1.

Define organizational behavior

the study of how people interact within groups and its principles are used to make businesses
operate more effectively.

 the multidisciplinary study of the employee interactions and the organizational processes that
seek to create more efficient and cohesive organizations.

It involves the study of what people do in a company and how it affects the company's
output. Explanation: Organizational behavior alludes to an academic study that provides an
overview of how employees perform and behave in the organization.

2. Discuss the three basic units of analysis in Organizational Behavior

The Organizational, Group and Individual Levels of Analysis in Organizational Behavior.

Analyzes organizational behavior at the levels of the individual, the group, and the organization.
Utilizes general systems theory to integrate these three levels within an organization.

There are three key levels of analysis in OB. They are examining the individual, the group,
and the organization. For example, if I want to understand my boss's personality, I would be
examining the individual level of analysis.

Broadly speaking, OB covers three main levels of analysis: micro (individuals), meso (groups),
and macro (the organization).

3. What are the characteristics of Organizational Behavior?

According to 6 characteristics or features, Organizational Behavior is;
 A Separate Field of Study and not a Discipline Only.
 An Interdisciplinary Approach.
 Applied Science.
 Normative Science.
 A Humanistic and Optimistic Approach.
 A Total System Approach.
The four elements of organizational behavior are people, structure, technology, and the
external environment. By understanding how these elements interact with one another,
improvements can be made.
In management, the focus is on the study of the five organizational behavior models:
 Autocratic Model.
 Custodial Model.
 Supportive Model.
 Collegial Model.
 System Model.
 4. There are different disciplines contributing for the emergency of Organizational Behavior
explain them.
OB is multidisciplinary in nature since it draws on a wide variety of social science
disciplines. Some of the contributing disciplines to the field of organisational behavior
are- psychology, sociology, socio-psychology, anthropology, and political science.
Among them, the most important topics relevant to the organizational behavior field
are behavioral change, attitude change, communication, group process, and group
decision making.
The most widely accepted model of OB consists of three interrelated levels: (1) micro (the
individual level), (2) meso (the group level), and (3) macro (the organizational level).
The behavioral sciences that make up the OB field contribute an element to each of these
levels.
5. Discuss the main Component of attitude
Attitudes are thought to have three components: an affective component (feelings), a
behavioral component (the effect of the attitude on behavior), and a cognitive
component (belief and knowledge).

Structure of Attitudes
 Affective component: this involves a person's feelings / emotions about the attitude object. ...
 Behavioral (or conative) component: the way the attitude we have influences on how we act or
behave. ...
 Cognitive component: this involves a person's belief / knowledge about an attitude object.
The four basic types of attitudes and behaviours are positive, negative and neutral.
 Positive Attitude: This is one type of attitude in organizational behaviour. ...
 Negative Attitude: A negative attitude is something that every person should avoid. ...
 Neutral Attitude: ...
 Sikken Attitude:
6. Explain How attitudes are formed, Source of attitude and Types of attitude
An attitude is a general and lasting positive or negative opinion or feeling about some person,
object, or issue. Attitude formation occurs through either direct experience or the
persuasion of others or the media. Attitudes have three foundations: affect or emotion,
behavior, and cognitions.
Attitudes can form through direct experience, social influence, formal education,
conditioning processes, and observation.
Attitude formation is facilitated by direct personal experience and influenced by the ideas
and experiences of friends and family members and exposure to mass media. In
addition, it is likely that an individual's personality plays a major role in attitude formation.
7. Defining and classifying team and/or group
Formal groups -- those defined by the organization's structure, with designated work
assignments establishing tasks.
 A group is a collection of individuals who interact with each other such that one person's
actions have an impact on the others. In other words, a group is defined as two or more
individuals, interacting and interdependent, who have come together to achieve particular
objectives.

 Functional Teams. Functional teams are permanent and include members of the same department
with different responsibilities. ...
 Cross-Functional Teams. Cross-functional teams are made up of individuals from various
departments.
 Self-Managed Teams.
 Virtual Teams.
 Independent and Interdependent Teams. ...
 Formal and Informal Teams: ...
 On the basis of Purpose or Mission: ...
 On the basis of Time: ...
 On the basis of Authority structure: ...
 Functional, Cross-functional & Self-Managing: ...
 On the basis of Nature of Work: ...
 On the basis of Location:
8. Why do people form and join team/groups?
Individuals often join a group to meet their interpersonal needs. William Schutz has
identified three such needs: inclusion, control, and affection. Needs for inclusion is the need
to establish self-identity with others. Needs for control is the need to exercise leadership and
prove one's abilities.
People form groups to use its numerous benefits. Members of a group help each other in
need, cooperate to reach goals, share resources, and, last but not least, provide opportunities
for social interaction, companionship, and support.
9. List and describe Stages in group development
These stages are commonly known as: Forming, Storming, Norming, Performing, and
Adjourning. Tuckman's model explains that as the team develops maturity and ability,
relationships establish, and leadership style changes to more collaborative or shared
leadership.
Using the Stages of Team Development
 Stage 1: Forming. Feelings.
 Stage 2: Storming. Feelings.
 Stage 3: Norming. Feelings.
 Stage 4: Performing. Feelings.
 Stage 5: Termination/Ending. Some teams do come to an end, when their work is completed or when
the organization's needs change.
10. Discuss Group behavior
What is Group Behavior ? Therefore, group behavior in organizations tends to follow the
organizational norms and rules wherein the employees are expected to be disciplined, follow
orders, and work to the requirements of the organization rather than their own whims and
fancies.
actions performed by a group as a whole or by individuals when part of a group. In the
latter case, it applies particularly to those actions that are influenced (either directly or
indirectly) by the group and are atypical of actions performed by the same individuals when
alone.
A group can be defined as two or more interacting and interdependent individuals who come
together to achieve particular objectives. A group behavior can be stated as a course of
action a group takes as a family. For example − Strike.
A large group, crowd or mob, is likely to show examples of group behavior when people
gathered in a given place and time act in a similar way for example, joining a protest or
march, participating in a fight or acting patriotically.
11. define motivation and how it contributes for the organizational performance?
In this context, motivation means the willingness of the employees to make efforts and
take action towards organizational objectives
Motivation can be defined as incitement or inducement to fulfil an action. Motivation can
drive the employees of an organisation to meet their individual goals as well as the
company's overall goals.
12. What is span of control and discuss the characteristics of the two types of span of contro
A wide span of control means the manager supervises many direct reports, while the
narrow span of control, means the manager supervises fewer employees. A wide span of
control is essentially a higher span of control which implies a flat structure, or an
organizational structure with fewer layers of management.
The span of control can be of two type‟s i.e. wide span of control and narrow span of
control. 1. Wide span of control: Wide span of control means a manager can supervise and
control effectively a large number of persons at a time.
The Span of Management refers to the number of subordinates who can be managed
efficiently by a superior. Simply, the manager having the group of subordinates who report
him directly is called as the span of management.
13. To design the structure of organization’s managers, need to address key elements list and
discuss.
Management experts use the six basic elements of organizational structure to devise the right
plan for a specific company. These elements are: departmentalization, chain of command,
span of control, centralization or decentralization, work specialization and the degree of
formalization.
 Five elements create an organizational structure: job design, departmentation, delegation,
span of control and chain of command. These elements comprise an organizational chart and
create the organizational structure itself.

An organizational structure is based on a range of elements, including:

 Work specialization.
 Departmentation.
 Chain of command.
 Span of control.
 Centralization/Decentralization.
 Formalization.
14. Discuss the two strategies of management of stress
In this Article
 1.Exercise.
 2.Relax Your Muscles.
 3.Deep Breathing.
 4.Eat Well.
 5.Slow Down.
 6.Take a Break.
 7.Make Time for Hobbies.
 8.Talk About Your Problems.
 Take breaks from watching, reading, or listening to news stories, including those on social
media. ...
 Take care of yourself.
 Take care of your body.
 Make time to unwind.
 Talk to others.
 Connect with your community- or faith-based organizations.
 Avoid drugs and alcohol.
15. How conflict is occurred in the organization and describe the strategies to manage conflict in
work place

Talk with the other person.

Focus on behavior and events, not on personalities.
Listen carefully.
Identify points of agreement and disagreement.
Prioritize the areas of conflict.
Develop a plan to work on each conflict.
Follow through on your plan.
Build on your success.
 Understand the situation. Few situations are exactly as they seem or as presented to you by others. ...
 Acknowledge the problem.
 Be patient and take your time.
 Avoid using coercion and intimidation.
 Focus on the problem, not the individual.
 Establish guidelines.
 Keep the communication open.
 Act decisively.
16. Define power and source of power
Power is the ability to get things done, sometimes over the resistance of others. Leaders
have a number of sources of power, including legitimate power, referent power, expert
power, reward power, coercive power, and informational power
We can define power as the rate of doing work, it is the work done in unit time. The SI
unit of power is Watt (W) which is joules per second (J/s). Sometimes the power of motor
vehicles and other machines is given in terms of Horsepower (hp), which is approximately
equal to 745.7 watts.
Let us explore in detail the six types of power in order from least effective to most effective.
 Coercive Power. Coercive Power is often the least effective but most employed (and abused) type of
power in the corporate world.
 Reward Power.
 Legitimate Power.
 Referent Power.
 Informational Power.
 Expert Power.
17. What is diversity discuss the difference between the two level of diversity
Historically, diversity has been defined by plainly visible, surface-level demographic
characteristics such as gender and race. On the other hand, deep-level diversity is
concerned with psychological traits (e.g., personality, cognitive, or decision-making
styles).
Here's a breakdown of these forms of diversity:
 Cultural diversity. This type of diversity is related to each person's ethnicity and it's usually the set of
norms we get from the society we were raised in or our family's values.
 Race diversity.
 Religious diversity.
 Age diversity.
 Sex / Gender / Sexual orientation.
 Disability.