel more involved as also
have a good degree of freedom. This style works well when the subordinates have enough
experience and proficiency in their desired work.
c. Characteristics of organizational environment: A comparatively satisfied organizational
environment wherein there may be certain limitations like chances of poor decision-making and
implementation, strategy processing may be a tad slow and efforts to achieve workable results
would be high.

2. Situational leadership:
a. Characteristic of leader: Hearing the leader may not necessarily follow an ideal style of
leadership, one size fits all does not work here. Leaders who have experience and not seasoned
where aware of the company and the employees needs usually adopt the situationally leadership
 style.
b. Characteristics of Subordinate: Subordinates are usually satisfied under such leadership styles
because they may choose different strategies for different situations, which increases the chances
for innovation creativity development.

c. Characteristic of organizational environment: The organizational environment under such

leadership may necessarily be positive as such a style provides the company and the leaders the
chance to test and develop different styles for different situations. Since it is a mix and match of
multiple leadership styles, a general statement cannot be made about it.

Question 3. Burger King (Nebraska, United States) had all of its employees quit. Reasons cited were
understaffing, Air conditioner not working leading overheating of the kitchen etc. The Management of BK did
not pay heed to their request despite repeated requests. This lead employees to take extreme steps.

Part a. As a part of Top management how would change the perspective of the employees in this situation?
(5 Marks)

Answer:

The entire staff of Burger King Nebraska quitting due to the cited reasons highlights the fact that the said
problems definitely existed and remedial actions, which could have resolved these problems in time, were not
taken.
The top management should engage with the employees of that particular branch irrespective of them having
quit or not. The employees should get clear communication from the company that the company recognizes the
problems they faced and an apology/regret should be reflected in the top management‘s initial communication
to the employees who have quit.
The franchisee should be made a party to the discussions and should be held accountable for actions or lack of
said actions.
To resonate with the brand ethos and to maintain a positive PR, a plan of action should be set forth by the top
management to re-engage The employees who have quit and to offer them the assurance of the job as also study
resolution of past and future employee relation problems. The top management may have a relook at the
communication hierarchy metrics and try identifying why the issue came to the top management knowledge via
media instead of their own hierarchy.
Part b: Do you think employees of Burger King could have dealt with this situation better? (5 Marks)

Answer:

The entire staff of a restaurant chain quitting together is not something that is read about often. It is of great
significance that the problems as communicated by the staff resonated with each one of them as also the lack of
the resolution. If there was a designed hierarchy matrix reaching to the top management of Burger King, it
should have been followed on an escalation basis prior to the mass quitting. However, policies on paper and
policies in principle where is significantly and as organization’s grow in size the visibility and communication
with the smallest level of employees is reduced drastically.

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THE END