SHORT QUESTIONS

Q.1 What is OB?

Ans:- A field of study that investigates the impact that individuals, groups
and structure have on behaviour within organizations, for the purpose of
applying such knowledge towards improving an organization.
OB draws on psychology, anthropology and sociology to gain insight into the
behavior of individuals in organizational settings.
Some of the behaviors of organizations that include:

adoption of new practices such as

1. downsizing
2. team-based structure
3. domestic partner benefits (e.g., partners of gay employees get full
medical coverage)
4. re-engineering
5. environmental protection ("green" practices)
adaptation to changing conditions
1. global competition
2. increasing pace of technological change
3. changing social structure (e.g., status of women)

Q.2 What do you mean by organization?

Ans:- A consciously coordinated social unit, composed of two or more
people,that functions on a relatively continuous basis to achieve a common goal
or set of goals.
Q.3 How workforce diversity can be maintained?
Ans:- workforce diversity is a powerful force for change in organizations.As
opportunities for global expansion increase, companies are recruiting
professional with different backgrounds, cultures, styles and motivations.
The strategy of managing diversity casts the nature and consequences of
difference in a more positive light. Leaders must be flexible to adapt to this
diverse workforce and global consumers.
Q.4 Explain Organizational Behaviour as a Discipline.
Ans:- Organizational Behaviour is not a discipline in the usual sense but rather a
field of study that investigates the behavioural sciences into the study of human
behaviour in organization.
OB is a multidimensional activity. It includes:

1. Master of Basic Objective Knowledge:- Objective Knowledge is developed

through basic and applied research.
2. Skill Development:- It requires Skill Development and the mastery of
abilities essential to successful functioning in organizations.
3. Application of Knowledge and Skills:- It requires the integration of
objective knowledge and skill development in order to apply in specific
organizational settings.
Q.5 What are the building blocks of Competitive Advantages?
Ans:- The building blocks of Competitive Advantages includes the followings:1. Efficiency:- Increasing number of e-business view customer
relationships serve as a basis for achieving.
2. Quality:- Quality should be maintained properly.
3. Innovation:- Innovation is a legitimate business function, new ideas
and techniques are required for managing the large-scale corporate
enterprise.
4. Responsiveness to customers:- The development of customer
relationship management is as a result of optimism expressed by
many managers.
Q.6Define the term Management.
Ans:- Management is a creative problem moving process. It is originally called as
administrative science. It involves four kinds of managerial features planning,
organizing,staffing, leading and controlling.
Q.7 What are the major determinants of personality?
Ans:- The major determinants of personality are:1. Environment:- The factors that shape our personality in early stages are
the culture in which we are raised,our early conditioning,the norms
among our family,friends and social groups and other influences we
experience.
2. Family and Social factors:- Family and Social factors are also important
in shaping the personality of individual.
3. Socialization Process:- The contribution of family and social groups in
combination with the culture is known as socialization.
4. Identification Process:- Identification is fundamental in understanding
personality. It starts when a person begins to identify himself with some
other members of the family.
Q.8 Write shorts on different types of Abilities.
Ans:- Ability is an individuals capacity to perform the various tasks in a job.
Ability is of two types.

1. Intellectual Abilities:- It refers to the ability measured by performance on

an intelligence test.
2. Physical Abilities:- That required to do tasks demanding
stamina,dexterity,strength and similar characteristics.

Q.9 What are the biographical characteristics that affect the behaviour of an
individual?
Ans:- The various biographical characteristics are:1. Age:- Age seems to play an important role in a wide range of employee
behaviours.There is relationship between age factor and other variables
like productivity, absenteeism, turnover and job satisfaction.
2. Role of Gender:- Gender role had a stronger effect on emergent
leadership.
3. Marital status and Tenure:Marrital status has effect on
performance.Married employees have fewer absences,less turnover, and
report high job satisfaction than unmarried employees.
Tenure or duration of service in the organization refers employees with
more experience is likely to be more productivity. There is relationship
between commitment,satisfaction and tenure.
Q.10 What are the components of Learning?
Ans:- Components of Learning are:1. Learning involves change, be it good or bad.
2. The change in behaviour must be relatively permanent.
3. Only change in behaviour acquired through experience is considered
learning.
4. Some forms of experience is necessary for learning.
5. Learning is a lifelong process.
Q.11 Define the term Learning, Reinforcement, Punishment and Extinction.
Ans:- Learning:- It is defined as a relatively permanent change in
behaviour as a result of direct or indirect experience.
Reinforcement:- The process by which certain types of behaviours are
strengthened.
Punishment:- It is the opposite of reinforcement. Punishment tends to
lower the probability of a response by following it with an unpleasant
consequences.
Extinction:- An alternative to punishing undesirable behaviour is
extinction.
Q.12 Define Classical Conditioning.
Ans:- Classical Conditioning is modifying behaviour so that a conditioned
stimulus paired with an unconditioned stimulus is exhibited.
Q.13 Define Attitude.How it is formed?

Ans:- Attitude is defined as a more or less stable set of predisposition of opinion,

interest or purpose involving expectancy of a certain kind of experience.
Attitude Formation:- Attitudes are learned.
1. Direct Experience:- Direct experience with an object or person is a
powerful influence on attitude.
2. Social Learning:- In Social learning, the family, and culture shape an
individuals attitude in an indirect manner.
Social Learning can take place through the following ways.
1. The Family
2. Peer Groups
3. Modelling
Q.14 Define Value. How it is formed?
Ans:- Value is an enduring belief that a specific mode of conducts or end state of
existence is personally and socially preferable to the alternative mode of conduct
or end state of existence.
Formation of Values
Values are learned and acquired primarily through experiences with people and
institutions.
Q.15 Distinguish between Instrumental and Terminal Values.
Ans:- Instrumental values:- It reflect the means to achieving goals; that is, they
represent the acceptable behaviour to be used in achieving some end state.
A list of Instrumental Values are:1. Ambitious, Broad-minded, Capable, Cheerful, Clean.
2. Courageous, Forgiving, Helpful, Honest.
3. Imaginative, Independent, Intellectual, Logical, Obedient,Self-controled.
Terminal Values:- It represent the goal to be achieved, or the end state of
existence.
A Terminal Value is an ultimate goal in a desired status or
Outcome.
A list of Terminal Values are:1. A comfortable life, An exciting life, A sense of accomplishment, A world of
peace.
2. Equality, Family security, Freedom, Happiness, Freedom from inner
conflict.
3. National security, pleasure, Self-respect, Social recognition, True
friendship, A mature understanding of life.
Q.16 Distinguish between Values and Ethics.
Ans:- Values and Ethics have different meanings.
Values are beliefs that affect an individuals judgemental ideas about what is
good or bad.
Etics is the way values to which values are acted out.
Ethical behaviour is acting in ways consistent with ones personal values and the
commonly held values of organization and society.

Q.17 Define Social Responsibility.

Ans:- Corporate Social responsibility is the obligation of an organization to
behave in ethical ways in the social environment in which it operates. It includes
protecting the environment, promoting worker safety, supporting social issues,
investing in the community etc.
Q.18 Define the term Job satisfaction & Job involvement.
Ans: - Job satisfaction is a pleasurable or positive emotional state resulting from
the appraisal of ones job or job experiences.
Job involvement is the degree to which a person identifies with a particular
organization and its goals, and wishes to maintain membership in the
organization.

Q.19 Define Personality.

Ans:- Personality is the sum total of ways in which a person react and interacts
with others.
Personality is defined as a relatively stable set of characteristics that influence an
individuals behaviour.
Personality is an automatic reflection of a persons inherent and acquired
qualities.
Q.20 Define Locus of control.
Ans:- It refers to the believe that individuals are master of their own fate.
An individuals generalized belief about internal versus external control is called
locus of control.
Locus of control is of two types.
Internal locus of control:- Those individuals who believe that they can control
their destinies.
External locus of control:- Those individuals who believe that what happens to
them are controlled by outside forces such as luck or chance.
Q.21 Define Machiavellianism.
Ans:- Machiavellianism is a personality characteristic indicating ones willingness
to do whatever it takes to get ones way. An individual high in Machiavellianism is
pragmatic, maintains emotional distance and believes that end can justify means.
High-Machs believe that any means justify the desired ends.
Q.22 Define Defence Mechanism.
Ans:- Defence Mechanism is a technique used to defend against anxiety and to
maintain self-esteem. We use defence mechanism to protect ourselves from
failure and guilt.
All of us use defence mechanisms to some degrees.

Q.23 What are the components of Personality?

Ans:- The three components of Personality includes:1. Id:- It is the only part of personality that is present at birth. It is inherited,
primitive, inaccessible and complete unconscious.
2. Ego:- The ego is the logical, rational, realistic part of the personality. The
ego evolves and draws its energy from the Id. One of the functions of ego
isto satisfies the ids urges.
3. Superego:- It is the moral component of the personality. It has two parts.
TheConscience, consisting of all the behaviours for which we
have been punished and feel guilty.
The ego ideal, containing the behaviour for which we have been
praised and rewarded.
Q.24 Define Emotion.
Ans:- Emotion is defined as subjective feelings accompanied by physiological
changes and usually associated with the changes in perception, thinking and
behaviour.
Q.25 Define Self-Efficacy.
Ans:- Self-Efficacy refers to an individuals belief that he or she is capable of
performing a task. The higher the self efficacy, the more confidence in the ability
of a person to succeed in a task.
There are four sources of self efficacy:
Prior experience
Behaviour models-witnessing the success of others
Persuasion from other people
Assessment of current physical and emotional capabilities
Q.26 Define Perception. What are the factors that influence perception?
Ans:- Perception can be defined as a process by which individuals organize and
interpret their sensory impressions in order to give meaning to their environment.
Factors influencing perception
1. The Perceiver
2. The target or object
3. The situation
Q.27 What is First impression error?
Ans:- First impressions are lasting impressions.
First impression error means the tendency to form lasting opinions about an
individual based on initial perception. Individuals place a good deal of importance
on first impressions.
Q.28 Define Halo Effect.
Ans:- It is a barrier to perception. Under the Halo effect a person is perceived on
the basis of one trait. A halo effect is operating when we draw a general
impression about an individual based on a single characteristic, such as

intelligence, sociability or appearance. The propensity for the halo effect to

operate is not random.
Q.29 What is Stereotyping?
Ans:- It is also a barrier to perception. In stereotyping the person is perceived
according to a single category. A stereotyping is a generalization about a group
of people. Stereotyping is used when we judge someone on the basis of our
perception of the group to which he or she belongs. It is a means of simplifying a
complex world and it permits us to maintain consistency.
Q.30 Define Pygmalion effect.
Ans:- It is also known as self-fulfilling prophecies. It refers to the situation in
which our expectations about people affect our interaction in such a way that our
expectations are fulfilled.
Q.31 Write short notes on attributional biases.
Ans:- The interesting finding from attributional theory is that there are errors or
biases that distort attributions. The attribution process may be affected by two
common errors.
1. Fundamental Attribution error:- The tendency to make attributions to
internal causes when focusing on someone elses behaviour. When we
make judgement about the behaviour of other people, we have a
tendency to underestimate the influence of external factors and
overestimate the influence of internal factors.
2. Self-serving Bias:- Individuals tend to attribute their own success to
internal factors like ability or effort while putting the blame for failure on
external factors like luck.
Q.32 Define participative management.
Ans:- participative management is a process where subordinates share a
significant degree of decision-making power with their immediate supervisors.
It occurs when individuals who are affected by decisions influence the making of
those decisions. It is associated with greater feelings of autonomy and
meaningfulness of work.
It increases employ productivity and job satisfaction.
Q.33 Discuss the concept and process of Motivation.
Ans:- Motivation can be defined as the willingness to exert high levels of effort
towards organizational goals, conditional by the effort ability to satisfy some
individual needs.
It can be defined as a process that starts with a physiological or psychological
deficiency or need that activates behaviour or a drive that is aimed at goal or
incentive.
Process of Motivation:- It includes three process.
1. Needs:- When there is a physiological or psychological imbalance
accompanied, it leads to creation of needs.

2. Drives:- These are specific condition that directs an organism towards its
goal.
3. Goal:- Attainment of appropriate goal.
Q.34 Discuss Job enlargement, Job enrichment and Job rotation.
Ans:- Job enlargement:- It is the horizontal expansion of a job. It involves the
addition of tasks at the same level of skill and responsibility. It is done to keep
workers from getting bored.
Job enrichment:- It is a vertical expansion of job. It is the addition of tasks to a job
that increase the amount of employ control or responsibility. It tries to eliminate
the dysfunctional elements like lack of challenge, repetitive procedures or an
over-controlled authority structure, and bring better performance to the
workplace.
Job rotation:-It is the movement between different jobs. It involves the movement
of employees through a range of jobs in order to increase interest and motivation.
Q.35 What is the role of money in motivation?
Ans:- Money does not create motivation. But it can produce movement. If we pay
someone to do a job and their hearts are not into it then they wont be motivated.
Money and motivation are not linked. If people dont like the work they do there
must be a reason. They may be doing it because they dont have a choice; they
need to feed their family and pay the rent and one has to respect that. People
who are desperate are not thinking of purpose. They are thinking about survival.
Q.36 How to motivate temporary employees?
Ans:- Motivating the temporary employees requires a different framework than
managing the permanent workforce.

Temp staff can be enriched by working in different areas.

Temp staff should be helped to increase academic excellence.
Employers should step in and restructure schemes in line with those for
permanent employees.
Employers should put in place proper reward and recognition schemes.
There should be communication between the employer and temporary
staff about their performance, appreciation letters and feedback on
improvement.
Staffing firms should devote time and money to train associates or temp
staff. By doing this, the firm can have a good business model.

Q.37 Define Quality Circles.

Ans:- Quality Circles are small groups of employees who work
voluntarily on company time to address quality-related problems such
as quality control, cost reduction, production planning and techniques
and even product design. It results improved employ satisfaction as
well as increases profits through cost savings.

Q.38 Discuss the characteristics of group.

Ans:- Group:- A group is defined as two or more individuals, interacting
and independent, who have come together to achieve particular
objectives.
Characteristics of group:

Created to carryout some specific task or to meet a required goal.

Relatively permanent or temporary.
Explicitly stated defined structure, procedural rules and
membership.
Well defined norms.
Defined roles and designated work assignments.
Specified goals and deadlines.

Q.39 Define Norms. Explain the reasons why groups should enforce
norms?
Ans:- Norms are shared ways of looking at the world.
A norm is a rule of conduct that has been established by group
members to maintain consistency in behaviour. Groups control members
through the use of norms.
Reasons:

Norms summarize and simplify group influence process

Norms apply only to behaviour- not to private thoughts and feelings
Norms resolve impersonal differences in a group and ensure
uniformity of action.

Q.40 Define Groupthink.

Ans:- Groupthink is a deterioration of mental efficiency, reality testing
and moral judgements resulting from in-group pressures.
Certain conditions favour the development of group think.

The first condition is high cohesiveness:- It refers to the degree

of attachment between the group members which enforce them
to stay in the group.
The second is directive leadership, high stress, insulation of the
group and lack of methodical procedures for developing and
evaluating alternatives.

Q.41 Define Social loafing.

Ans:- It occurs when one or more group members rely on the efforts of
other group members and fail to contribute their own time, effort, thoughts
or other resources to a group.They think that groups result will not
indicate individuals failure. It creates a real drag on the groups effort and
achievements.
Q.42 What are the factors that contribute to Team-effectiveness?
Ans:- Factors that contributes Team-effectiveness are:

The task should be motivating and the outcome of task should be

perceived as being important to other people lives.
Challenging goals, which are clearly defined.
Group efforts should be rewarded.
Team should have right blend of skills.
Agree on norms and regulation.
Develop effective problem solving techniques.

Q.43 Define Interpersonal skills.

Ans:- Interpersonal skills refers to mental and communicative algorithms
applied during social communications and interactions in order to reach certain
effects or results.
The term "interpersonal skills" is used often in business contexts to refer to the
measure of a person's ability to operate within business organizations through
social communication and interactions. Interpersonal skills are how people relate
to one another. 44 D
Q.Define script Analysis.
Ans:- script Analysis is detailing of specific life dramas that people compulsively
play out. It is a sophisticated and complex part of Transactional Analysis.
The four most popular elements of script Analysis are:Pay-off or curse:- This is the way the parents tell the child to end its life.
Stoppers:- These are injuctions or unfair negative comments from the parent.

Counter Script:- Counter Script messages are in the form of slogans; proverbs.
For example: Work hard
Programme:- Programme is what the parents teaches the child to doin order to
live out the script.
Q.45 Define Life-position Analysis.
Ans:- Life-position comprises certain deeply ingrained convictions about the
worth of self and others.
We have four life positions:
Positive

Negative

Im Ok

Im Ok

Youre Ok
Im not Ok

Youre not Ok
Im not Ok

Youre not Ok
Youre Ok
Positive
Negative

The 1st Quadrant shows healthy acceptance of self and others. This life position
can be learnt.
The other life positions are less psychologically matured and less effective.
Q.46 Define Transactional Analysis.
Ans:- Transactions are the flow of communication, and more specifically the
unspoken psychological flow of communication that runs in parallel.
Transactions occur simultaneously at both explicit and psychological levels. It
was founded by Eric Berne. It has wide applications in clinical, theraptic,
management, personality, encompassing communications, relationship and
behaviour.
Q.47 Define the term Leader and Leadership.
Ans:- A Leader is a one who guides and directs other people. He gives the
efforts of his followers a direction and purpose by influencing their behaviour.
Leadership is the ability to influence a group towards the achievement of a
vision or set of goals.
It is the ability to secure desirable actions from a group of followers voluntarily
without the use of coercion.

Q.48 Define Charismatic Leadership.

Ans:- Charismatic Leadership is one of the more recent theories on leadership.
Charisma is a special characteristic of some leaders. People usually feel
personality attracted to a charismatic leader and could lead to a powerful
leadership. The followers make attributions of heroic or extraordinary leadership
abilities when they observe certain behaviours.
Q.49 Define characteristic of Leadership.
Ans:- characteristic of Leadership

Leadership implies the existence of followers.

Leadership involves a community of interest between leader and his
followers
Leadership involves an unequal distribution of authority among leaders
and group members
Leadership is a process of influence
Leadership is the function of stimulation
A leader must be exemplary
Aleader ensures absolute justice

Q.50 Explain Leadership Styles.

Ans:- Leadership Styles refers to the behaviour pattern adopted by a leader to
influence his subordinates for attaining the organizational goals. Leadership
Styles are such as:

The Manager makes decision and announces.

The Manager sells his decisions.
The Manager presents his ideas and invites questions.
The Manager presents a tentative decision subject to change.
The Manager may present the problem, get the suggestions and then take
his own decisions.
The Manager may define the limits and request the group to make a
decision
The Manager may permit full involvement of the subordinates in the
decision-making process.

Q.51 What are the functions of a Leader?

Ans:- An effective leader is one who can make ordinary men to do extraordinary
things. The important functions of a leader are:

He must take the initiative.

He identifies group goals.

He represents the organization.
He acts as an arbitrator.
He assigns reasons for his action.

Q.52 Define Man theory of Leadership.

Ans:- Man theory assumes that the capacity for leadership is inherent-that great
leaders are born, not made. This theory defines great leaders as heroic, mythic
and destined to rise to leadership when needed. The term Man was used
because leadership was thought of primarily as a male quality, especially in
terms of military leadership.
Leaders are born not made.
Great leaders will arise when there is a great need.
Q.53 What is Power? How is it related to political behaviour?
Ans:- Power is the ability to get things done the way a person wants them done.
Power includes the ability to gather physical and human resources and put them
to work to reach whatever goals the person wants to reach.
PoliticalBehavior:-Behavior that focuses on getting, developing, and using power
to achieve a desired result in situations of uncertainty or conflict over choices.
Political behavior flows with the dynamics of power. People's need for power can
be associated with their inclination to be involved in their organizations' inevitably
present political processes.
Q.54 Define Sponsorship.
Ans:- In Impression management, sponsorship is a tactics used to control others
impression. It refers to the commitment to an idea or project by a manager who
uses his or her political power to support.
Q.55 What do you mean by control of resources?
Ans:- control of resources includes seeking and exercising control over
information, funding and other resources. It is a strategy or tactics used in
impression management.
Q.56 Define Whistle blowing.

Ans:- It is a political strategy in which an individual inform an outsider such as a

news reporter or government agency about an organizations unethical or illegal
behaviour.
Q.57 What is politics in organization?
Ans:- politics in organization can be done by anyone using the right methods
and attitudes. organizational politics is a crucial aspect of leadership. It also
provides a way to create a realistic productive culture in ever changing global
competitiveness.
Negative organizational politics hampers creativity, productivity, fairness,
motivation, teamwork.
Q.58 Define Attack on others.
Ans:- Attack on others is a tactics used in Impression Management. It refers
minimizing the success of others and drawing attention to their failures.

Q.59 What is meant by conflict. Discuss the major forms of conflict in

organization.
Ans:- Conflict refers to any situation in which incompatible goals, attitudes,
emotions or behaviours lead to disagreement or opposition between two or more
parties.
Major forms of conflicts are:1. Intra-individual or Intrapersonal conflict:- It refers to conflict within an
individual. An individual may experience
Cognitive conflict:- An intelluctual
created by trying to achieve incompatible goals.
Affective Conflict:- It Occurs when competing emotions accompany
the incompatible goals.
2. Inter-Individual conflict:- When two individuals disagree about issues,
actions or goals and where joint outcomes become ibportant, there is
inter- individual conflict.
3. Individual-Group conflict:- It happens in two situations.
The first situation is one in which an individual is violating group norms.
The second case is one in which subordinates of one boss collectively
disagree with a course of action the boss wants to take.

4. Inter-group conflict:- It involves conflict between groups of people,

irrespective of the size of the group.
5. Organizational level Conflict:- Conflict can also exist between
organizations.
Q.60 What is functional conflict?
Ans:- Functional conflicts are conflicts that supports the goals of the group and
improves its performance. It is the constructive disagreement between two or
more people. Managers should stimulate functional conflict. It produces new
ideas, learning and growth among individuals.

Q.61 What is dysfunctional conflict?

Ans:- Dysfunctional conflicts hinder group performance and it is the destructive
form of conflict. It is an unhealthy, destructive disagreement between two or more
people. Managers should prevent dysfunctional conflict. Because the losses to
both parties may exceed any potential gain from the conflict.
Q.62 What defence mechanism do people use in interpersonal conflict?
Ans:- To avoid interpersonal conflicts individual enhances own self esteem by
patterning behaviour after anothers, frequently also internalizing the values and
beliefs of other person and also shares the glories and sufferings to other
individual or groups.

Q.63 Describe relationship between stress and performance.

Ans:- Stress is a fact of life, and it is important to learn how to use stress
constructively to improve performance. The relationship between stress and
performance can be divided into several sections. First is the perceived ability of
an individual to accomplish a task. Next is the work to be accomplished. How
difficult is the work, and how much effort is required? Then we need to look at the
individual's actual capacity to perform the assigned work.
Q.64 What is Negotiation? Define Integrative Negotiation.
Ans:- Negotiation is the process through which the parties to a conflict define
what they are willing to give and accept in an exchange.
Integrative Negotiation:- Under this approach to negotiation, the parties goal are
not seen as mutually exclusive, the focus is on making it possible for both sides
to achieve their objective.

Q.65 Define Emotional exhaustion.

Ans:- Emotional exhaustion refers to feeling to being emotionally overcentred
and depletion of ones emotional resources, lack of energy and this may coexist
with feeling of frustration and tension.
Q.66 Define Depersonalization.
Ans:- It is otherwise known as dehumanization. It refers to a negative, cynical or
excessively detached response to other people, which often include loss of
idealism and distant attitude towards work and people on job.
Q.67 Define stress. What are the causes of stress?
Ans:- Stress refers to psychological and physiological state that results when
certain features of an individuals environment challenges that person, creating
an actual or perceived imbalance between demand and capacity to adjust.
Causes of stress:1. Inner conflicts
2. Perceptual Influences
3. Thresholds of stress
4. Motivational Level
Q.68 What is Eustress and Distress?
Ans:- Eustress is a positive form of stress, usually related to desirable events in
person's life.
"Eustress" (derived from the Greek "eu," meaning well, or good) denotes a
physiological response to stress which leads to a positive adaptation. One
example of eustress is found in the training principle of sports periodization
whereby judiciously applied intense intervals of physiological stress (training)
produce the adaptive benefit of strength and improved performance.
Distress is the most commonly-referred to type of stress, having negative
implications.
Distress is, unfortunately, something we all experience from time to time.
Emotional stress caused by interpersonal relationships is not as easy to resolve,
and is most often distress.
Q.69 Explain Lewins Change Model.
Ans:- Lewins Change Model is based on the idea of force field analysis. He
proposed three step model in the change process.
1. Unfreezing:- It involves encouraging individuals to discard old behaviours
by shaking up the equilibrium state that maintains the status quo.
2. Change or Moving:- New attitudes, values and behaviours are substituted
for old ones.
3. Refreezing:- It involves the establishment of new attitudes, values and
behaviours as the new status quo.

Q.70 Define Organizational development.

Ans:- It is a systematic approach to organizational improvement that applies
behavioural science theory and research in order to increase individual and
organizational well-being and effectiveness.
Q.71 What are the basic assumptions of OD?
Ans:- The assumptions of OD program are:1. Assumptions of dealing with individuals:- The two basic assumptions
about individuals in organizations are
Most individuals have drives towards personal growth and
development and development.
Organization must remove obstacles and barriers and reward
success.
2. Assumptions of dealing with Groups:- The assumptions
Relate to the importance of work teams.

The work group greatly influences feelings of satisfaction and

competence.
Work groups are the best way to satisfy social and emotional needs
at work.
Attitudinal and motivational problems in organizations require
interactive and transactional solutions.

3. Assumptions for designing organizations:

People are an organizations most important resource. They are

the source of productivity and profits and should be treated with
care.

Q.72 What is the purpose of OD?

Ans:- The main purpose of OD is to bring about a system of organizational
renewal that can effectively cope with environmental changes.
OD tries to maximize organizational effectiveness as well as individual work
satisfaction. It is the most comprehensive strategy for intervention.
Q.73. Describe the objectives of OD programs.
Ans:- Objectives of OD programs:1. Decision making on the basis of competence rather than authority.

2. Creativity resolving conflicts through confrontation designed to

replace win-loss situations with win-win types.
3. Reducing dysfunctional competition and maximizing collaboration.
4. Increasing commitment and a sense of ownership of organization
objectives throughout the work force.
5. Increasing the degree of interpersonal trust and support.
6. Creating a climate in which human growth, development and
renewal are a natural part of the enterprises daily operation.
7. Developing a communication system characterized by mutual
openness in solving organizational problems.
Q.74 What is a change agent?
Ans:A change agent may be a full time organisational development
professional, a leader of a division or a middle manager charged with the
responsibility of bringing about a change in his/her area. Anyone involved in
helping a team achieve something new becomes an agent of change.
Being effective as change agent largely depends on ability to form relationships:
Assertiveness:- Be self-confident without arrogance; have strong
belief in what youre doing.
Non-threatening:- Be low-key & supportive; show that your
intention is to help.
Trustworthy:- show that you can be trusted
from the top to the front line.
Q.75 Define Organizational Culture.
Ans:- Organizational Culture refers to a system of shared beliefs and attitudes
that develops within an organization and which guides the behaviour of its
members.
Managers play a significant role in building the culture of the organization culture.
Q.76 How employees learn culture?
Ans:- Culture is transmitted to employees in a number of ways.
1. Stories:- Organizational stories typically contain a narrative of significant
events or people including such things as the organizations founders,
rules breaking, reactions to past mistakes and so on.
2. Rituals and Ceremonies:- Corporate rituals are repetitive sequences of
activities that express and reinforce the values of the organization and that
are enacted repeatedly on important occasions.
3. Organizational Heroes:- Top management and prominent leaders of the
organization become the role model for the members.
4. Language:- Many organizations and units within organizations use
language as a way to identify members of a culture.
Q.77 What is Artifacts? Define visible Artifacts.

Ans:- Artifacts are the things that come together to define a culture and reveal
what the culture is about to those who pay attention to them. They include
products, services and even behaviour pattern of the member of an organization.
Visible Artifacts:- These are visible signs of an organizations culture, such as
office design and layout, company dress codes, and company benefits
and personal parking spaces etc.
Q.78 Define Socialization.
Ans:- Socialization is the process that adapts employees to the organizations
culture. Organization wants to help new employees adapt to its culture.
The adaptation is done through the process of socialization.It is of three
stages.
1. The pre-arrival stage
2. Encounter stage
3. Metamorphosis stage
Q.79 Who are stockholders.
Ans:- The share holders are the persons who provide the funds to the business
enterprise. The business should be managed efficiently so as to provide a fair
return on the investments of the shareholders.

Q.80 Why organizational culture is important to a firm for its success?

Ans:- Importance of Organizational culture:1. Organizational culture gives an identity to employees.
2. It is an important source of stability and continuity to the organization, and
provides a sense of security to its members.
3. Knowledge of the organizational culture helps newer employees interpret
what goes on inside the organization.
4. Culture helps to stimulate employee enthusiasm for their tasks by
recognizing and rewarding high-producing and creative individual.

LONG QUESTIONS
Q.1 Describe briefly the challenges of OB?
Ans:- There are a lot of challenges and opportunities today for managers to use
OB concepts. Global competition is requiring manager as well as employees to
be more flexible and learn to cope with rapid change.
Improving quality and productivity through the use of quality management,
reengineering and other techniques; improving people skills; managing workforce
diversity-a key challenge since organizations are becoming more heterogeneous
in terms of gender, race, and ethnicity; responding to globalisation; empowering
people by the reshaping of the relationship between managers and those they
are supposedly responsible for managing; stimulating innovation and change;
coping with temporaries as the workforce becomes more part time and
contingency based; dealing with declining employee loyalty; and improving
ethical behaviour.
Managers and employees must become capable of working with people from
different culturesMultinational corporations are developing operations worldwide.
Companies are developing joint ventures with foreign partners.
Workers are pursuing job opportunities across national borders.

The fact that human beings make up a vital part of any organization is no secret.
Indeed, organizational behavior provides a challenge. Much has been learned,
and much more remains to be learned. The future portends even more change,
even more challenges, even more complexity. Behavioral study provides
performance feedback and insight into why employees behave a certain way and
their informal social interactions.
Organizations are open systems consisting of people, technology, structure, and
purpose, which interact with elements in the organizations environment. They
face innumerable challenges on several fronts in their efforts to remain
competitive. The correct application of organizational behavior, besides being
interesting and practical, allows managers to identify workers who are extremely
productive or especially unproductive and to comprehend why such differences
exist and helps managers understand the complexity within organizations,
identify problems, and determine the best way to correct them.
For a company to be efficient, it needs to do more than just manage its assets
and assign tasks to its personnel. Rather, it needs to adopt a holistic approach to
organizational behavior which is humanistic. Organizational behavior has

manifold implications for various managerial, organizational, and global

challenges. It is the study of individual behavior and group dynamics in
organizational settings which focuses on motivation, leadership, teamwork, and
communication. Moreover, it also encompasses contemporary issues in
organizations.
Managers are concerned with the quantity and quality of the work their
employees are performing. They must consider personal and environmental
factors to understand fully how people behave in organizations and to help them
grow to be all they can be. They should learn as much as possible about
psychology in order to understand their employees. Four challenges for
managers are the global environment, the workplace, ethical issues at work, and
technological innovation. In addition, they must continually upgrade their
knowledge about all aspects of their businesses, especially the human side of
the organization.
It reflects what is going on in all types of organizations -- public and private, large
and small, product and service-oriented. It also reflects the themes of
globalization, diversity, technology, and ethics.
Challenges provide opportunities for us to grow and develop both as individuals
and organizations. Challenge and opportunity are watchwords in organizations
during these challenging times. Managers and employees alike are challenged to
positively and optimistically meet change in how work gets done, change in
psychological and legal interactions between individuals and organizations,
change in personnel, and change in the basis for organization.
Q.2 Define OB. What are the goals of OB?
Ans:- A field of study that investigates the impact that individuals, groups
and structure have on behaviour within organizations, for the purpose of
applying such knowledge towards improving an organization.
Organizational behavior is concerned with developing people skills. Therefore,
the goals of organizational behavior are to help us to explain, predict, and control
human
behavior.
When it comes to why an individual or a group of individuals did something, we
are pursuing the explanation objective. It is probably the least important of the
three goals from a management perspective because it occurs after the fact.
If we have to understand a phenomenon, we must begin by trying to explain it.
We can then use this understanding to determine a cause. For example, if a
member of valued employees resign, we undoubtedly want to know why in order

to determine if it could have been prevented. Employees quit their jobs for many
reasons. However if the explanation for a high quit-rate is inadequate pay or
boring jobs, managers often can take actions that will correct this situation in the
future.
The goal of prediction focuses on future events to determine what outcomes will
result from a given action. A manager of a small factory who attempts to assess
how employees will respond to the installation of new robotic equipment is
engaging in a predictive exercise. On the basis of a knowledge of organizational
behavior, the manager can predict certain behavioral responses to the change.
Of course, there are various ways to implement a major change, so the manager
is likely to assess employee responses to several change interventions. In this
way, the manager can anticipate which appraoches will generate the least
degree of employee resistance and use that information in making his or her
dicision.
Q.3 What is Learning? Describe various theories of learning.
Ans:- Learning is defined as a relatively permanent change in behaviour as a
result of direct or indirect experience.
"Learning Theory" is a discipline of psychology that attempts to explain how an
organism learns.
Four theories have been offered to explain the the process by which we acquire
patterns of behaviour.
1. Classical conditioning theory
2. Operant conditioning theory
3. Cognitive learning theory
4. Social learning theory
1. Classical conditioning theory:- It describes that when something happens,
and we react in a specific way that means we are conditioned to behave in
a certain way.
Classical Conditioning is the type of learning made famous by Pavlov's
experiments with dogs. The gist of the experiment is this: Pavlov presented
dogs with food, and measured their salivary response (how much they
drooled). Then he began ringing a bell just before presenting the food. At first,
the dogs did not begin salivating until the food was presented. After a while,
however, the dogs began to salivate when the sound of the bell was
presented. They learned to associate the sound of the bell with the
presentation of the food. As far as their immediate physiological responses
were concerned, the sound of the bell became equivalent to the presentation
of the food.

Classical conditioning is used by trainers for two purposes: To condition

autonomic responses, such as the drooling, or calming without using the stimuli
that would naturally create such a response; and, to create an association
between a stimulus that normally would not have any effect on the animal and a
stimulus that would.
Stimuli that animals react to without training are called primary or unconditioned
stimuli (US). They include food, pain, and other "instinctive" stimuli.
Stimuli that animals react to only after learning about them are called secondary
or conditioned stimuli (CS). These are stimuli that have been associated with a
primary stimulus. In Pavlov's experiment, the sound of the bell meant nothing to
the dogs at first. After its sound was associated with the presentation of food, it
became a conditioned stimulus.
2. Operant conditioning theory:- Operant conditioning forms an association
between a behavior and a consequence. It induces a voluntary change in
behaviour and learning occurs as a consequence of
such change.
Consequences have to be immediate, or clearly linked to the behavior. With
verbal humans, we can explain the connection between the consequence and
the behavior, even if they are separated in time.There are four possible
consequences to any behavior. They are:
Anything that increases a behavior - makes it occur more frequently, makes it
stronger, or makes it more likely to occur - is termed a reinforcer.
Anything that decreases a behavior - makes it occur less frequently, makes it
weaker, or makes it less likely to occur - is termed a punisher.
3. Cognitive learning theory:- Cognitive focuses on an unobservable change in
mental knowledge. Cognitive learning is learning achieved by thinking about the
perceived relationship between events and individual goals and expectation. It
refers to the individuals ideas, thoughts,knowledge, interpretation and
understanding about the individual and environment.
4. Social learning theory:- Social learning focuses on the learning that occurs
within a social context. It considers how people learn from one another,
encompassing such concepts as observational learning, imitation and modeling.
Principles: People can learn by observing the behaviours of others and the outcomes
of those behaviour.
Learning can occur without a change in behaviour.
The consequences of behaviour play a role in learning.
Cognition plays a role in learning.
Q.4 How can reinforcement be used to generate change in behaviour?

Ans:- Reinforcement is the process by which certain types of behaviours are

strengthened. It is the attempt to develop or strengthen desirable behaviour by
either positive consequences or negative consequences. A :reinforcer is any
stimulus that causes certain behaviours to be repeated.
There are four basic reinforcement strategies:1. Positive reinforcement
2. Negative reinforcement
3. Extinction
4. Punishment
1. Positive reinforcement:- A positive reinforcement is a reward for a desired
behaviour. The reward should be sufficiently powerful and durable so that
it increases the probability of occurrence of desirable behaviour. Positive
reinforcement results from the application of a positive consequence.
For E.g:- Bonus paid at the end of a successful business year.
Student will study to get good grades.
2. Negative reinforcement:- It is also known as escape conditioning" or
avoidance learning. It is also a method of strengthening desired
behaviour. It results from withholding a threatened negative consequence
when a desired behaviour occurs.
3. Extinction:- This type of reinforcement is applied to reduce undesirable
behaviour, especially when such behaviours were previously rewarded.
An alternative to punishing undesirable behaviour is extinction- the
attempt to weaken behaviour by attaching no consequences to it. It is
equivalent to ignoring the behaviour. However some time and patience
may be needed for it to be effective.
4. Punishment:- It is the opposite of reinforcement. Punishment tends to
lower the probability of a response by following it with an
unpleasantconsequence. Punishment is the attempt to eliminate or
weaken undesirable behaviour. It is used in two ways. One way to punish
a person is through the application of a negative consequence, following
an undesirable behaviour. The other way to punish a person is through the
withholding of a positive consequence.
One problem with punishment is that it may have unintended results.
Because punishment is discomfiting to the individual being punished, the
experience of punishment may result in negative psychological, emotional,
performance or behavioural consequences.
Q.5 Define Attitude. What are the components of Attitude?
Ans:- Attitude is defined as a more or less stable set of predisposition of opinion,
interest or purpose involving expectancy of a certain kind of experience. Attitudes
are knowk as frames of reference. They provide the background against which
facts and events are viewed.
components of Attitudes:- The three components of attitudes are:
1. Cognitive component
2. Affective component
3. Behavioural component

1. Cognitive component:- This component includes the beliefs an individual

has about a certain person, object or situation. The belief that
discrimination is wrong is a value statement. Such an opinion is the
cognitive component of attitude. The cognitive component of attitude
reflects a persons perception or beliefs.
2. Affective component:- This component refers to the persons feelings that
result from his or her beliefs about a person, object or situation. The
affective component becomes stronger as an individual has more frequent
and direct experience with a object, person or situation. Affect is the
emotional component of an attitude.
3. Behavioural component:- This component refers to the individuals
behaviour that occurs as a result of his or her feeling about the person,
object or situation. The behaviour component of an attitude refers to an
intention to behave in a certain way towards someone or something.An
individual may complain, request a transfer or be less productive because
he or she feels dissatisfied with work.This component is measured by
observing behaviour or by asking a person about behaviour or intentions.
Q.6 Define the characteristics of Attitudes.
Ans:- An attitude is a mental state of readiness, organized through
efperience, exerting a specific influence upon a persons response to
people, object and situations with which it is related.
Attitudes do influence behaviour of people and their performance in
organizations.
Characteristics of Attitudes: An attitude is the predisposition of the individual to evaluate some objects
in a favourable or an unfavourable manner.
People at work place have attitudes about lots of topics related to them.
These attitudes are firmly embedded in a complex psychological structure
of beliefs.
Attitudes are different from values. Values are ideals whereas attitudes
are narrow, they are our feelings, thoughts and behaviopural tendencies
towards a specific object or situation.
Attitude is a predisposition to respond to a certain set of facts.
Attitudes are evaluative statements- either favourable or unfavourable
concerning the objects, people or events.
Q.7 What are the types of work attitudes, describe briefly?
Ans:- Attitude at work are important because, directly or indirectly, they affect
work behaviour.Job satisfaction and organizational commitment are key
attitudes of interest to managers.
Job satisfaction:- Job satisfaction is a pleasurable or positive emotional state
resulting from the appraisal of ones job or job experiences. The factors are:1. Mentally challenging work:- Employees tend to prefer jobs that give
them opportunities to use their skills and abilities and offer a variety of
tasks, freedom and feedback on how well they are doing.

2. Personality- job fit:- People with personality types congruent with their
chosen vocations should find they have the right talents and abilities to
meet the demands of their jobs.
3. Equitable Rewards:- Employees want pay systems and promotion
policies that they perceive as being just, unambiguous and in line with
their expectations.
4. Support working conditions:- Employees prefer physical conditions that
are comfortable and facilitate doing a good job. Temperature, light,
noise and environment factors should not be extreme and provide
personal comfort.
5. Supportive Collagues:- Employees have need for social interaction.
Therefore having friendly and supportive co-workers and
understanding supervisors leads to be increased job satisfaction.
6. Whistle blowing:- Whistle-blowing is important because committed
organizational members sometimes engage in unethical behaviour in
an intense desire to succeed. Organizations can manage whistleblowing by communicating the conditions that are appropriate for the
disclosure of wrongdoing.
7. Social responsibility:- Corporate social responsibility is the obligation of
an organization to behave in ethical ways in the social environment in
which it operates.
Q.8 What is Kelleys ttribAution Theory? What are its implications for explaining
Organizational Behaviour?
Ans:- Kelleys Attribution Theory has been proposed to develop explanations of
the ways in which re judge people differently, depending on what meaning we
attribute to a given behaviour.
Attribution is a perceptual process. Kelley proposed that individuals make
attributions based on information gathered in the form of three informational
cues:
1. Consensus:- Consensus is the extent to which peers in the same situation
behave the same way. In other words, if everyone who is faced with a
similar situation responds in the same way,we can say that the behaviour
shows consensus. If everybody in the same circumstance behaves in the
same way, then it would be external attribution; whereas if a single
employee behaves in a particular way, then it would be internal.
2. Distinctiveness:- It is the degree to which the person behaves the same
way in other situations. If the action is unusual, the observer is likely to
give the behaviour an external attribution. If this action is not unusual, it
will probably be judged as internal.
3. Consistency:- It refers to the frequency of a particular behaviour over time.
An observer looks for consistency in a persons action. The more
consistency the behaviour, the more the observer is inclined to attribute it
to internal causes.
Q.9 What is Impression Management? How it is used in organization?

Ans:- People in organizations are always judging each other. An Impression

towards a work shows the attitude and behaviour of a person. Managers must
appraise their subordinates performance. These judgements have important
consequences for the organizations. The applications of perceptions in
organizations:
1. Employee Interview:- A major input into who is hired and who is rejected in
any organization is the employment interview. Interviewers generally draw
early impressions that become very quickly entrenched.
The employment interview is an important input into the hiring decision
and a manager must recognize that perceptual factors influence who is
hired.
2. Performance Evaluation:- An employees performance
appraisal very much depends on the perceptual process.
The performance appraisal represents an assessment of an employees
work. The evaluator forms a general impression of an employees work.
What the evaluator perceives to be good or bad employee
characteristics will significantly influence the appraisal outcome.
3. Perception Expectations:- A managers expectations of an
individual
affect both the managers behaviour towards the individual and the
individuals response. This is particularly relevant when we consider
performance expectations on the job.
4. Employee Loyality:- Another important judgement that managers make
about employees is wheather they are loyal to the organization. The
assessment of an employees loyality or commitment is highly judgemental.
What is perceived as loyality by one may be seen as excessive by another.
Q.10 Define Perception process. What are the factors that influence perception?
Ans:- Perception is a three- phase process of selecting, organizing and
interpreting information.
Factors influencing perception:A number of factors operate to shape and sobetimes distort perception. These
factors are:
1. Perceiver
2. Object or target being perceived
3. Situation in which the perception is made
1. Perceiver:- When an individual looks at a target and attempts to interpret
what he or she stands for, that interpretation is heavily influenced by
personal characteristics of the individual perceiver.
Characteristics of the Perceiver: Attitude:- The perceivers attitude affect perception.
Moods:- Moods can have a strong influence on the way we
perceive someone.
Motives:- Unsatisfied needs or motives stimulate individuals and
may exert a strong influence on their perceptions.
Self- concepts:- Another factor that can affect social perception is
the perceivers self-concept.

Interest:- The focus of our intention appears to be influenced by our

interests.
Cognitive structure:- It refers to the individuals pattern of
thinking,also affects perception.
Expectations:- Expectations can distort our perceptions in that we
will see what we expect to see.
2. Characteristics of the Target:Characteristics
in
the
target
that
is
being
observed
can affect what is perceived. Physical appearance
plays a big role in our perception of others.
Verbal communication from targets also affects our
Perception of them. Non-verbal communication conveys a great deal
of information about the target.
Targets are not looked at an isolation; the relationship of a target to its
background influences its perception.
2. Characteristics of the situation:The situation in which the interaction between the perceiver and the
target takes place has an influence on the perceivers impression of the
target.
The strength of the situational cues also affect social perception. Some
situations provide strong cues as to appropriate behaviour. The
individuals behaviour can be accounted by the situation.
Q.11 What are the barriers to perception?
Ans:- Individuals develop techniques for perceiving and interpreting what others
do. Several factors lead us to form inaccurate impression of others. These are
the barriers to perception. These are:1. Selective Perception:- It is our tendency to choose information that
supports our viewpoints; individuals often ignore information that makes
them feel uncomfortable or threatens their viewpoints.
2. Stereotype:- A stereotype is a generalization about a group of people.
Stereotyping is used when we judge someone on the basis of our
perception of the group to which he or she belongs. It is a means of
simplifying a complex world and it permits to maintain consistency.
3. Halo Effect:- It is very similar to stereotyping. Under halo effect the
person is perceived on the basis of one trait. When we draw a general
impression about an individual based on a single characteristic, such as
intelligence, sociability or appearance ; a halo effect isoperating.
4. First- impression error:- Individuals place a good deal of importance on
first impressions. Fast impressions are lasting impressions. Firstimpression error means the tendency to form lasting opinions about an
individual based on initial perception.
5. Contrast Effect:- Stimuli that contrast with the surrounding environment
are more likely to be selected for attention than stimuli that blend in. A
contrasting effect can be caused by colour, size or any other factor that is
unusual.

6.

7.

8.

Projection:- It is easy to judge others if we assume they are similar to us.

This tendency to attribute ones own characteristics to other people is
called projection. Projection can distort perceptions made by others.
When managers engage in projection, they compromise their ability to
respond to individual differences.
Implicit Personality Theories:- Implicit-personality theory is opinions
formed about other people that are based on our own mini-theories about
how people behave. These implicit personality theories are barriers
because they limit our ability to take in new information when it is
available.
Self- fulfilling prophencies:- Self- fulfilling prophencies are situations in
which our expectations about people affect our interaction with them in
such a way that our expectations are fulfilled. It is also known as the
Pygmalion effect.

Q.12 What is the link between perception and decision making? How does one
affects the other?
Ans:- The link between perception and decision making:Individuals in organizations make decisions. They make choices from among
two or more alternatives.Top managers, determine their organizationals goals,
what products or service to offer, how best to finance operations or where to
locate a new manufacturing plant. Middle and lower- level managers determine
production schedules, select new employees and decide how pay raises are to
be allocated. Nonmanagerial employees also make decisions that affect their
jobs and the organizations for which they work. Individual decision making,
therefore is an important part of organizational behaviour. But how individuals in
organizations make decisions and the quality of their final choices are largely
influenced by their perceptions.
Decision making occurs as a reaction to a problem. That is, a
discrepancy exists between the current state of affairs and some desired
state, requiring to consider alternative course of action.
Moreover, every decision requires us to interpret and evaluate
information. We typically receive data from multiple sources and need to
screen, process, and interpret it. Which data, for instance, are relevant to
the decision depends upon the perceptions of the decision maker.
We also need to develop alternatives and evaluate the strengths and
weaknesses of each.An individual decision makers perceptual process
will have a large bearing on the final outcome.
Finally the entire decision making proess depends upon the perception
of the decision maker.
Q.13 Why the study of personality is important for a manager?
Ans:- Today's workplace is changing. Organizational structures and the role of
first-line managers within these structures are undergoing a transformation.

As the roles of first-line managers change, so may the methods also changed
that are used to select these managers. The current study investigates whether
differences in personality are systematically related to stated preferences for firstline management jobs requiring different approaches to work. Knowledge of such
a relationship could prove beneficial to an organization that desires to select
managers that fit with its unique organizational culture.
An important element of an organization's culture is the way in which it structures
the jobs of first-line managers and their subordinates. Today, the use of
personality inventories for personnel selection is receiving increasingly positive
attention. This resurgence in interest is largely due to two factors. First, the
person-versus-situation which states that there is recognition that personality
plays an important role in the prediction of criterion. Second, in the past several
years personality researchers have begun to agree on a five-factor model of
personality that can serve as a taxonomy for investigating personality-related
issues. five factors of personality (the "big five") are Extraversion, Emotional
Stability (Neuroticism), Agreeableness, Conscientiousness, and Openness to
Experience. While it is true that these studies were investigating the predictive
ability of personality for job perfo rmance, if a relationship can also be shown
between personality and preferences for manager-subordinate relationships in
first-line manager's jobs (i.e., personality types fit with organizational cultures),
personality inventories will become even more valuable as selection instruments.
Extraversion is the extent to which an individual is gregarious, outgoing, lively,
and sociable. Intuitively, these facets appear to be important in effective team
interactions but they have nonetheless been very inconsistent in predicting team
outcomes. Conscientiousness is characterized by diligence, achievement
motivation, and organization. It is a well-established predictor of individual work
performance but may not be as important in a team setting. People high in
emotional stability tend to be brave, self-assured, and deliberate. This trait has
been cited as one of the most important predictors of team cohesion among the
big five. Finally, agreeableness is the extent to which individuals are compliant,
altruistic, trustful, and gentle. One would expect this to be a valuable trait in team
interactions and outcomes, and it has indeed been shown to be important in
contextual performance measures.
Another intriguing personality trait is an individual's predisposition to working in a
team setting. The extent to which team members enjoy teamwork has been
shown to have important implications for some team outcomes that are in turn
significant for organization. Therefore we included predisposition to be a team
player, along with extraversion, conscientiousness, emotional stability and
agreeableness in the present study in an effort to clarify their predictive validity of
team performance and cohesion.
Q.14 How do the Type theory differ from Trait Theory?

Ans:- Type theory:- Personality is classified into two types.

1. Type A Personality
2. Type B Personality
1. Type A Personality:- Type A individuals can be described as impatient,
excessively time-conscious, insecure about their status, highly competitive,
hostile and aggressive, and incapable of relaxation.They are often high
achieving workaholics who multi-task, drive themselves with deadlines, and
are unhappy about the smallest of delays. Because of these characteristics,
Type A individuals are often described as "stress junkies."
Symptoms of Type A Behavior
1. An intrinsic insecurity or insufficient level of self-esteem, which is
considered to be the root cause of the syndrome. This is believed to be
covert and therefore less observable.
2. Time urgency and impatience, which causes irritation and exasperation.
3. Free floating hostility, which can be triggered by even minor incidents.
4. Type B Personality:- Type B individuals, in contrast, are described as
patient, relaxed, and easy-going. In organizations, senior executives are
usually Type Bs. The promotions in corporate organizations usually go to
those who are merely hasty and hostile in doing things.
Trait Theory:- The trait approach to personality is one of the major theoretical
areas in the study of personality. The trait theory suggests that individual
personalities are composed broad dispositions.
Trait approach to personality is focused on differences between individuals. The
combination and interaction of various traits combine to form a personality that is
unique to each individual. Trait theory is focused on identifying and measuring
these individual personality characteristics.

The Five-Factor Theory of Personality

This five-factor model of personality represents five core traits that interact to
form human personality.
1.
2.
3.
4.
5.

Extraversion
Agreeableness
Conscientiousness
Neuroticism
Openness

Assessing the Trait Approach to Personality

While most agree that people can be described based upon their personality
traits, theorists continue to debate the number of basic traits that make up human
personality. While trait theory has objectivity that some personality theories lack,
it also has weaknesses. Some of the most common criticisms of trait theory
center on the fact that traits are often poor predictors of behavior. While an
individual may score high on assessments of a specific trait, he or she may not
always behave that way in every situation. Another problem is that trait theories
do not address how or why individual differences in personality develop or
emerge.
Q. 15 Compare and contrast Maslows need theory,Hertzbergs two factor
theory and Alderfers ERG theory?
Ans:- Maslows need theory:Abraham Maslow was a practising psychologist who noted through his
experience that people seemed to have certain categories of needs. In fact, he
defined five specific levels of needs, Self-Actualisation, self-esteem, Social,
Security and Physical, and said that they were organised in a hierarchy.
Starting with physical needs, people are motivated by anything that assures them
of food and shelter. Once these needs are satisfied, they "move up" the hierarchy
and become motivated by security issues. At the organisational level, for
example, the health benefits or pension plan may be motivational at this level.
Once satisfied, the person again moves up the hierarchy to the "social needs"
level where good interpersonal relations are motivational. Many of our social
needs to belong and feel needed are played out at work where we spend so
much of our time. When these needs are met, the individual becomes motivated
by self-esteem which considers such things as recognition, opportunity for growth
and autonomy. Even the keys to the proverbial executive washroom may be an
element of self-esteem as they demonstrate recognition. At the top of the
hierarchy, often depicted as a pyramid or ladder, is self-actualisation. At this
level, the individual is free from all mundane concerns and may pursue their
dreams, become all that they can be. It is doubtful that many of us ever reach
this level.
Maslow's theory is the most popular motivational theory ever. It is easy to
understand but lacks either a research base or confirmation by other studies.
Yet, Maslow's theory does tells us two important things:
1. That not all people are motivated by the same thing.
2. That the same person is not always motivated by the same thing since
their needs change over time.
These two insights are extremely important to managers. Hertzbergs two factor
theory:-

Also in the early 1950s, Frederick Herzberg, another psychologist, studied

motivation among accountants and engineers in the greater Pittsburg area. He
and his team asked people to relate critical incidents about when they felt most
satisfied and motivated on the job and when they felt most dissatisfied. He found
that these questions received two different types of answers. Thus, the two-factor
theory was born. One factor Herzberg called hygiene factors. These were things
that made people very unhappy when they weren't taken care of but did not
motivate them when they were. In other words, hygiene factors, or maintenance
factors as Herzberg sometimes called them, prevented dissatisfaction but did not
lead to motivation. Hygiene factors include a safe working environment, salary,
and satisfactory working relationships with peers and superiors.
Hygiene factors, those whose absence can create job dissatisfaction:
Supervision
Company policy
Working conditions
Salary
Peer relationship
Security
The other factor, Herzberg called motivators. These were the things that, when
present, cause motivation, but when absent, cause a lack of motivation--not
dissatisfaction. Motivators were such things as the work itself, autonomy,
authority, and responsibility. Note that Herzberg's motivators are roughly
equivalent to Maslow's "higher order needs" of self-esteem and self-actualisation.
Herzberg's hygiene factors are roughly equivalent to Maslow's "lower order
needs" of physical, security, and social.
Motivator factors, increase job satisfaction:
Achievement
Recognition
Work itself
Responsibility
Advancement
Growth
Herzberg's theory has been widely studied. It has its own research base and it
has held up only moderately well under replication studies. The placement of
money as a hygiene factor is particularly controversial since many feel that
money is still a good basic motivator.
Alderfers ERG theory:-

Clayton Alderfer essentially modified Maslow's model by condensing the five

levels of needs into three categories:
E = Existence
R = Relatedness
G = Growth

Existence needs are roughly equivalent to Maslow's physical and safety needs;
relatedness equates to Maslow's social needs; growth refers to self-esteem and
self-actualisation.
Alderfer sees needs as moving back and forth, not just upward in the hierarchy.
Because of the recognition of forward movement, i.e. progression from lower
needs (existence) to higher needs (growth), Alderfer's model is called a "need
progression" theory. Maslow's model does the same. However, where Maslow's
model generally portrays motivation as moving in one direction--up--Alderfer
feels that we move back and forth among these 3 needs as situation change.
Thus, it is possible to regress from being motivated by growth to being motivated
by relatedness. This backward or downward movement means that Alderfer's
theory is also a "frustration regression" theory.
Results suggest that Alderfer's model more closely approximates reality than
Maslow's.

Comparison of Maslows, Alderfers, Herzbergs, and McClellands motivation

theories.

Q.16 Describe McClelland Need theory along with its criticism.

Ans:- David C McClelland offered different perspective, acquired-needs theory,
which argues that our needs are acquired or learned on the basis of our life
experience. Although such needs tend to be a product of a variety of conditions
to which we are exposed. McClelland believes that each person possesses all
three needs, but people differ in the degree to which the various motives
dominate their behaviour.
1. Need for power(npow):- The individual exhibiting this need as the
dominant one derives satisfaction from his or her ability to control others.
Individuals with a high need for power derive satisfaction from being in
positions of influence and control. Organizations that foster the power
motive tend to attract individuals with a high need for power.
2. Need for affiliation(nAff):- Individuals exhibiting this need as a dominant
motive derive satisfaction from social and interpersonal activities. There is
a need to form strong interpersonal ties and to get close to people
psychologically.
3. Need for achievement(nAch):- Individuals high in need for achievement
derive satisfaction from reaching goals. High achievers prefer immediate
feedback on their performance and they generally undertake tasks of
moderate difficulty.
Criticism of McClelland Need theory:Three major criticisms are :1. The use of a projective technique, such as, TAT(Thematic
Apperception Test) to determine basic needs has been
questioned.Because of the criticism, it is useful to use different
techniques to measure McClellands three needs.
2. The argument that the need for achievement can be taught to adults
conflicts.
3. McClellands proposal has been questioned on grounds of
performance. While it may be feasible to teach the need to achieve
under carefully controlled conditions.
Q.17 Explain the steps in designing an OB Mod program.

Ans:- The typical OB Mod programme follows the se steps.

1. Identification of performance- related behaviours:- The manager must
decide what specific behaviour is to be eliminated or stimulated.
Everything an employee does on his or her job is not equally important in
terms of performance outcomes.
2. Specify the behaviour in observable, measurable terms:- The next step in
OB Mod, is to identify the critical behaviours that make a significant impact
on the employees job performance. The manager must define what is to
be changed and how it is to be measured.
3. Identify the reinforces:- The manager must examine those reinforces that
appear to be common to most people, as well as individual reinforces.
4. Identification of behavioural contingencies:- The next step is to perform a
functional analysis to identify the behavioural contingencies or
consequences of performance. The manager must design the system,
which allows the desired reinforcements to be made contigent upon the
desired behaviour being emitted.
5. Insure that there is a method for applying the contingency relationship:The manager is ready to develop and implement an intervention strategy
to strengthen desirable performance behaviours and weaken undesirable
behaviours.
6. Feedback to the Employee:- In this step the manager must outline
specifically what the employee is doing right and wrong, what the rewards
are and how they will be applied.
7. Apply the system fairly and consistently:- Once the system is established,
it should be maintained ina consistency manner. Rate cutting in piecework
systems is a good example of this.
Q. 18 What is Reinforcement theory? How is it related to Goal-setting theory?
Ans:- A counterpoint to goal-setting theory is Reinforcement theory.
Reinforcement theory takes a behavioristic approach, arguing that reinforcement
conditions behavior.
Reinforcement Theory proposes that social behavior is governed by external
event. The basic premise is that people will more likely perform a specific
behavior if it is followed directly by the occurrence of something pleasurable or by
the removal of something aversive. Additionally, the opposite premise is also
included in the theory, but tends to not have as strong of an impact on behavior:
people will less likely perform a specific behavior if it is followed by something
aversive or the removal of something pleasurable. One of the benefits of this
approach to understanding human (and animal) behavior is that the events are
observable, as compared with cognitive theories of human behavior.

The external events that play a role in reinforcement theory are referred to as
stimuli. They include any event that leads to an alteration or change in behavior.
The change in behavior induced by a stimulus is a response.
Reinforcement theory has been operationalized in a process called operant
conditioning. Positive reinforcement is the contingent presentation of a stimulus
following a response, resulting in an increased likelihood of the response
occurring in the future. Negative reinforcement is the contingent withdrawal of a
stimulus following a response, resulting in an increased likelihood of the
response occurring in the future. Unconditioned reinforcement, also called
primary reinforcement, is the presentation of stimuli that are inherently
reinforcing, such as affection, food, or sleep. Conditioned reinforcement, also
called secondary reinforcement, is the presentation of a stimulus which has
acquired reinforcing power through association with primary reinforcers. Social
reinforcement is a form of conditioned reinforcement in which the reinforcer
involves some sort of interaction with others. Positive punishment is the
contingent presentation of a stimulus following a response, resulting in a
decreased likelihood of the response occurring in the future, whereas negative
punishment is the contingent withdrawal of a stimulus following a response,
resulting in a decreased likelihood of the response occurring in the future.
Behaviours developed through the reinforcement of successive approximations
to the eventual desired behaviour are called shaped behaviours and the process
is called shaping.
The study of reinforcement has produced strong, replicable results. The effects of
different schedules of reinforcement have been extensively studied. Some of
these schedules include:

Continuous reinforcement, in which a reinforcer is presented after every

desired response,
Fixed ratio, in which a reinforcer is presented after every nth response,
Fixed interval, in which a reinforcer is presented after the passage of a
specified length of time from the beginning of training or from the
presentation of the last reinforcer, provided a response has been made
during the period,
Variable ratio, in which the number of responses between reinforcers
varies, but on the average equals a predetermined number
Variable interval, in which the time between reinforcers varies, but on the
average equals a predetermined time.

Relation to Goal-setting theory:- Goal setting is a powerful way of motivating

people. In fact, goal setting theory is generally accepted as among the most valid
and useful motivation theories in industrial and organizational psychology, human
resource management, and organizational behavior.

In 1990, Locke and Latham published their seminal work, "A Theory of Goal
Setting and Task Performance." In this book, they reinforced the need to set
specific and difficult goals, and they outlined three other characteristics of
successful goal setting.
Five Principles
To motivate, goals must take into consideration the degree to which each of the
following exists:
1.
2.
3.
4.
5.

Clarity.
Challenge.
Commitment.
Feedback.
Task complexity

Clarity
Clear goals are measurable, unambiguous, and behavioral. When a goal is clear
and specific, with a definite time set for completion, there is less
misunderstanding about what behaviors will be rewarded.
Challenge
One of the most important characteristics of goals is the level of challenge.
People are often motivated by achievement, and they'll judge a goal based on
the significance of the anticipated accomplishment.
Commitment
Goals must be understood and agreed upon if they are to be effective.
Employees are more likely to "buy into" a goal if they feel they were part of
creating that goal. The notion of participative management rests on this idea of
involving employees in setting goals and making decisions.
Feedback
In addition to selecting the right type of goal, an effective goal program must also
include feedback. Feedback provides opportunities to clarify expectations, adjust
goal difficulty, and gain recognition. It's important to provide benchmark
opportunities or targets, so individuals can determine for themselves how they're
doing.
TaskComplexity:The last factor in goal setting theory introduces two more requirements for
success. For goals or assignments that are highly complex. People who work
in complicated and demanding roles probably have a high level of motivation
already. It's therefore important to do the following:

Give the person sufficient time to meet the goal or improve performance.

Provide enough time for the person to practice or learn what is expected
and required for success. The whole point of goal setting is to facilitate
success.

Q. 19 Explain the different stages of group development.

Ans:- Group generally pass through a standardized sequence in their evolution.
This sequence is called the five-stage model of group development characterizes
as : Forming, storming, norming, performing and adjourning.
1. Forming:- It is characterized by a great deal of uncertainty about the
groups purpose, structure and leadership. Members assess one another
with regard to trustworthiness, emotional comfort and evaluative
acceptance. This stage is complete when members have begun to think of
themselves as part of a group.
2. Storming:- The Storming-stage is one of inter-group conflict. Members
accept the existence of the group, but resist the constraints the group
imposes on individuality. Furthermore, there is conflict over who will
control the group. When this stage is complete, there will be a relatively
clear hierarchy of leadership within the group.
3. Norming:- In this stage close relationship develop and the group
demonstrates cohesiveness. There is now a strong sense of group
identity. This stage is complete when the group structure solidifies and the
group has assimilated a common set of expectations.
4. Performing:- The structure at this point is fully functional and accepted.
Group energy has moved from getting to know and understand each other
to performing the task at hand. For permanent group this is the last stage.
5. Adjourning:- For temporary committees, teams, there is an adjourning
stage. High task performance is no longer the groups top priority. Instead,
attention is directed towards wrapping up activities.
Q.20 Define Group. Explain the various types of group.
Ans:- Group:- A group is defined as two or more individual, interacting and
interdependent, who have come together to achieve particular objectives.
Groups can be either formal or informal.
1. Formal Groups:- A designated work group defined by organizations
structure. In formal groups, the behaviours that one should engage in are
stipulated by and directed towards organizational goals. Examples:- A
book-keeping department, an executive committee. Formal groups can be
divided into command groups, task groups and committee.
Command Group:- A command group consists of a manager and
the employee who report to him or her. Membership in the group
arises from each employees position on the organizational chart.

Task Group:- A task group is made up of employees who work

together to complete a particular task or project.It may be
temporary with an established life span ot they may be open ended.
Committee:- A group of people officially delegated to perform a
function, such as investing, considering or reporting on a matter.
2. Informal Group:- An organizations informal groups are groups that evolve
to meet social or affiliation needs by bringing people together based on
shared interest or friendship.These groups are natural formations in the
work environment. It can be divided into various types.

Friendship group:- Groups often develop because individual

members have one or more common characteristics and it is
meant for friendship.
Interest group:- People who may or may not be aligned into
common command or task groups may affiliate to attain a specific
objective with which each is concerned. This is an interest group.
Reference group:- When a group is used as a basis for
comparision in making decisions or forming opinions, then it is
called as a reference group.
Membership group:- When a person does belong to a group, then
the group is called a membership group for that person.
Cliques:- A relatively permanent informal groups that involves
friendship. Most of the relationships came down to two cliques,
each with a hanger-on and some isolates. The cliques served as a
system for sense making about organizational events.

Q. 21 Describe various techniques for Group Decision Making.

Ans:- The most common form of group decision-making takes place in face-toface interacting groups. Seven techniques are their for group decision making.
1. Brainstorming:- Brainstorming is a group creativity technique designed
to generate a large number of ideas for the solution of a problem.
Traditional brainstorming does not increase the productivity of groups, it
may still provide benefits, such as boosting morale, enhancing work
enjoyment, and improving team work. Thus, numerous attempts have
been made to improve brainstorming or use more effective variations of
the basic technique.
Electronic brainstorming is a computerized version of the manual brainwriting
technique. The facilitator sends the question out to group members, and they
contribute independently by sending their ideas back to the facilitator. The
facilitator then compiles a list of ideas and sends it back to the group for further
feedback. Electronic brainstorming eliminates many of the problems of standard
brainstorming, such as production blocking and evaluation apprehension. An
additional advantage of this method is that all ideas can be achived electronically

in their original form, and then retrieved later for further thought and discussion.
Electronic brainstorming also enables much larger groups to brainstorm on a
topic than would normally be productive in a traditional brainstorming session..
Brainstorming is not just about generating ideas for others to evaluate and
select. Usually the group itself will, in its final stage, evaluate the ideas and select
one as the solution to the problem proposed to the group.
2. Nominal Group technique:- The nominal group technique is a decision
making method for use among groups of many sizes, who want to make
their decision quickly, as by a vote, but want everyone's opinions taken
into account. NGT have been shown to enhance one or more
dimensions of effectiveness of decision-making groups. Requiring
individuals to write down their ideas silently and independently prior to a
group discussion increased the number of solutions generated by
groups.
As compared to interacting groups the NGT groups provide more unique
ideas, more balanced participation between group members, increased feelings
of accomplishment, and greater satisfaction with idea quality and group
efficiency.
One major advantage of NGT is that it avoids two problems caused by
group interaction. First, some members are reluctant to suggest ideas
because they are concerned about being criticized. Second, some members
are reluctant to create conflict in groups. It may also, in many cases be a
time-saving technique. Other advantages include producing a large number
of ideas and providing a sense of closure that is often not found in lessstructured group methods.
3. Delphi Technique:- The Delphi method is a systematic, interactive
forecasting method which relies on a panel of independent experts. The
carefully selected experts answer questionnaires in two or more rounds.
After each round, a facilitator provides an anonymous summary of the
experts forecasts from the previous round as well as the reasons they
provided for their judgments. Thus, experts are encouraged to revise
their earlier answers in light of the replies of other members of their
panel.
Delphi is based on the principle that forecasts from a structured group of
experts are more accurate than those from unstructured groups or
individuals.The technique can be adapted for use in face-to-face
meetings.

Delphi has been widely used for business forecasting and has certain
advantages over another structured forecasting approach, prediction
markets.
4. Electrotic Meeting:-This method blends the nominal group technique with
sophisticated computer technology.
Advantages are:- 1. Participants can anonymously type any message
they want and it flashes on the screen for all to see.
2. It allows people to be honest without incurring any
Penality. It is fast because discussions dont go off the point and many
participants can talk at once.
5. Devils Advocacy:- In this method, an individual or group is
Given the role of critic. The person or persons called Devils Advocate
has the task of coming up with the potential problems related to a
proposed solution.
6. Quality circles and Quality Teams:- Quality circles and
Quality teams are methods for using groups in the decision- making
process. Quality circles are small groups that voluntarily meet to provide
input for solving quality or production problems. Quality Teams are
included in total quality management and other quality improvement
efforts.
7. Self-managed Teams:- Self-managed Teams make many of
the decisions that were once reserved for managers, such as work
scheduling, job assignments and staffing. The self-managed teams are
delegated authority in the organizations decision-making process.

Q.22 Define work Teams. Explain various types of teams. What is

the reason for using Teams?
Ans:- A team is relatively permanent work group whose
Members must coordinate their activities to achieve one or more common
objectives. A work team generates positive synergy Through coordinated effort.

Types of Teams:- Based on the objectives, teams may be classified as problemsolving, self- managed and cross-functional teams.
1. Problem-solving Teams:- It consists of groups of 5-10 employees from
the same department, who meet for a few hours each week to discuss
ways of improving quality, efficiency and the work environment.
2. Self-managed Teams:- A self-managed team includes collective control
over the place of work, determination of work assignments and collective
choice of inspection procedures.
3. Cross-functional Teams:- Cross-functional teams are made up of
employees from the same hierarchical level, but from different work
areas, who come together to accomplish a task. Cross-functional teams
are an effective way to allow people from diverse areas within an
organization
Reasons for using Teams:- Organizations use teamwork because it meets
organizational objectives better than individual efforts.

Many organizations have credited teamwork with improvements in quality,

productivity and profitability.
Employees on teams also tend to deliver high quality because their
involvement and authority make them highly committed.
When quality and productivity rises, profit rises. Team work also boosts
profitability by reducing costs.
Greater Flexibility:- Teams can improve flexibility because team members
have the skills, information and authority to direct their expertise and
commitment towards satisfying those needs.
Greater Responsiveness to change:- A logical way to create the
necessary involvement is to use teams.
Meets Social needs:- Teamwork offers a change to meet social needs and
enjoy a sense of involvement and achievement.

Q.23 What is Transactional analysis? Discuss Bernes three ego states and
types of its transaction.
Ans:- Transactional Analysis is one of the most accessible theories of modern
psychology. Transactional Analysis was founded by Eric Berne. Transactional
Analysis is a social psychology and a method to improve communication. The
theory outlines how we have developed and treat ourselves, how we relate and
communicate with others, and offers suggestions and interventions which will
enable us to change and grow.
Berne also said that each person is made up of three alter ego states:

Parent ego state:This is a set of feelings, thinking and behaviour that we have copied from our
parents and significant others.
As we grow up we take in ideas, beliefs, feelings and behaviours from our
parents and caretakers. If we live in an extended family then there are more
people to learn and take in from. When we do this, it is called introjecting and it is
just as if we take in the whole of the care giver. For example, we may notice that
we are saying things just as our father, mother, grandmother may have done,
even though, consciously, we don't want to. We do this as we have lived with this
person so long that we automatically reproduce certain things that were said to
us, or treat others as we might have been treated.
Adult ego state
The Adult ego state is about direct responses to the here and now. We deal with
things that are going on today in ways that are not unhealthily influenced by our
past.
The Adult ego state is about being spontaneous and aware with the capacity for
intimacy. When in our Adult we are able to see people as they are, rather than
what we project onto them. We ask for information rather than stay scared and
rather than make assumptions. Taking the best from the past and using it
appropriately in the present is an integration of the positive aspects of both our
Parent and Child ego states. So this can be called the Integrating Adult.
Integrating means that we are constantly updating ourselves through our every
day experiences and using this to inform us.
In this structural model, the Integrating Adult ego state circle is placed in the
middle to show how it needs to orchestrate between the Parent and the Child
ego states.
Child ego state
Our internal reaction and feeling to external events form the child. This is the
seeing, hearing, feeling and emotional body of data within each of us.
The Child ego state is a set of behaviours, thoughts and feelings which are
replayed from our own childhood. When anger or despair dominates reason, the
Child is in control. Like our Parent we can change it, but it is not easier.
Different types of Transactions:1. Reciprocal or Complementary transaction
2. Covert Transactions or Duplex
3. Cross Transaction

1. Reciprocal transactions:- A simple reciprocal transaction occurs

when both partners addressing the ego state of each other. These are
also called complementary transactions.
2. Covert Transactions:- It refers to hidden or secret transactions and occurs
When explicit social conversation occurs in parallel with an implicit psychological
transactions.
3. Cross Transactions:- Cross means conflicting. It is opposite to
complementary transactions. It occurs due to communication failure. These are
those transactions which leads to wrong perception and misleading each other
and makes a failure in communication process.
Type-1:-In this case, an initial Adult-to-Adult stimulus has been met with a Childto-Parent response.
Type II:- In a crossed transaction Type II the Adult-to-Adult stimulus is
met with a patronizing Parent-to-Child response, a response as a student
may be quite familiar with from certain teachers.
Type III:This is called as the 'exasperating response'. The stimulus is from Child to
Parent, where someone is seeking sympathy, but gets facts instead.
Q. 24 What is Johari Window? Explain the four quadrants and what are its
usefulness?
Ans:- The Johari window is a model of awareness in interpersonal relations.
Joseph Luft and Harry Ingham 1950s created this model at university of
California. This model is a simple and useful tool for illustrating and improving
self awareness and mutual understanding between individuals within a group.
The Johari window tool can also be used to access and improve a groups
relationship with other groups.Today this model is especially relevant due to
modern emphasis on and influence of soft skills, behaviour, empathy,
cooperation, inter group development and interpersonal development.
The Johari window has four quadrants, which shows how an action, feeling or
motive can be seen according to the kind of relationship we have with the person
we are interacting with.

Known to Self Not Known to Self

Known to Others

Not Known to Others

Quadrant I Is the area of free activity or public area, which refers to the
information, behaviour, attitudes, feelings, desires, ideas and motivation known
to self as well as to others.
Quadrant II is the blind area, where others can see things in ourselves, which is
not known to us. These things may be qualities, thoughts and feelings. I t may
also include aspects like certain habits, behaviours, repressed experiences from
the past, types of strategies employed for dealing with certain situations or even
life positions held by us.
Quadrant III is the avoided or hidden area, represents things we know but do not
reveal to others. The area includes all our deepest and well-kept secrets about
ourselves and others or a hidden agenda or matters about which we have
sensitive feelings. Unlike the blind self, this aspect is within our sphere of
understanding but we choose not to share it with others.
Quadrant IV is the area of unknown activity, in which neither the individual nor
others are aware of certain behaviors or motives. We do certain things of which
we are not aware, which are beyond the realm of consciousness. These unaware
aspects of us may come up in dreams, obsessions, compulsions in projected
tests.
The change in one quadrant brings about changes in other quadrants. As one of
the quadrants grows larger, the other quadrants become smaller. Once we aware
of our thoughts and feelings, the more we communicate with others which further
leads to greater self-awareness. The awareness also increases with an increase
in feedback from others.
Q.25 Discuss the strength and weakness or Trait approach to Leadership.
Ans:- Trait Theory of Leadership:- Trait theory seeks to determine personal
characteristics of effective leader. It points out that the personal traits or personal
characteristics of a person make him an effective or successive leader. Charles
Bird examined lists of traits attributed to leaders. Person who are leaders are

presumed to display better judgements and engage themselves in social

activities.
Traits or Personal characteristics of successful Leaders:

Good Personality:- Physical characteristics and level of maturity determine

the personality of an individual. Good Personality an in important factor in
determining the success of a leader.
Intelluctual ability:- A leader must have a higher level of intelligence than
the followers. A leader should analyze the situation accurately and take
decision accordingly.
Initiative:- A leader should initiate suitable activities at a proper time.
Imagination:- A leader should have the ability to imaginatively visualize
trends and device his policies and programs.
Maturity:- A leader should be emotionally mature and have a balanced
temperament.
Desire to accept responsibility:- A leader should be prepared to accept the
responsibilities for the consequences of any step he takes.
Self-confidence:- A leader should possess self-confidence. Selfconfidence is essential to motivate the followers.
Flexibility:- A leader must be flexible which means he should have an
open mind, ready to absorb, adopt new ideas and views of others.
Fairness and objectivity:- A good leader is fair and objective in dealing
with subordinates.
Considerate:- A good leader is considerate to the followers as his success
as a leader largely depends on the co-operation of his followers.
Strengths:- Intuitively appealing
o Perception that leaders are different in that they possess special
traits
o People need to view leaders as gifted
Credibility due to a century of research support
Highlights leadership component in the leadership process
o Deeper level understanding of how leader/personality related to
leadership process
Provides benchmarks for what to look for in a leader

Weakness:Fails to delimit a definitive list of leadership traits

Endless lists have emerged

Doesnt take into account situational effects
Leaders in one situation may not be leaders in another situation
List of most important leadership traits is highly subjective

Much subjective experience & observations serve as basis for identified

leadership traits

Research fails to look at traits in relationship to leadership

outcomes
Not useful for training & development

Application:

Provides direction as to which traits are good to have if one aspires to a

leadership position
Through various tests and questionnaires, individuals can determine
whether they have the select leadership traits and can pinpoint their
strengths and weaknesses
Can be used by managers to assess where they stand within their
organization and what is needed to strengthen their position
Trait Approach delineates the most common traits found in succesful
leaders
Allows for growth
shows possible strengths and weaknesses
Useful as a tool
Shouldnt be taken solely as an indicator of success

Q.26 According to the Path-Goal theory, what are the possible ways in which a
leader can behave.
Ans:- Path-Goal theory of Leadership:- The Path-Goal Theory of Leadership
was developed to describe the way that leaders encourage and support their
followers in achieving the goals they have been set by making the path that
they should take clear and easy.
In particular, leaders:

Clarify the path so subordinates know which way to go.

Remove roadblocks that are stopping them going there.
Increasing the rewards along the route.
Leaders can take a strong or limited approach in these. In clarifying the path,
they may be directive or give vague hints. In removing roadblocks, they may
scour the path or help the follower move the bigger blocks. In increasing
rewards, they may give occasional encouragement or pave the way with gold.
This variation in approach will depend on the situation, including the follower's
capability and motivation, as well as the difficulty of the job and other contextual
factors.

House and Mitchell (1974) describe four styles of leadership:

Supportive leadership
Considering the needs of the follower, showing concern for their welfare and
creating a friendly working environment. This includes increasing the follower's
self-esteem and making the job more interesting. This approach is best when
the work is stressful, boring or hazardous.
Directive leadership
Telling followers what needs to be done and giving appropriate guidance along
the way. This includes giving them schedules of specific work to be done at
specific times. Rewards may also be increased as needed and role ambiguity
decreased (by telling them what they should be doing).
This may be used when the task is unstructured and complex and the follower
is inexperienced. This increases the follower's sense of security and control
and hence is appropriate to the situation.
Participative leadership
Consulting with followers and taking their ideas into account when making
decisions and taking particular actions. This approach is best when the
followers are expert and their advice is both needed and they expect to be able
to give it.
Achievement-oriented leadership
Setting challenging goals, both in work and in self-improvement (and often
together). High standards are demonstrated and expected. The leader shows
faith in the capabilities of the follower to succeed. This approach is best when
the task is complex.
Leaders who show the way and help followers along a path are effectively
'leading'.
This approach assumes that there is one right way of achieving a goal and that
the leader can see it and the follower cannot. This casts the leader as the
knowing person and the follower as dependent.
It also assumes that the follower is completely rational and that the appropriate
methods can be deterministically selected depending on the situation.
Q.26 According to the Managerial Grid, which is considered the most desirable
combination of leadership behaviour and why?

Ans:- The Managerial Grid:-The Managerial Grid Model (1964) is a behavioral

leadership model developed by Robert Blake and Jane Mouton. This model
identifies five different leadership styles based on the concern for people and
the concern for production.The question is, how much attention do they pay to
one or the other? This is a model defined by Blake and Mouton in the early
1960s. The Blake and Mouton Managerial Grid uses two axis:
1. "Concern for people" is plotted using the vertical axis.
2. "Concern for task" is along the horizontal axis.
The model is represented as a grid, with concern for production as the X-axis
and concern for people as the Y-axis; each axis ranges from 1 (Low) to 9
(High).The notion that just two dimensions can describe a managerial behavior
has the attraction of simplicity. These two dimensions can be drawn as a graph
or grid:

Country
Club
Leadership

(High
People/Low
Production)
This style of leader is most concerned about the needs and feelings of members
of his/her team. These people operate under the assumption that as long as

team members are happy and secure then they will work hard. What tends to
result is a work environment that is very relaxed and fun but where production
suffers due to lack of direction and control.
Produce or Perish Leadership (High Production/Low People)
Also known as Authoritarian or Compliance Leaders, people in this category
believe that employees are simply a means to an end. Employee needs are
always secondary to the need for efficient and productive workplaces. This type
of leader is very autocratic, has strict work rules, policies, and procedures, and
views punishment as the most effective means to motivate employees.
Impoverished
Leadership

(Low
Production/
Low
People)
This leader is mostly ineffective. He/she has neither a high regard for creating
systems for getting the job done, nor for creating a work environment that is
satisfying and motivating. The result is a place of disorganization, dissatisfaction
and disharmony.
Middle-of-the-Road Leadership (Medium Production/Medium People)
This style seems to be a balance of the two competing concerns. It may at first
appear to be an ideal compromise. Therein lies the problem, though: When you
compromise, you necessarily give away a bit of each concern so that neither
production nor people needs are fully met. Leaders who use this style settle for
average performance and often believe that this is the most anyone can expect.
Team
Leadership
High
Production/High
People
According to the Blake Mouton model, this is the pinnacle of managerial style.
These leaders stress production needs and the needs of the people equally
highly. The premise here is that employees are involved in understanding
organizational purpose and determining production needs. When employees are
committed to, and have a stake in the organization's success, their needs and
production needs coincide. This creates a team environment based on trust and
respect, which leads to high satisfaction and motivation and, as a result, high
production.

Applying the Blake Mouton Managerial Grid

The model proposes that when both people and production concerns are high,
employee engagement and productivity increases accordingly. This is often true,
and it follows the ideas of Theories X and Y, and other participative management
theories.

Q. 27 Define power? What are the sources of power?

Ans:- Power refers to the potential or actual ability to influence others in a desired
direction. Infact, Power is an ability, individuals can learn to use it effectively.
Sources of power:- Power comes not only from having a job that gives the right
to issue orders, but from other sources as well. Managers therefore need to
recognize multiple source of power. These sources may be interpersonal or
structural.
1. Reward Power:- When the source of power is a persons control over
rewarding outcomes, the power is called reward power. Reward Power can
lead to better performance, but only as long as the employees sees a clear
and strong link between performance and rewards.
2. Coercive power:- A manager who exerts power by evoking fear has coercive
power. It is otherwise known as punitive or punishment power. To coerce
someone into doing something means to force the person to do it, often with
threats of punishment. Coercion can create stress and anxiety for employees.
3. Legitimate power:- It is the formal authority. The power, that is based on
position and mutual agreement. For legitimate power to be effective, the
employees must believe the manager has the right to tell them what to do.
The basic response to legitimate power is internalization.
4. Referent Power:- Some people influence others through the force of their
attractiveness, this influence is called referent power. An advantage of
holding referent power is that it can lead people to do things.
5. Expert power:- Power that arises from a persons expertise, knowledge or
talent is called expert power. People with expert power are influential because
others believe they can benefit from the information, experts can provide. For
expert power to work, some conditions must be fulfilled.

The target must trust that the information given is accurate.

The information involved must be relevant and useful to the target.
The targets perception of the agent as an expert is crucial.

Q.28 Explain Maccobys political types.

Ans:- Michael Maccoby describes four types of organizational politicians.
1. The Craftsman:- Craftsman, driven by achievement, are the least political.
They are often technical specialists who like details and precision. The
person is usually quite, sincere, modest and practical.
2. The Jungle Fighter:- Jungle Fighters, although very different in behaviour,
are apt to be active politicians. They desire success at any cost. There are
two types of Jungle Fighters.

Foxes:- The foxes make their nests in the organization and maneuver
from this safe base.
Lions:- Conquer others territories and build empires.

3. Company man or women:- These are conservative people. They possess

a strong desire for affiliation and may not exhibit a lot of political
behaviour. The concern of such people is for humans; however, they are
more involved with security than success and may miss opportunities that
arise.
4. The Gamesman:- The gamesman are apt politicians. They view business
and take calculated risks. The Gamesman tends to be charismatic, thrives
on challenge and competition and motivates employees with enthusiasm.

Q.29 Identify and discuss the styles of conflict management.

Ans:- Managers have a variety of conflict management styles. The way they
handle conflict depends on the degree to which they seek to satisfy their own
concerns and the degree to which they try to satisfy the other persons concerns.

Avoiding:- Avoiding include trying to just ignore a conflict and avoiding

others with whom the managerial views disagree. It is a style low on both
assertiveness and cooperativeness. Avoiding is a deliberate decision to
take no action on a conflict or to stay out of a conflict situation.
Accommodating:- When one party needs to be willing to be selfsacrificing; this intention is referred as accommodating. Here one person
attempts to satisfy another persons objectives. Accommodating is
cooperative but unassertive.
Competing:- A competing strategy involves attempting to win, with the
presumption that others will lose. Under this strategy, a person wants to
satisfy his own interests and is willing to do so at the other partys
expense. It is a style that is very assertive and uncooperative.
Compromising:- It refers bargaining for something acceptable, so each
party wins and loss a bit. In compromising, there is no clear winner or
loser. There is a willingness to ration the object of the conflict and accept a
solution that provides incomplete satisfaction of both parties concern. This
style is intermediate in both assertiveness and cooperativeness.
Collaborating:- In collaborating, the intention of the parties is to solve a
problem by clarifying differences rather than by accommodating various
points of view. This strategy seeks to make everyone a winner.
Collaborating is a win-win style that is high on both assertiveness and
cooperativeness.

Q.30 Discuss the major forms of conflict in organizations.

Ans:- There are various forms of conflict in organization. In the absence of clear
and specific roles conflict happens. Wrong structure is a source of conflict.
Various forms are:-

Line and staff competition:- The growth of highly specialized, creative,

well-educated staff poses unique problems for line managers. Conflict in
most organizations persists between line and staff because it is virtually
impossible to define precisely the responsibility and authority relationships
between two.
Organization-individual disagreement:- It occurs when individual fails to
fulfill the organizations expectations regarding productivity. This conflict
often seen as resulting from excessive organizational demands. Such
conflict may be overt or hidden.
Overlapping Responsibilities:- Organizations constantly change in
response to personnel turnover, expansion or contraction, the adoption of
new policies, change in external environment. As a result it is impossible
to establish job responsibilities once and for all. When a change occurs,
one person reaches out to assume more responsibility which creates
conflict.
Functional Interdependence:- Conflicts between an organizations
functional units occurs as they are interdependent upon each other. The
sales department complains with manufacturing department because
quality is too low or prices are too high to meet the competition. Although
departments are separated on the basis of function, they can never
functions as completely autonomous units.
Personality clashes:- Individual differences in such personal qualities as
values, attitudes, abilities and personality trait are often the cause of
conflict.
Disagreement over goals:- Conflict among managers is often caused by
the fact that there is poor agreement over goals. An even more common
source of conflict is the clash of the personal goals of managers and
employees with the goals of the organizations.
Bottlenecks in the flow of work:- A bottleneck in the flow of work at any
point can prevent the effective performance and is quite natural for
interpersonal conflict. For example: Line supervisors in manufacturing
must meet production deadlines, but they are dependant upon production
schedules, warehousing shipping and others for effective performance.

Q. 31 What is stress? What are the consequences of stress?

Ans:- Stress is the high degree of connectivity with the performance and
productivity. Stress is an opportunity when it offers potential gain. Stress is a
dynamic condition in which an individual is confronted with an opportunity,
demand or resource related to what the individual desires and for which the
outcome is perceived to be uncertain and important.
consequences of stress:- Stress shows itself a number of ways. The
consequences of healthy, normal stress include a number of performance and
health benefits. The three consequences of stress are:-

1. Performance and Health benefits of stress:- It indicates that stress leads

to improve performance up to an optimum point. Beyond that, further
stress have a decremental effect on performance. Therefore, healthy
amount of eustress are desirable to improve performance by arousing a
person to action. The stress response provides a momentary strength and
physical force for brief periods, thus providing a basis for peak
performance.
2. Individual Distress:- Individual distress takes three basic forms.

Psysiological symptoms
Psychological Symptoms
Behavioural symptoms
Psysiological symptoms:- The link between stress and particular
psychological symptoms is not clear. There is no clear evidence that
stress is a direct casual agent. However, stress may play an indirect role
in the progression of disease.
Psychological symptoms:- The most common types of psychological
distress are depression, burnout and psychogenic disorders.
Behavioural Symptoms:- These are the third form of individual distress.
These problems include violence, substance abuse of various kinds and
accidents. Behaviourally related stress symptoms include changes in
productivity, absence and turnover.

3. Organizational Distress:- The University of Michigan studies on

organizational stress identified a variety of indirect costs of mismanaged
stress for the organization, such as low morale, dissatisfaction,
breakdowns in communication and disruption of working relationships.
The problem caused by organizational distress are:

Participation problems:- Participation problems are the costs

associated with absenteeism, strikes, work stoppages and turnover.
Performance Decrements:- Performance Decrements are the costs
resulting from poor or low quality of production and unscheduled
machine downtime and repair.
Compensation awards:- Compensation awards are organizational
costs resulting from court awards for job distress.

Q.32 Describe the major organizational stress prevention methods.

Ans:- Management controls several factors that cause stress. In some cases,
organizations recognize that they can improve performance by reducing the
amount of work-related stress on employees. Stress can be reduced in various
ways.

Job Redesigning:- Redesigning jobs to give employees more

responsibility, more meaningful work, more autonomy and increased

feedback can reduce stress because these factors give the employee
better control over work activities. The main objective of job redesign
should be to reduce uncertainty and increase predictability in the
workplace.
Goal setting:- Organizational preventive stress management can also be
achieved through goal-setting activities. These are designed to increase
task motivation, while reducing the degree of role conflict.
Role Negotiation:- It begins with specific role, called the focal role, within
organizational context. The person in the focal identifies the expectations
understood for that role,and key organizational members specify their
expectations of the person in the focal role. The final result of role
negotiation process should be a clear well defined focal role with which
the incumbent and organizational members are both comfortable.
Organizational communication:- Increasing formal organizational
communication with employees reduces uncertainty by reducing role
conflict. Management can also use effective communications to shape
employee perceptions.
Employee wellness programmes:- Organizations may sponsor wellness
programmes which are designed to promote employee health and well
being. The employees get most benefit from a wellness programme.
Social support system at the work place:- Team building is one of the way
to develop supportive social relationships at the work place. Primarily,
team building is task oriented, not socio-emotional in nature. Social
support systems can be enhanced through the work environment in a
number of ways. These relations provide emotional caring, information,
evaluative feedback and instrumental support.
Organizational Culture:- The organizations culture can help employees
manage stress by limiting stress, strengthening skills and providing shared
values and beliefs. Such a culture recognizes that employees are human
beings need rest, social support and a good laugh once a while.

Q.33 What are the various causes of stress?

Ans:- The causes of stress are found within the environment, the individual and
the interaction between the two. Stressors are divided into two classes.

Those that lie within the individual

Those that are a part of the external environment

Internal stimuli of stress:- The internal sources of stress are complex and
difficult to isolate. There are three internal sources of stress.
1. Inner conflicts:- For many people stress is a constant companion
with regard to how favourable or unfavourable external conditions
may be.

2. Perceptual Influences:- Perception is influenced by a number of

internal factors. Certainly people with inner conflicts sufficient to
cause stress than self confident people.
3. Threshold of Stress:- The threshold of stress is not independent of
inner conflict and perceptual influences. People who have few
internal conflicts and minimum of perceptual distortion can
withstand external conflict than that of weaker personalities. People
who have high thresholds for stress have high levels of resistance.
4. Motivational Level:- People who are ambitious and highly motivated
to achieve are more likely to experience stress than those who are
content with their career status.
Environmental Stressors:- Environmental and internal conditions that lie beyond
an individuals control are called environmental stressors. Environmental
Stressors can be divided into following categories.
1.Task Demands:- Task demands are factors related to persons job. It
include the design of the individuals job, working conditions and the physical
work layout. Changes and lack of control are two of the most successful
demands people face at work. Changes leads to uncertainty, lack of
predictability in a persons daily task and activities. Lack of control is a second
major source of stress that may be caused by inability to influence the timing
of task and activities, to select tools or methods for accomplishing the work.
1. Role Demands:- Role demands relate to pressures placed on a person as
a function of the particular role that he or she plays in the organization.
Role conflicts create expectations that may be hard to satisfy. The conflict
may be an inter-role, intra-role or person-role conflict.
Inter-role conflict:- It is caused by conflicting expectations related to
two separate roles, such as employee and the same person as a
parent.
Intra-role conflict:- It is caused by conflicting expectations related to
a single role. Example:- The manager who presses the employees
for both very fast work and high-quality work that may create
conflict for the employees.
Person-role conflict:- Ethics violations are likely to cause personrole conflicts. Employees expected to behave in ways that violate
personal values, beliefs or principles experience conflict.
2. Inter-personal Demands:- Inter-personal Demands are pressures created
by other employees. Lack of social support from colleagues and poor
interpersonal relationships can cause considerable stress, especially
among employees with a high social need.
3. Physical Demands:- Non-work demands create stress for people. Workers
subject to family demands may create role conflict that are difficult to
manage. In addition to this people have personal demands, which become
more or less stressful depending on the compatibility with the persons

work and family life and their capacity to provide alternative satisfactions
fo the person.
Q. 34 What is Crisis management and what are the steps?
Ans:- Crisis management:- It means the managing of operations during the
actual crisis to the degree that the events can be managed. It is a systematic
response to unexpected events that threatens the people, property and operating
continuity of the organization. However, crisis management need not be confined
to when the crisis actually happens but it can be proactive management as well
as management after the crisis.
Steps in Crisis management:- A crisis management team needs to undertake a
study of every possible crisis.

Identify potential crisis:- The management must try to identify the potential
crisis by holding a brainstorming session with key members of the
organization.
Develop policies to minimize crisis situation:- The management should try
to anticipate potential emergency situations and develop policies to avoid
them.
Develop a crisis management team:- The management has to determine
in advance a team to deal with crisis communication situations and gather
information.
Crisis communication planning can help to deal effectively with
unexpected disasters, emergencies or other unusual events that may
cause unfavorable publicity for organization.

Q. 35 What is organizational change? What are the forces for change in

organization?
Ans:- Organizational change:- It refers to a modification or transformation of the
organizations structure, process or goods. Flexibility requires that organization
be open to change in all areas, including the structure of organization.
Change management is the process during which the changes of a system are
implemented in a controlled manner by following a pre-defined framework.
Organizational Change is of two types.
Planned Change organization.

change resulting from a deliberate decision to alter the

Unplanned Change - change that is imposed on the organization and is often

unforeseen.

Managers must be prepared to handle both.

Forces for change in organization:- Pressures for change are created both inside
and outside the organization. Some of these are external, arising from outside
the company, where others are internal arising from sources within the
organization.
External forces:- Many external changes such as Technological change,
Globalization, Social and political change and workforce diversity are the main
factor for organizational change.

Technological change:- Rapid technological innovation is a major force for

change in organizations, and those who fail to keep pace can quickly fall
behind. The rate of technological changes is greater today and
technological changes are responsible for changing the nature of jobs
performed at all levels in the organization.
Globalization:- The global economy means competitors are likely to come
from across the ocean. The power players in the global market are the
multinational and trans-national organizations. This has led companies to
think globally. Globalization of an organization means rethinking the most
efficient ways to use resources, gather information and develop people. It
requires not only structural changes but also changes in the minds of
employees. Successful organization is one that can change in response to
the competition. They can be capable of developing new products rapidly
and getting to them to market quickly.
Social and political changes:- A firms fate is also influenced by such
environmental pressures as social and political changes.
Workforce Diversity:- Workforce Diversity is a powerful force for change in
organizations. The demographic trends that contributes to workforce
diversity are:
The workforce will see increased participation from females, as the
majority of new workers will be female.
The workforce will be more culturally diverse.
The workforce is aging. There will be fewer young workers and
more middle aged workers.
Managing Ethical Behaviour:- The need to manage ethical behaviour has
brought several changes in organizations. Organizations must create a
culture that encourages ethical behaviour. Society expects organizations
to maintain ethical behaviour both internally and in relationship with other
organizations.

3. Internal Forces:- Forces for change that originate inside the organization
are generally recognizable in the form of signals indicating that something
needs to be altered. These internal forces are:-

Changes in Managerial Personnel:- One of the most frequent reasons for

major changes in an organization is the change of executives at the top.
Changes in managerial personnel are thus a constant pressure for
change.
Declining Effectiveness:- Declining Effectiveness is a pressure to change.
A company that experiences losses is undoubted motivated to do
something about it.
Changes in work climate:- It can also stimulate change. A workforce that
seems unmotivated and dissatisfied is a symptom and that must be
changed.
Deficiencies in the Existing system:- Another internal pressure for
organizational change are the loopholes in the system that means
unmanageable span of control, lack of coordination between departments
and lack of uniformity.
Crisis:- A crisis also may stimulate change in organization; strikes or
walkouts may lead management to change the wage structure.
Employee Expectations:- Changes in employee expectations also can
lead change in organization.

Q.36 Define organizational development. Describe organizational development

techniques?
Ans:- Organizational development is a planned process of change in
organizations culture through the utilization of behavioural science, technology,
research and theory.
Organizational development is an improvement strategy and it is a technique for
bringing change in the entire organization.
Organizational development techniques:- The term organizational development
essentially focuses on techniques or programs to change people and nature and
quality of interpersonal work relationships. Some of the OD interventions
techniques are:1. Sensitivity Training:- It is also known as laboratory training, encounter
groups and T-group. It is a method of changing behaviour through
unstructured group interaction.
2. Survey Feedback:- It makes use of questionnaires to identify discrepancies
among member perceptions and attempts to solve these differences.
3. Process Consultations:- The purpose of process consultation is for an outside
consultant to assist a client to perceive, understand and act upon process
events. The consultant then goes on to identify the processes that need
improvement.

4. Team building:- Team building utilizes high-interaction group activities to

increase trust and openness among team members. Team building can be
applied within groups or at the inter-group level where activities are
interdependent.
A method of changing behaviour
through unstructured group interaction.

A technique for assessing attitudes

and perceptions, identifying
discrepancies in these, and resolving
the differences by using survey
information in feedback groups.

Sensitiv
Traini
ity
ng
Surv
Feedba
ey
ck

Activities that help team

members learn how each
member thinks and works.

MOR
EFFECTI
E
INTERPERSO
VE
NAL WOR
RELATIONSH
K
IPS

Proce
Consultati
ss
on

Tea
Buildi
m
ng

Intergro
Developm
up
ent

An outside consultant helps the

manager understand how interpersonal
processes are affecting the way work
is being done.

Changing the attitudes,

stereotypes, and perceptions that
work groups have about each other.

Q. 37 Describe the objectives of OD programs?

Ans:- The objectives of organizational development are:

Decision making on the basis of competence rather than authority.

Creatively resolving conflicts through confrontation designed to replace
win-lose situations with win-win type.
Reducing dysfunctional competition and maximizing collaboration.
Increasing commitment and a sense of ownership of organization
objectives throughout the workforce.
Increasing the degree of interpersonal trust and support.
Creating a climate in which human growth, development and renewal are
a natural part of the enterprises daily operation.
Developing a communication system characterized by mutual openness
in solving organizational problems.

Q.38 What is Organizational Culture? Describe why creating and sustaining a

culture is important for an organization?

Ans:- Organizational Culture is the collection of relatively uniform and enduring

beliefs, values, customs and practices that are uniquely shared by an
organizations members and which are transmitted from one generation of
employees to the next.
Creating and sustaining a culture:- The original source of an organizations
culture usually reflects the vision and mission of the organizations founders. As
organizations current customs, traditions and general way of doing things are
largely due to what it has done before and the degree of success it has had with
those endeavours. It can be develop in a number of different ways. The steps
are:1. A single person(Founder) has an idea for a new enterprise:- The founder
of an organization traditionally have a major impact on the organizations
culture. They have a vision of what organizations should be.
2. Founders creation of a core group:- The founder brings in one or more
other key people and creates a core group that shares a common vision
with the founder. The employees who form the core group believe that the
idea given by the founder is a good one, is worth the investment of time,
money and energy.
3. Indoctrinate and socialize:- The founding core group begins to act in
concert to create an organization by raising funds, obtaining patents,
incorporating, locating land, building infrastructure and so on. The core
group socialize employees to their way of thinking and feeling.
4. Building a common History:- The founders own behaviour acts as a role
model that encourages employees to identify with them and thereby
internalize their beliefs, values and assumptions. In this way a common
history begins to be built. When the organization succeeds, the founders
vision becomes seen as a primary determinant of that success.
Sustaining a culture:- Once a culture is in place, there are practices within the
organization that act to maintain it. Sustaining a culture depends on three
forces. These forces are:1. Selection:- The goal of the selection process is to identify and hire
individuals who could make the organization successful through their
service. Therefore candidates who believe in the values of the
organization have to be selected.
2. Top Management:- Top Management has an important role to play in
sustaining the organizations culture. It is the top management who
establish the norms that flows through the organization.
3. Socialization:- Socialization is the process that adapts employees to the
organizations culture. Organization wants to help new employees adapt to
its culture and it can be done through the process of socialization.
Socialization is made up of three stages.

The Pre-arrival stage:- This stage encompasses all the learning that
occurs before a new member joins the organization.
Encounter stage:- In this stage of the socialization process, new
employees sees what the organization is really like and confronts the
possibility that expectations and reality may diverge.
Metamorphosis stage:- Metamorphosis stage is that stage in the
socialization process in which a new employee changes and adjusts to
the job, work-group and organization. In this stage, relatively long
lasting changes take place. The success of this stage will have a
positive impact on the new employees productivity and his
commitment to the organization. There are three outcomes of this
stage.
1. Productivity
2. Commitment
3. Turnover

Q.39 Describe how stories, rituals, material symbols and language shape an
organizations culture.
Ans:- Culture is transmitted to employees in a number of ways. The most
significant ways are:

Stories:- Organizational stories typically contain a narrative of significant

events or people including things such as organizations founders, rules
breaking, reactions to past mistakes etc. These stories provide prime
examples that people can learn why things should be done in certain
way.
Rituals and Ceremonies:- Corporate rituals are repetitive sequences of
activities that express and reinforce the values of the organization, what
goals are important and which people are important.Ceremonies and
rituals reflect such activities that are enacted repeatedly on important
occasions.
Material or Cultural Symbols:- Symbols communicate organizational
culture by unspoken messages. These material symbols convey to
employees exactly who is important, the degree of equality desired by top
management and the kinds of behaviours that are expected and
appropriate.
Organizational Heroes:- Top management and prominent leaders of the
organization become the role models of an organizations culture. Their
behaviour become a reflection of the organizations philosophy and helps
to mould the behaviour of organizational members.
Language:- Many organizations and units within organizations use
languages as a way to identify members of a culture. By learning this
language, members accept the culture and willing to preserve it.

Q.40 How can managers change organizational culture?

Ans:- If organizations are to consciously create and manage their cultures, they
must be able to take their employees into consideration. The managers face
problems when they go about the business of changing organizational culture. It
takes patience and a focus on changing the parts of an organizational culture
that managers can control.
1. Behaviours:- One way of changing a corporate culture is to use
behavioural addition or substitution to estaablish new patterns of
behaviour among employees.

Behavioural Addition:- It is the process of having managers and

employees perform new behaviours that are central to and symbolic of
the new organizational culture that a company wants to create.
Behavioural substitution:- It is the process of having managers and
employees perform new behaviours that are central to the new
organizational culture in place of old organizational culture.

2. Visible Artifacts:- Another way in which managers can begin to change

corporate culture is to change visible artifacts of their old culture. Visible
artifacts are visible signs of an organizations culture, such as office
design, layout, company dress codes and company benefits. These need
to be changed keeping new corporate culture in mind.
Corporate culture are very difficult to change. An open display of top
management and support for the new values and beliefs is critically important
to enable employees to change.