Documente Academic
Documente Profesional
Documente Cultură
Organizational Behavior
&
Organizational Culture
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Organizational Behavior & Organizational Culture
Q.1 Why should every Manager study the discipline of OB? Elaborate
the importance of OB
The concepts dealing with the nature of individual are four there are:
i) Individual differences;
ii) Whole person;
iii) Motivation i.e., caused behaviour,
iv) Human dignity.
Individual Differences
In spite of all the human being similar every one is different. Every one has
a different gift of the nature; different quality of intelligence, different
perception and the different ways of behaviour. The concept tells that every
person is an entity in him. When it comes to human behaviour there cannot
be a prescriptive solution. Every individual is to be treated differently, even
though two persons may have the same behavioural problems. The concept
also tells the manager that he had better be aware of his own stereotypes. A
stereotype is a tendency to attribute the traits of a group to an individual
because he belongs to the said group. This concept, therefore, not only tells
that a manager should treat every person as an entity in himself but he
should also examine his own stereotype.
Whole Person
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In the olden days employees were referred to as “hands”, implying that the
organization hires only the hands of man. Nothing can be farther from the
truth. An organization hires not only the hands of an employee but hires a
complete men with all his pluses and minuses. At the same since a person
performs many roles at the same time the happenings in one role are bound
to affect the behaviour in other roles of the person. The concept tells the
manager than when it comes to behavioural problems, he must also take into
account the other roles of the person. If the whole person is to be developed
then only the benefits will extend beyond the organization to the entire
society, in which the employee lives.
Motivation
The concept reminds the manager of Newton’s Third Law i.e., for every
action there is an equal and opposite reaction. This means the way the
manager deals with his employees, the employees also deals in a particular
way. For e.g. if a manager is respectful to his employees they are bound to
be respectful to him not otherwise. This is rather applicable not only in the
organization but also applies everywhere hence, manager or any other
person should deal with the other persons in a good manner so that they will
also receive same time of behaviour from others.
Human Dignity
This concept is of a different order from the other three because it is more an
ethical philosophy than a scientific conclusion. It confirms that people are to
be treated differently from other factors of production. Because they are of a
higher order, they want to be treated with respect and dignity. When every
one, the employee, the manager as the CEO of an organization are engaged
in the same pursuit. The pursuit of enabling their organization to achieve the
objections for it has come in existence. Thus they are on the equal footing.
The concept tells that very person should be respected simply because he
happens to be an employee just as the manager is.
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Ans. Conflict occurs when parties disagree over substantive issues or when
emotional antagonisms create friction between them. Conflict in the work
place has two basic forms, substantive conflict and emotional conflict.
Substantive conflict involves fundamental disagreement over ends or goals
to be pursued and the means for their accomplishment. Emotional conflict
involves interpersonal difficulties that arise over feelings of anger, mistrust,
dislike, fear, resentment, and the like.
There are four levels of conflict which arise in the workplace, intrapersonal
conflicts, interpersonal conflicts, intergroup conflicts, and interorganizational
conflicts. Intrapersonal conflicts occur within the individual because of actual
or perceived pressures from incompatible goals or expectations. There are
three types of conflict within the intrapersonal conflict.
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c) It is only for the sake of simplicity that they discussed separately. In life
there could be a mixture of different defense mechanisms in one
behaviour.
d) In life there is no prioritizing when it comes to defense mechanisms for
dealing with frustration.
e) These defense mechanisms serve an important function of keeping the
human personality integrated.
Individuals manage their conflicts depending on how the perceive it. What
they do in a conflict situation is a function of various aspects.
There are five basic styles of managing the conflicts used by individuals –
a. Competing style – It refers to assertive and uncooperative
behaviors and represents a WIN –LOSE approach to interpersonal
conflict. Those ho use this style try to achieve their own goals
without concern for others. It includes coercion and dominance.
These individuals assume that conflict resolution means one
person wins and the other person looses. This style by manager
may lead to demotivation of subordinates. Thrusting decisions
will also mean lower commitment by others in its execution.
However competing style becomes necessary some times, for
situations like
When emergencies require quick action.
Unpopular courses of action must be taken for long-term
organizational effectiveness.
When professional stakes are very high and you cannot get
a group to agree on one thing.
1.
2. Rationalization is giving pseudo justification to explain one’s failures. The
common examples are sour grapes or a bad workman quarreling with his
tools.
5. Fantasy is building castles in the air with a view to escaping form the
problem situation. Fantasy is temporarily removing one self, mentally,
from the problem situation and losing oneself in the imaginary world
where things happen at his behest. As long as a person is in his
imaginary castle he is happy but some time or the other he has to come
down to the mother earth. When he comes out of the imaginary world the
problem starts pinching him again. The increased frequency of
fantasizing is a signal that one had better seek some help from a
psychiatrist.
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Herzberg's Study
(2) Recall a time on the job that resulted in negative feelings? Describe
the sequence of events that resulted in these negative feelings.
Research Results
It appeared, from the research, that the things making people happy on the
job and those making them unhappy had two separate themes.
Satisfaction (Motivation)
Motivation-Hygiene Theory:
Five factors stood out as strong determiners of job satisfaction:
• achievement
• recognition
• work itself
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• responsibility
• advancement
The last three factors were found to be most important for bringing about
lasting changes of attitude. It should be noted, that recognition refers to
recognition for achievement as opposed to recognition in the human
relations sense.
DISSATISFACTION (HYGIENE)
• administrative policies
• supervision
• salary
• interpersonal relations
• working conditions
It appears that the central theme of the satisfiers (also called motivators) is
one having to do with the relationship the employee has with his or her job;
job content. The theme of the dissatisfiers appears to be related to the
environment or context of the job. These dissatisfiers seem to have little
effect on positive job attitudes (in some of the literature, these dissatisfiers
were called hygiene or maintenance factors).
Two Dimensions
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According to Herzberg, the idea that the work one does is significant leads,
ultimately, to satisfaction with the work itself. Employees will be motivated to
do work that they perceive to be significant.
Herzberg's theory thus posits that there are two classes of factors that
influence employee motivation; intrinsic factors and the extrinsic factors.
The intrinsic factors were also called the motivator factors and were related
to job satisfaction. The extrinsic factors were called hygiene factors and were
related to job dissatisfaction.
Positive KITA, in the form of raises and incentives reduces time spent at
work, inflates wages and benefits, and overemphasizes human relations.
HERZBERG APPLIED
JOB ENRICHMENT: The idea of job enrichment is probably the most significant
contribution of Herzberg's theory. Meaningful tasks allow for growth, and job
enrichment is a relatively simple method for facilitating this growth:
• adding different tasks to a job to provide greater involvement
and interaction with the task.
Adding tasks can raise the level of challenge in any particular job to a level
commensurate with the abilities of an employee. It might be argued that, if a
job can not be enriched and it is not challenging to the person in that
position, then that person ought to be replaced by someone who will find the
job challenging.
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It is the responsibility of management to create an environment that
encourages employee growth and self actualization...
Ans. The word “personality” has been traced back by etymologists to the
Latin word “per” and “sonare”. The term “Per Sonare” means, “to sound
through.” The word persona derives from these two words and originally
meant an actor’s mask, through which the sound of his voice was projected.
Later persona was used, to mean not the mask itself but the false
appearance, which the mask created. Still later it came to mean the
characters in the play (dramatics personae).
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Q. 9 What is perception? Discuss factors affecting Perception.
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Some of the factors that attract attention lie in the situations and some are
within the individual. The factors that are in the situations are called
‘external attentions factors’ and those factors that are within an individual
are called ‘internal set factors’.
i) Intensity
ii) Size
iii) Contrast
iv) Repetition
v) Motion
vi) Novelty and familiarity
Intensity
The intensity of stimulus implies that the more intense the stimulus audio or
visual, the more is the likelihood it will be perceived. A loud noise, strong
odour or bright light or bright colours will be more readily perceived than soft
sound, weak odour or dim light. It is because of this advantage that
advertisers employ intensity to draw the consumers’ attention.
Size
As regards the size of the stimulus, any odd size attracts attention. A great
den dog which is tall attracts the attention. At the same time a pocket dog
also attracts attention because of its size. However, generally the larger the
object the more likely it will be perceived. The amount of attention enhances
with the size of the newspaper advertisement exposed to the individuals,
although the increase in attention may not be directly proportional to the
increase in size.
Contrast
The contrast principle states that external stimuli, which stand out against
the background or which, are not what the people expect will receive
attention. Plant safety signs, which have black lettering on a yellow
background or white lettering on a red background, are attentions getting.
Repetition
Motion
The factor of motion implies that the individual attend to changing objects in
their field of vision than to static objects. It is because of this advantage that
advertisers involve signs, which include moving objects in their campaigns.
At an unconscious level the animals in the jungles make use of this principle.
A tiger lying in wait is motionless until his prey is nearer him and then jumps
at an appropriate moment.
i) Habit
ii) Motivation and interest
iii) Learning
iv) Organizational role and specialization
Habit
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A Hindu will bow and do Namaskar when he sees a temple while walking on
road, because of his well-established habit. The motor set may cause the
likelihood of inappropriate responses. These are several instances in life
settings where individuals tend to react with the right response to the wrong
signals. Thus a retired soldier may throw himself on the ground when he
hears a sudden burst of car tyre.
A worker who has a strong need for affiliation, when walks into the
lunchroom, the table where several coworkers are sitting tends to be
perceived and the empty table or the table where only one person is sitting
will attract no attention.
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Q. 10 Elaborate on any three theories of Leadership.
Ans. Since leadership makes the difference between the success and th
efailure, for a long time, thinkers were trying if leadership success could be
predicted. They were also trying to find out as to whst makes a leader.
Humanistic Theories
When the leader understands her role as that of providing freedom for
individuals to actualize their individual potentials and to be fulfilled as
working human beings, she is fitting her thinking under a humanistic
leadership label. Humanistic theories arise from a social-psychological
foundation of democratic and individualistic values. McGregor, Argyris, Likert,
Blake and Mouton, Maslow, Hersey and Blanchard are all scholars who wrote
from a humanistic perspective that saw the development of the individual as
one of the key functions of a leader. McGregor, for example, was the inventor
of Theory X and Theory Y.Theory X holds that people are not motivated and
must be whipped and forced to work. Theory Y holds that people are
intrinsically motivated and the leader needs to harness this pre-existing
motivation to accept responsibility.
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We tend to subscribe to great man theories. Moses led the Jews from
bondage. Churchill led us through WWII. Lenin was responsible for the
Russian Revolution. William James held that changes in society were due to
great men. Lincoln is one example. The great man theories are still popular.
We have testimonial literature about companies turned around by great
leaders like Lee Iacocca. MacArthur is seen as a leader who led us to victory
in WWII.JFK is revered as a great leader. MLKing is another. What is it about
these figures that makes them great leaders? Woods (1913) argued that
inheritance was key, a genetic argument. Wiggam (1931) said that the
survival of the fittest and marriage with the right connections led to an
aristocracy of leadership.
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Ans. Stress is a term used to describe the body and mind's reaction to
everyday tensions and pressures. Too much stress can increase pain, and can
make a person more prone to illnesses such as heart disease or mental
problems.
Stress is the "wear and tear" our bodies experience as we adjust to our
continually changing environment; it has physical and emotional effects on
us and can create positive or negative feelings. As a positive influence, stress
can help compel us to action; it can result in a new awareness and an
exciting new perspective. As a negative influence, it can result in feelings of
distrust, rejection, anger, and depression, which in turn can lead to health
problems such as headaches, upset stomach, rashes, insomnia, ulcers, high
blood pressure, heart disease, and stroke. With the death of a loved one, the
birth of a child, a job promotion, or a new relationship, we experience stress
as we readjust our lives. In so adjusting to different circumstances, stress will
help or hinder us depending on how we react to it.
`
How Can I Eliminate Stress from My Life?
There is no single level of stress that is optimal for all people. We are all
individual creatures with unique requirements. As such, what is distressing to
one may be a joy to another. And even when we agree that a particular
event is distressing, we are likely to differ in our physiological and
psychological responses to it.
The person who loves to arbitrate disputes and moves from job site to job
site would be stressed in a job which was stable and routine, whereas the
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person who thrives under stable conditions would very likely be stressed on a
job wher duties were highly varied. Also, our personal stress requirements
and the amount which we can tolerate before we become distressed changes
with our ages.
It has been found that most illness is related to unrelieved stress. If you are
experiencing stress symptoms, you have gone beyond your optimal stress
level; you need to reduce the stress in your life and/or improve your ability to
manage it.
Identifying unrelieved stress and being aware of its effect on our lives is not
sufficient for reducing its harmful effects. Just as there are many sources of
stress, there are many possibilities for its management. However, all require
work toward change: changing the source of stress and/or changing your
reaction to it. How do you proceed?
1. Become aware of your stressors and your emotional and physical
reactions.
Notice your distress. Don't ignore it. Don't gloss over your problems.
Determine what events distress you. What are you telling yourself about
meaning of these events?
Determine how your body responds to the stress. Do you become nervous
or physically upset? If so, in what specific ways?
Can you reduce their intensity (manage them over a period of time
instead of on a daily or weekly basis)?
Can you shorten your exposure to stress (take a break, leave the physical
premises)?
Can you devote the time and energy necessary to making a change (goal
setting, time management techniques, and delayed gratification
strategies may be helpful here)?
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The stress reaction is triggered by your perception of danger...physical
danger and/or emotional danger. Are you viewing your stressors in
exaggerated terms and/or taking a difficult situation and making it a
disaster? Are you expecting to please everyone?
Are you overreacting and viewing things as absolutely critical and urgent?
Do you feel you must always prevail in every situation?
Mix leisure with work. Take breaks and get away when you can.
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failures, and sorrows. Always be kind and gentle with yourself -- be a
friend to yourself.
Manage stress
It's possible that some of these symptoms may be caused by problems other
than stress, such as the flu. Ask your doctor about symptoms that last for
more than a week. If your doctor decides that stress is the problem, you can
work together to understand and relieve it.
Usually feeling depressed depends on how you deal with events in your life,
whether they are real or imagined. If you believe you're a helpless victim of
depression, you probably won't do anything to overcome it. Here are some
tips to help you manage depression:
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• Realize that you are responsible for how you feel. If you are aware that
your state of mind is up to you, then you are more likely to take an
active approach to improving your mood.
• Take care of yourself. You're special--so pamper yourself. Try something
good to eat, take a leisurely bath, or buy something nice for yourself.
• Be a "doer." When you're sad or lonely, go to an event. Get involved in
neighborhood or volunteer organizations. Don't forget the joy of giving.
• Find new activities to replace old ones so you can continue to grow and
develop. Discover new creative outlets, such as hobbies, skills or
interests.
• Remember that it's all right to cry. A good cry can be a healthy way to
relieve tension.
• Keep in touch with family and friends, by phone if you can't get out.
Don't let your arthritis set you apart from others.
• Try to discover what set off your depression and learn to avoid those
events in the future.
• Be alert for signs of depression that last for more than two weeks. If
you continue to have signs such as eating or sleeping too much or too
little, or feeling hopeless, forgetful, restless, or more tired than usual,
tell your doctor. Sometimes this type of depression is caused by a
change or an imbalance in the body's chemistry. Often certain drugs
can correct such an imbalance.
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Set goals
Goals give you something to work for, and they give you satisfaction once
you achieve them. Set short-term, achievable goals, taking one day at a
time. Remember to include hobbies and friends. Because of the uncertainty
of your arthritis, be flexible about the time needed to complete a goal. Take
some time to think about your long-term goals. How has your life changed
since you last thought about your goals? Has your arthritis affected them?
What is most important to you now? What do you want to achieve?
Schedule time for play and become involved in activities that make you
laugh. There is almost a magical quality about laughter. No matter how sad
your mood, laughing can make the world look brighter. Laughter dissolves
tension--you can't be "uptight" and laugh at the same time! Joke with friends
or see a funny movie. You know yourself--do what is fun for you.
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Seek help if you need it
Get help to cope with constant, hard-to-solve problems. For instance, a
mental health counselor or therapist may be able to help you work through a
serious marital problem or severe depression. He or she might be able to
help you find positive ways to express anger, if that has become a major
concern.
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The key to effective organisational change flows from the sound
management of the processes for cultural change, strategic and business
planning, role and process design, management development and
performance management.
The purpose of job and process redesign is to ensure that the people are
employed within the process chain that enables them to optimise their
contribution, to realise their potential and to maximise their contribution in
implementing organisational change strategies. All organisations or
organisational units, both large and small, can benefit from redesign Good
redesign aligns resources with the organisational change strategies being
pursued. Redesign is driven by effective resource use not downsizing.
The funny thing about organizational change is that it can never end.
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Self
Actualization
Esteem
Social
Safety
Physiological
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Every individual is capable and has the desire to move up the hierarchy
toward a level of self-actualization. Unfortunately, progress is often disrupted
by failure to meet lower level needs. Life experiences including divorce and
loss of job may cause an individual to fluctuate between levels of the
hierarchy. Maslow noted only one in ten individuals become fully self-
actualized because our society rewards motivation primarily based
onesteem, love and other social needs.
Basic Needs
• Physiological: need for sleep and rest, food, drink, shelter, sex, and
oxygen
Growth Needs
• Love and Belonging: need for love and affectionate relationships,
belonging to a group, and caring
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Ans. > Generally, a group could mean any association of 2 or more people
who come together (or are drawn together) for a purpose, even if that
"purpose" be not consciously known. This covers everything from
friendships, to personal/sexual relationships, to family groups, to
The degree to which a group satisfies its members needs determines the
limits within which individual members of the group will allow their behavior
to be controlled by the group.
I. Sense of belonging
Several major functions are served by informal groups. For example, the
group serves as a means of satisfying the affiliation needs of its members for
friendship and support. People need to belong, to be liked, to feel a part of
something. Because the informal group can withhold this attractive reward, it
has a tool of its own to coerce compliance with its norms.
As long as needs exist that are not served by the formal organization,
informal groups will form to fill the gap. Since the group fills many important
needs for its members, it influences member behavior.
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