1. What is Organizational effectiveness?

Ans: Organizational effectiveness refers to how an organization has achieved full

self-awareness due in part to: Leaders setting well-defined goals for employees and outlining
ways to efficiently execute those goals.
2. What are the goals or objectives of organizational behavior?
Ans: We have identified 8 objectives of organizational behavior;

1. Job Satisfaction
2. Finding the Right People
3. Organizational Culture
4. Leadership and Conflict Resolution
5. Understanding the Employees Better
6. Understand how to Develop Good Leaders
7. Develop a Good Team
8. Higher Productivity

3. What are the key elements of OB?

Ans: The four elements of organizational behavior are people, structure, technology, and the
external environment.
4. What are the fundamental concepts of OB?
Ans: The fundamental concepts of organizational behavior are;

● Individual Differences.
● Perception.
● A Whole Person.
● Motivated Behavior.
● The desire for Involvement.
● The value of the Person.
● Human Dignity.
● Organizations are Social System.
● Mutuality of Interest.
● Holistic Concept.

5. What is the importance of studying OB?

Ans: Studying OB helps to understand and predict organisational life. It also helps to
understand the nature and activities of people in an organisation. It has great need and
significance to motivate employees and to maintain interrelations in the organisation.
6. Define organizational behavior. Write its features.
Ans: Organizational behavior is the academic study of how people interact within groups.
The principles of the study of organizational behavior are applied primarily in attempts to
make businesses operate more effectively.
Features of Organizational Behavior (Characteristics or Nature of OB)

● 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.
7. What are the determinants of personality?
Ans: There are 4 major determinants of personality which include the physical environment,
heredity, experiences and culture.
8. What is the Big Five Model of Personality?
Ans: The five broad personality traits described by the theory are extraversion (also often
spelled extroversion), agreeableness, openness, conscientiousness, and neuroticism.
The five basic personality traits is a theory developed in 1949 by D. W. Fiske (1949) and later
expanded upon by other researchers including Norman (1967), Smith (1967), Goldberg
(1981), and McCrae & Costa (1987).

9.What do you mean by Job Satisfaction for yourself?

Ans: Job satisfaction is defined as the level of contentment employees feel with their job.
This goes beyond their daily duties to cover satisfaction with team members/managers,
satisfaction with organizational policies, and the impact of their job on employees' personal
lives.
10. What is meant by personality?
Ans: Personality refers to the enduring characteristics and behavior that comprise a person's
unique adjustment to life, including major traits, interests, drives, values, self-concept,
abilities, and emotional patterns.
11. What are the five aspects of Job Satisfaction?
Ans: Five components of job satisfaction: engagement; respect, praise and recognition; fair
compensation; motivation and life satisfaction.
12.How you can build a positive attitude towards your workplace.
Ans: Ways to develop and maintain a positive attitude at work
● Adjust your vocabulary.
● Consider how others feel
● Find solutions
● Smile more often
● Show your appreciation
● Interact with positive people
● Practice gratitude
● Reward yourself.
13. Give a case study which embodies any one fundamental concept of Organizational
Behavior.
Ans:
14.What is the fundamental difference of Job Satisfaction achieved from a Desk Job and
an Entrepreneurship?
Ans: 1. Employees seek direction while entrepreneurs create a path.
Employees tend to seek help when a problem arises at work. Entrepreneurs create the
solutions that keep the organization moving forward.

2. Employees do while entrepreneurs listen.

It’s the employees who get most of the work done in any organization. But in order for them
to do it well, the entrepreneur at the helm has to listen to their needs and ensure they maintain
a productive and positive work environment for staff.

3. Employees take fewer risks while entrepreneurs live for them.

While doing things the safest way can actually be good for an organization, it takes a
risk-tolerant entrepreneur to believe in and build the organization in the first place.

4. Employees are often specialists while entrepreneurs are generalists.

Entrepreneurs need to know a little bit about a lot of things, in part so they can empower the
specialist employees who work for them. In fact, a Swiss-German study found that specialists
tend to be employees for life, and in fact prefer that role.

5. Employees get paid for their role while entrepreneurs get paid for results.
Entrepreneurs are sometimes the last to get paid in a company, because their compensation is
tied directly to performance and profit.
15. Give proper examples and explain three aspects of Attitude.
Ans: Cognitive;The cognitive component represents our thoughts, beliefs, and ideas of a
thing, based on the information one has about that specific thing. It is how we think about
something. If someone has a strong cognitive belief about something, then it could be
generalized they would also have a strong cognitive response. For example, if one knows that
Tom believes all snakes are deadly, Tom could be stereotyped as someone who would try to
avoid snakes. Based on his knowledge, Tom may generalize that all snakes must be avoided.
Affective::
In analyzing cognitive components vs. affective components, one can see notable differences.
While the cognitive component involves how a person thinks about something, the affective
component involves how a person feels about something. An affective attitude can be
examined by a person's emotional response to something. Someone may think that working
out is good and should be done every day because they feel strongly that this is good for their
health. On the other hand, maybe the person has the attitude that working out is bad because
they feel it can lead to injuries.
It is important to note there is a difference between effective versus affective. Effective is
when someone is successful in producing the desired result. Affective is a result of the
feelings and emotions a person has.
Conative:The conative component relates to how we act in response to an object. Conative is
when a person is acting a certain way toward something. It is sometimes referred to as the
behavioral component of attitude because it focuses on behavior. The person's attitude
reflects their intentions. For example, the person who loves working out may have the
attitude that they are going to get up at 5:00 a.m. every morning to work out before leaving
for work.

16. ‘Human personality is Dynamic’- comment.

Ans: A dynamic person is one who:
1. Has a positive attitude and approach.
2. Can adjust to various environments.
3. Can come up with brilliant solutions for seemingly impossible problems.
4. people go to him for getting their queries solved
5. is innovative and creative

6. eager to learn and use what he/she has learnt.

a multi - talented person could be referred to as a dynamic person

17.Write a short note on the fundamental concepts of OB.

Ans: Organization Behavior is based on a few fundamental concepts which revolve around
the nature of people and organizations.

Such basic concepts are not specific to the field of OB.

In every field of social science or even physical science, has a philosophical foundation of
basic concepts that guide its development. There are certain philosophical concepts in
organizational behavior also.

The fundamental concepts of organizational behavior are;

● Individual Differences.
● Perception.
● A Whole Person.
● Motivated Behavior.
● The desire for Involvement.
 ● The value of the Person.
● Human Dignity.
● Organizations are Social System.
● Mutuality of Interest.
● Holistic Concept.

18.Write down the fundamental challenges of OB.

Ans: Main challenges and opportunities of organizational behavior are;
● Improving Peoples' Skills.
● Improving Quality and Productivity.
● Total Quality Management (TQM).
● Managing Workforce Diversity.
● Responding to Globalization.
● Empowering People.
● Coping with Temporariness.
● Stimulating Innovation and Change.

19. Write down few significant challenges of OB.

Ans: Same as above.
20. Write a short note on various types of Attitudes.
Ans: Same as Q15.
• What are the major causes of Job Satisfaction? Elaborate
Ans: 1. Communication
Communication can be extremely important to retaining levels of satisfaction, on both a
personal and professional level. It is exhibited in allowing employees to be open,
collaborative, trustworthy, and even confrontational when needed.

2. Culture
Defining a company culture links to job satisfaction as it provides values and guidance about
topics ranging from organizational goals to appropriate levels of interaction between
employees.

3. Security
It’s no surprise that once a culture is established in a workplace, satisfaction can then be
enhanced by added feelings of security. Security may arise from knowing you work for a
viable company with long-term goals, insinuating feelings of belonging to that company
(Berg, Grant, & Johnson, 2010). This can be enhanced by having honest communication and
transparency within a company.

4. Leadership
Tied into increased motivation for employees, leadership, or influencing a group toward the
achievement of a vision or set of goals (Kinicki & Kreitner, 2006), can lead to job satisfaction
by making sure communication and instruction of tasks is adequate and easily understood.
In turn, when employees feel that leaders can guide them through tasks, their motivation and
satisfaction increases.

With leadership having a crucial influence on job satisfaction, this related article with
leadership activities is a recommended read.

5. Opportunities
Employees can gain more satisfaction with their job when more challenging opportunities
arise. This can lead to participation in interesting and diverse projects and get employees
away from the monotony of a role.

6. Career development
Employees can become more satisfied with their job when they know there is an
individualized plan for them. Beyond the formal nature of appraisals, if there is a path in
place for growth, this can encourage employees to stay happier for longer.

7. Working conditions
Job satisfaction can be increased if a resilient workplace is a cooperative environment. This
means a place with respect for diverse ideas and opinions, honest and constructive feedback,
mentoring opportunities, and freedom from harassment.

21.A positive attitude is considered to be an essential characteristic of a successful

professional who is often required to function under extreme stress. What contributes to
a positive attitude in a person?
Ans: • A willingness to examine our strengths and weaknesses, and willingness to change.
• Being open to new ideas and concepts.
• Possessing the will and courage to address our fears.
• Believing that there is goodness and value in everyone.
• A willingness to be yourself and believe in yourself.
22. Define perception in terms of Organisational Behaviour.
Ans: Perception in Organisational Behavior: – Perception in Organisational Behavior is
defined as the process by which an individual selects, organizes and interprets stimuli into a
meaningful and coherent picture of the world. Perception is an intellectual process of
transforming sensory stimuli to meaningful information.
23. What is perceptual selectivity?
ANS: As noted above, perceptual selectivity refers to the process by which individuals select
objects in the environment for attention. Without this ability to focus on one or a few stimuli
instead of the hundreds constantly surrounding us, we would be unable to process all the
information necessary to initiate behavior.
24. Give two advantages of a diverse team.
ANS: Better opportunities for creativity and problem-solving. ...
Smarter decision-making.
25.What is rational decision-making?
ANS: Rational decision making is the opposite of intuitive decision making. It is a strict
procedure utilising objective knowledge and logic. It involves identifying the problem to
solve, gathering facts, identifying options and outcomes, analysing them, considering all the
relationships and selecting the decision.

26. What is intuitive decision-making?

ANS: Intuitive decision making is the way people make decisions naturally, without the use
of formal tools and procedures. Some talk about intuition as happening without any thought
at all. Like “trusting your gut” or “using the force” in a sixth sense kind of manner
27. Why should managers understand the basic perceptual process?
ANS: Managers should be able to comprehend this process as it will show that attention has
been shown a path and the candidates will be able to store a picture of any stimuli in their
memory and will choose the most suitable response to the stimuli.
28. How does one use the nominal group technique to analyse one's team?
ANS: Nominal group technique (NGT) is defined as a structured method for group
brainstorming that encourages contributions from everyone and facilitates quick agreement
on the relative importance of issues, problems, or solutions. Team members begin by writing
down their ideas, then selecting which idea they feel is best.
29. Give two examples of attributional biases.
ANS: Situation – You're driving along the motorway and another car cuts in front of you in
an erratic, haphazard way. Biased interpretation – You might draw some conclusions about
the other driver's character based on their poor driving. Perhaps you think they're rude,
arrogant, or aggressive
30. What do you understand by decision-making?
ANS: Decision making is the process of making choices by identifying a decision, gathering
information, and assessing alternative resolutions. Using a step-by-step decision-making
process can help you make more deliberate, thoughtful decisions by organizing relevant
information and defining alternatives
31. What are the major reasons for job satisfaction with examples?
ANS: The Work Itself. The content of the work itself is a major factor from which job
satisfaction is derived. ...
● Pay and Benefits. The amount of equitable financial compensation is another major
factor contributing to job satisfaction. ...
● Promotion. ...
● Supervision. ...
● Co-Workers. ...
● Working Conditions.

32. What are the primary consequences of dissatisfaction? Explain.

ANS: what is worst are the consequences of job dissatisfaction which affect both the
employees and the organization. It may result in loss of motivation, lack of interest,
frustration, poor productivity, absenteeism, and even high turnover rates.
1. Lack of Interest:Texting friends, browsing through social media, or simply staring at the
ceiling can illustrate a lack of interest in one’s work. One of the early signs of job
dissatisfaction, disinterest progressively grows worse over time and can impact work
performance.
2. Procrastination:A lack of interest can drive employees to procrastinate. People who
procrastinate generally:

● Wait until the last minute to complete a task

● Make excuses for not working on projects earlier
● Fail to put sufficient organization and thought into their work due to their limited
time working on it

3. Irritability:Though every job carries its own set of stressful moments, if employees are
constantly stressed out and in an irritable mood, this only makes job dissatisfaction worse.
Irritability not only adversely affects one’s mental health, but it also affects their colleagues
around them.

4. Frequent AbsencesWhen people aren’t happy with their jobs, they don’t want to carry out
their responsibilities. Thus, they have a tendency to call in sick frequently. Frequent absences
show an employee is unengaged and uncommitted to their work.

5. Lack of Effort:When an employee isn’t fully investing their expertise and talents into their
position, this is a sign they are not content. People who are satisfied with their jobs generally
have more zeal to succeed in their roles.

33. Discuss the various steps involved in rational decision making.

ANS:Step 1: Identify the Problem
Though this starting place might seem rather obvious, a failure to identify the problem clearly
can derail the entire process. It can sometimes require serious thought to find the central issue
that must be addressed. For example, you have taken a new job and you may initially decide
you need to find a new car for commuting back and forth from work. However, the central
problem is that you need a reliable way to commute to and from work.

Step 2: Establish Decision Criteria

In this step, the decision maker needs to determine what is relevant in making the decision.
This step will bring the decision maker’s, and any other stakeholder’s, interests, values and
preferences into the process. To continue our example, let’s assume you are married. Some of
the criteria identified might include budget, safety, functionality, and reliability.

Step 3: Weigh Decision Criteria

Because the criteria identified will seldom be equally important, you will need to weight the
criteria to create the correct priority in the decision. For example, you may have weighted
budget, safety, and reliability as the most important criteria to consider, along with several
other slightly less critical criteria.

Step 4: Generate Alternatives

Once you have identified the issue and gathered relevant information, now it is time to list
potential options for how to decide what to do. Some of those alternatives will be common
and fairly obvious options, but it is often helpful to be creative and name unusual solutions as
well. The alternatives you generated could include the types of cars, as well as using public
transportation, car pooling and a ride-hailing service.

Step 5: Evaluate Alternatives

After creating a somewhat full list of possible alternatives, each alternative can be evaluated.
Which choice is most desirable and why? Are all of the options equally feasible, or are some
unrealistic or impossible? Now is the time to identify both the merits and the challenges
involved in each of the possible solutions.

Step 6: Select the Best Alternative

After a careful evaluation of alternatives, you must choose a solution. You should clearly
state your decision so as to avoid confusion or uncertainty. The solution might be one of the
particular options that was initially listed, an adaptation of one of those options, or a
combination of different aspects from multiple suggestions. It is also possible that an entirely
new solution will arise during the evaluation process.

34. Discuss the creative decision-making process.

ANS: Creative decision-making is the ability to consider all perspectives and solve a problem
in a new way. It can establish new or better alternatives, offer a new method or even help
discover a new product or service for a business to offer.The four steps to the creative process
are: preparation, incubation, illumination, and implementation. We will consider each of these
separately and then form a connection between creativity and decision making.
35. How do you know if your decision-making process is creative?
ANS: Creative decision-making is the ability to consider all perspectives and solve a problem
in a new way. It can establish new or better alternatives, offer a new method or even help
discover a new product or service for a business to offer.
36. What differentiates the creative and intuitive models of decision-making?
ANS:
37. What differentiates the rationality and bounded rationality in decision-making?
ANS: Rationality is the idea that as humans we always chose the most optimal decision when
it is made in our own self-interest. By contrast, bounded rationality says that we cannot do so
as we are limited by three key factors: Cognitive Limitations, Imperfect Information, and
Time Constraints.
38. How is the attributional process important in understanding organizational
behavior?
ANS: Attribution theory is important for organizations because it can help managers
understand some of the causes of employee behavior and can assist employees in
understanding their thinking about their own behaviors.
39.What are other ways that a company can utilize a multigenerational team to their
advantage?
ANS: Avoid stereotypes, and instead ask questions.
● Leverage the strengths that each generation holds.
● Lean into diversity when it comes to building teams.
● Try to prevent "generational silos"
40. Describe with examples, the differences between job involvement, organizational
commitment, and job satisfaction and how they influence each other.
ANS:
41.Compare the five decision-making models with examples.
ANS: 1. Rational Model:Using a sequence of logical steps to help make a decision, the
rational model leverages data, logic, and analysis to identify the problem, brainstorm possible
solutions, and select the most viable option after careful evaluation.

2. Intuitive Model:There are times when you have to go with your gut instincts. Believe it or
not, when you go with your instincts, this is another decision-making model in management
that you are following, known as the intuitive model. It's often less structured than the other
decision-making models on our list but just as helpful depending on the situation.

The intuitive model relies on past training, experience, and knowledge to arrive at a final
decision without conscious reasoning. Although it might seem like the intuitive model is a
gamble, the decision-maker usually makes their final decision by scanning the situation for
patterns based on what has worked in the past, sometimes without even realizing it.

3. Vroom-Yetton Model:Victor Vroom designed the Vroom-Yetton model with the premise
that the best solution to a problem depends on the context.

Following the Vroom-Yetton model, decision-makers use a decision tree containing seven yes
or no questions, such as "is there sufficient information for a leader to make a good decision
on their own?" The results from these questions then help determine which decision-making
process to go with from the five aspects described by the Vroom-Yetton model, which include
Autocratic (A1), Autocratic (A2), Consultative (C1), Consultative (C2), and Collaborative
(G2).

4. Recognition Primed Model:Like the intuitive model, the recognition primed model relies
on experience when making decisions, but it goes further. First, the decision-maker would
analyze the problem to see if they can recognize patterns based on similar situations they've
experienced. Using that information, they would then create a list of possible solutions and
then run each scenario through their minds to develop the best course of action.

5. Bounded Rationality Model:Sometimes, you have to go with a "good enough" solution to

get the job done. We are often "bounded" by time constraints, limited available information,
and cognitive limitations as humans. This is the idea behind the bounded rationality model:
doing the best with what you have available rather than overanalyzing every alternative
solution.

42. What are the various ways of increasing organisational creativity?

ANS: Establish a clear mission and vision. ...
Communicate the company's goals. ...
Hire the right people. ...
Implement flexible work hours. ...
Provide space for critical thinking. ...
Adapt creative-thinking techniques. ...
Act on good ideas. ...
Reward creativity
43. How can variations in social perception affect every day work behaviour? Provide
an example to illustrate.
ANS: In organizational behavior and business, perception often helps shape a person's
personality and how they act in certain situations. These can affect how they respond to
certain things-like stressful situations-their performance at tasks, and even their creativity.
Incidental social perception also activates goal knowledge that can automatically influence
actual goal-pursuit – that is, behavior that is directed towards an objective, persists over time,
and resumes after an interruption.
44.What do you see as the main difference between a successful and an unsuccessful
decision?
Ans: The main difference is in the quality of the process that was used to make the decision
in the first place.
Put another way, a good decision is one that you would have made with the information you
had available to you regardless of the outcome. A bad decision is one that you made rashly,
even if it worked out well in the end. Luck, skill and so on should be the inputs to the
decision rather than variables that you dissect after the fact.
45.Define Motivation.
Ans: Motivation is the reason for which humans and other animals initiate, continue, or
terminate a behavior at a given time. Motivational states are commonly understood as forces
acting within the agent that create a disposition to engage in goal-directed behavior.
46.State the purpose of ERG theory
Ans: ERG theory of Clayton Alderfer is a modification of Maslow’s hierarchy of needs
(Alderfer, 1969). Instead of the five needs that are hierarchically organized, Alderfer
proposed that basic human needs may be grouped under three categories, namely, Existence,
Relatedness, and Growth (see the following figure). Existence need corresponds to Maslow’s
physiological and safety needs, relatedness corresponds to social needs, and growth need
refers to Maslow’s esteem and self actualization. ERG theory’s main contribution to the
literature is its relaxation of Maslow’s assumptions. For example, ERG theory does not rank
needs in any particular order and explicitly recognizes that more than one need may operate
at a given time. Moreover, the theory has a “frustration-regression” hypothesis, suggesting
that individuals who are frustrated in their attempts to satisfy one need may regress to another
one. For example, someone who is frustrated by the lack of growth opportunities in his job
and slow progress toward career goals may regress to relatedness needs and start spending
more time socializing with one’s coworkers. The implication of this theory is that we need to
recognize the multiple needs that may be driving an individual at a given point to understand
his behavior and to motivate him.
47.What do you mean by intrinsic motivation?
Ans: Intrinsic motivation is a term that refers to a person's behavior when it's driven by
personal satisfaction—doing something purely because it's fun or enjoyable. It's the
difference, for example, between reading a book for amusement and reading a book in order
to study for a test you feel obliged to do well on.

48.What is the key concept of Maslow's theory of motivation?

Ans:

Maslow’s hierarchy is a systematic way of thinking about the different needs employees may
have at any given point and explains different reactions they may have to similar treatment.
An employee who is trying to satisfy her esteem needs may feel gratified when her supervisor
praises her. However, another employee who is trying to satisfy his social needs may resent
being praised by upper management in front of peers if the praise sets him apart from the rest
of the group.
By leveraging the various facets of the planning-organizing-leading-controlling (P-O-L-C)
functions. In the long run, physiological needs may be satisfied by the person’s paycheck, but
it is important to remember that pay may satisfy other needs such as safety and esteem as
well. Providing generous benefits, including health insurance and company-sponsored
retirement plans, as well as offering a measure of job security, will help satisfy safety needs.
49. Define X and Y theory of motivation.
Ans: Definition: Theory X and theory Y are part of motivational theories. Both the theories,
which are very different from each other, are used by managers to motivate their employees.
Theory X gives importance to supervision, while theory Y stresses on rewards and
recognition.
50. State the importance of ERG theory.
Ans: Same as Q46
51. List the hygiene factors according to Hertzberg's theory.
Ans: Examples of hygiene factors are:
● pay
● quality of supervision
● company rules
● physical working conditions
● co-worker relationships
● job security
52. What is the main component of Hertzberg's theory?
Ans: The theory consists of two factors:

Hygiene factors - (also called dissatisfiers) can create job dissatisfaction

Motivators - can create job satisfaction
Examples of hygiene factors are:

● pay
● quality of supervision
● company rules
● physical working conditions
● co-worker relationships
● job security
Examples of motivators are:

● chances at promotion
● personal growth
● acknowledgement
● responsibility
● achievement
53. State the limitations of Vroom's Expectancy Theory.
Ans: Disadvantages of Expectancy Theory
Difference in Expectations
The biggest disadvantage of this theory is that expectations of all employees cannot be same
and while come expectations can be met but to think that expectations of all employees will
be met is not possible which makes theory impractical. In simple words when you go in a
restaurant with your family and each member will have different liking as far as the menu of
the restaurant is concerned but you cannot order all the food and you have to make consensus
where someone will have to sacrifice his or her choice of food, in case of companies the same
thing applies where some employees expectations will not be met for the greater good of the
company.

Company’s Goal is Sidelined

Another problem with this theory is that while an individual’s expectations and goals are
given importance but it results in the company’s goal and expectations being sidelined which
can be disastrous for any company very existence of the company can be in jeopardy if the
company keeps thinking about employees only. In simple words, great companies are not
those who take care of only their employees rather great companies are those who maintain a
balance between employee satisfaction and the company’s profits.

Complex Process
It is a complex process in the sense that one cannot quantify or generalize employee
expectations which is the case with Maslow’s theory of motivation where one can generalize
basic needs like food, shelter, clothing, and safety needs. In simple words since every human
is different which in turn leads to their expectations being also different and hence this theory
makes it complicated for the company to satisfy and meet the expectations of every employee
of the company.

54. State the formula of Vroom's Expectancy Theory.

Ans: He expressed his expectancy theory of motivation in terms of a mathematical formula:
Motivation = Valence × Expectancy × Instrumentality. If any one of the three factors is nil,
the overall score will be zero, and there will be nil motivation.
55. State the importance of Maslow's Needs Theory.
Ans: Same as Q48.
56.What will happen if Maslow's basic needs are not met?
Ans: Maslow argued that the failure to have needs met at various stages of the hierarchy
could lead to illness, particularly psychiatric illness or mental health issues. Individuals
whose physiological needs are not met may die or become extremely ill. When safety needs
are not met, posttraumatic stress may occur.
57. Mention the purpose of McGregor’s Theory X & Y.
Ans: Maslow argued that the failure to have needs met at various stages of the hierarchy
could lead to illness, particularly psychiatric illness or mental health issues. Individuals
whose physiological needs are not met may die or become extremely ill. When safety needs
are not met, posttraumatic stress may occur.
58. What does McGregor’s Theory X tell us about Motivation?
Ans:
59. State the major elements of Herzberg’s Motivation Hygiene Theory.
Ans: Same as Q52
60. What are the limitations of Herzberg’s Two-Factor Theory?
ANS: The two-factor theory overlooks situational variables.
1. Herzberg assumed a correlation between satisfaction and productivity. But the
research conducted by Herzberg stressed upon satisfaction and ignored
productivity.
2. The theory’s reliability is uncertain. Analysis has to be made by the raters. The
raters may spoil the findings by analyzing same response in different manner.
3. No comprehensive measure of satisfaction was used. An employee may find his
job acceptable despite the fact that he may hate/object part of his job.
4. The two factor theory is not free from bias as it is based on the natural reaction of
employees when they are enquired the sources of satisfaction and dissatisfaction
at work. They will blame dissatisfaction on the external factors such as salary
structure, company policies and peer relationship. Also, the employees will give
credit to themselves for the satisfaction factor at work.
5. The theory ignores blue-collar workers
61. Mention the three levels of needs in Alderfer’s ERG Theory.
ANS:Alderfer’s ERG theory suggests that there are three groups of core needs: existence (E),
relatedness (R), and growth (G)—hence the acronym ERG. These groups align with
Maslow’s levels of physiological needs, social needs, and self-actualization needs,
respectively.
 Existence needs concern our basic material requirements for living. These include what
Maslow categorized as physiological needs (such as air, food, water, and shelter) and
safety-related needs (such as health, secure employment, and property).

Relatedness needs have to do with the importance of maintaining interpersonal relationships.

These needs are based in social interactions with others and align with Maslow’s levels of
love/belonging-related needs (such as friendship, family, and sexual intimacy) and
esteem-related needs (gaining the respect of others).

Finally, growth needs describe our intrinsic desire for personal development. These needs
align with the other portion of Maslow’s esteem-related needs (self-esteem, self-confidence,
and achievement) and self-actualization needs (such as morality, creativity, problem-solving,
and discovery).

Alderfer proposed that when a certain category of needs isn’t being met, people will redouble
their efforts to fulfill needs in a lower category. For example, if someone’s self-esteem is
suffering, he or she will invest more effort in the relatedness category of needs.

62. How is Maslow's theory applicable in real life? State with examples.
ANS: Maslow’s Hierarchy of Needs is a motivational theory that comprises five tiers of
human needs that dictate our life and behavior. We often depict these five needs in our
everyday life but seldom realize them. For example, our need to eat and drink to stay healthy
and alive is a physiological need stated by Maslow.
These five needs are depicted by a pyramid with the most fundamental need at the bottom.
The hierarchy is as follows:

● Physiological: Biological need for human survival – food, air, water.

● Safety: The need to experience order, predictability, and control in your life.
● Love and Belonging: Interpersonal relationships and wanting to be part of a
group.
● Esteem: The need to have dignity, respect, and achievements.
● Self-actualization: Realizing personal potential, self-fulfillment, and seeking
personal growth.

63. Create a design and discuss how to use McClelland's Theory of Needs to motivate
employees.
ANS: 1. Determine the driver
First, establish what drives each of your employees. You can do this in three ways:
 ● Observe your employees
● Provide a questionnaire
● Have a conversation

If you decide to have a conversation with your employees or offer them a questionnaire, consider
asking them questions like these to help you determine their primary driver:

● “When you disagree with a coworker, do you seek a compromise to maintain the
relationship or do you fight for what you want?”
● “Would you rather receive directions or give directions?”
● “Do you enjoy challenges or do you prefer to perform tasks you’ve already mastered?”

The answers you receive will help you determine which driver motivates your employees.

2. Establish motivators

After learning your employee’s primary driver, you can come up with effective ways to motivate
them:

● Achievement: Ensure you regularly give achievement-motivated individuals new,

challenging assignments to keep them happy.
● Affiliation: For affiliation motivated employees, ensure they have plenty of opportunities
to work with other people and build meaningful relationships at work.
● Power: Give power-motivated employees opportunities to lead others and delegate to team
members.

3. Implement the process: Take what you’ve learned about your employees and implement
new practices that directly support their motivational driver. For example, try giving an
achievement-motivated person a new research project or presentation to prepare. For an
affiliation-motivated employee, make sure they have plenty of opportunities to work with
others. Even if their job responsibilities are primarily independent, place them in an area of the
office where they can interact with others. Finally, for power-motivated employees, put them in
leadership or spokesperson positions.

4. Refine as needed: You may need to refine your individual strategy for each employee over
time. See if your initial approach works to motivate your employee. If you see an uptick in
productivity and engagement, your strategy is likely working. If your employee lacks
motivation or seems unhappy at work, consider trying a different tactic.

64.Which theory, according to you, is best for motivating employees? Elucidate.

ANS: 1. Incentive theory: The incentive motivational theory suggests reinforcement,

recognition, incentives and rewards motivate people. The incentive theory also proposes people
may display certain behaviors to achieve a specific result, incite a particular action or receive a
reward. Here are a few examples of incentives in the workplace:

● Bonus: A bonus is a reward you may give to an employee based on their performance
levels over a period.
● Praise: Praise can be useful for one-on-one situations, such as quarterly employee
reviews. You can praise an employee by giving positive feedback about their
performance, which may build your relationship with them and promote trust.
● Opportunity: Providing opportunities like paid training or continuing education may
give your team an incentive to increase their knowledge in a specific field and
develop their skills.
● Promotion: Providing an opportunity for career advancement often is one of the most
influential incentives a manager can offer because it can give an employee a feeling of
importance and growth. A promotion may include an advanced job role, a new job
title or a salary increase.
● Salary or wage: Offering a pay raise or salary increase is an incentive management
teams often find effective. For optimal results, consider using salary or wage
incentives for individual employees rather than all employees and departments within
a business.
● Paid vacation or time off: Consider offering employees compensation for taking days
off or giving them additional vacation days. An employee may value this incentive if
they're planning for a family vacation or want some extra time to rest at home.

65. Do you think perception is related to decision making in an organization? Give your
views.
ANS: Individuals make decisions, choices from among two or more alternatives. ­Ideally,
decision making would be an objective process, but the way individuals make decisions and
the quality of their choices are largely influenced by their perceptions. Individual decision
making is an important factor of behavior at all levels of an organization.

Decision making occurs as a reaction to a problem. That is, a discrepancy exists between the
current state of affairs and some desired state, requiring us to consider alternative courses of
action. If your car breaks down and you rely on it to get to work, you have a problem that
requires a

66. How fulfilling is it for you to complete the work you are given for your current
employer?
ANS:
67. How would you react if a team leader encouraged competition between team
members instead of collaboration?
ANS: A leader and his team have a symbiotic relationship which is best when it is a mutually
beneficial one. A lot has already been said about the advantages of teamwork, but I think the
real challenge for a leader is not get the team to work together, but to creatively and
effectively channelize the competitive spirit of the teammates into collaborative tasks.
So then, is a collaborative team better than a competitive one? Would you prefer a more
competitive environment which encourages individual contribution, improves problem
solving skills and innovation to stay ahead? Or would you opt to work in a collaborative
culture which assures that each person has a voice, is inclusive and respects diversity.

Well there are two sides to a coin and a team which is highly competitive will often have
instances of backstabbing, information hoarding and of course in fighting. A purely
collaborative environment on the other hand is a breeding ground for mediocrity, extremely
slow decision making and no impetus for employees to step outside their comfort zones. But
then, collaborative cultures improve creativity because everyone is in a more relaxed
environment.

My submission is, that a competitive team, which knows to work collaboratively will give the
best output. A smart leader is one who finds ways to promote healthy competition within the
team; ensures that ideas are shared, achievements are celebrated and there is collective
responsibility for failure. Collaboration and competition need to co-exist because one without
the other is never the sustainable way to be. Some may feel that the competitive streak in a
team may result in alienating the weak members. But I believe that it is the competitive spirit
in a collaborative environment that gives the weaker teammates an opportunity to better
themselves. It provides them a chance to learn from others and motivates them to
self-improve.

Great teams are made up of people who compete well, respect each other’s’ views and
contribute equally. They understand that for excellence to become a habit, you need to
practise it over and over until it becomes second nature. Success comes from each member
having a distinctive yet complementary role. The best teams are those which combine
individual drive with the understanding of the importance and power of the team.

A great leader creates a great team and it is the responsibility of a leader to ensure a healthy
balance of collaboration and competition within his team. Many of us may think that
collaboration and competition cannot exits together, but the fact is, collaboration and
competition nurture each other. Competition encourages people to give their best and
collaboration encourages the team to put everyone’s talent to the best use.

68. Describe a time you had to handle complaints from a client. What happened and
how did you manage to remain calm?
ANS:
69. What is the most stressful or difficult situation you have faced at your previous
job/internship? How did you handle it?
ANS:
70. If you could change one thing about your personality, what would it be? Elucidate.
ANS:
71. Tell us about a time when you made a mistake at your workplace and how you
resolved it.
ANS: