Organisational Behaviour

Internal Assignment Solutions

1. The process of discussing and resolving conflicts, disagreements, or disputes that develop inside
an organisation is referred to as conflict resolution in organisational behaviour. Conflict can
occur for a number of reasons, including divergent viewpoints, objectives, values, personalities,
or working methods. Ineffective dispute resolution can result in tension, stress, and decreased
productivity.

Finding a mutually beneficial settlement requires locating the conflict's root cause, open and
courteous communication with all parties, and communication with the other parties. It
necessitates attentive listening, empathy, and a readiness to make concessions. Depending on
the type and intensity of the issue, conflict resolution can take many different forms, including
mediation, negotiation, and arbitration. Organizations can employ measures to avoid conflicts
from ever happening in the first place in addition to addressing disputes when they do. Creating
a supportive work environment, teaching people how to resolve conflicts and communicate
effectively are some examples of how to do this. Organizations may foster a more peaceful and
effective working environment by proactively resolving conflict.

The four techniques of conflict resolution and management for the situation stated can be the
following –

a) Open Communication –

In organisational behaviour, open communication is a key method for resolving disputes. It

entails fostering a climate in which workers feel free to voice their opinions, sentiments, and
worries regarding the conflict they are going through. Open communication can promoted
by actively listening the view point of employee, providing safe space for communication,
avoiding assumptions and making the communication non- violent.

b) Collaborative Problem Solving –

An strategy called collaborative problem solving operationalizes these important brain

science discoveries to solve some of the most difficult behaviour in some of the most
difficult contexts. The strategy has been tested in conflict. It functions. Wherever we battle
to control someone's behaviour, the principles we've learned from treating people in
settings like prisons and psychiatric hospitals are applicable. They are immediately useful in
the job.

The strategy begins with a straightforward mentality that enables us to keep compassion
and tolerance for our coworkers, who can occasionally be rather difficult to get along with.
Start by thinking that, despite their challenging conduct, your colleague likely has valid
issues, but lacks the communication skills to explore those concerns further. Start by
 believing that, despite their challenging conduct, your colleague likely has valid issues, but
lacks the necessary communication and advocacy skills. Use the proven problem-solving
roadmap below to assist your colleague develop the abilities they might find tough as well
as lessen problematic behaviour and solve problems.

c) Mediation –

In organisational behaviour, mediation refers to the employment of a disinterested third

party to mediate disputes that occur at work. Each workplace may have conflict as a result
of disagreements in viewpoints, personalities, objectives, and values. Organizations may
resolve these problems and foster a productive workplace by using mediation.

Employee happiness is up, communication is better, and productivity is up thanks to

mediation in organisational behaviour. Also, mediation can lessen the likelihood of
expensive and time-consuming lawsuits and legal battles. Implementing a mediation
programme as part of an organization's dispute resolution procedure might be beneficial.
This may entail teaching managers and supervisors dispute resolution skills or engaging the
services of outside mediators. Mediation may support a strong workplace culture and
enhance overall performance by offering a method for timely and productive dispute
resolution.

d) Compromise –

The goal of the compromising conflict style is to persuade both sides to concede on certain
issues in an effort to reach a compromise. Because it gives each participant the opportunity
to feel as though their wants and concerns have been taken into account, this strategy may
be successful in settling disputes. To handle the expectations and feelings of all people
involved, this strategy can be time-consuming and may call for a high level of interpersonal
skills and emotional intelligence. Despite its difficulties, compromise is frequently seen as a
less problematic method of conflict resolution than other strategies, such as avoidance,
accommodation, or competitive combativeness, because it can result in a more long-lasting
and advantageous conclusion for both parties.

To avoid or minimize such conflicts within the organization, one can follow such steps –

a) Clear and transparent Policies –

Establishing policies and processes that are clear, open, and based on standards like
performance, education, and experience is the first step. Employees can assess their
own performance in accordance with the criteria for pay if they are aware of them.

b) Regular training and opportunities –

 Giving staff frequent opportunity for training and development is the second stage.
Employee skill and knowledge growth, which may result in career promotion and
increased pay, is made possible by this. Employee motivation is increased as a result,
and firms are better able to keep their top personnel.

c) Communication –

Encourage open and honest communication between staff members, supervisors, and
HR staff as the third stage. This guarantees that any problems about pay or job
advancement may be handled quickly. This encourages cooperation and trust among
staff members and lessens disputes over salary.

d) Better working Environment –

The last stage is to promote a healthy workplace culture that values cooperation,
diversity, and inclusion. Employees will feel more appreciated, driven, and engaged at
work as a result, which will increase their productivity and level of job satisfaction. This
aids in developing a strong employer brand that draws top people to the business.

In a nutshell we can conclude that, it’s critical for businesses to foster a culture of open
dialogue, attentive listening, and tolerance for opposing viewpoints. This can help avoid
disagreements from getting worse and foster a happy workplace. Furthermore, putting
in place a structured conflict resolution procedure may assist guarantee that disputes
are resolved quickly and effectively.

2. Karan's leadership style might be described as encouraging and kind. He cultivates a close-knit
team by aggressively supporting his teammates. The leader inspires and encourages their team
to work together towards a common objective in this transformational leadership style. Karan
has been successful in developing a team that is extremely motivated and engaged by creating a
happy and encouraging work atmosphere.

Sanjay, on the other hand, has a more dictatorial and transactional leadership style. He is not
interested in developing connections or fostering a pleasant work environment; he is only
concerned with finishing the task at hand. He corrects his team members in public, which may
have a detrimental effect on their motivation and attitude. The leader employs incentives and
penalties to drive their team members in this transactional leadership style, which is also known
as management by transaction.

Ultimately, it is evident that Sanjay's management approach is less successful than Karan's.
Karan has been successful in developing a team that is extremely motivated and engaged by
creating a happy and encouraging work atmosphere. On the other side, Sanjay's management
approach has produced a team that is scared and demotivated. Organizations should thus
concentrate on creating transformative leaders like Karan who can energise and inspire their
people to extraordinary accomplishments.

The ability to motivate, direct, and influence people to realise a shared objective or vision. In
order to establish trust, communicate clearly, make choices, and inspire a team, a leader must
possess a variety of characteristics, abilities, and behaviours.

The style of leadership is frequently defined as the behavioural pattern that the leader exhibits
in his capacity as a leader. A leader's ideology, personality, experience, and value system all
contribute to their leadership style. Also, it relies on the organization's culture and the sorts of
followers it has.

Different styles for leadership are as follows –

a) Autocratic Leadership Style –

A leader that practises autocratic leadership does not take other people's thoughts or
opinions into account while making decisions and has total control over the process.
Without much deliberation or input from others, the autocratic leader takes choices on their
own and enforces them on their team.

When prompt and decisive action is required, such as in an emergency or crisis, this type of
leadership can be beneficial. Long-term harm can also arise from it since it can cause team
members to become disengaged and unmotivated, which lowers productivity and creativity.

As a result, it is typically suggested as a temporary fix to certain issues or circumstances

rather than a long-term leadership approach.

b) Democratic Leadership –

A leader who practises democratic leadership engages the group in the decision-making
process. Organizations that place a high importance on innovation, cooperation, and
collaboration frequently employ this style of leadership.

Under a democratic leadership style, the group's leader promotes cooperation,

participation, and open communication. To ensure that everyone has a voice in the decision-
making process, the group's leader stimulates discussion and welcomes feedback from all
participants.

Since it encourages a sense of ownership and commitment among group members, who feel
like they have a share in the decisions made, this leadership style is frequently effective. It
also supports creativity and the growth of fresh ideas.
 Generally, the democratic leadership style can be successful in encouraging group members'
participation, creativity, and ownership, but it may not be appropriate in all circumstances.

c) Laissez-faire leadership –

Laissez-faire leadership is a non-directive, hands-off approach in which the team leader

takes a back seat and leaves it up to the team members to come up with solutions and make
decisions for themselves. Due to the fact that it includes giving authority to subordinates,
this leadership style is often referred to as "delegative" leadership.

Laissez-faire leaders offer little direction or supervision, and they may only step in when
necessary or if a crisis arises. They support autonomous thought and innovation because
they think their subordinates are capable and capable of making their own judgements.

Ultimately, the degree of experience, motivation, and communication within the team will
determine how effective the laissez-faire style is. Successful leaders must have the flexibility
to change their management techniques to suit the demands of their teams and the current
circumstances.

d) Transformational Leadership –

A leader that practises transformational leadership fosters a healthy workplace culture and
a common vision for the future, inspiring and motivating their team members to attain their
greatest potential. It is predicated on the idea that when leaders empower, inspire, and
assist their followers, people are capable of accomplishing great things.

Strong relationships with their followers and giving them the freedom to own their work are
the main priorities of transformational leaders. They articulate a distinct future vision and
motivate their followers to strive towards it by giving them the resources and skills they
need.

Knowing the four major styles of leadership, we can say the best leadership style depends
on a number of variables, including the culture of the organisation, the nature of the work,
the personalities of the team members, and the organization's objectives. There is no one
size fits all answer to the question of which style of leadership is better suited in the
workplace.

In conclusion, the ideal leadership approach for a workplace relies on the particular
requirements of the team and the company. Successful leaders typically utilise a blend of
different styles depending on the scenario to obtain the greatest outcomes.
3. A) The motivations or factors that direct a person's ideas, behaviours, or actions are referred to
as motives. Both internal and external influences, such as societal pressures or expectations,
may be present. Examples of internal elements include personal wants, values, and beliefs.
Motives can range in complexity and intensity, and they can be conscious or unconscious.

Motives have the power to affect a variety of human activities, including goal-setting, problem-
solving, decision-making, and interpersonal interactions. It may be beneficial for one's personal
development, self-awareness, and goal achievement to be conscious of one's motivations.
Comparably, developing empathy, communication, and collaboration in relationships and
communities can benefit from a knowledge of others' motivations.

Rajat and Suresh in the example have distinct motivations for their actions. Human conduct is
governed by a variety of reasons, some of which are covered below –

1. Biological Motives - The fundamental desires and requirements that are necessary for an
organism to survive and reproduce are referred to as biological motivations. These
motivations often act automatically and instinctively on a physiological level to fulfil the
organism's fundamental requirements.

Biological motivations are not immediately apparent in the example described.

2. Psychological Motives - Underlying motivations that influence human conduct are

psychological in nature. They speak about the underlying wants, motivations, and desires
that shape how people behave. Psychological reasons can be conscious or unconscious, and
a range of things, including culture, upbringing, individual experiences, and societal
conventions, can have an impact on them.

Rajat and Suresh are both motivated by psychological factors. Money is Rajat's main
motivation, but for Suresh it is recognition from the CEO and the PAN India team.

3. Psychological Motives - The psychological requirements or wants that lead people to

connect and form relationships with others are referred to as social motivations. These
motivations might be extrinsic, such as the need for control, status, or recognition, or
internal, such as a desire for closeness, social acceptance, or a sense of belongingness. Also,
it can aid us in creating plans for establishing and sustaining healthy connections with
others.

Social motivations are not immediately apparent in the situation.

4. Cognitive Motives - Cognitive motivations are the psychological demands or goals that push
people to learn about, comprehend, and control their surroundings. The cognitive functions
of perception, learning, reasoning, and problem-solving are all connected to these reasons.

In the current circumstance, cognitive motivations are not readily apparent.

5. Emotional Motives - The psychological requirements or aspirations that lead people to feel
and control their emotions are referred to as emotional motivations. These motivations
have something to do with how emotions are perceived, expressed, and controlled.

The situation does not seem to indicate any emotional motivations.

In conclusion, people might be motivated by a variety of factors that control their actions in
order to accomplish certain ends. Rajat and Suresh are both motivated by psychological
factors in the present situation; Rajat is motivated by money, while Suresh is motivated by
recognition.

B) According to Maslow's theory of the hierarchy of needs, Humans have a variety of wants,
and they work to satisfy those needs. The behaviour of an individual is determined by such
needs. These demands span from lower level biological needs to higher level psychological
needs. Moreover, these demands develop in a hierarchy or order of importance, requiring
that lower level needs be met before higher level needs become significant for motivation.

There are five categories into which human needs may be divided: physiological
requirements, safety needs, love and belonging needs, esteem needs, and self-actualization
needs.

Lower order needs are the bottom three tiers of requirements, which are essential for one's
survival and security. Higher order needs refer to the top two tiers of needs since they are
focused on a person's growth and potential realisation.

1. Physiological needs - include those for food, drink, air, shelter, and sleep. They are the
most fundamental and basic needs. A person cannot survive if these requirements are
not met.
2. Safety needs - Following the satisfaction of physiological requirements, a person's focus
shifts to safety and security. This comprises the demand for stability, financial security,
and bodily safety.

3. Social needs - When the first two levels are satisfied, a person looks for partnerships and
social ties with others to fulfil their desires for love and belonging. This encompasses the
requirement for adoration, affection, kinship, and a feeling of community.

4. Esteem needs - When someone feels liked and accepted, they start looking for approval
and respect from other people. This encompasses the desire for both respect from
others and respect for oneself.

5. Self-Actualization - The need for self-actualization, which is the desire to realize one's
greatest potential and experience personal growth and fulfilment, lies at the top of
Maslow's hierarchy. The urge for creativity, self-expression, and following one's passions
are all part of this.

Maslow's hierarchy of needs theory may be used to explain Rajat and Suresh's varied
motivations. Rajat's main need is financial stability, which is classified as a physiological
need. Physiological needs are those that are necessary for living and include things like
food, water, shelter, and money. Rajat needs more money to meet his basic necessities
now that he is married and his costs have grown, thus winning the cash reward is crucial
for him.

Suresh, on the other hand, falls under the category of esteem demands and his main
desire is acknowledgment and regard. The need for respect, fame, and status is referred
to as an esteem need. As Suresh hails from a wealthy family, his physical requirements
are already met. Winning the prize is crucial to him because he wants to be
acknowledged by his colleagues and the company's CEO.

According to their degree of requirements, people have varied motivations, which is

explained by Maslow's hierarchy of needs hypothesis. As each person has different
requirements, so do they all have different motivations. For instance, someone who has
already met their physiological and safety requirements may concentrate more on
meeting their needs for love and belonging, whereas someone who has already met
their needs for love and belonging may concentrate on meeting their needs for esteem.
As a result, each person has varied motivations based on their own requirements, which
change and develop through time.