org behavior

SUBJECT: ORG. BEHAVIOUR (MBA/PGDBM-1) 1/56

Section – A 2 Marks Questions[QUESTIONS 1 TO 20] [PAGE 1 TO 3]

Q1. Explain the process of perception.Ans. Perception is a process by which individual organize and interpret their sensory

impressions in order the give meaning to their environment. Perception is the individuals own thinking his own view of reality. Every individual is different in this world and every individual has different way of thinking, viewing things, and interpreting the things, objects around them. A person receives input from environment, process that information depending upon his own personality then produces output like attitude; opinion etc. and finally that output will help him to take action.

Q2. What is conditioning?Ans. Conditioning means the relation or association of one event with another desired

event, `which results in the desired behaviour or new Conditioning can be of two types: -1) Classical conditioning (Stimulus - Response)2) Operant conditioning (Response – Stimulus)Stimulus means any motivating factor response means resultant behaviour.

Q3. What is stereotyping?Ans. It is the act of judging people on the basis of the social group to which they belong to

means to behave with people according to their social group, their class, creed, nationality, gender etc.

Q4. What is halo effect?Ans. It refers to the tendency of drawing a impression about an individual based on a

single characteristic i.e. “first impression lasts forever”. This is a very common error done by the manager while doing performance evaluation of their employees.

Q5. What is job satisfaction?Ans. Job satisfaction is the individual employee’s general attitude towards his job. The

attitude of employee develops through interaction with peers, general public, managers, customers, and administration and also with members of their societies. Cognitive factor is an important factor to understand employee’s satisfaction. Job satisfaction has a positive impact on productivity, presence and performance. Job satisfaction is seen more in high level of employees as compared to lower cadre of employees.

Q6. What is organisational behaviour?Ans. Organisational behaviour is the study of human behavior in organisational settings,

the interface between the human behavior and the organisation, and the organisation itself. It is a meaningful solution to complex human problems. Stephen P. Robbins has said,“OB is a field of study that investigates the impact, that individuals, groups and structure have on behavior within the organisation for the purpose of applying such knowledge towards improving an organisation’s effectiveness.”

Q7. What is Ability?Ans. An ability represents a broad and stable characteristic responsible for a person’s

maximum-as opposed too typical –performance on mental and physical tasks. There are two types of abilities- mental and physical abilities. Ability is different from skills, as skill is the specific capacity to physically manipulate objects.

Q8. What is Learning?Ans. Learning is a change in behavior through education and training, practice and

experience. It is accomplished by acquisition of knowledge, skills and expertise, which are relatively permanent. Temporary changes may be only reflexive and fail to represent any learning. The learning process may be intentional or incidental and

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involves motives, cues, response and reinforcement. The learning process and its outcomes are motivating factors in an organisation.

Q9. What is Attitude?Ans. Attitude is the bent of one’s mind towards an object or subject. It involves liking or

disliking people, work and objects. Desire is an attitude, which directs people to adopt a certain behavior. It is developed through learning, although the family, society and nation exert a great influence in attitude formation of people. Attitude is an unexpressed evaluative statement. It is an expression of inner feelings towards an object or subject.

Q10. What is Personality?Ans. Personality is the unique but stable set of characteristics hat sets each individual

apart from others. It offers to the lasting ways in which a given person is different from others. Personality may be defined as, “ The study of basic traits of an individual, relationship between these traits, and the way in which a person adjusts to other people and situations.”Biological factors, family and social factors, situational factors, temperament, interest, character, schema and motives influence personality. Personality of a person influences his or her perception process.

Q11. What is Self-concept?Ans. Self is the core of one’s conscious existence. Awareness of self is referred to as self-

concept. It can be defined as, “ The concept the individual has of himself as a physical, social, and spiritual or moral being.”A self-concept would be impossible without capacity to think. Importantly, ideas of self and self-concept vary from one historical era to another, from one socio-economic class to another, and from one culture to another.

Q12. What is Reinforcement?Ans. Reinforcement is the repeated use of the translated stimuli to induce new behaviour.

It increases the strength of response and induces repetition of response, which is the outcome of translated and evaluated stimuli. When reward is attached to behaviour, it becomes a habit. Reinforcement increases the possibility of specific response occurring in future as a result of evaluated stimuli. It is crucial factor in learning and the only difference in perception and learning.

Q13. What are emotions?Ans. Emotions mean the feelings, sentiments of an individual. A leader or manager

should be emotionally stable. He should be free from Bias, is consistent in action and refrains from anger. These are very important personality determinants because these affect personal and social adjustments. It is not a trait, rather it is a reaction to something or someone or some situation.

Q14. What is O B Mod?Ans. Concept of O B Mod means behaviour modification. In O B Mod here refers to as

modification. This concept is based an operant conditioning approach to learning which advocates that desirable behaviour should be reinforced O B Mod is a programme where managers. Identify the performance – related employee behaviour implement an intervention strategy to strengthen desirable behaviour.

Q15. What is Cognitive Dissonance?Ans. Cognitive refers to individual’s ideas, thoughts, knowledge, interpretations and

understanding, about himself and his environment. Cognitive theory is based on the assumption that organism learns the meaning of various objects and events, depending upon the meaning assigned to them.

Q16. What are values?Ans. Milton Rokeach, a noted psychologist, has defined valued as global beliefs that

guide actions and judgment across a variety of situation. He further said, " Values represents basic convictions that a specific mode of conduct (or end-state of existence) is personally or socially preferable to an opposite mode of conduct) or

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end-state of existence). They contain a judgmental element, i.e., they carry an individual's idea as to what is right, good, or desirable. Vales have both content and intensity attributes. The content attribute emphasizes that a mode of conduct or end-state of existence is important.

Q17. In which directions attitude can vary?Ans. Attitude constitutes an important psychological attribute of individual, which shape

their behaviour. It is predisposition to respond in a positive or negative way to someone or something in one's environment. Attitude may be regarded as varying in several ways:a) Direction - for or against something.b) Degree- favorableness. To be neutral in attitude is to be indifferent to the object.c) Intensity- Degree of confidence Attitude may also vary in the degree in which the object of the attitude is common to a number of people or unique to a particular individual.At attitude may be unconsciously held. Most of our attitude may be about which we are not clearly aware. Prejudice furnishes a good example. A person can simultaneously hold inconsistent attitude towards the same object or at least towards aspects which are not clearly discriminated from one another.

Q18. What are the components of attitude? Ans. There are these basic components of an attitude described below:

i) Cognitive or Informational components. It consists of beliefs and values, ideas and other informal a person has bout the attitude object. For instance, a person seeking a job may learn form newspapers and other people that a particular company is a good paymaster. ii) Affective or Emotional Component. In involves the person's feelings of likes and dislikes towards the attitude object. iii) Behavioral Component. The tendency of a person to behave in a particular manner towards the attitude object is the behavioral component of an attitude.

These components show that an attitude can be considered as a way of thinking, feeling, and behaving.

Q19. Define perception?Ans. Perception may be defined as a process by which individual organize and interpret

their sensory impression in order to give meaning to their environment. Perception basically refers to the manner in which a person experiences the world. It is process by which people organize, interpret and experience ideas and use stimulus material in the environment so that they can satisfy their needs. Perception is described as a person's view of reality.

Q20. What are the influences on emotions?Ans. There are basically two types of influences on emotions: -

a) Organizational influences: - Every organization defines boundaries that identify what emotions are acceptable and degree to which they can b e expressed. These are not recognized. It is generally felt that well managed organizations are expected to be emotion free.

b) Cultural Influence: - Cultural factors decide what is or isn’t considered as emotionally appropriate, as, what is acceptable in one culture may be totally unacceptable or dysfunctional in another culture.

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Section – A 5 Marks Questions[QUESTIONS 1 TO 20] [PAGE 4 TO 17]

Q1. “Attitude Of Employees Has A Great Effect On Their Job Satisfaction”. Explain.

Ans. AttitudeAn attitude is a predisposition to respond in a positive or negative manner to someone or something in one’s environment. An individual’s behaviour is also a function of attitudes. Job satisfactionJob satisfaction is the individual employees general attitude towards the job. The employee’s feeling about job is considered under job satisfaction. A job provides monetary benefits as well as satisfaction. Employees feel satisfied and happy while working on the job or after completing the jobs. They some develop general attitude while interacting with each other, general public, managers, customer’s, administration, and also with members of their societies. Employees feel satisfied, moderately satisfied or highly satisfied. Similarly, they may also develop negative attitudes on the satisfaction scale. Task varieties, significance and other characteristics are the important factors for providing satisfaction to employees. Many employees are satisfied with competitive jobs while others are satisfied with simple jobs. Money is important to employees having unfulfilled basic and safety needs but their attitude towards rewards change once their basic needs are satisfied, ie; they want more rewards and recognition. So, in last we can say that personal attitudes and perception are the employees’ angles of satisfaction, which should be taken into consideration while motivating people to arrive at job satisfaction. Job satisfaction leads to positive impact on productivity, presence and performance.

Q2. Describe Various Characteristics Of Learning.Ans. Learning

Learning has become an important tool of individual behaviour in an organization. The learning process and its outcomes are motivating factors. It may be described as the process of acquiring ability to respond adequately to a situation, which may or may not have been previously encountered, the favorable modifications in response tendencies consequent upon previous experience. Various characteristics of learning are as follow:

1. Learning involves a change’ though not necessarily improvement, in behaviour. Learning may be good or bad from organisation’s point of view. For example, an individual may learn bad habits, prejudice, stereotypes and work restrictions.

2. Change in behaviour must be relatively permanent. A temporary change in behaviour is not learning because it is purely reflexive. If it is purely theoretical or attitudinal, it is not learning. Therefore learning is permanent change in behaviour as a result of cognitive process.

3. The permanent change in behaviour that occurs is result of experience, practice, and training or as a result of social process. The change in behaviour is not evident until a situation arises in which a new behaviour can occur.

4. Learning is a process. Learning is a process of observation, action, reaction, and response to stimuli. Learning is a process by which activity originates or is changed by reacting to an encountered situation, provided that characteristics of change cannot be explained on the basis of native response tendencies, maturation or temporary states of organism. It reveals that learning is an inferred process, which influence behaviour.

5. Reinforcement is crucial character of learning. No stimuli can take the shape of behaviour unless reinforcement or repetition process takes place during the learning process.

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6. Learning is reflected in behaviour. A change in an individual’s thought process or attitude, not accompanied by behaviour, is not learning.

7. It involves cognition. Behaviour is learned through cognitive process. The learning can take place only when employee reacts to stimuli for changing his behaviour.

Q3. Define Attitude? How Attitudes Are Formed? What Are Managerial Implications Of Understanding Attitude Of Employees?

Ans. AttitudeAttitude is a cognitive process, which motivates individuals to react towards things, peers, and other related persons. Attitude is an unexpressed evaluative statement. Attitude is an expression of inner feelings towards an object or subject. Favourable attitude refers to liking and an unfavourable attitude indicates disliking an organization. Attitudes are generally hidden in the minds and hearts of people and can be expressed or inferred in some situations. Behavior is the real outcome of behavior. Formation of attitudes Attitude formation is related to attitude learning and behaviour development. Attitude is formed through following three methods of learning:1) Classical attitude formation. Some stimuli are accompanied by natural stimuli to form a habit. Unconditioned and conditioned stimuli are simultaneously demonstrated to arrive at a conditioned response. After sometime, the conditioned stimuli are withdrawn to establish a stimuli-response connection. Repetition of conditioned stimuli and response provides opportunity to form a favourable attitude. Conditioned stimuli through repetition and reinforcements results in a favourable attitude. This is known as stimulus generation and attitude formation.2) Instrument or operant attitude formation. The attitude is developed to achieve a certain reward or response. Rewards are must to make conditioned attitude a habit. Positive and negative reinforcements help attitude formation. The way in which stimuli is administered creates a positive or negative attitude. Therefore an organisation has to be very careful in administering the stimuli and response or reward in such a way as to create a positive attitude. Once a negative attitude is developed it is very difficult to be changed. 3) Cognitive attitude formation. Cognitive attitude is based on observation and self- realisation about an object, whether satisfactory or not. The more the information available about the object, the stronger the attitude is developed. Society and past experience provide an opportunity for cognition of knowledge or beliefs. The direct or indirect experiences, family members and friends also stimulate attitude formation.Managerial implications of understanding attitude of subordinates:Attitude of employees is of great importance to management as it can make or mar organization. Managers should understand the attitude of their subordinates, as understanding of attitude of employees helps in avoidance of conflict, proper placement (as job is provided according to attitude), job satisfaction of subordinates, enhanced productivity due to more loyalty an commitment of subordinates.

Q4. Define Personality. Determinants Of Personality And Personality Traits.Ans. Personality.

Personality is the unique but stable set of characteristics that set each individual apart from others. In short it offers to the lasting ways in which a given person is different from others.

Determinants of Personality.Following are the determinants of personality:

I) Biological Factors.a) Heredity. It means the transmission of the qualities from ancestor to descendant through a mechanism lying primarily in the chromosomes of the germ cells. Physical stature, facial attractiveness, sex, temperament, muscle composition, reflexes, etc. are inherited from one’s parents.

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b) Brain. There is a general feeling that brain plays an important role in the development of one’s personality. However, no conclusive proof is available so fare about the nature of relationship between the brain and personality.c) Physical features. An individual’s external appearance may have a tremendous effect on his personality. Some people give relatively higher weightage to the physical features of an individual while defining his personality.

II) Family and social Factors.Family and other social groups also influence the development of an individual’s personality. The infant acquires those behavior patterns that are customary and acceptable to the standards of the family and the community where the family lives. The status of the family in the society influences an individuals perception about self, others work, money, etc.

III) Situational Factors.An individual’s personality may change in different situations. The demands of different situation may call for different aspects of one’s personality. Therefore, we should not look at the personality factor in isolation.Other Factorsa. Temperament. Temperament and other non-intellectual personality traits are

distributed according to the normal distribution. Temperament is the degree to which one responds emotionally.

b. Interest. The individual normally has many interests in various areas. The top executive in any organization do not have interests in common. The organization should provide opportunities like job rotation and special training programs to satisfy the interests of executives.

c. Personality. Character primarily means honesty. It is resistance to stealing and cheating others. Character is a very important requirement for responsible jobs. It is likely that an individual may not steal under normal circumstances.

d. Schema. It is an individuals belief frame of reference, perception and attitude which the individual possess towards the management, the job, working conditions, pay, fringe benefits, incentive system, and development towards religion, government and the satisfaction derived from the environment and cultural influences of his community.

e. Motives. Motives are the inner drives of the individual. They represent goal directed behavior of individual. Individuals differ in variable, which determine the inner drives. The behavior of an individual to accomplish the goal varies because of his inner drives.

Personality Traits and TypesA personality trait may be defined as an enduring attribute of a person that appears constantly in a Varity of situations. Sixteen Primary Traits

Reserved VS OutgoingLess intelligent VS More intelligentSubmissive VS Emotionally stableSerious VS Happy-go-luckyExpedient VS ConscientiousTimid VS VenturesomeRelaxed VS TenseTough-minded VS SensitiveTrusting VS SuspiciousPractical VS ImaginativeForthright VS ShrewdSelf-assured VS ApprehensiveConservative VS ExperimentingGroup-dependent VS Self sufficientUncontrolled VS Controlled

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Q5. Define Ob & Explain The Disciplines Contributing To Subject Of OB.Ans. Organizational Behavior

Organizational Behavior (OB) is the study of human behavior in organizational setting, the interface between human behavior the organization, and the organizational itself.

Contributing Disciplines to Organizational Behavior:Contemporary organizational behavior has an interdisciplinary focus and a descriptive nature. That is, it draws from a variety of other fields and attempts to describe behavior (as opposed to prescribing how behavior can be changed in consistent and predictable ways.

An Interdisciplinary Focus: In many ways, organizational behavior synthesizes several other fields of study. Psychology, especially industrial or organizational psychology, is perhaps the greatest contributor to the field of organizational behavior. Psychologists study behavior, and industrial or organizational psychologists deal specially with the behavior of people in organizational settings. Many of the concepts that interest psychologists, such as learning and motivation, are also central to students of organizational behavior.

Sociology, too, has had a major impact on the field of organizational behavior. Sociologists study social systems such as a family, an occupational class, a mob, or an organization. Because a major concern of organizational behavior is the study of organizational structures, the field clearly overlaps with areas of sociology that focus on the organization as a social system.

Anthropology is concerned with the interactions between people and their environments, especially their cultural environment. Culture is a major influence on the structure of organizations as well as on the behavior of people within organizations.

Political science also interests organizational behaviorists. We usually think of political science as the study of political systems such as governments. But themes of interest to political scientists include how and why people acquire power, political behavior, decision-making, conflict, the behavior of interest groups, and coalition formation. These are also major areas of interest in organizational behavior.

Economists study the production, distribution, and consumption of goods and services. Students of organizational behavior share the economist's interest in such areas as labor market dynamics, productivity, human resource planning and forecasting, and cost-benefit analysis.

Engineering has also influenced the field of organizational behavior. In particular, industrial engineering has long been concerned with work measurement, productivity measurement, workflow analysis and design, job design, and labor relations. Obviously, these areas are also relevant to organizational behavior.

Most recently, medicine has come into play in connection with the study of human behavior at work, specifically in the study of stress. Increasingly, research is showing that controlling the causes and consequences of stress in and out of organizational settings is important for the well being of the individuals as well as the organizations.

Q6. Explain The Nature And Scope Of Ob.Ans. Organisational behaviour is concerned with the understanding, prediction and

control of human behaviour in organization.

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Nature of O.Behaviour1) O B is a part of general management2) O B contains a body of theory, research, application associated with a graving

concern for people.3) O B is a human tool for human benefit.4) Discipline of O b is heavily influenced by several other behaviour sciences.5) O B involves three levels of analysis of behaviour – individual, group, behaviour of

organization6) O B is science as well as art7) O B is action oriented and goal oriented discipline.

Scope of OB (Areas where OB is applied)1) Study of individual and group behaviour2) Individual personality, values, perception, attitudes.3) Determination of motivation.4) Leadership theories5) Group Behaviour and its dynamics.

Q7. Explain The Learning Theories?Ans. Learning is change in behaviour through education and training practice and

experience. Theories of Learning are explained follow:

1) Classical conditioning: -It deals with stimulus – response the association of one even with another desired event, which results in a desired expected – behaviour. It is a type of conditioning where an individual responds to some stimulus that would invariably produce such a response.

2) Operant Conditioning: - Operant is defined as behavior that produces effect. Response – Stimulus this is defined as behaviour that produces affect i.e. behaviour is due to some reason. Operant conditioning is a learned or voluntary behavior and is determined, maintained and controlled by its consequence. It is a powerful tool for managing people in organisations.

3) Cognitive Conditioning: -It is learning achieved by thinking about the perceived relationship between events, individual goals and expectations. Cognition here refers to individual’s own ideas, thought, knowledge, interpretation, understanding about himself and his environment. The cognitive theory recognises the role of an organisation in receiving, memorizing retrieving and interpreting the stimulus and reacting to it.

4) Social Learning: -Social learning is achieved through the reciprocal interaction between people, behaviour and environment. It recognizes the importance of consequences as determinants of behaviour. This theory integrates the cognitive and operant approaches to learning. It recognises the importance of consequences as determinants of behavior

Q8. Why Should The Managers Have A Good Knowledge Of Ob? OR What Is The Role Of Managers In Ob?

Ans. A manager should have knowledge of OB for following reasons: In an organization as in a play or a movie, a role is the part of person plays in a given situation. Much of our knowledge about managerial roles comes from the work of Henry Mintzberg. For performing following roles in an organisation a manager should have good knowledge of OB:Interpersonal roles are primarily social in nature; that is they are soles in which the manager’s main task is to relate to other people in certain ways. The manager may

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sometimes serve as a figurehead for the organization. Taking visitors to dinner and attending ribbon-cutting ceremonies are part of the figurehead role. In the role of leader the manager works to hire, train and motivate employees. Finally, he liaison role consists of relating to other out side the group or organization. For example, a manager at Intel might be responsible for handling all price negotiation with a key supplier of electronic circuit boards. Obviously, each of these interpersonal roles involves behavioural processes.

Mintzberg’s three informational roles involve some aspect of information processing: The Monitor actively seeks information that might be of value to the organization in general, or to specific manager who transmits this information to others is carrying out the role of disseminator. The spokesperson speaks for the organization to outsiders. For example, the manager chosen by Phillsbury to appear at a press conference announcing a merger or other major deal (such as the recent decision to sell its Godfather’s pizza chain) would be serving in this role. Again, behavioural processes are part of these roles, since information is almost always exchanged between people.

Finally, Mintzberg’s research identified four decision-making roles. The entrepreneur voluntarily initiates change (such as innovations, news strategies, etc.) in the organization. The disturbance handler helps settle disputes between various parties, such as other managers and their subordinates. The resource allocator decides who will get what – how resources in the organization will be distributed among various individuals and groups. The last role is that of the negotiator, who represent the organization in reaching agreements with other organizations. Contracts between management and labor unions are the result of negotiations. Again, behavioural processes are clearly crucial in each of these decisional roles.

Q9. What Are The Challenges And Opportunities For Organizational Behaviour?Ans. OB is not a fully developed field of management and due to globalisation of industry;

it faces various challenges and opportunities. These are:Globalization of the economy challenges virtually all employees to become more internationally aware and adept. Those adventurous enough to accept a foreign assignment will experience the cross- cultural arena first hand. Even employees who stay behind will find it hard to escape today’s global economy. Many will be thrust into international relations by working for foreign-owned companies or by dealing with foreign suppliers, customers and co-workers.A case in point is the Japanese-owned Honda factory in Marysville, Ohio, that turns out Accord automobiles for sale in the United State and for export of 20 other countries. To increase co-ordination between Honda’s factory in sayama, Japan and the Ohio plant, Honda took the following unusual steps:The North American Task Group- a core of about 50 Ohio workers and their families lived in Japan for two to three years, working cheek-by-jowl with accord designers. Before engineers usually went to Japan for a few weeks, not enough time to build trust and improve communication with the Japanese.‘A lot can be lost in phone call and faxes. But not if you’re right three with the designers.’ Paint engineer Terry Hegenderfer says.Having the Ohio them in Japan also gave the stateside engineers familiar, English-speaking contracts when they had concern. Less was lost in translation.And having a Marysville crew in Japan helped make sure the new car could be built as easily in Ohio as a Sayama, Japan.Most member of the North American Task Group Probable never imagined they and their families would live in Japan for two to three years when Honda hired them. By taking full advantage of an unexpected international opportunity, these Honda employees helped their company remain a respected global competitor.

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Culture The global economy is a rich mix of culture, and the time to prepare to work in it is now. Accordingly, the purpose of this chapter is to help us take a step in that direction by exploring the impact of culture in today’s increasingly internalization organization. We begin with a model that shows how societal culture and organizational cultural combine to influence work behaviour, followed by a fundamental cultural distinction. Next, we examine key dimensions of international OB with the goal of enhancing cross-cultural awareness. Practical lessons from cross-culture management research are then reviewed. The chapter concludes by exploring the challenge of accepting a foreign assignment.Employees bring their societal culture to work with them in the form of customs and language. Organizational culture, a by-product of societal culture in turn affects the individual’s values/ ethics, attitudes, assumptions and expectations. The term societal culture is used her3e instead of national culture because the boundaries of many modern nation-states were not drawn along cultural lines.

Q10. Explain Various Factors Having Influence On The Job Satisfaction Of An Employee. OR What Is The Relationship Of Job Satisfaction With Productivity?

Ans. Job satisfactionThe term 'job satisfaction' is commonly used in OB. In the words of Feldman and Arnold "Job satisfaction is the amount of overall positive effect or feelings that individual have towards their jobs.”Job satisfaction is the amount of pleasure or contentment associated with a job. If you like your job intensely, you will experience high job satisfaction. If you dislike your job intensely, you will experience job dissatisfaction. Job satisfaction is an individual 's emotional reaction to the job itself. It is his attitude towards his job. Job Satisfaction and productivityA happy worker is a productive worker' does not clarify the complex relationship between job satisfaction and productivity. It was traditionally said that high job satisfaction leads to improved productivity, decreased turnover, reduced accidents and less job stress in the long run. But the relationship between job satisfaction and productivity is not definitely established. Porter and Lawler found that job performance leads to job satisfaction and not the other way round. They argued that performance leads to two kinds of rewards -intrinsic and extrinsic. The intrinsic rewards such as growth, challenging job, etc, stem from the job itself and extrinsic rewards are under the control of management such as salary, bonus, etc. Intrinsic rewards are more closely related to satisfaction. For instance, if a person performs well more closely related to satisfaction. For instance, if a person performs well more closely related to satisfaction. For instance, if a person performs well on a challenging assignment, he gets an immediate feeling of satisfaction.The lack of correlation between job satisfaction and performance can be explained as follows. If a job holds little potential for intrinsic rewards, and if extrinsic rewards bear a very little relationship to the performance level of the individual, the resultant connection between satisfaction and performance tends to be weak. In such a situation, management should do two things. i) Modify the job so that it becomes capable of yielding intrinsic rewards for

performance. ii) Correct the reward system so that it acts as an incentive for higher

performance, i.e. higher performance receives proportionally higher extrinsic rewards.

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In practice, there may not be direct cause and effect relationship between job satisfaction and productivity at lower levels because productivity is determined by outside factors like speed of machine, quality of material, type of supervision. , etc.

Q11. How Job Satisfaction Affects Absenteeism And Turnover Of Employees. Ans. Employees turnover and absenteeism are affected by job satisfaction in following:

Job Satisfaction and Absenteeism There is a negative relationship between satisfaction and absenteeism, though the correlation is not high. It makes sense that dissatisfied workers are more likely to abstain from work as compared to the satisfied workers. But even the satisfied workers may absent themselves from the workplace to enjoy a three-day or to watch a five-day cricket match. That means outside factors can act to reduce the correlation between dissatisfaction and absenteeism. Job Satisfaction and Employee Turnover High employee turn over is of considerable concern for the management because it disrupts normal operations, cause morale problems for those who stick on, and increase the cost involved in selecting and training replacements. The employer must do whatever possible to minimize turnover, making the employees feel satisfied on their job, being one such. The workers who have relatively low levels of job satisfaction are the most likely to quit their jobs and that organizational units with the lowest average satisfaction levels tend to have the highest turnover rates. However, the withdrawal behaviour of employee is modified by certain factors. Loyalty to the organisation is one such. Some employees cannot imagine themselves working elsewhere. However dissatisfied they are in their present jobs. Availability of other places of employment also influences turnover. If better avenues are available, an employee may not mind going in search of them, notwithstanding the present level of job satisfaction he enjoys.

Q12. Which Factors Influence The Perception Process?Ans. The factors influencing the perception process are:

1.Perceivers characteristics: - Perception depends upon how an individual views the objects and situations. The perception is not actual reality, but it is viewing of reality, which differs from person to person according to their respective characteristics. Perception of the object is influenced not only by individual’s characteristics but also by not only by individual’s characteristics but also by the characteristics of other employees. The characteristics of the other employees are their attitude, motives, interests habit, experience, expectation, learning, personality, have a greater influence on perception formation.

2.External Factors: - The perception process is influenced by external factors, which may be objects and situations. The external points related to objects and situation has great influence on the perception process. The external factors may be the size, interest, contrast, repetition, motion, familiarity, novelty and others.

3.Internal Factors: -Internal factors are within the personal control of the perceivers. They use those factors when they so desire. They are based on the individual’s psychological setup, economic and social background, learning, personality and motivation stimuli based on external factors receives varied degree of attention and recognition. Internal factors i.e. factors related to employees and managers, have different degrees of impact on the attention and recognition process while being translated into behaviour, which results in performance.

4.Organisational Structure: -

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The perceptual process is influenced by the organisational structure of process. The perceptual structure (if the structure centralization/decentralisation) to viewed positively by the employees, they willingly contribute to the development of the organization perceptual grouping, perceptual constancy, perceptual content, perceptual defence, perceptual work place perceptual process are important factors influencing perceptual process of management and employees.

5.Social factors: -Social conditions have much influence on the perception process perceivers and the perceived objects have complex characteristics. They are perceived differently in different situations. The attributes and objects are important considerations influencing the selectivity process of perception. Social factors consider how one person behaves towards the other persons and how other people behave towards him. The interaction between the manager and his subordinates is considered under the social factors, which include the stereotyping effect, the halo effect, contrast effect and projection.These the factors influencing perception process of individuals and in relation to others. The factors help in drawing conclusions about perceptual process.

Q13. Explain The Learning Process.Ans. Learning.

Learning is a process by which on activity originators or is changed by the reacting to an encountered situations provided that the characteristics of the change in activity cannot be emplaned on the basis of native response tendencies, maturation or temporary states of the organism. The learning process is a mental and habit formation process. Attention is paid to certain stimuli used for learning, which are recognized and translated into reinforcement learning process.1. Stimuli: -are only any objects and language which drams the attention of

people. Employees get stimuli from the action of their superiors. Superiors tell and advice employees who pay attention to these stimuli. All these stimuli may not be fully attended to stimuli are provided on job by perks and scores therefore provide quality performance. For example practical provide quality performance. For example practical training and vocational training are forceful stimuli.

2. Attention: The degree of attention depends upon the nature of stimuli technical and interesting stimuli are highly attended. Employees generally attend career-oriented stimuli. People’s creative attitudes are favorable factors for learning and paying more attention to available stimuli.

3. Recognition: - Attention paid stimuli are recognize as acceptable factors of improvement and new life styles employees paying attention to stimuli are recognizing the stimuli for learning process.

4. Translation: Recognised stimuli are evaluated at the mental level to eliminate the irrelevant points for accepting a part of the stimulus for changing behaviour. The translation and evaluation process is crucial point for implementing the stimuli in behaviour through reinforcement.

5. Reinforcement: Reinforced perception is learning. Perception leads to learning, but perception itself is not learning. Unless it is reinforced. Repeated action is reinforcement. It may be positive, negative, punishment and extinction.

6. Behaviour: Learning changes behaviour through reinforcement of perceived knowledge. It makes permanent changes in behaviour.

7. Reward: If the translated behaviour provides a reward, it is accepted otherwise it is not accepted. The reward reinforcement makes employees learn more than positive reinforcement behaviour.

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8. Habits: A permanent change in behaviour becomes a habit, which helps continuous improvement in behaviour and performance.

9. Motives: - Motives depends upon level of satisfaction. Employees getting more satisfaction through learning develop high motives. Learning is complete only when motives are fully realized and translated into efforts.

10. Efforts Habits help achieve good efforts and performance. This is a continuous process. Efforts are the automatic outcomes of good habits, which are acquired through the learning process. Self-development is possible through self-effort.

Q14. What do you mean by value and value system? What are the sources values?Ans. Values

Values are a combination of different attitudes and attributes of individuals. These refer to basic convictions, which leads to formation of conduct or social preferences. Values help employees to decide about what is wrong or right, good, favorable, desirable so on. It can be defined as an enduring belief that a specific mode of conduct or end. State of existence is personally or socially preferable to an opposite or converse mode of conducts or end state of existence. Values influence objectives because these shape attitude and behaviour at employees. Value system an individuals value system is enduring organization of beliefs concerning preferable modes at conduct or end state of existence along a continuous of relative importance. Value systems go a long way towards explaining the individual difference in behaviour. Value system is an intensive attribute having relative importance.Sources of Values: -

People develop values from following sources. 1. Parents: Parents are the initiators of values. They always tell us what is right

or what is wrong. They ask their children to do right things and avoid wrong thing.

2. Family – every family has certain values, which are indicated in the children. Its guidance paves the value systems on which children develop their attitude and behaviour.

3. Friends: Friends influence each other to resort to particular behaviour. Good company helps develop good values.

4. Teachers: - Teachers teach several good valves to be adopted by students. Teachers are real instructor of value to learners.

5. Society: has a great impact on shaping the inter behaviour of people, which provides value formation of club members encourage different valves depending upon their respective characters.

6. Religious factors: - values are learnt and developed through religious factors. God, universe, fortune and sufferings are attached to value application in behaviour, e.g. righteous behaviour please god and vice versa Indian society believes that good values are related to godly pleasure which give satisfaction to people.

7. Workplace people spent more than half of their time at work place. So, the workplace is great influencer of valves. Workplace teaches honesty, responsibility, diligence, endurance and so on.

8. National characters: National characters have great impact on the values exercised by people. Warring nations have been developing warring and fighting valves as real factors for satisfaction. Peace loving nations develop peace values in people. Based on different sources of value formation, values and different. Learning strengthens good values and avoids values through, positive and negative reinforcements. Respectively.

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Q15. What are the various types of Values?Ans. Types of values are: -

1. Family values: Family values preach methods of living in a family. The behaviour of family members with each other depends on the values developed e.g. parents will treat their children affectionately. Similarly children are expected to honor and respect their parents. There are different family values, which are bases of satisfaction and happiness in family.

2. Economic values: Give importance to money, financial resources and property formation. If an employee is unable to develop himself and his family, he has not given due importance to economic values. In the modern-age, people recognize economic values. In the modern-age, people recognize economic values more than other values because Economic well being is considered a symbol of status and satisfaction.

3. Social values: Social values refer to the methods of behaviour in society. Social recognition and social satisfaction are related to social value. If a friend helps other friends, he values friendship and selflessness.

4. Religious values: Religious values are often observed in India while large sections of the people are governed by religious values and acceptance. Religious leaders shape lives of people through the preaching of religious values such as having faith in god. Non-interference in other’s lives, job fulfillment, being active non-attachment, etc. It is also referred to as terminal value.

5. Instrumental value:- Values of behaviour accepted in the organization are known as instrumental values. People practice instrumental values for development of family and society. Instrumental values of honesty, responsibility, ambition, courage and independence may achieve terminal values of self-respect, security, accomplishment, happiness and self-satisfaction.

6. National values: national leaders preach National values. Mahatma Gandhi preached some significant values to the people of nation. Truth and non-violence were the two different values preached by him.

Q16. Discuss role of organization behaviour (Manager).Ans. Organisational behaviour:

Organisational behaviour is concerned with understanding and describing human behaviour in a science because its main concern is people and their behaviour. Role of organization behaviour (or manager) includes understanding the human behaviour and influencing the human behaviour. This is discussed in detail as follows.

A. Understanding human behaviour :-Organisational behaviour is to tool, which helps the managers in understanding human behaviour in all directions in which human beings interact. Human can be studied from the point of view of the following four levels: -

1. Individual Behaviour: - The individual behaviour is affected by a number of psychological social and cultural factors. And the organizational behavirouralist analyse. Why and how an individual behaves in a particular way in a given situation by integrating these factors.

2. Interpersonal Behaviour: - Interpersonal behaviour in the organization is understood by behavioral sciences. By studying behavioural sciences, the managers can understand themselves and others better. This helps in improving interpersonal behaviour.

3. Group Behaviour: - Hawthorne studies have proven that an individual behaves differently as an individual and as a member of the group. Group behaviour has synergic impact on performance. Management can use group

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dynamics for better communication, effective leadership and building high morale.

4. Intergroup Behaviour: - Organizational behavior helps the managers in achieving cooperative group relationships through interaction, rotation of members among groups, avoidance of win lose-situation and focus on total group objectives.

B Influencing the Human Behaviour: - After understanding the human behaviour in the organization the next job of the managers is to influence the behaviour so that it conforms to the standards required for achieving the organizational objective. OB helps in influencing the behaviour in the following ways.Leadership: - It helps the management in brining human behaviour in tune with the organizational requirements. It serves as a link among the individuals, groups and various others aspects of the organisation.Motivation:- The job of a manager in the organization is to get thing done through others. He will be successful in this job when he can motivate his subordinates to work for organizational goals. OB helps the managers in understanding the needs and desires of the subordinates and other factors, which affect their motivation.Communication: - People come in contact with each other through communication, thus, communication is known as the building blocks of the organization. OB analyses the factors that affect communication so as to make it more effective.Organisational change and development: - Organisational development is needed for the change and development of individuals. The organizational change and development are successfully handled by the use of behavioural science knowledge.Organisational Climate: - Organisational climate is the sum total of all the organizational situations affecting human behaviour. It takes a systems perspective and affects human behaviour.

Now we can say that OB is an exciting field of study, which help the managers in effective handling of human resources for the realization of organizational goals.

Q17. What are the various perception models?Ans. Perception models are related to the perception objectives and perceptual setup to

achieve objectives.These are: -Decision – making Models:- There are different types of decision-making model. a. Optimizing model Optimizing model decision-making model assumes the rationality, goals and preferences for arriving at the final choice of maximizing the outcome. Rationality assumes that people prefer consistency and value maximizing. People are logical and object oriented. Under this model, list of needs is make which are more thrusting and less thrusting, identify the decision criteria, assign proper weights and values, develop alternatives, evaluate the alternatives and select the best alternative.b. Individual decision – making model: - Individuals think before they act in their own manner and method they follow simple process of decision-making. Neatness, promptness, enthusiasm, attitudes, preferences and educational have a great influence on the individual decision making process.c. Ethical decision – making model: - The decision making process involves ethical considerations, which are utilitarian, greatest good for the greatest number of people, consistent and just consistency with existing rules and regulations are important for making ethical decisions. Right decisions are preferred, as they do not antagonize any person. Ethical decisions have a moral support and long lasting features.

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1. Satisfying model/bounded rationality model: -Satisfying model/bounded rationality model satisfying model is used to arrive at suitable decisions. A simple and satisfying model in constructed within the limits of rationality. All the problems are analyzed, their complexities are understand and solutions are put forward for conspicuous choices. Only these alternatives are evaluated which are satisfactory and sufficient.2. Implicit Favourite model: -Implicit favourite model solves complex problems by simplifying the process. An alternative will be considered and evaluated only when it is identified as a favourite, which is implicitly known to the decision maker. In this case, the decision maker is neither rational nor objective. He implicitly selects a preferred alternative there after, implicit favourite alternatives are developed to find the required solutions, Evaluation criteria to judge each and every alternative as the favourite are developed. Using the criteria, the alternatives are reduced to lower number, viz. one or two if these alternatives do not fulfill the requirements of the decisions, new implicit favourite alternatives are developed, evaluated and selected as discussed already.3. Intuitive Model: - The implicit favourite model gives birth to the initiative model gives birth to the intuitive model, which believes in ones, own decision as favorable. It requires even evaluation of the alternatives. Intuition is considered the best criterion to select an alternative as the best alternative solution to the problems. Intuition is one’s own in feeling and depends on one’s own experience and knowledge. Many decisions taken at the unconscious level of mind are very useful. Intuitive and rational decisions are not opposite to each other, but are complementary to each other. Intuitive other, but are complementary to each other. Intuitive decisions result from quick - decision – making processes, although is not always dependable.

Q18. What do you mean by ability? Explain the types of abilities.Ans. Ability: -

Ability is the capacity of an individual to perform the various task sin a job. Ability of an individual is made up of two sets discussed below:a) Intellectual abilities: - are mental abilities of an individual. These are required you jobs like accountant plant manager, supervisor, interior decorator, sales person etc. Individual possessing intellectual ability major not necessarily have physical ability. IQ tests, GRE, GMAT, and CAT etc can judge it. Person having intellectual abilities have following: -

- Number aptitude- Verbal comprehension- Perceptual speed- Inductive reasoning- Deductive reasoning- Spatial visualization- Memory

b) Physical Abilities: - Physical ability is the capacity to do tasks demanding stamina, dexterity, strength and similar characteristics. Individuals differ in the extent to which they have each of these abilities.

Q19. Explain the Physical Abilities.Ans. Physical abilities

Physical abilities are the capacity to do tasks demanding stamina, dexterity, strength and similar characteristics. Individuals differ in the extent to which they have each of these abilities.High employee performance is likely to be achieved when management has ascertained the extent to which a job requires each of the nine abilities and then

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ensures that employees in that job have those abilities. Nine basic physical abilities have been explained below: -

1. Strength Factors: -2. Dynamic strength: Continuous exertion of muscular force is called dynamic

strength.3. Trunk strength is ability to enter muscular strength using some special

abdominal muscles.4. Static strength: Forces entered against eternal objects is called static strength.5. Explosive Strength: - Expansion of maximum energy in regular explosive acts

is called explosive strength.2. Flexibility factors: -

a) Extent flexibility is the movement of trunk and back muscles as far as possible.

b) Dynamic flexibility is to make rapid repeated flexing moments. 3. Other Factors: -

a) Body coordination: is the simultaneous coordination of actions of different parts of body.

b) Balance: - is to maintain equilibrium despite forces pulling off balance.c) Stamina: - is to apply continuous efforts requiring prolonged effort over time.

Q20. Personality is not just external appearance of a person Explain.Ans. Personality is used in terms of influencing others through external appearance and

inner awareness. It is stable set of characteristics and tendencies that determine the commonalities and differences among people. In fact according to Kurt Lewin, behaviour is the function of personality and environment.

B=f (P, E)This formula suggests that our behaviour at any time is complex combination of our unique personality traits and the demands of the environment. We can define personality, as

“Personality is the dynamic organization within an individual of those psychological systems that determine his unique adjustments to his environment”.Individual traits and attributes reflect an employee’s personality. Some people are ambitious, other are silent, anxious and amusing. These qualities make up personalities. Every person has his own physical and mental and inner qualities. The personal quality is known as personality. So, personality is the study of the basic traits of an individual, relationship between these traits, and the way in which a person adjusts to other people and situations. It is the sum total of the ways in which an individual reacts and interacts with others. Heredity plays in an important role in determining one’s personality. Physical stature, facial attractiveness, sex, muscle composition and reflexes, energy level, temperaments are the characteristics, which substantially influence the personality of a person. Personality is also determined by biographical factors, cultural, situational, and family factors.Now, we can say that personality is not just the external appearance of a person.

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Section – B 2 Marks Questions[QUESTIONS 1 TO 26] [PAGE 18 TO 22]

Q1. What is group process?Ans. Group process includes the decision-making process, power, conflicts, interaction,

leadership behaviour and so on. Group process may provide group synergy and group loafing, depending upon how it is arranged and directed. Group synergy gives more results than sum of individual performance. For example if two employees produce two units separately, they can produce five units when performing together in a group. The production of one extra unit is on account of the group personality known as syntality. On the contrary group loafing or social loafing produces less than the sum of individual performance. Social loafing is negative synergy.

Q2. What is the concept of leadership?Ans. Leadership is the factor that helps individual and group to achieve its goals.

It is the process of influencing and supporting employees and others to work enthusiastically towards achieving the objectives. There are three important features of leadership:

(i) Influence or support (ii) Voluntary effort (iii) Goal achievement

Leadership identifies, develops, channelises and enriches the potential of employees for developing an organization.

Q3. Define leadership.Ans. Leadership simply means quality of a good leader. It is the personality and style of

treatment of leader, which influences behaviour of his fellowmen. Koontz & Donnell defined it as,

“The function of leadership is to induce or persuade all subordinates or followers to contribute to organizational goals in accordance with their maximum capability.”In simple words leadership can be defined as

“ Leadership is the focus of activity through which objectives of organization are achieved by motivating the employees.”

Q4. What are the work teams or project teams?Ans. A team is a group of people in the organization constituted for completing

certain assignments. These are constituted frequently for specific objective and are getting popularized these days because these help to meet the challenges of dynamic environment. For example, in IT companies, most of the work is done by teams, which are constituted on project-to-project basis. These are of four types:

Advise teams Production teams Project teams Action teams

Q5. What is the attribution theory? Ans Fritz Heider initiated the attribution theory. Attribution is the process by which

people interpret and assign causes for their own behaviour and the behaviour of others. It is based on the relationship between personal perception and interpersonal behaviour. This theory tries to reply “why”, to explain a certain type of behaviour. Since people have different perceptions, they assign or attribute different causes of “why”. The motivation process cannot work effectively unless their perceptions or cognitive processes are brought to a common level. It assumes that people are rational and are motivated to understand the environment and accept appealing factors for development. The drawback of attribution theory is biasness.

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Q6. What is Locus of control?Ans. Locus of control may be external or internal. Internal control behaviour is related

to people’s own feelings. People believing in external forces attribute the outcome to factors beyond control. Internal forces attribute the locus of control within the purview of abilities and willingness of employees. External forces attribute outcomes to factors beyond the control of employees. Motivation is more effective when locus of control is an internal force as internally controlled employees are more satisfied with their jobs.

Q7. Explain leadership styles.Ans. Leadership styles are the patterns of behaviour, which a leader adopts in

influencing the behaviour of his followers. These patterns emerge in the leader as he begins to respond in the same fashion under similar conditions. Various researchers have proposed different leadership styles, these are:Based on behavioral approach

Power Orientation Leadership as continuum Employee- Production Orientation Likert’s management system Managerial Grid Tri-dimensional grid

Based on situational approach Fiedler’s contingency model Path goal model Hursey model

Q8. What is Social Facilitation Effect?Ans. Like-minded people to get the goal attained within specified time form groups.

People encourage and coach each other and provide automatic performance. Individuals get satisfaction in a social group. It increases motivation for high task performance. The expectations of a positive or a negative outcome by individuals generates social facilitation. People feel self confident while working together.

Q9. What are the hygiene factors / dissatisfiers?Ans. Hygiene factors are necessary to maintain at a reasonable level of satisfaction in

employees. Their presence produce no growth in worker’s output, but their absence demotivates employees. These are company policy and administration, technical supervision, interpersonal relationship with supervisor, interpersonal relationship with peers, interpersonal relationship with subordinates, salary job security, and personal life, status.

Q10. What are Group norms?Ans. Group norms are acceptable standards of behaviour in a group. Members of a

group are allowed to act, interact and perform their functions as per established rules and standards of behaviour. These are incorporated by group structure. Group norms develop through explicit statements, critical events, and primary and carry over behaviour. These are of following types:

Formalised norms Preference related norms Appearance norms Allocation norms

Q11. What are Ego states?Ans. Ego states refer to psychological analysis of interaction. Ego is the reality in

between the morality of ID and the more practical superego and keeps control on them. Transactional analysis uses this theory for identifying three important ego states:a) Child State. This is the state in which a person acts like an impulsive child. The child state is submissive, confronting, insubordinate, emotional, joyful or rebellious.

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b) Adult State This state exists when people are rational, calculative, factual and mature. People in this state gather relevant information, carefully analyse it, interpret it, develop alternatives and select the best choices.c) Parent State It involves practical control, critical, instinctive and controlled nurturing. It involves superimposing rather than following real problems.

Q12. What is Reinforcement?Ans. Reinforcement is the repeated use of the translated stimuli to induce new

behaviour. It increases the strength of response and induces repetition of response, which is the outcome of translated and evaluated stimuli. When reward is attached to behaviour, it becomes a habit. Reinforcement increases the possibility of specific response occurring in future as a result of evaluated stimuli. It is crucial factor in learning and the only difference in perception and learning.

Q13. What is Johari Window?Ans. Johari Window is a self-perception model designed to analyze the possible

Conurbations of what you know about yourself and what others know about you. It is simple to understand as we analyze each quadrant:

Known to Individual Unknown to IndividualKnown to other

IArea ofFreeActivity

IIBlind Area

Known to other

IIIHiddenArea

IVArea orUnknown Activity

Quadrant I is the open area where behavior is a function of self perception as well as those others have of you.Quadrant II is the blind area, which others see in an individual, but he is oblivious of it.Quadrant III represents the hidden area where an individual holds certain perceptions about himself that he hides from others.Quadrant IV is the area of unknown activity which neither the individual is aware neither others.

Q14. What is Group Dynamics?Ans. Social needs are among the most powerful and compelling on-the-job motivating

forces. In order to fulfill their social needs, workers form small groups on the job itself. The social process by which people interact face-to-face in small groups is called group dynamics. Group dynamics is concerned with the interaction of individuals in a fact-to-face relationship. It focuses on teamwork wherein small groups are constantly in contact with each other and share common ideas to accomplish the given tasks. The group develops its goals clearly and furnishes suggestions to its members for the accomplishment of goals. Every group chooses its leader (who may be called informal leader as he is not recognized in the formal organizational structure) who may effectively coordinate the group efforts towards the accomplishment of its objectives.

Q15. Explain Group Development Process?Ans. Once a group is formed, it goes through certain phases to become a functioning

group. When people are thrown into a group to perform a task, the group is not expected to function like a well-oiled machine right away. It will take time for them to get acquainted, resolve any differences, and then develop productive relationships.1.Forming: The first stage is called forming. During this period, group members discover those interpersonal behaviors that are both acceptable and unacceptable to others in the group.

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2. Storming: During the storming phase, there is often some degree of intra-group conflict as members attempt to develop a special place for themselves in the group and influence the development of its norms and roles. At this time, members also try to develop some form(s) of interpersonal relationships with others in the group.3.Norming: During Norming stage, the in fighting is basically over and group cohesion starts to develop. Most group members have now come to accept their fellow members. A unity of purpose has developed and this serves to unite them.4. Performing: The fourth stage of group development is called performing. Here, group members agree on the basic roles each is to play.

Q16. What is Team Development?Ans. Team building is a catch-all term for a whole host of techniques aimed at improving

the internal functioning of work groups. Whether conducted by company trainers or outside consultants, team-building workshops strive for greater cooperation, better communications, and less dysfunctional conflict. Experiential learning techniques such as interpersonal trust exercises, conflict-handling role-play sessions, and interactive games are common.

Q17. Explain the Mc Celland’s three need model.Ans. David Mc celland has given model of motivation, which is based on three types of

needs.1) Need for achievement: - a drive to excel, advance and grow.2) Need for power: - a drive to influence others and exercise the authority over

others.3) Need for affiliation: - a drive for proudly and close interpersonal relations.

Q18. Give the equation of Vroom’s theory.Ans. Vroom’s Motivational theory is

motivation = Valence X Expectancy X Instrumentality.(M = V x E x I)

Valence = Perceived outcome rewards orExpectancy = Evaluation of necessary work to achieve resultsInstrumentality = Performance or work result

Q19. Explain the theory X Theory Y of motivation.Ans. McGregor has given the theory of motivation called theory X Theory Y

Theory X: - states that people are lazy, avoids responsibility, dislike work and will avoid work and shirk responsibility. They should be forced to perform work. Management must punish them if they avoid work, and give reward if anyone performs work upto standards.Theory Y: - States that people take work as play, they like work, people are optimistic, self-directed. Therefore people if are satisfied, then they will perform better. They can be motivated by delegation of authority, job enlargement, and workers participation.

Q20. What is Group Cohesiveness?Ans. It is the degree of attachment of members to their group. Cohesiveness means

association attachment similar interests. Cohesiveness will make a group more strong and powerful. Their member’s share the group goals and have common interests. The members will conform strictly to the group standards and group norms.

Q21. Theory X.Ans. Mc Celland propounded Theory X, it states,

(1) People generally dislike work and they will avoid work till they can.(2) People are lazy, and avoid responsibility.(3) People are not concern for organisaitional goals.(4) People need direction by managers.

Q22. Explain the salient features of transaction analysis.Ans. The salient features of transaction analysis are:

a) TA is based on the concepts of psychotherapy.

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b) It’s concepts and formulations are expressed in layman’s language.c) Provide ground for better relationship between manager\ leader and his

subordinates.d) Analyse how people react to each other while communicating and behaving in

society.e) TA involves study of ego states and life positions.

Q23. What is team management?Ans. Team is a group of people is the organization. Which are assigned same task. Team

Management will work an principle of Espirit de corps, i.e. unity is power, and will work in coordination in order to achieve the given task or in order to accomplish the assignment.

Q24. Define motivation.Ans. The word motivation has been derived from the word 'motive' which means any

idea, need or emotion that prompts a man into action. Dublin has defined motivation as "the complex of forces starting and keeping a person at work in an origination. Motivation is something that moves the person to action, and continues him in the course of action already initiated. Motivation refers to the way a person in enthused at work to organizational objectives.

Q25. What are informal groups?Ans. Informal Groups: Informal groups arise spontaneously in the organisation because

of social interaction between the people. They are created by individuals rather than by management. They are natural groupings of people at work in response to the need for social interaction. They are based on common interest, language, taste, caste, religion, background, etc. Thus, informal groups are alliances that are not officially planned. These groups are natural entities in the work environment. In every organization, a large number of informal groups are formed and they are collectively referred to as the informal organization. The informal organisation represents unofficial groups, which have focus on person rather than position.

Q26. How money used in motivation?Ans. Money as a motivator – The money that employees receive in exchange for

organizational membership is in reality a package made up of pay and various fringe benefits that have rupee value, such as insurance plans, sick leave, and vacation time.Organizations have to choose pay plans that support their strategic needs(a) Profit sharing – The return of some company profit to employees in the form of a cash bonus or a retirement supplement.(b) Gain sharing – A group pay incentive plan based on productivity or performance improvements over which the workforce has some controls.(c) Skill based pay – A system in which people are paid according to the number of job skills they have acquired.

Section – B 5 Marks Questions[QUESTIONS 1 TO 23] [PAGE 19 TO 37]

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Q1. What is the relevance of transactional analysis?Ans. Transaction analysis

Transaction analysis consider three ego states and three types of transactions, viz. complementary, cross, and ulterior. Transactional analysis is applied in different forms as stated follow:

1. Stroking Transaction analysis includes stroke, which simply means that right form of infancy and continuing throughout their lives, people need cuddling, affection, recognition and praise. Stroke is required for healthy behaviour It may be physical, verbal, or through eye contact. The parent to child stroke is more effective for motivation. If people do not get positive stroke, i.e. self-recognition and praise, they seek negative stroke. E.g. a manager shows his gratitude towards employees on achieving success.

2. Leadership A manager with a dominant attitude becomes parental. He behaves more as an autocrat than a real parent. Leaders should adopt parent to child ego state for more effective performance. An adult-to-adult approach gives more leeway to employees in performances.

3. Conflict resolution The parent ego state leads to follow up of rules and regulations. The child state avoids conflicts. The employees participating win-win outcome use the “I am OK- “You are OK” state. Conflicts are avoided through parent to child state and also with adult-to-adult ego state. The cross ego state creates conflicts, which should be smoothed out through parent and child approach.

4. Benefits TA based on Parent to child concept creates a congenial atmosphere. Benefits are observed in such a situation. Improved interpersonal communication creates benefits.

5. Game Play TA discusses how people utilize their time. People learn withdrawal and time intimacy development. The games that people play in their lives shape the atmosphere. People working with the spirit of a game; achieve success in their life. They are ready to accept win-lose position. They use aggression, withdrawal, compromise and fixation in interpersonal behaviour.

Q2. Explain Group decision making Advantage & disadvantages of Group decision

making.Ans. Group Decision-making

Groups such as committees, task forces, or review panels often play a key role in the decision making process.

Advantages and disadvantages of Group-aided Decision-making are as follow.Including groups in the decision-making process has both pros and cons. The following two guidelines may then be applied to help decide whether groups should be included in the decision-making process.

1. If additional information would increase the quality of the decision, managers should involve those people who can provide the needed information.

2. If acceptance is important, managers need to involve those individuals whose acceptance and commitment are important.

Advantages DisadvantagesGreater pool of knowledge: A group can bring much more information and experience to bear on a decision or

Social pressure: Unwillingness to “rock” the boat” and pressure to conform may combine to stifle the creativity of individual

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problem than can an individual acting alone.

contributors.

Different perspectives: Individuals with varied experience and interests help the group see decisions, situations, and problems from different angles.

Minority domination: Sometimes the quality of group action is reduced when the group gives in to those who talk the loudest and longest.

Greater comprehensive: Those who personally experience the give and take of group discussion about alternative courses of action tend to understand the rationale behind the final decision.

Logrolling: Political wheeling and dealing can displace sound thinking when an individual’s pet project or vested interest is at stake.

Increase acceptance: Those who play on active role in group decision-making and problem-solving tend to views the outcome as “ours” rather than “theirs”.

Goal displacement: Sometimes secondary considerations such as winning as argument, making a point, or getting back at a rival displace the primary task of making a sound decision or solving a problem.

Training ground: Less experienced participants in-group action learn how to cope with group dynamics by actually being involved.

“Groupthink:” Sometimes, cohesive “in groups” let the desire for unanimity override sound judgment when generating and evaluating alternative courses of action.

Q3. What is the techniques of group decision-making? Explain the Brain Storming Technique.

Ans. Group Decision Making TechniquesUsing groups to make decisions generally requires that they reach consensus. According to a decision-making expert, a consensus “is reached when all members can say they either agree with the decision or have had their day in court and were unable to convince the others of their viewpoint. In the final analysis, everyone agrees to support the outcome.”Decision-making experts have developed three group problem-solving techniques to reduce the above roadblocksa) Brainstorming b) Nominal group techniquec) Delphi technique Knowledge of these techniques can help present and future managers to more effectively use group-aided decision-making. Further the advent of computer –aided decision-making enables managers to use these techniques to solve complex problems with large groups of people.

BrainstormingAF Osborn, an advertising executive, to increase creativity, developed brainstorming. Brainstorming is used to help to help groups generate multiple ideas and alternatives for solving problems. This techniques is effective because it helps to reduce interface caused by critical and judgment reactions to one’s ideas from other group members.In brainstorming a group is convened and the problem at hand is reviewed. Individual members are then asked to silently generate ideas/alternatives for solving the problem. Next, these ideas/alternatives are solicited and written on a board or a flip chart. A second session is used to critique and evaluate the alternatives. Managers are advised to follow for rules when brainstorming.

1. Freewheeling is encouraged. Group members are advised to offer any and all ideas they have: the wilder, the better.

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2. Criticism is discourages. Don’t criticize during the initial stage of idea generation. Phrases such as “we’ve never done it that way”, “it won’t work”, “it is too expensive”, and “the boss will never agree” should not be used.

3. Quantity of ideas is encouraged. Mangers should try to generate and write down as many ideas as possible.

4. Combination and improvement of ideas is pursued: Group members are advised to piggyback” on to ideas of others.

Brainstorming is an effective technique for generating new ideas/alternatives. It is not appropriate for evaluating alternatives or selecting solutions.

Q4. Explain the nominal group technique of group decision-making.Ans. The Nominal Group Technique.

The Nominal Group Technique (NGT) helps groups to generate ideas and evaluate and select solutions. NGT is more comprehensive that brainstorming. The technique is primarily used during the decision-making stage of evaluating and selecting solutions. NGT is a structured group meeting that follows this format:A group is convened to discuss a particular problem or issue. After the problem is understood., individuals silently generate ideas in writing. Each individuals in round-robin fashion, then offers one idea from his or her list. Ideas are recorded on a blackboard or flip chart: they are not discussed at this stage of the process. Once all ideas are elicited, the group discusses them. Anyone may criticize or defend any item. During this step, clarification is provided as well as general agreement or disagreement with the idea expressed. Finally, group members anonymously vote for their top choices with a weighed voting procedure (e.g., 1st choice = 3 points; 2nd choice =- 2 points; 3rd choice = 1point). The group leader then adds the votes to determine the group choice. Prior to making a final decision, the group may decide to discuss the top ranked items and conduct a second round of voting.The nominal group technique reduces the roadblocks to group decision - making by (1) separating brainstorming from evaluation, (2) promoting balanced participation among group members, and (3) incorporating mathematical voting techniques in order to reach consensus. NGT has been successfully used in many different decision-making situations.

Q5. Explain the Delphi technique of group decision-making.Ans. The Delphi Technique:

The Rand Corporation for technological forecasting originally developed the problem-solving method. It is now used as a multipurpose planning tool. The Delphi technique is a group process that anonymously generates ideas or judgments from physically dispersed experts. Unlike the NGT, experts’ ideas are obtained from questionnaires as apposed to face-to-face group discussions..A manager begins the Delphi processes by identifying the issue(s) he or she wants to investigate. For example, a manager might want to inquire about customer demand, customer’s future preferences, or the impact of locating a plant in a certain region of the country. Next participants are identified and questionnaire is developed. The questionnaire is sent to the participants and returned to the manager. The manager then summarizes the responses and sends feedback to the participants. At this stage, participants are asked to (1) review the feedback, (2) prioritize the issues being considered, and (3) return the survey within a specified time period. This cycle is repeated until the manger obtains the necessary information.The Delphi technique is useful when face-to-face discussions are impractical, when disagreements and conflicts are likely to impair communication, when certain individuals might severely dominate group discussion, and when group think a probable outcome of the group process.

Q6. Explain Erg Model.Ans. Alderfer’s Existence-Relatedness-Growth (ERG) Theory-

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The most popular extension and refinement of Maslow’s theory of needs is the one proposed by Alderfer’s (1972. While Maslow’s model was not developed specifically for work organizations, Alderfer’s theory attempted to establish a conceptualization of human needs that are relevant to organizational settings. In extending Maslow’s theory, Alserfer argued that the need categories could be grouped into three more general classes:1. Existence: These are needs related to human existence and are comparable to

Maslow’s physiological needs and certain of his safety needs.2. Relatedness: These are needs that involve interpersonal relationships in the work

place. Relatedness needs are similar e to Maslow’s belongingness needs and certain of his safety and esteem/ego needs.

3. Growth – These are needs associated with the development of the human potential. Included in this category are needs corresponding to Maslow’s self-esteem and self-actualization needs.Alderfer’s model agrees with Maslow’s in positing that individuals tend to move from existence through relatedness, to growth needs as needs in each category are satisfied.

However, ERG theory differs from the needs hierarchy model in two important respects. First frustration-regression sequence also exists. For example, the ERG model predicts that if an individual is continually frustrated in his or her attempts to satisfy growth needs, then relatedness needs will be reactivated and become the primary drivers of behavior. Second and especially important, in contrast to the needs hierarchy theory, the ERG model does not hold that one level of needs must be satisfied before needs in the next level can emerge to motivate behavior. Instead, the ERG model proposed that more than one need might be operative in a given individual at any point in time. The ERG model appears to be less rigid than the needs hierarchy theory, allowing for more flexibility in describing human behavior.

Q7. Explain Porter Lawler Model.Ans. The Porter Lawler Model

Porter and Lawler (1968) refined and extended Vroom’s (1964) expectancy model. They agreed with Vroom that employee effort is jointly by the valence that employees place on certain outcomes and the degree to which people and their efforts will lead to the attainment of these rewards. However, Porter and Lawler emphasize that effort may not necessarily result in performance. Furthermore, they contend that the relationship between valences and expectancies, on eh one hand, and effort or motivation, on the other, is more complicated than Vroom’s model suggests.The Porter-Lawler model hold that effort may not necessarily result in job performance for two reasons. First the individual may not have the ability to accomplish the tasks that constitute his or her hobby. Second, the person may not have a good understanding of the task to be performed (that is, there may be alack of role clarity). High motivation will not result in job performance, if the employee does not have a clear grasp of the ways in which effort may be appropriately directed.

Furthermore, the Porter-Lawler model indicates that the nature of the task has implications for the satisfaction performance linkage. That is, performance on a task may provide the employer with intrinsic rewards, extrinsic rewards or both.

In addition the model holds that employees self-ratings of performance have a major impact on this belief about what is levels of rewards are equitable.

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Finally, Porter and Lawler suggest what may happen after employees perform. Thus, this model suggests that performance leads to satisfaction rather than the opposite. This was a significant departure from the traditional thinking.

Q8. Explain the applications / role / importance of motivation.Ans. Motivation is one of the most important factors affecting individual performance.

Motivation is the process of channeling a person inner drives so that he wants to accomplish the goals of the organisation. The importance of motivation in an organisation may be expressed as follow:

1. Motivation of employees leads to increase in productivity, which is the ultimate goal of every industrial organisation.

2. Motivation concerns those dynamic processes, which produce a goal-oriented behaviour.

3. Motivation is a behavioural concept, which helps a manager to understand why people behave as they do.

4. Motivated employees stay in the organisation and their absenteeism is quite low. High turnover and absenteeism create many problems in the organisation such as increase in cost, and also affects the reputation of the organisation unfavourably.

5. Motivated employees accept, introduce and implement changes keeping the organisation on the right track of progress.

Q9. What are the different types of groups?Ans. There are many different kinds of groups and many different Ways of classifying

them. This section will concentrate on the formal and informal groups that exist in organizations.A) Formal Groups:

These are established by the organizations to accomplish specific tasks. They are deliberately created under formal authority. A hierarchy of authority structure is created to govern their behavior and roles. Rules, regulations, incentives and sanctions guide the actions of members. Formal groups (such as board of directors, executive committee, etc.) may be classified into two categories: Command group and Task group.

Command Group: A command group consists of subordinates who report to a common superior. A university vice chancellor and respective college principals, a head nurse and respective floor nurses, a first-line supervisor and respective assembly-line workers are all command groups.

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Value of reward

1

PerceivedEffort – rewardprobability

2

Effort 3

AbilitiesAnd traits

4

RolePerceptions

5

Performance(accomplishment)

6

Intrinsicrewards

Extrinsicrewards

PerceivedEquitablerewards

Satisfaction

7A

7B

9

8


Task Group: A task group consists of employees who work together to complete a particular task or project, (which is non-routine in nature) but who do not necessarily report to the same supervisor. For example, in many organizations there is a safety and accident committee.(a). Project Group: A project group consists of individuals from many different areas or backgrounds. The group's purpose is to attain its objective within predetermined time, cost, and quality limits, after which the group is disbanded and everyone goes back to his or her regular department.(b) Committees: A committee is a group of people working together to solve a certain problem. It investigates, analyses, and debates that problem and, then makes a recommendation. Committees usually have only advisory authority.

(B) Informal Groups: Informal groups are those in which membership is voluntary; they evolve gradually among employees with common interests. For instance, in many companies the female employees get together once or twice a month to discuss the particular challenges or problems they are facing in their jobs.(i) Friendship Groups: Friendship groups are associations of people who like each other and like to be together. They are formed because members have something in common, such as social activities, political beliefs, religious values, or other bonds of attraction.

(ii) Interest Groups: Individuals who may not be members of the same command or task group may affiliate to achieve some mutual objectives.

(iii) Reference Groups: It is a group to which an individual would like to belong- those he identified with. An example would be a prestigious social group of cricketers, actors, actresses, etc.

Q10. Stages Of Group Development Process.Ans. Once a group is formed it goes through certain phases to become a functioning

group. When people are thrown into a group to perform a task, the group is not expected to function like a well-oiled machine right away. It will take time for them to get acquainted, resolve any differences and then develop productive relationships. B.W.Tuckman has suggested for phases of group development.(1) Forming (2) Storming (3) Norming, and (4) Performing(1) Forming: - The First stage is called forming. During this period, group members discover those interpersonal behaviors that are both acceptable and unacceptable to other in the group during this phase, each member relies on the other to provide cues regarding acceptable behaviour.(2) Storming: - During the storming phase, there is often some degree of intra-group conflict as members attempt to develop a special place for themselves in the group and influence the development of its norms and roles. At this time, members also try to develop some form(s) of interpersonal relationships with others in the group. In the process, each person tries to make off certain domains of authority or power. This stage is often a period of jockeying for position.(3) Norming: - During norming stage the in fighting is basically over and group cohesion starts to develop. Most group members have now come to accept their fellow members. A unity of purpose has developed and this serves to unite them. At this point the group’s development has basically matured and the members understand how they are to interact with each other. People joining the group at this stage, often, find themselves having to go back through stages one and two (forming and storming) in an effort to integrate themselves comfortably into the group’s environment.(4) Performing: -

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The forth stage of group development is called performing. Here group member agree on the basic roles each is to play. This concerns not only job behaviour but also the ways in which each will interact with others in getting things done. During this stage, task specialization and personal needs desires are brought together. The formal needs of the organization are integrated with the informal need of the member. The result is that group members are able to make their jobs more interesting and enjoyable.

As group pass through these four phases, there communication patterns change. The defensiveness and hostility that often characterizes the early phases gives way to feeling of friendship, trust, confidence and openness thereafter.

Q11. What is the concept of transactional analysis?Ans. Dr. Eric Berne gives Transactional analysis in 1950. Transactional analysis is

technique, which deals with people’s behaviour to each other in organization. When people interact with others, the two-way relationship involves the social transactions between them. Transaction here refers to as social unit of interaction between two individuals. Therefore “T.A. is a technique used to help people better understand their own behaviour, others behaviour, especially in the interpersonal relationships.Transactional analysis involves, analysis of self awareness (Johari window) structural analysis (Ego states) and analysis of transactions (Types of transactions)Levels of self awareness:- Levels of self awareness shows that a person is known to himself, and to others. What is going on in mind of individual in conscious mind and in this unconscious mind? Joseph luft & Marrington Inguam have developed a diagram named Johari window that gives a look at what one is concealing and what one is showing.

Info KnownTo Self

Info not known To self

Info known To others

Open Blind

Info not Known to others

Hidden Unknown

Open means information known to self and known to others also:- (name, address, Personality).1) Blind means information unknown to self but known to others. (like dressing

sense)2) Hidden:- Information known to self and not known to others:- (like some

personal secrets of life)3) Unknown:- This is sub conscious state, which is neither known to oneself nor

it is known to others.Structural Analysis (Ego states)

Another aspect of self is the ego states of a person. Ego states are the person way of thinking, feeling behaving at any time. Present state of mind is called as ego state of a person.The Ego states are:-Parent ego:- It refers to behaviour of person when he acts as a parent. Like

overprotective, disciplined, mannerly advices others, rule making, judgmental.

Adult ego:- It refers to behaviour of person, in which he behaves rationally, fact, seeking, problem solving, reality based, based on reasoning.

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Child ego:- Child ego means when an individual in his creativity state, child state, depression, anxiety, joy, frustration, impulsiveness.

Types of transactions:- (Analysis of transaction)1) Complementary transactions: - When the ego state of sender and receiver in the

opening transaction are simply reciprocal and reverse in the response.2) Non-complementary transactions: - Non-complementary or crossed transactions

occur when stimulus and response line are not parallel.3) Ulterior (Hidden) transaction: - is the most complex because the communication

has double meaning, when are ulterior message is sent, it is often designed is a socially acceptable way. One Individual in this state carries more than two ego statuses.

Q12. Define the term group Dynamics? Explain theory of group formation.Ans. Group Dynamics:- is the social process by which people interact face to face in

small groups. Group Dynamics is concerned with interaction of individual in a face-to-face relationship. It is the membership of group by which individuals shape their work behaviour and attitude. It focus on the team work where in small groups constantly contact each other and share common ideas to accomplisher the given tasks.Theories of Group formation1) Propinquity theory:- Quite often; individuals affiliate with one another

because of geographical proximity. Proximity of people at work place means their association because of their common section, department, and same area of work. This is formation due to their close location at work.

2) Human’s theory:- The more activities person share, the more numerous will be their interactions and stronger will be their shared activities and sentiments and more sentiments persons have for one another more activity and interaction he will do.

Activities Interaction

Sentiments

3) Balance theory: - Persons are attracted to each another because of their similar attitude towards commonly relevant objects and goals for e.g. Mr. T will interact with Mr. N due to common attitude, interest, life style, religion.

Mr. T Mr. N

Common things

4) Exchange theory: - This theory is based on reward-cost outcomes to be attracted to a group; the person will think in what terms he will get in exchange the reward. Reward means the positive reward related to the association with that group. Some times group-reward is their motivational factor to join group. Some times union motives them to join group.

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Q13. Explain Leadership, its characteristics and theories?Ans. Leadership

Leadership is a quality in individual, by which individual can guide other people and influence their behaviour. Leadership is ability to build the confidence and zeal among people and to create an urge in them to be led by leader. To be a successful leaders, a manager must passes the qualities of foresight, initiative, self confidence, intelligent, creative etc. leadership does not means to make people friends. It is to influence their behaviour.Characteristics of a leadership are:1) Leadership is a personal quality.2) Leadership is a process of influence.3) Leadership is related to a situation.4) It exists only with the existence of follower. If no follower then no leadership.5) It is willingness of people to select a person as leader.6) Leadership involves the readiness on the part of leaders to accept complete

responsibility is all situations.7) Employees or followers must be satisfaction with the type of leadership

involved.

Theories of leadership1) Trait approach to leadership: - Trait theory represents that there are certain

personal qualities which highlight the personality of leadership like: -a) Intelligence b) Inner motivation drivec) Physical features d) Maturitye) Vision and foresight f) Acceptance of responsibility

g) Self confidence h) Open mind i) Technical skills j) Empathy (Putting yourself into

Shoes of others2) Behaviour approach: - This approach is based on relationship between

leader and subordinates. Good relationship between boss and subordinates will raise the morale of individuals, develop up confidence, and spirit among the teams members, and will help a leader to maintain good relations with his peers.

3) The situational approach to leadership: - leadership is greatly affected by a situation and it is the situation, which will guide behaviour of a leader. Leadership pattern is a product of a situation at a particular time. A good leader is one who moulds him according to the needs of situation. A good leader will act wisely at need of the hour.

4) Follower theory: - The shortcomings of trait theory and situational theory lead to another theory of i.e. follower theory. All to this theory, the essence of leadership is fellowship and it is the willingness of people to follow that makes a person a leader. The members of the group tend to follow only those whom they recognize as ‘best person’. A leader will be considered as leader if he has good number of followers under him.

Q14. Explain The Maslow’s Theory Of Motivation A Need Hierarchy Theory Of Motivation.

Ans. A.H. Maslow developed a conceptual framework for understanding the human motivation. Process of motivation begins with an assumption that behaviour is directed towards the achievement of satisfaction of needs. Maslow stated there are five type of needs present in human being.1) Basic physiological needs: - This need is related to food clothing,

shelter, air, water, other necessity of life.2) Safety and security needs: - Like need of job security, personal security,

security of income, provision of old age.

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3) Social needs: - Need for affiliations, love, exchange of feelings, sociability, feeling of grievances and sharing them with others.

4) Esteem and statues Needs: - Need for self-confidence, Ego, independence, achievement, status competence, knowledge and success.

5) Self-actualization needs: - To achieve final goal, find position in life, Self-development, to realize one potentiality to have feeling of accomplishment or fulfillment.

Self Actualization

Self esteem

Social Needs

Safety needs

Physiological needs

Q15. Explains Herzberg’s Motivations Maintenance– Hygiene Model.Ans. Herzberg’s Motivations Maintenance– Hygiene Model: Motivation refers to the

way in which Urges, drives, aspirations, strivings or needs, direct, control or explain the behaviour of human beings. According to Herzberg there are few factors, which motivates a person to work. He divided these factors into two forms – motivational factor and Hygiene factors (or Maintenance factor).Maintenance factor: - provide no motivation to the employee, but absence of these factors serves as dissatisfier.Motivational factors: - are those factors, which provides motivation to the employees, their absence will not cause dissatisfaction, but there presence will certainly motivates employees.

Example of maintenance of Hygienic factors Motivational factors.Maintenance or Motivational FactorsHygienic factors

1) Company policy and 1) AchievementAdministration.

2) Technical supervision 2) Recognition3) Inter personal relations 3) Advancement

With heads4) Inter personal relations 4) Work itself

With peers.5) Salary 5) Possibility of growth6) Job security 6) Responsibility7) Personal life8) Working conditions9) Status

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Q16. Explain the various ego states with emphasis on transactions.Ans. Transactional analysis

Transactional analysis is a technique, which help people to understand their own behaviour and behaviour of others. Here transaction basic unit of social interaction ego state is a pattern of behaviour that a person develops as he or she grows up, based on his or her accumulated, network of feelings.Ego state is a state of individual. There are three ego states: -

1. Parent ego state2. Adult ego state3. Child ego state

An individual can be in any one of the above three states, he can be in parent ego state or child ego state an adult ego state.

P A CParent Adult child

Individual1) When parent ego state comprises of behaviour of individual who will judge the

things, rule making, highlight moral values, advices teaching, the dos and don’ts.

2) When individual is in adult ego state he is rational, estimate things, evaluate, storing of data, fact seeking and problem solving.

3) When individual is in child ego state he will act emotionally, creatively, spontaneous reaction, impulsive reaction, will be in curiosity state.

Q17. “Leaders are born and not made”? Explain.Ans. Leadership is interpersonal influence exercised in a situation. Leadership is

skill in an individual by the way of which he can influence, guide, modify, and motivate the behaviour of others. Leader can be a formal leader or he can be an informal leader.If he is formal leader then he is appointed by the organization. If he is informal leader then he is a natural leader.The leaders are born not made; they possess qualities, which are god gifted to them. These qualities are:

1) Physical features (Height, health, weight)2) Intelligence

Physical features are determined by heredity intelligence is determined by the mental health, mental ability. On the basis of heredity it is said that leadership skills are in blood. Desire to lead people, self-confidence, personal lead people, self-confidence, personal integrity are all inborn qualities of a leader.

Q18. Write notes on A) Motivation B) Team Development C) Team Mgt.

Ans. A) Motivation. The word motivation has been derived from the word 'motive' which means any idea, need or emotion that prompts a man into action. Dublin has defined motivation as "the complex of forces starting and keeping a person at work in an organisation. Motivation is something that moves the person to action, and continues him in the course of action already initiated. Motivation refers to the way a person in enthused at work to organizational objectives. Motivation refers to the way in which urges, drives, desires, aspirations, strivings or need direct, control or explain the behaviour of human being. March and Simon have define motivation as the process or the reaction which takes place in the memory of the individual with following effects:i) Lower the individual satisfaction, greater the search for better ways of doing

the job. ii) More the search for alternatives, greater the expected rewards. iii) Greater the expected rewards, the higher the satisfaction and level of

aspiration.

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iv) Higher the level of aspiration, lower the satisfaction. If he is successful in achieving his goals, certain other needs will emerge which will lead to setting a new goal. But if the goal is not achieved, the individual will engage himself in either constructive or destructive behavior.

(b) Team management: Team is a group of people in the organization, which are assigned same task.Team Management will work an principle of Espirit de corps, i.e. unity is power, and will work in coordination in order to achieve the given task or in order to accomplish the assignment.(c) Team Development Team development is a catch-all term for a whole host of techniques aimed at improving the internal functioning of work groups. Whether conducted by company trainers or outside consultants, team development workshops strive for greater cooperation, better communications, and less dysfunctional conflict. Experiential learning techniques such as interpersonal trust exercises, conflict-handling role-play sessions, and interactive games are common.

Q19. What are the leadership styles? Explain the autocratic style of leadership. Ans. Leadership styles

Leadership styles refer to a leader's behaviour. Behavioral pattern, which the leadership in his role as a leader is often described as the style of leadership. Leadership style is the result of leader's philosophy, personality, experience and value system. It also depends upon the types of followers and organizational atmosphere prevailing in the enterprise. Different types of leadership styles are:i) Autocratic leadership ii) Participative leadership iii) Free rein leadership In practice, a leader may use different styles over a period of time, but one style tends to predominate as his normal way of using power. For example, factory supervisor who is normally autocratic may be participative in determining vacation schedules and free rein in selecting a departmental representative for safety committee. In practice, a leader adopts a combination of styles because there are thousands of in between styles of power, which each manager applies in his own way. Power use exists along a continuum ranging from total power to no power use at al; and effective managers usually show some flexibility along this continuum.

Autocratic or Authoritarian Leader The autocratic leader gives order, which must be obeyed by the subordinate. He determines policies for the group without consulting them, and does not give detailed information about future plans, but simply tells the group what immediate steps they must take. He give personal praise or criticism to each member on his own initiative and remains all of from the group for the major part of the time. Thus under this style, all decision-making power is centralized in the leader as shown. a) Leader adopting this style stresses his prerogative to decide and order and subordinates ' obligation to do what they are told to carry out. He does not give subordinates the freedom to influence his behaviour.Autocratic leadership may be negative because followers are uniformed, insecure and afraid of leader's authority. Such a leader may be called strict autocrat who relies on negative influence and give orders, which the subordinates must accept. Leadership can be positive also because the leader may use his power to disperse rewards to his group. When his motivational style is positive, he is often called benevolent autocrat. The benevolent autocrat is effective in getting high productivity in many situations and he can develop effective human relationship. There is another type of autocratic leader, known as manipulative autocrat, who makes the subordinates feel that they are participating in decision-making process even through he has already taken the decision.

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Thus Autocratic leader make his subordinates act as he directs and does not permit his subordinates to influence his decision. He assumes that people basically work for money and want security. Because of such assumptions about human beings, he exercises tight control and supervision over his subordinates. But these assumptions do not hold good in all the situations. If the motivated style is negative, people will dislike it. Frustration, low morale and conflict develop easily in autocratic situations.

The autocratic management has been successful because it provides strong motivation to the manager. It permits quick decision-making as only one person decides for the whole group. It has also been successful in such situation where subordinates are reluctant to take initiative. In industry, this style is quite common and has often succeeded. In future, it is less likely to be effective because:i) The coming generation is less amenable to rigid direction and control. ii) The standard of living of people is rising. iii) There is now social awareness among the people ; they look for social and

egoistic satisfaction from their jobs.

Q20. Explain the participating and free rein styles of leadership.Ans. The participating and free rein styles of leadership are explained as follow:

Participating or Democratic Leader A democratic leader is one who gives instruction only after consulting the group. He sees to it that policies are worked out in-group discussion and with the acceptance of the group. He makes is clear that praise or blame is a matter for the group and participates in the group as a member. Participative leadership style favors decision-making by the group as shown in fig. Sharing of power by allowing the group to make decisions and to let decisions emerge from the group. Participate manager decentralizes managerial authority. His decisions are not unilateral like that of autocrat because they arise from consultation with the group members and participation by them. Unlike an autocratic manager who controls through the authority he possess, a participative manager exercise control mostly by using forces within the group. Some of advantages of participative leadership are:1) It increases the acceptance of management 's idea.2) It improves the attitude of employees towards their job and the organisation. 3) It increases the cooperation between management and employees. 4) It leads to reduction in the number of complaints and grievances. 5) It increases the morale of the employees. Free Rein or Laissez Faire leader A free rain leader does not lead but leaves the group entirely to itself as shown in fig. He represented by the chairman of the board who does not manage, but leaves all responsibility for most of the work of his subordinates. The free rein leader avoids power. He depends largely upon the group to establish its own goals and work out its own problems. Group members work themselves and provide their own motivation. The leader exists as a contact person with outsiders to bring for his group the information and resources it needs to accomplish its job. Free rein leadership ignores the manager's contribution approximately in the same way as the autocratic leadership ignores that of the group. It fails to give the group the advantages of leader's inspired motivation. Most of the work entrusted to him to the group, which he is supposed to lead, limiting his authority to maintain the contact of the group with persons outside the group. This is also known as permissive style of leadership, where there is least intervention by the leader, abdication of authority and letting the group to operate entirely on its own. This mode of direction can produce good and quick results if the subordinates are highly educated and brilliant people who have a sincere desire to go ahead and perform their responsibilities.There is one more style of leadership popularly known as Paternalistic Leadership. Under this, the leadership assumes that his function is paternal or fatherly. His attitude is that of treating the relationship between the leader and his group as that of

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family with the leader as the head of family. He works to help, guide protects and keeps his followers happily working together as members of a family. He provides them with good working condition, fringe benefits and employee services. This style has been successful particularly in Japan because of its cultural background. It is said that employees under such leadership will work harder out of gratitude. However, in the modern complex industrial relations system, this attitude may not result in maximum motivation. Instead of gratitude, it might generate resentment among the subordinates.

Q21. Explain various transactions in Transaction analysis.Ans. A transaction is a basic unit of social interaction. It consists of an exchange of words

and behavior between two persons.Complementary Transactions: They are complementary when the ego states of the sender and receiver in the opening transaction are simply reversed in the response.

Non-Complementary Transactions: Non-complementary transactions, or crossed transactions, occur when the stimulus and response lines are not parallel. For instance, the supervisor tries to ideal with the employee on an adult-to-adult basis, but the employee responds on a child-to-parent basis or the supervisor speaks to the worker on parent-to-child basis and the worker responds on a parent-to-child basis.Ulterior Transactions: The transactions between employees and managers are influenced by factors other than ego state, although ego state is realized in the transaction. A misunderstanding is observed.

Supervisor Worker P P A A C C

For example: the manager says that the employees are free to reach him at any time, but the employees feel that the manager is unwilling to solve their problems. The

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p

A

C

R

S

C

A

P P

A

C

P

A

C

R

S

Supervisor Worker Supervisor Worker

P

A

C

P

A

C

RS

Supervisor Worker


manager is behaving in a parental way, although the employees realize it in an adult ego state.

Q22. Explain The Theory X Theory Y Of Motivation.Ans. McGregor has given the theory of motivation called theory X Theory Y. These are

based on two distinct view points of human beings. Theory X deals with one extreme, based on one set of assumptions and Theory Y, deals with other extreme based on other set of assumptions These theories are not based on any research, but according to McGregor, these are intuitive deductions.Theory XTheory X emphasis on management by direction and control. It states that people are lazy, avoids responsibility, dislike work and will avoid work and shirk responsibility. They should be forced to perform work. Management must punish them if they avoid work, and give reward if anyone performs work upto standards. Assumptions of Theory X are:1. The average human beings inherently dislike work and will try to avoid it, wherever possible.2. Employees must be controlled, coerced, threatened with punishment to achieve goals, to which they are indifferent.3. Employees have little ambitions so try to avoid responsibility and seek formal directions.4. Most workers place security above all other factors associated with worker.Theory YTheory Y emphasis on cooperation between management and employees. It States that people take work as play, they like work, people are optimistic, self-directed. Therefore people if are satisfied, then they will perform better. They can be motivated by delegation of authority, job enlargement, and workers participation. Assumptions of Theory Y are:1. Human beings do not inherently dislike work. He can view work as natural and enjoyable.2. Employees are committed to objectives and exercise self-control and self-direction for their attainment.3. They can learn and can even seek responsibility, if provided with proper working conditions.4. Commitment to objectives is a function of rewards associated with achievement.5. All people are capable of making creative and innovative decisions.

Q23. Explain the difference between Manager and Leader.Ans. Differences between management and leadership:

The manager administers, the leader innovates The manager is a copy, the leader is an original The manager maintains, the leader develops The manager focuses on systems and structure, the leader focuses on

people The manager relies on control, the leader inspires trust The manager has a short-range view, the leader has a long-term perspective The manager asks how and when, the leader asks what and why The manager has his eye always on the bottom line, the leader has his eye

on the horizon The manager imitates, the leader originates The manager accepts the status quo, the leader challenges it The manager is the classic good soldier, the leader is his own person The manager does things right, the leader does the right thing.

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Section – C 2 Marks Questions[QUESTIONS 1 TO 21] [PAGE 38 TO 41]

Q1. What is organizational change?Ans. Change results from the pressure of forces, which are both outside and inside the

Organization. Organisation change is any alteration which occurs in the overall work environment of an organization. Change is due to external forces or internal forces. External forces: - marketing conditions social change, political changes,Internal forcers: - change in org structure, change in operative personnel.

Q2. What is Conflict Management?Ans. Conflict means difference in opinion between two or more reasons or groups. Conflict

occurs individual are not able to choose among the available alternative course of action. Conflict is natural occurrence in all groups and organizations, conflict is not only a positive force in a group, but it also necessary for a group to perform effectively Conflict provides opportunity to group for releasing tension helps to find out weaknesses of each other.

Q3. What is Stress management?Ans. Stress is state of anxiety, tension, frustration; dissatisfaction stress causes illness and

physical inability. It can be visible through increased heart rate, muscle tone, and blood content. Stress can be seen is Organisation the law productivity, increased absenteeism, due to interpersonal conflict, isolation, change in eating habits (drinking). Stress is due to unreasonable target, misbehavior of dear, denied promotion threat of transfer, unethical practices.Stress Management is a technique, which can be applied in order to overcome stress like physical exercise, meditation, can release stress, besides, this, reading habits and to intake healthy food. Besides this organizational roles should be defined clearly and redesigning of job, to keep communication channel open with employee and to provide him counseling when required.

Q4. What do you mean by Quality circle?Ans. A quality circle is a small group of employees doing similar or related work. They

meet regularly to identify, analyses and solve. Product-quality problems. Their main aim is to identify the problems related to quality process and overcome these problems. They work to improve the quality standards of organization.

Q5. What is Politics?Ans. Politics in an organization is a factual reality. Employees have a certain role to play in

every organization. When this role is exercised to influence others, it becomes politics. The political system is decided based on how managers use their power in organization. In simple words it is the use of power to influence the decision making process in org. Power acquisition is the main thrust of politics because resources, decisions, goals, technology and change are deeply influenced by political manoeuvring.

Q6. What is Innovation?Ans. The essence of innovation is development of something new, something that never

existed before. It can be as simple as developing a new flavor of the month for an ice cream store, or as complex as developing a pocket-size microcomputer. There are three broad types of innovation: a) Create something newb) Combine or synthesize thingsc) Improve or change things

Q7. What is Crisis management?Ans. Crises, by their very nature, crop up unexpectedly, and are apparently unsolvable

due to their sheer complexity and magnitude, bluffing the best brains. Crisis management means that technique of management, which helps to overcome some difficult situation, calamity, and difficult problems. Successful management of crises

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is product of vision, foresight, ability to focus sharply on the problems, and to come up with unusually creative solutions, adequate resources, convince others about the need of funds, backed by leadership, and lots of pain.

Q8. What is Organisation culture?Ans. Organisation culture is the accumulated tradition of organisational functioning. It is

based on certain values, norms and positive attitude of an organisation. Organisational environment becomes a culture if it is used for motivating people for avoiding any friction and adopt valuable tradition if the organisation. Organisation culture is intangible and functions like invisible hands, which guides the employees of an organisation for better performance and more satisfaction. It influences everybody and is influenced by everybody’s thinking and action.

Q9. What is Organisation Development?Ans. Organisation development is a planned, systematic, organized and collaborative

effort where behavioural science and organisation theory principles and practices are continuously applied in order to increase the quality of life which is reflected in increased organisational health and vitality, enhanced individual and group members’ competence and self –worth, and general overall well being of employees. It is a means to create, change or reinforce the organisation culture. OD efforts are useful wherever problems and tensions exist or are sensed to arise.

Q10. What do you mean by Learning Organisation?Ans. Learning organizations adapt changes and strive to anticipate and learn from

change. A learning organisation has both the drive and capabilities to improve its performance continuously based on experience. It tries to add value to customers and then developing innovative ways to satisfy those needs. In learning organisations conflicts are resolved through the use of collaborative learning and the integration of diverse viewpoints of personnel through the organisations.

Q11. What is Burnout?Ans. Burnout is a stress-induced problem common among members of helping

professions such as teaching, social work, employee relations, nursing and low enforcement. It is a condition that occurs over time and is caused by emotional exhaustion and a combination of negative attitudes.

Q12. What is Organizational Mirroring?Ans. Organizational mirroring is an intervention technique to both assess and improve an

organization's effectiveness by obtaining feedback from several other groups. When an organization experiences difficulties in working with other external organizations, such as suppliers, government agencies, and the like, it can seek help from these units to understand and rectify whatever is going wrong with the relationships. For this purpose, key representatives from the various relevant outside organizations are invited to participate to mirror, or reflect back, to the host organization on how it is perceived, What it can do to improve its effectiveness, and to draw up a plan of action to rectify problematic issues.

Q13. What is the difference between power and authority?Ans. Authority is the right to command; power is the ability to exert influence over others.

Power reinforces authority and authority is one of the major sources of power. Authority increases as one goes up the organizational hierarchy. Authority is a downward flowing concept whereas power flows in all directions.

Q14. What is Managerial Grid?Ans. Managerial grid is four-dimensional rating scale, which shows the style of leadership.

Leadership style can be of two types.

1) Concern for production.2) Managers concern for people.

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DIAGRAM

Manager can be of five types: -

A (1,1) = (Impoverished)B (1,9) = (Country club)C (9,9) = (Team)D (9,1) = (Task)E (5,5) = (Middle Road)

A Manager is least concern about production and people.B Manager is concerned about people but not concerned for production.C Manager is concerned for both (Production and people).D Manager is concerned for production, no concern for people.E Manager is balanced he is bothered about production as well as people.

Q15. Explain the characteristics of a learning organisation. Ans. Brian Dumaine summarized the five characteristics of learning organisations. These

are:1) People set aside their old ways of doing thinking,2) Learn to open with others,3) Understand how their company really works,4) For a plan everyone can agree on,5) For a plan everyone can agree on.

Q16. What are the characteristics of organizational change?Ans. The 'term' refers to any alteration which occurs in the overall work environment of an

organization. It implies alterations of structural relationship and role of people in an organisation. It has the following characteristics:i) Change results from the pressure of forces, which are both outside and inside

the organisation. It disturbs the existing equilibrium in the organisation.ii) The whole organisation tends to be affected by a change in any part of it. iii) Change take place in all parts of the organisation, but at varying rates of sped

and degree of significance.iv) Change may affect people, structure, technology and other elements of the

organisation. v) Change may be reactive or proactive. When change in bought about due to

the pressure of external forces, it is called reactive change. But the management on its own to increase organizational effectiveness initiates proactive change.

Q17. What do you mean by organization effectiveness? Ans. Organizational effectiveness is the extent to which an organization achieves its goals

with the given resources and means. An organization is said to be effective if it is able to achieve its goals. The level of output an organization achieves with its limited resources determines.

Q18. What are the main types of crisis.Ans. In business there are main three main types of crisis:

(i) Financial crisis. Financial crisis involve short term liquidity or cash flow problems and long term bankruptcy problems.(ii) Public Relation Crisis. Public relation crisis involve negative publicity that could adversely affect the success of company.

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(iii)Strategic crisis. It is caused by the change in business environment that call the validity of the company into question.

Q19. What are the organisational conditions for effective coping?Ans. For effective copies there are four organisational conditions:-

1. The organization must have a proper communication system through which reliable and valid information may be passed.

2. Enough internal flexibility should be there.3. Integration and commitment to organizational goals.4. Supportive internal climate.

Q20. What are the levels of political action in organizations?Ans. There are three levels of political actions in organization:

1. Network Level:- Cooperative pursuit of general self-interest.2. Coalitition Level:- cooperative pursuit of group interests in specific issues.3. Individual level:- Individual pursuit of general self interests.

Q21. What is Model Training?Ans. Model training is individual intervention wherein the employee’s attitude,

values and life styles are changed to make organizational changes more effective. It is expected that employees learn skills, which are applied and reinforced on the job. Vide tapes of actual performance are screened for performance evaluation. Role modeling role playing social reinforcement and transfer of learning are major its major factors.

Section – C 5 Marks Questions[QUESTIONS 1 TO 22] [PAGE 41 TO 56]

Q1. What is organizational culture? Explain its characteristics.Ans. Organization Culture

Culture is the set of important understandings that members of a community share in common”. It consists of patterned ways of thinking, feeling, and reacting that are acquired by language and symbols that create distinctiveness among human groups. A system of shared values is the building block of culture.Culture is to human collectivity what personality is to an individual. Culture could be defined as the interactive aggregate of common chrematistics that influence a human group’s response to its environment. Culture determines the identity of human group in the same way as personality determines the identity of an individual. Moreover, the two interact; “culture and personality” is a classic name for psychological anthropology. Cultural traits sometimes can be measured by personality tests.Characteristics of Organizational Culture.Organization culture refers to a system of shared meanings held by members that distinguished the organization from other organizations. The system, of shared meanings represents a set of characteristics that are of utmost importance for the organization. Campbell and others have identified such characteristics as follows>1. Individual autonomy: The degree of responsibility and freedom and

opportunities of exercising initiative that individuals in the organization have.2. Structure. The rules and regulations and the amount of direct supervision that

is used to observe and control employee behavior.3. Support: The degree of assistance and warmth provided by managers to their

subordinates.

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4. Identity: The degree to which members identify with the organization as a whole rather than with their particular work group or field or professional expertise.

5. Performance-reward: The degree to which reward system in the organization (i.e. salary increases, promotions) is based on employee performance criteria.

6. Conflict tolerance: The degree of conflict present in relationships between peers and work groups as well as the willingness to be honest and open about differences.

7. Risk tolerance: The degree to which employees are encouraged to be innovative and risk taking.

Q2. What Is The Impact Of Organisation Culture On Modern Organisations?Ans. Impact of Culture on Modern organizations

According to Keith Davis, the following values affect the modern organizations:1. Freedom: It represents a basic cultural value that affects work in modern

organization Freedom here refers to freedom from authority and freedom to do, as one feels like, of course, subject to the constraints imposed by the society. That is to say, this freedom is within some prescribed limits. Freedom may mean different things to different people. For instance, for an employee freedom may be to have a voice in the joint council meeting, for another it may mean right to work without restrictions, etc.

2. Equality: This value states that all people are equal, having equal rights. However, this value gives due recognition to different mental, emotional and social differences and hence different rewards. Another associated idea is equity, which states that here should be justice in rewarding performance. The rewards should be based on performance, which should be measured objectively.

3. Security: People seek security of job and personal life. Some sort of mental tension prevails in the mind of an employee as long as he feels insecure.

4. Opportunity: Another value that affects people in organizations is the opportunity. People expect many opportunities to climb the ladder in an organization

Q3. How The Organization Development Can Be Managed? What Are The Problems Faced In Process of Od ?

Ans. Organization DevelopmentThe management of change in organization is one of the most difficult tasks of the modern manager. In this chapter we emphasize that change is inevitable and that, for the well being of the organization, it must be planned for and managed. Yet most organizational change and development efforts – including those that are well planned encounter problems, some significant enough to threaten the entire change program. Typically, change efforts take longer than expected and incur higher costs that expected, and then may be only partially successful.Given the difficulty of realizing organizational change, it is useful to discuss some criteria by which to judge the effectiveness of change efforts. A change effort can be considered effectively managed if:

1. The organization is moved from the current state to the planned future state.2. The functioning of the organization in the future state meets expectations.3. The transition is accomplished without undue cost to the organization and its

individual.

Major Problems in Organization Development Efforts.Resistance:We have already noted that resistance from employees is a key factor in any organizational change effort. A primary factor contributing to resistance is the

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organizational culture, which is usually the result of many years of getting things done in certain way.PowerPower can become an important issue in the transition from the current state to the future state especially when the change has a substantial impact on organizational structure and the people or groups that have the most power.ControlWhile the old system is being dismantled and the new one shaped, change and the associated uncertainties can make the existing means processing information and maintaining control-such as the communication system, performance appraisal system, reward structures, and other organizational process – irrelevant, inappropriate and ineffective. Thus, it may be difficult to monitor and reward performance, and take corrective action during the transition. The result is a loss of control.Task RedefinitionBecause all parts of the system interact, individual jobs are affected by any change, even one intended to affect another pat of the organization (for example, the performance appraisal system.)

Q4. How OD Process Can Be Made Effective?Ans. Keys to Successful Organization Development

In conclusion, we offer five keys to magnate OD. They related directly to the problems identified earlier and to our view of the organization as a social system. Each can influence the elements of the social system and may help the organization avoid some of the major problems in managing the change.

Keys Impacts1) Take a holistic view of theorganization2) Secure top management support

3) Encourage participation by those, who are affected by the change

4) Faster open communication

5) Reward those who contribute to change.

1) Anticipates effects on the social system and culture.2) Get dominant coalition on the side of change; safe guard structural change; head off problems of power and control. 3) Minimise transition problem of control, resistance and task redefinition.4) Minimise transition problems of resistance and information and control system.5) Minimise transition problems of resistance and control systems.

Q5. Define stress management, and reasons for stress.Ans. Definition of Stress

Stress is “an adaptive response, mediated by individual characteristics and /or psychological process, that is a consequence of any external action, situation, or event that places special physical and /or psychological demands upon a person.” This definition is not as difficult as it seems when we reduce it to three interrelated dimensions of stress: (1) environmental demands, referred to as stressors, that produce, (2) an adaptive response that is influenced by, (3) individual differences.Features of stress1. Stress is not merely nervous tension2. Stress can have positive consequences.3. Stress is not something to be avoided.

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4. The complete absence of stress is death.These points make it clear that stress is inevitable. Efforts need to be directed at managing stress, not as somehow escaping it altogether.

Stressors Environmental factors that produce stressStressors are environmental factors that produce stress, stated differently stressors are a prerequisite to experiencing the stress response. The four major types of stressors: individual, group, organizational, and extra-organizational, individual-level stressors are those directly associated with a person’s job duties.

Reasons for stress & its outcomes.

Q6. Explain the various stress coping strategies?Ans. The strategies for coping stress are divided into two parts:

I) Individual strategiesII) Organisational strategies

I) Individual strategies:

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Stressors Outcomes

Individual LevelRole overloadRole conflictRole ambiguityResponsibility for people

Group LevelManagerial behaviorLack of cohesivenessIntragroup conflictStatus incongruence

Organizational LevelClimateTechnologyManagement StylesOrganizational design

Extra-organizationalFamilyEconomyLack of mobilityQuality of life

Individual DifferencesHeredity, age, sex, diet, social support, coping, personality traits

BehavioralSatisfactionPerformanceAbsenteeismTurnoverAccidentsSubstance abuse

CognitivePoor decision makingLack of concentrationForgetfulness

PhysiologicalIncreased blood pressureHigh cholesterolHeart disease

Stress


Under individual strategies employees take personal responsibilities for reducing their respective stress. They may request for job transfer, find alternative employment, request for an early retirement, take tours and resort to physical exercise. Individual strategies are:Time management is an effective technique of managing stress. It is a preventive as well as curative device. Time management helps to reduce tension because individuals easily achieve their objectives within specified time. The time management principle involves making daily list of activities, priority activities, scheduling activities according to priority list, knowing daily cycle and daily job nature.Physical exercises Routine and relaxed exercises reduce stress of employees. Competitive exercises increase tension and non-competitive exercises relax people. Non-competitive physical exercises include aerobatics, jogging, walking, swimming and ridding a bicycle.Behavioral stress control Learning and self development help manage stress.. Proper behaviour prevents stress. Behavior has direct impact on performance, which causes satisfaction and stress. Self-introspection makes people behave properly. Relaxation training Relaxation techniques such as biofeedback, yoga and meditation are adopted to get relaxation from stress. Transcendental meditation is practiced to reduce stressful situations. Cognitive therapy helps the self-control of employees. Psychological and emotional responses are recognised for increasing work efficiency. Hormones produced by adrenal glands have a positive impact on mental satisfaction. Social supports People are benefited by social support. Good listeners and confidence builders are essential for managing stress. The expansion of social support network is a means of reducing stress

. II) Organisational strategies Organisational strategies include the ways and means attached with organisational structure, goal setting, designing and redesigning of jobs and improved communication, employee involvement and other organisational strategies for reducing stress. Organisational strategies are:Goal setting and job designing Individuals perform better when they have specific and challenging goals. Consequently, stress is minimized as the frustration and ambiguity are clarified by specifying goals. Job designed as per set goals reduces all sorts of problems. Employees are aware of their respective variety of skills, task identity and task significance, autonomy and feedback. Redesigning of job is essential in the light of different characteristics of employees.Reducing conflicts Role ambiguity is main cause of conflict. An organization must reduce functional as well as dysfunctional conflicts. The expectation- performance relation, performance award relation and organisational attitudes are well-defined techniques of reducing any sort of conflict, ambiguity and understanding.Developing career plans The employees are old about their career plans and future development. The employee’s development is an essential feature of stress management. Educational and experimental programs and counseling are used for developing the employees.Creating healthy climate congenial atmosphere of work and relationships prevents any sort of stress. Friendly talk and healthy communication help people reduce their family tension. A health atmosphere in organization includes proper lateral, vertical diagonal communication, congenial work environment and promotional avenues. Organisational structure is developed accordingly.Providing counseling Counselling is an exchange of ideas and feelings between two persons and ideas. It helps employees to cope with problems and improve the organisational performance. Permanent Counselling has been a permanent function of many organizations.

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Q7. Define The Concept Of Organisational Development? What Are The Techniques Of Organizational Development?

Ans. Organisational development Organisational development refers to wide range of techniques and strategies for organizational improvement. It is a technique for bringing organization change in the entire aspect of organization.Features of O.D.1) It is an educational strategy for bringing planned change.2) It is related to real problems of the organization.3) Change agents are employed to apply O.D.4) The change agents apply behavioural science knowledge to bring about the

deserved change.

O D Interventions techniquesBehavioural techniques Non-Behavioural Techniques

1) Sensitivity training 1) Change in organizational structure.

2) Management by objective 2) Work design3) Grind training and 3) Job enrichment

developmentSensitivity training:- or T-Group training:- 1) In this training, a person or manager should view himself from the eyes of

others. He should think what others think about him, to have a better knowledge about his behaviour.

2) Management by objective: - It is a system, which integrates the company’s need to achieve its goals for profit and growth with the help of subordinates.

3) Grid training development: - It is based on managerial grid. This model depicts the managerial concern for productivity and for people. There should be balance between concern for productivity and concern for people.

4) Organisation structure redesign: - The organization structure may be changed to make it more effective by redefining the flow of authority and responsibility.

5) Work design: - It means process of defining task and jobs to achieve both organizations, and employee goals. Job redesign makes job more attractive.

6) Job enrichment: - Job enrichment implies that the contents of job should be upgraded. It is a motivational technique, which emphasizes the redesigning of job vertical roaring of functioning and responsibilities, which require higher levels of skills and competence.

Q8. What is role of power and politics in an organization?Ans. Power is capacity to exert influence were others, or ability to exert the influence on

others is power.Politics: - Refers to the structure and process of the use of authority and power in organization.Politics is the power in the hands of a powerful person to uses his power to influence others.Power is gained in the organization in order to have: -1) Centrality: - In order to get most central place in the organization.2) Scarcity: - When the resources are few scarce, there is a struggle for

acquiring these resources.3) Uncertainty: - When there is uncertainty about future events, then people tend

to acquire power in order to secure their position strong.4) Substitutability: - The greater the valve of a person to an organizations, the

greater the power he holds. When there is no substitute to an individual available to organization, than that individual becomes powerful.

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Politics: -Cause of political behaviour: -1) Lust for power: - To grab power people play politics in organization.2) To command over resources:- People play politics to command over

resources.3) To protect the self-interests and privilege to enjoy.4) To grab some position politics is being played.5) To coordinate the activities of all departments, sense type of jealousy or

competition is infused in them, there also politics works.

Role of Power & Politics in organization1) Usually political behaviour is guided by self-interest.2) Power politics weakens morale of employee and demotivates them.3) It is done to get light position and promotions.4) Organisational politics generate political conflicts.5) Power and politics favors the steward’s people and exploits the straight,

simple and poor people.

Q9. Discuss The Various Conflict Resolution Strategies?Ans. Conflict is appearance of difference, difference of opinion difference of interests.

Conflict occurs when the individuals are not able to choose among the available actions.Conflict may create following response in organization1) It may result in resignation of individual.2) It may create high tension.3) It may create discontentment.4) It creates distrust, climate of suspicion.5) It distracts the attention of the organizational members.

Strategies of handling conflict: -1) Avoidance of Conflict: - The best way of handling conflict is to avoid it.2) Reorganization of groups: - A manager can prevent the occurrence of many

differences by reorganization of groups.3) Reduction of inter-dependence between groups: - To reduce to interaction

among the group also helps to resolve it.4) To transfer the employees involve in the inter personal conflicts.5) Dominance: - It means to dominant the action on the person involved

the conflict.Q10. What are the various stages of conflict?Ans. The conflict process is observed under following five stages:

a) Potential Opposition or Incompatibility:Under the first stage, conditions are created from which conflicts arise directly or indirectly. These conditions are known as sources or causes of conflict. They are communication, structures and personal variables.

b) Cognition and Personalisation:Cognition and Personalisation is important for conflict to arise or it can be avoided at this stage by mutual understanding.

c) Intentions: Intentions are interventions between people’s behaviour and their overt behaviour. Wrong intentions towards other parties create conflicts.

d) Behaviour: Conflict is visible in behavior of people. Behaviour is overt attempt of behaviour. Conflict arises from the functional form and reaches the dysfunctional stage.

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e) Outcomes:The actions and reactions of conflicting parties involve consequences, which may be dysfunctional, functional, and ultimately outcomes hindering group performance.

Q11. What Is Stress? What Are The Various Stages Of Stress?Ans. Stress

Stress is a tension; it can be due to problem in mind and due to problem in body.Stress is feeling of anxiety, guilt, and frustration. Stress can be due to physical exertion or due to rental pressure. Stress can be seen as increased heart role, muscle tone, and gastro intentional, increased blood pressure, raised pulse.Stress can be undergone through different stages.

1) Alarm: Alarm is the initiative stage of stress. Many physiological and chemical reactions are observed during the alarm stage. Increased pituitary adrenaline secretions, increased separations, increased respiration; heart trouble and high blood pressure are observed during alarm stage. Many employees prevent themselves from becoming more stressed physiological and psychological treatment. e.g. when you encounter a feeling of new job there is excitement, pride, challenge and stress in this stage.

2) Resistance: If the alarm stage is not prevented, resistance develops. Nervousness and tension are increased making individuals unable to relax. Individuals develop conflicts, frustration and uneasiness. Illness and diseases attached with stress are developed under stress. Apparently individuals feel free from stress, but serious diseases develop stealthily.

3) Fuel-shortage stage: - When there is shortage of energy, feeling of lairs, confusion dissatisfaction is there.

4) Crisis/Exhaustion stage: - When these feelings are persisted for a long period of time. Feeling of oppression, self-doubting, pessimism stage comes exhaustion develops moodiness, negative emotions and helplessness. The impact of stress is visible in physics, psychological and the behavior of employees in an organisation wherein stress has reached the state of exhaustion. Health and psychological depression reduces the effectiveness of employees. Consequently, the success of an organisation is adversely affected.

5) Chronic symptom stage: - When physical exertion courses stress it is called as chronic symptom stage. Stressed employees cannot contribute significantly.

Q12. What is the main causes of conflict in an organisation? Ans. The main causes of conflict in organisations are as follows:

Difference between corporate, group and individual aims of objectives, inability of organisation to devise systems, practices and environments in which these can be reconciled and harmonized.Interdepartmental and intergroup wrangles overwhelmingly concerned with:a) Territory- where one group feels that another is treading in an area that is legitimately theirs.b) Prestige- one group feels that another is gaining recognition for efforts and rewards that are legitimately theirs.c) Poaching and thefts-where one group attracts away the staff of the other.The status awarded by the organisation to its different departments, divisions, functions, groups and individuals.Individual clashes- both professional and personal – leads to conflict if the basis of relationship is not established or ordered.Personality clashes become seriously disruptive if allowed to proceed unchecked if steps are not are not taken to ensure the base of relationship.

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Conflict with the job held also occurs. This occurs in the following forms:1. Conflicts between job and job holder2. Conflicts between job and organisation3. Conflicts between jobholder and organisation.

4 Lack of clarity of reporting relationships causes conflict.

Q13. Measures to be taken to manage conflict in organization.Ans. Conflict expert Kenneth Thomas notes that there are several basic reactions that can

be thought of as styles, strategies or intentions for dealing with conflict. Each style has its place given the situation in which the conflict episode occurs. Measures, which can be taken in an organisation to manage conflict, are as follow:Avoiding: - The avoiding style is characterized by low assertiveness of one’s own interests and low cooperation with the other party. A voidance can provide some short-term stress reduction from the rigours of conflict; it doesn’t really change the situation.If the issue is trivial, information is lacking people need to cool down or the opponent is very powerful and very hostile, avoidance might be a sensible response.Accommodating: - Cooperating with the other person’s wishes while not asserting one’s own interests is the hallmark of accommodating.Accommodating can be an effective reaction when one is wrong, the issue is more important to the other party, or one wants to build goodwill.Competing: - A competing style tends to maximize assertiveness for one’s own position and minimize cooperative responses. In doing so one tends to frame the conflict in strict win-lose terms. Full priority is given to one’s own goals, facts or procedures.The competing style holds promise when someone has a lot of power and you don’t have to interact with the other party in the future.Compromise: - Compromise combines immediate levels of assertiveness and cooperation. Thus it is itself a compromise between pure competition and pure accommodation. Compromise isn’t so useful for resolving conflicts that stem from power asymmetry, because the weaker party may have little to offer the stronger party. It is a good fallback position if other strategies fail.Collaboration: - In the collaboration mode, both assertiveness and cooperation are maximized in the hope that an integrative agreement occurs that fully satisfies the interest of both parties.It probably works best when the conflict is not intense and when each party has information that is useful to the other.Effective collaboration can take time and practice to develop; it frequently enhances productivity and achievement. Collaboration also helps to manage conflict within organizations.Negotiation: - Negotiation can be defined as a decision making process among interdependent parties who do not share identical preferences. Negotiation is an attempt to reach a satisfactory exchange among or between the parties. Negotiation constitutes conflict management in that it is an attempt either to prevent conflict or to resolve existing conflict.On the other hand, integrative Negotiation assumes that mutual problem solving can result in a win-win situation in which the pie is actually enlarged before distribution. Integrative negotiation occurs on the axis between avoiding and collaborating, ideally tending toward the latter.Distributive Negotiation Tactics: - Distributive negotiation is essentially a single-issue negotiation.Threats and Promises: - Threats consist of implying that one will punish the other party if he or she does not concede to ones position.Threat has some merit as a bargaining tactic if one party has power over the other that corresponds to the nature of the threat, especially if no future negotiations are

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expected or if the threat can be posed in a civilized and suitable way. Promises have merit when one side lacks power and anticipates future negotiations with the other side.Firmness Vs. Concessions: - When one sticks to one’s target position, offers few concessions and wait for the other party to give in research shows that such a tactic is likely to be reciprocated by the other party, thus increasing the chances of a deadlock. Persuasion: - Verbal persuasion or debate is common in negotiations. Verbal persuasion is an attempt to change the attitudes of the other party toward one’s target positions. The obvious problem in distributive negotiation is bias- each party knows the other is self-interested.Integrative Negotiation tactics: - Integrative negotiations require a degree of creativity.Farming differences as opportunities: - Differences in the preference serve as a basis for integrative agreements because they contain information that can indicate4 each party real interests.Cutting Costs: - Integrative solutions are especially attractive when they reduce costs for all parties in a dispute. For example, firms in the computer and acoustics industries have joined together to support basis research on technology of interests to all firms. This reduces costly competition to perfect a technology that all perhaps need anyway.

Q14. What are various barriers in interpersonal communication? Suggest ways to overcome them.

Ans. 1. Barriers due to Organisation Structure: The breakdown or distortion in communication, sometimes, arises i) Several layers of management. ii) Long lines of communication.iii) Long distance of subordinate from top management. iv) Lack of instruction for passing information to the subordinates and v) Heavy pressure of work on certain levels of authority. 2. Barriers due to position and status. The temper attitude exhibited by a

superior due to his status sometimes creates hurdles in two-way communication. On common illustration is non-listening habit. The other barriers due to position and status are as follow:

iv) A supervisor may guard information for: (a) Consideration of prestige, ego and strategy. b) Under-rating the understanding and intelligence of subordinates c) Deriving satisfaction in being storehouse of information and seeing people dance around him for information.

v) Prejudice among the supervisor and subordinates may stand in the way of free flow of information and understanding.

vi) The supervisor particularly at the middle level may sometimes like to be in good books of top management by: a) not seeking clarification on instruction which are subject to different interpretation; and b) acting as a screen for passing only such information which may please the boss.

3. Semantic Barriers. Semantic is the science of meaning. Words seldom mean the same thing to two people. Symbols or words have a variety of meanings. The sender and receiver have to choose one meaning from among many .If both of them chose the same meaning, the communication will be perfect. But it does not happen always due to difference in formal education and specific situations of the people. Strictly one can not covey meaning, all one can do is to convey words, Bu the same words may suggest quite different meaning to different people e.g. 'Profit' may mean to management efficiency and growth, whereas to employees it may suggest excess funds piled up through paying inadequate wages and benefits.

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4. Tendency to Evaluate: A major barrier to communication is the natural tendency to judge the statement of the person of the other group. Every one tries to evaluate if from his point of view or experience. Communication requires an open mind and willingness to see things through the eyes of others.

5. Heightened Emotions: Barriers may also arise due to specific situations. e.g. emotional reaction, physical conditions like noise or insufficient light, past experience , etc. When emotions are strong, it is very difficult to know the frame of mind of the other person or group.

6. Lack of ability to Communicate All persons do not have the skill to communicate. Skill in communication may come naturally to some, but an average man may need some sort of training and practice by way of interviewing, public speaking, etc.

7. Inattention: The simple failure to read bulletins, notices, minutes and reports is a common features. With regards to failure to listen to oral communications, it has been seen that non-listeners are often turned off while thy are-pre-occupied with other affairs or their family problems. In any case, the efforts to communicate with someone not listening will fail.

8. Unclarified Assumption: This point can be clarified by an illustration. A customer sends a message that he will visit a vendor's plant at a particular time on some particular date. Then he may assume that the vender may assume that the customer was arriving in the city to attend some personal work and would make a routine call at the plant. This is an unclarified assumption with possible loss of goodwill.

9. Closed Minds: Certain people, who think that they know everything about a particular subject, also create obstacle in the way of effective communication. Person suffering from the mirage of too much knowledge becomes rigid and dogmatic in their attitude. They close their minds tightly to new ideas that are brought to them.

10. Resistance to change: It is general tendency of human beings to maintain status quo. When new ideas are being communicated, the listening apparatus may act as a filter in rejecting new ideas. Thus, resistance to change is an important obstacle to effective communication. Sometimes, organisation announces changes, which seriously affect the employees, e.g. changes in timings, place and order of work, installation of new plant, etc. Changes affect people in different ways and it may take some time to think though the full meaning on the message. Hence, It is important for management not to force changes before people are in position to adjust to their implications.

Q15. What is the process of communication? Ans. The person who initiates the communication process is known as a sender, source or

communicator. The sender has some information, which he wants to communicate to some other person to achieve some purpose. The sender of information organizes his idea into a series of symbols (words signs, et.) which, he feels will communicate to the intended receiver or receivers. This is known as encoding of message, i.e, converting ideas into communicable codes which the receiver of message will understand.Message: The message is the physical form into which the sender encodes the information. Communication change: After encoding the message, the sender chooses the mode of transmission (such as air for spoken words and paper for letters). The mode of transmission is often inseparable from the message. The channel is the link that connects the sender and receiver. Receive: The person who receives the message is called receiver. The communication process is incomplete without the existence of receiver of message.

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Decode: Decoding is the process by which the receiver draws meanings from the symbols encoded by the sender. Feedback: After receiving the message, the receiver will take necessary action and send feedback information to the communicator. Feedback is a reversal of the communication process in which a reaction to the sender 's message is expressed.

Q16. Explain the functions of organisational culture.Or

What role does the organisation culture play in keeping employees motivated on the job?Ans. Culture performs a number of functions within an organisation. A few of these are as follows:

1) The first function of culture is that it has a boundary-defining role, which means that a culture helps to create distinction between one organisation and others.

2) Culture helps to create a sense of identity for the organisation members.3) Culture facilitates the generation of commitment to something larger than

one’s individual self-interest.4) Culture enhances the social system stability. Culture is also known as

social glue that helps to hold the organisation together by providing appropriate standards for what employees should say and do.

5) Culture finally, serves as a sense of making and control mechanism that guides and shapes the attitude and behaviour of employees. This function is particularly important in the study of OB. Every organisation has its own set of assumptions, understanding and implicit rules to guide day to day behaviour of employees.

Thus, culture is beneficial to the organisation as it enhances organisational commitment and increases the consistency of employee’s behaviour. Culture is beneficial to the employees as it reduces ambiguity. Employees become very clear as to how things are to be done and what is important for the organisation.

Q17. What is crisis management? Explain its various theories.Ans. Crisis management

Crisis is a decisive turning point in a condition or state of affairs. It occurs when issues are neglected or otherwise manhandled. It can be defined as“Crisis management involves identifying a crisis, planning a response to the crisis and confronting and resolving the crisis.”Crisis management can be applied to almost any field of endeavor, but it is most certainly used in international relations, political science and management.There are basically four phases in crisis management process:

a. Issues managementb. Planning preventionc. The crisisd. Post crisis

Following are the theories, which are helpful in crisis situations are as follows:1) Communication theory. Communication theory submits public affair

communication rationale during a crisis in a multi service environment.2) Structural Functional System theory. This theory addresses the

intricacies of information networks and levels of command making up organisational communication.

3) Anxiety / Uncertainty management theory. Anxiety / Uncertainty management theory aims to diminish anxiety and uncertainty across interactual groups, while promoting a better understanding.

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4) Innovation theory. The means by which information is disseminated and its planning utility for communicating choice messages is investigated through the diffusion of innovation theory.

Q18. What do you understand by organization of effectiveness? Explain.Ans. Organisational effectiveness is also called the organizational success, growth,

efficiency, productivity, organizational success, growth, efficiency, productivity, or profitability. Organisational effectiveness is the extent to which an organization achieves its goals with the given resource and means and in presence of external environments constraints. It is a very broad concept as it considers the survival prospects of the organization, which are no determined. By the efficiency of the internal system organizational effectiveness can be defined as:“The growth development morale motivation and satisfaction of the employees in the system combined with the good image projection of the organization in the eyes of general public account for in turn, for continued organizational health, vitality and growth which account for the organization effectiveness”.Thus, organizational effectiveness reflects how well the organization is equipped to:1. Survive in the modern competitive business word by successful coping and 2. Growth and develop in future through creative adoption strategies.3. This concept in practical life appears to be simple but it is very difficult to use

the concept in practical life. It is because of this reason that the organisations and people who run them often have multiple objective or goals which may be in conflict with each other. Even the interpretation of organizational goals will be subject to different view points to owners society, employees, managers or some other groups. As, it is very difficult to achieve a consensus on organizational goals, measurement of effectiveness in precise terms is rendered almost impossible.

Effectiveness and efficiency are generally used very closely or interchangeably, although both those terms have very clear and separate meanings. The difference in these two terms is as follows:1. Organisational effectiveness is commonly referred to as the degree to which

predetermined operational and operative goals are achieved. Whereas the concept of efficiency represents the cost/benefit rate incurred in the pursuit of these goals.

2. Effectiveness is multidimensional concept which can’t be measured by a single criterion. Efficiency can be measured by input/output ratio.

3. Effectiveness is broader concept than efficiency.4. Effectiveness considers organization- environment interface and also takes care

of the human side of the organization. Efficiency on the other hand, concentrates on the technological aspects of the organization.

5. An effective organization is not necessarily efficient and an efficient organization is not necessarily effective.

Q19. What is adaptive coping cycle? What are its various stages?Ans. Adaptive coping cycle:

The more effective organizations are those that successfully adapt structure, technology and policies with changing environment to facilitate the goal attainment. And maintenance of effectiveness can be made possible through the adoptive coping cycle. It can be defined as“The sequence of activities process which begins with some changes in some part of the internal or external environment and end with more adoptive, dynamic equilibrium or dealing with change.Stages of Adaptive coping cycle:-Adaptive coping cycle is a continuous process. It has six stages.

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1. Sensing of change:- The 1st basic stage in the cycle to the sensing at change in some part of the internal and external environment. The organizations should have effective management information system for effectively coping with the environment.

2. Importing the relevant information. Import the relevant information about change into those parts of the organizational that can act upon it. However it is difficult to decide which inputs are to be taken from the environment and the organisations often fail to perceive the relevant inputs, particularly the information.

3. Changing conversion process:- Inputs are taken by the organization from environment for further processing, this is known as conversion process. It should be modified according to environmental requirements as indicated by info.

4. Stabilizing internal changes:- the fourth stage is to stablise the internal changes while taking care of the un desired changes in related systems. Which have resulted from the desired changes. This is necessary because each subsystem in the org. is dependent upon others and change in one may affect others also but this effect may be positive or negative.

5. Exploring new Outputs:- Now organization is in position to export new outputs which are in accordance with the environmental requirements. Some different and additional attempts may be required for exporting the new outputs. If the org. fails to adopt new methods, it may become ineffective.

6. Obtaining Feedback:- the last stage in cycle is obtaining feedback on the outcome of as for further sensing of the state of the external environment and the degree of integration of the internal environment.

Q20. Explain Lewin’s change model.Ans. Lewin developed a three stage model of planned change which explained how to

initiate manage, and stablise change process. Assumptions of this model are:1. It involves learning something new, as well as discontinuing current attitudes,

behaviours.2. Change will not occur unless there is motivation to change.3. People are hub of organization changes.4. Change is resisted.5. Effective change requires reinforcement.

Stages of Model:-

1. Unfreezing:- The focus of this stage is create motivation for change. Old behaviours and attitudes are replaced with those desired by management. Managers can begin the unfreezing process by disconfirming the usefulness and appropriateness of employee’s present behaviours or attitudes. Managers also need to device ways to reduce barriers to change during the stage.

2. Changing:- this stage entails providing employees with new info, new behavioural models, or new ways of looking at things. The purpose is to help employees learn new concepts or points of view. Role models, mentors, experts, benchmarking the company against world-class orgs, and training and useful mechanism to facilitate change.

3. Refreezing:- Change is stabilized during refreezing by helping employees integrate the changed behaviour or attitude into their normal way of doing things. This is accomplished by first giving employees the change to exhibit the new behaviours or attitudes. Once exhibited, positive reinforcement is used to reinforce the desired change. Additional coaching and modeling are also used at this point to reinforce the stability of change.

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Q21. Explain bases of power.Ans. A popular classification scheme for social power traces back more than 30 years to

work of John French and Bertram Raven. They proposed that power arises from 5 different bases. There are:

1. Reward power:- A manager has reward power to the extent that he or she obtains compliance by promising or granting rewards. On the job behaviour modification if relies having on rewards.

2. Coercive power:- threats of punishment and actual punishment give an individual coercive power. A sales manager, who threatens to fire any salesperson that uses a company can for facilities in vacation, is relying on coercive power. It is negative nature but desire positive results.

3. Legitimate powers:- this base of power is anchored to one’s formal position or authority thus individual who obtains compliance primarily because of their formal authority to make decisions have legitimate power. It may express it self in either a positive or negative manner in managing people. Positive LP focuses as constructively on job performance. Negative LP tends to be threatening and demeaning to those being influenced. Its main purpose is to build the power holders go.

4. Expert Power:- Valued knowledge or info gives an individual expert power over those who need such knowledge or information. This power of supervisor is enhanced because they know about work schedules and assignments their subordinates do.

5. Referent power:- Referent power is called charisma a power. It comes into play when one’s personality becomes reason for compliance. Role models have referent power over those who identify closely with them.

Q22. What are the types and sources of resistance?Ans. Resistance to changes takes different forms such as

1. Psychological resistance: The resistances are not real but employees feel them to be very real and important, as these are sentimental, perceptual and emotional. The fear of termination, loss at pay and loss in status are the important cause of psychological resistance.

2. Sociological resistance:- A group believes changes to be non-essential and society is also not in favour of changes society feels them to be useless and against the established norms of the social system. Sometimes, it can be purely political and sponsored by the union.

3. Logical resistance:- Resistance is considered logically opposed to the existing technique, if changes are not desirable at present or their technical feasibility is not possible. If the costs are higher and benefits are small then changes are avoided or nice versa costs and benefits are calculated for a longer period.

Sources Of Resistance:-

1. Individual resistance:- Individual resistance is raised by employees individually. The perception, learning and personality are influencing factors of resistance developed by individuals. Individual resistance includes.- Habit- Fear of economic loss- Fear of uncertainties- Inconvenience- Security- Information inadequacy

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2. Group resistance: Groups have certain behavioural norms. When change occurs these are disturbed. Change disturbs communication flow, respectful behaviour, restriction to desirable behaviors and misunderstanding of members provides resistance to change. The cohesiveness of a group exerts more resistance to changes. If the group fails to satisfy the needs of its members, resistance to change takes place. Members of a group resist change because of

- Structure- Focus of change- Group norms- Threat to expertise- Resource allocations- Threat to power

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