Tribhuvan University

Faculty of Management
Central Department of Public Administration
Public Administration Campus
Organizational Behavior
Assignment

2080 Magh 08 (22/01/2024)

Group: B

Submitted by: Submitted to:

Rabindra Bhujel Gharti Mohani Lal Gaire
Roll no. 73 Organizational Behaviour
2nd semester 2nd semester
Shift Online MPA-510
Rabindra Bhujel Gharti, Roll No: 73 Course Code: 510,Page No.1

Question 1 : Define the term Organizational behavior with respect to cultural

diversity.
Introduction:

Organizational behavior refers to the study of how individuals, groups, and structures within an
organization interact and influence one another. It encompasses a wide range of topics, including
communication, leadership, motivation, and decision-making. Cultural diversity in
organizational behavior pertains to the presence of individuals from different cultural
backgrounds within an organization and the impact of this diversity on various aspects of
organizational life.

Content:

Cultural diversity in the workplace is a complex and dynamic phenomenon. It involves

acknowledging and valuing differences in terms of race, ethnicity, gender, age, religion, and
other cultural dimensions. Organizations that embrace cultural diversity recognize the unique
perspectives and talents that individuals from diverse backgrounds bring to the table. This
inclusivity fosters a rich and vibrant work environment, encouraging creativity and innovation.

In the context of organizational behavior, understanding and managing cultural diversity is

crucial. It involves recognizing and addressing potential challenges that may arise due to cultural
differences, such as communication barriers, varying work styles, and differing approaches to
problem-solving. Effective organizational behavior in culturally diverse settings requires the
development of strategies to promote inclusivity, equality, and a sense of belonging among all
employees.

Leadership plays a pivotal role in shaping the organizational behavior related to cultural
diversity. Leaders must be culturally competent, promoting a culture of respect and open-
mindedness. They need to be aware of their own biases and continuously strive to create an
environment where diverse perspectives are valued and integrated into decision-making
processes.

Organizational behavior with respect to cultural diversity involves implementing policies and
practices that promote fairness and equity. This includes initiatives like diversity training,
Rabindra Bhujel Gharti, Roll No: 73 Course Code: 510,Page No.2

mentorship programs, and flexible work arrangements that accommodate diverse needs and
preferences.

Conclusion:

organizational behavior in the context of cultural diversity is about recognizing, understanding,

and leveraging the benefits of a diverse workforce. It requires a commitment to inclusivity,
effective leadership, and the implementation of policies and practices that foster a positive and
collaborative work environment for individuals from all backgrounds. Embracing cultural
diversity not only enhances organizational performance but also contributes to a more just and
equitable society.

Question : 2 Examine the major contributions to the understanding of human

behavior in organizations by the Classical and Human Relation Theory.

Indtroduction:

The classical and human relations theories have played significant roles in shaping the
understanding of human behavior in organizations, offering distinct perspectives on management
and organizational dynamics.

Content:

Classical Theory:

The classical approach to organizational behavior emerged during the early 20th century and is
associated with thinkers like Frederick Taylor, Henri Fayol, and Max Weber. One major
contribution is the concept of scientific management introduced by Taylor. Scientific
management emphasized the systematic study of work processes to identify the most efficient
ways of performing tasks. Taylor's time and motion studies aimed to optimize productivity by
matching employees to specific roles and tasks based on their skills. Fayol, on the other hand,
presented principles of management, including unity of command, scalar chain, and division of
Rabindra Bhujel Gharti, Roll No: 73 Course Code: 510,Page No.3

labor. These principles provided a framework for organizational structure and management
functions. Weber's bureaucratic theory highlighted the importance of a well-defined hierarchy,
rules, and procedures for organizational efficiency.

Human Relations Theory:

The human relations theory emerged in the 1930s as a response to the perceived shortcomings of
classical management approaches. Pioneered by Elton Mayo and his colleagues in the
Hawthorne studies, this theory shifted the focus from a purely mechanistic view of organizations
to the importance of social and psychological factors. The Hawthorne studies revealed that
factors such as group dynamics, social relationships, and employee morale significantly impact
productivity. The theory emphasized the human element in the workplace, arguing that satisfied
and motivated employees are more likely to contribute positively to organizational goals.
Abraham Maslow's hierarchy of needs and Douglas McGregor's Theory X and Theory Y further
expanded on the human relations perspective. Maslow's hierarchy highlighted the importance of
addressing employees' psychological and self-fulfillment needs, while McGregor's theories
explored contrasting assumptions about employee motivation and management styles.

Conclusion

In summary, the classical theory contributed by establishing principles for organizational

structure and efficiency, emphasizing task specialization and hierarchical control. The human
relations theory, in contrast, shifted the focus to the social and psychological aspects of work,
highlighting the importance of employee satisfaction, motivation, and interpersonal relationships.
Together, these theories have shaped the field of organizational behavior by providing
foundational frameworks for understanding and managing human behavior in organizational
settings.
Rabindra Bhujel Gharti, Roll No: 73 Course Code: 510,Page No.4

Question : 3 What motivation would drive you to engage in behavior simply

for the satisfaction that in brings?

Introduction:

Engaging in behavior solely for the satisfaction it brings is often rooted in intrinsic motivation,
which is driven by internal factors rather than external rewards or pressures. Intrinsic motivation
is characterized by a genuine interest, enjoyment, or satisfaction derived from the activity itself.
Several factors contribute to this type of motivation:

Content:

1. Personal Passion and Interest:

Individuals are naturally drawn to activities that align with their personal passions and
interests. When an activity resonates with one's values or provides a sense of fulfillment, the
inherent enjoyment derived from the activity becomes a powerful motivator.

2. Autonomy and Control:

Intrinsic motivation is often fueled by a sense of autonomy and control over one's actions.
When individuals have the freedom to choose and direct their activities, they are more likely to
find satisfaction in the process, as they perceive themselves as the architects of their own
experiences.

3. Mastery and Skill Development:

The pursuit of mastery and skill development can be intrinsically motivating. Engaging in
activities that challenge individuals to learn and grow, allowing them to see tangible progress
and improvement over time, can be highly satisfying and serve as a strong motivational force.

4. Innate Curiosity and Creativity:

Rabindra Bhujel Gharti, Roll No: 73 Course Code: 510,Page No.5

Human beings possess an innate curiosity and desire to explore, create, and solve problems.
Activities that stimulate creativity and allow for exploration often tap into intrinsic motivation, as
individuals find joy in the process of discovery and expression.

5. Personal Values and Alignment:

When activities align with an individual's personal values and beliefs, a deep sense of
satisfaction can arise. Contributing to a cause, expressing creativity, or promoting positive
change in alignment with one's values can be powerful motivators.

6. Inherent Enjoyment and Flow:

Experiencing a state of flow, where individuals are fully immersed in an activity, can be highly
satisfying. The enjoyment derived from being absorbed in a challenging and rewarding task is a
key aspect of intrinsic motivation.

Conclusion:

Ultimately, engaging in behavior for the sheer satisfaction it brings is driven by the individual's
internal desires, passions, and the meaningful experiences associated with the activity itself. The
absence of external rewards or pressures allows individuals to connect more deeply with their
intrinsic motivations, leading to a more fulfilling and personally satisfying engagement in the
behavior.

The End