Q1. What is organizational behaviour and why is it important?

Organizational behavior is the study of how people behave in an organization and how that behavior affects the performance of the organizations effectiveness and efficiency. It uses scientific methods to test hypotheses. It is also a multi-disciplinary study, taking knowledge from social and behavioral sciences and applying it to real-world situations. Organizational behavior is mainly concerned about the following three aspects of an organization. i. Individual Behavior ii. Individual and group behavior iii. Organizational structure The importances of organizational behaviour are If people are an organizations most important asset then

understanding how humans behave in an organization will improve productivity.

Understanding OB allows better worker relations, more

realistic expectations and improves job satisfaction. OB helps us to understand the work place diversity as

organizations are no longer homogeneous. Organizations are now more an open system i.e. less tolerant

of hierarchy and more informal.

OB can help an organization adapt to the change in the

working environment as it is getting more influenced more by the information technology. Most importantly, OB can improve ethical behaviour of its

human capital.

Q2. What are organizations like as work settings? Organization is a social unit consist of two or more people working together to achieve a common goal. Organization must have a mission statement which can set them apart from its competitor and help them to focus on the core purpose. For example, Hershey Chocolate Company mission statement is, Bringing sweet moments of Hershey happiness to the world every day. So Hershey pursues certain strategies to accomplish their mission statement. One of their strategies is to maintain a strong "people" orientation and demonstrate care for every employee. Organization as work setting is divided into two parts, external and internal environment of the organization External Setting: In an external setting, organization work as an open system, where it take inputs from its surrounding and convert them into outputs. It external environment consist of stakeholders such as customer, suppliers etc, anyone who has an interest in the organization performance. It also takes consumer feedback to enhance its input in order to provide an improved output. Internal Setting: Every organization has their own shared set of norms and values which is known as organization culture. A strong organization culture can promote work diversity by influencing different cultural people work under the same roof. It can also lead to a higher value on multiculturalism, increasing the respect for diversity in the workplace. Q3. What is the nature of managerial work? Manager is someone who achieves the goals of an organization through other people by supporting the work effort of every other individual. Today, managers are more impersonal that is more of a helper than a boss.

In order to achieve the managerial work managers have four main functions to follow, which are: 1. Planning: It helps to integrate and coordinate activities through defined goals and established objectives.
2. Organizing: It determines what task are to be done by whom and

how and then arranges resources to arrange them. 3. Leading: This function includes motivating employees to accomplish task successfully through maintaining a good interpersonal relations. 4. Controlling: Managers monitor activities to ensure that there is no deviation in activities which were planned. Henry Mitzberg has divided the activities of managers into 10 managerial roles into three categories. Interpersonal Role Figurehead: Manager is a symbolic head, obliged to perform a number of duties. Example- hosting ceremonies. Leader: Fosters a proper work atmosphere and motivates and develops subordinates Liaison: Develops and maintains a network of external contacts to gather information. Informational Role Monitor: Gathers internal and external information relevant to the organization; serve as the never center of the organization. Disseminator: Transmits factual and value based information to subordinates. Spokesperson: Communicates to the outside world on performance and

policies. Decisional Role Entrepreneur: Designs and initiates change in the organization Disturbance handler: deal with unexpected events and operational breakdowns. Resource allocator: controls and authorises the use of organizational resources. Negotiator: participates in negotiation activities with other organizations and individuals. Managerial performance is based on Robert Katz three essential managerial skills. Human skills is the ability to work, understand and motivate other people both individually and in groups Technical Skills is the ability to apply specialised knowledge or expertise. Conceptual skill is the ability to analyze and solve complex problems. Q4. How do we learn about organizational behaviour? Today, the business world is always changing at a fast pace, there is always something for humans and organizations to learn. Therefore, learning is any relatively permanent change in behaviour that occurs as result of experience. For an individual there is lifelong learning, that is continuous learning from everyday experiences. For an organization, it is the process of gaining knowledge and utilising the information to adapt to the rapid changes in the world. So through experimental learning cycle we can learn more about organizational behaviour, as experimental learning can help to connect the classroom education with the real world of work. Q5. What are culture and values?

Culture is the conventional behaviour of a society which influences their way of thinking and acting among a group of people. Geert Hoftstede refers to culture as the software of the mind, which implies that society teaches us culture and therefore it varies from nation to nation. The five dimensional of national culture are

Power Distance: The degree of equality, or inequality, between people in the country's society Individualism and Collectivism: Degree to which a society reinforces individual or collective achievement and interpersonal relationships Masculinity-Femininity: Degree to which a society reinforces, or does not reinforce, the traditional masculine work role model of male achievement, control, and power Uncertainty avoidance: Level of tolerance for uncertainty and ambiguity. within the society - i.e. unstructured situations Long term/short term orientation: Degree to which a society embraces, or does not embrace, long-term devotion to traditional, forward thinking values. Values can be defined as broad preferences concerning appropriate courses of action or outcomes. Values influence behaviour and attitudes.

Parents, friends, teachers, and external reference groups can influence individual values. Values develop as a product of learning and experiences Milton Rokeach has developed well known set of values into two broad categories. Terminal Values reflect a persons preferences concerning the ends to be achieved. Instrumental values reflect a persons beliefs about the means for achieving desired ends.

Gordon Allport has classified human values into six categories. These are

The The The The The The

theoretical -- a scientist, for example, values facts. economic -- a businessperson may value usefulness. aesthetic -- an artist naturally values beauty. social -- a nurse may have a strong love of people. political -- a politician may value power. religious -- a monk or nun probably values unity.

Maglino value classification aimed at people in the workplace.

Achievement Helping and concern for other Honestytelling the truth and doing what you feel is right Fairnessbeing impartial and doing what is fair for all concerned

Q6. What is personality?

Personality is the enduring characteristic that describes an individuals behaviour. It is the sum total of ways in which an individual reacts and interacts with others. Personality is also linked with nature and nurture. The nature versus nurture debates the relative importance of an individuals innate qualities versus personal experiences in determining individual difference in physical and behavioural traits. Q7. How do personalities differ? Through different personality trait we can study the human personality. Trait theorists are primarily interested in the measurement of traits, which can be defined as habitual patterns of behaviour, thought, and emotion. Five dimensions seemed to emerge that explain a lot of the variation in our personalities. It is known as Big Five: Extraversionoutgoing, sociable, assertive Agreeablenessgood-natured, trusting, cooperative Conscientiousnessresponsible, dependable, persistent Emotional stabilityunworried, secure, relaxed Openness to experienceimaginative, curious, broad-minded

Aside from the Big Five personality traits, perhaps the most well-known and most often used personality assessment is the Myers-Briggs Type Indicator (MBTI). Unlike the Big Five, which assesses traits, MBTI measures types. Assessments of the Big Five do not classify people as neurotic or extravert: It is all a matter of degrees. MBTI on the other hand, classifies people as one of 16 types. Social traits are the traits that reflect the way a person appears to others when interacting in various social setting. One measure of social trait is problem solving style. Information gathering involves getting and organizing data for use. Styles of information gathering vary from sensation to intuitive. Sensation-type individuals prefer routine and order. They tend to be realistic, down-to-earth people, but they tend to see everything in rather simplistic, concrete, black-or-white terms. Intuitive-type individuals prefer the big picture. Intuiting people are often artistic and can be rather philosophical. The second component of problem solving, Evaluation, involves making judgments about how to deal with information once it has been collected. College professors tend to be judging! Feeling-type individuals people make their decisions based on their feelings. While this wont work well when trying to fix a car or a computer, feelings are a kind of intuition that works very well when dealing with people. Thinking-type individuals people make their decisions on the basis of thinking - reasoning, logic, step-by-step problem solving. This works very well for physical problems, but can leave something to be desired when dealing with something as complex as people.

Self-monitoring refers to the extent to which a person is capable of monitoring his or her actions and appearance in social situations.

Q8. What are attitudes?

Attitudes are evaluative statements either favourable or unfavourable concerning objects, people or events. They reflect how one feels about something. For example - I like my job My attitude towards my job. Components of attitude Cognitive evaluation Opinion or belief segment of attitude Affective - feeling or emotional segment of the attitude Behavioural - Action segment an intention to behave in a certain way.

In organizations attitudes are important because of their behavioural component. Attitudes that people hold determine what they do. Therefore, these work-related attitudes tap positive or negative evaluations that employees hold about their work environment.

Q9. What is the perception process? The process by which people select, organize, interpret, retrieve, and respond to information. Perceptual information is gathered from: i. Sight. ii. Hearing. iii. Touch. iv. Taste. v. Smell. Factors influencing Perception Process are: The perceiver is said to influence the selection process because a person tends to perceive what he or she needs, wants and expects to see. The nature of the setting therefore influences what is perceived as appropriate or normal. The perceived is influential in the perceptual process in that certain general attributes of the perceived object, person or idea influenced what is noticed and what is not

Q10. What is job performance and how is it related to performance? Job satisfaction can be defined as a positive feeling about ones job resulting from the evaluation of its characteristics. Person who is dissatisfied holds negative feeling. There are five aspect of job satisfaction: Work itself - Training, variety, and independence satisfies most employees. Challenging and creative job. Pay & other benefits Supportive work condition Supportive colleagues

Job satisfaction and Job performance have a strong correlation as happy workers are productive workers. Although there are three argument relating to job satisfaction and performance of an individual Satisfaction causes performance: Job satisfaction alone is not a consistent predictor of individual work performance Performance satisfaction: individual performance can lead to rewards which are reasonable that in turn lead to individual satisfaction. Both satisfaction and performance: Well-managed rewards can positively influence both individual satisfaction and performance.

Q11. What are individual differences and how are they related to workforce diversity? Workforce diversity is the similarities and differences among employees in terms of age, cultural background, physical abilities and disabilities, race, religion, sex, and sexual orientation. Changing demographics is an urgent reason for the increased interest in managing diversity in the workplace. In a demographic variability, everyone deserves the opportunity to participate fully and avoid stereotype. People should be valued for their differences not in spite of them. Abilities are cognitive or mental characteristics that affect ones potential to learn or to perform. Aptitudes are sometimes treated as interchangeable with abilities, particularly when they focus on prediction of performance in other settings or on other occasions. Both mental and physical aptitudes and abilities are used in matching individuals to organizations and jobs. Managing individual indifferences can enhance workforce diversity as it can

Foster awareness and acceptance of human differences Foster a greater understanding of the nature and dynamics of individual differences Help participants understand their own feelings and attitudes about people who are different from themselves Explore how differences might be tapped as assets in the workplace Equal employment opportunity through non-discrimination and affirmative action can increase the workforce diversity.

Q12. What are foundation of emotion and moods?

Q13. What are organizational and cultural exemplar of emotions and moods?

Q14. How can perceptions be managed?

Q15. What are common perceptual distortions?

Q16. What is attribution theory?