Ans.

1) Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives. As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as:Personality, values, ethics, motivation, interpersonal communication, leadership, change management, cross-cultural management The scope of the organizational behavior is as under: (a) Impact of personality on performance (b) Employee motivation (c) Leadership (d) How to create effective teams and groups (e) Study of different organizational structures (f) Individual behaviour, attitude and learning (g) Perception (h) Design and development of effective organization (i) Job design (j) Impact of culture on organizational behaviour (k) Management of change (l) Management of conflict and stress (m) Organizational development (n) Organizational culture (o) Transactional analysis (p) Group behaviour, power and politics (q) Job design (r) Study of emotions

Ans.2) The study of Organizational Behaviour (OB) is very interesting and challenging too. It is related to individuals, group of people working together in teams. The study becomes more challenging when situational factors interact. The study of organizational behaviour relates to the expected behavior of an individual in the organization. No two individuals are likely to behave in the same manner in a particular work situation. It is the predictability of a manager about the expected behavior of an individual. There are no absolutes in human behavior. It is the human factor that is contributory to the productivity hence the study of human behavior is important. Great importance therefore must be attached to the study. Researchers, management practitioners, psychologists, and social scientists must understand the very credentials of an individual, his background, social framework, educational update, impact of social groups and other situational factors on behavior.

Managers under whom an individual is working should be able to explain, predict, evaluate and modify human behavior that will largely depend upon knowledge, skill and experience of the manager in handling large group of people in diverse situations. Preemptive actions need to be taken for human behavior forecasting. The value system, emotional intelligence, organizational culture, job design and the work environment are important causal agents in determining human behavior. Cause and effect relationship plays an important role in how an individual is likely to behave in a particular situation and its impact on productivity. An appropriate organizational culture can modify individual behavior. Recent trends exist in laying greater stress on organizational development and imbibing a favorable organizational culture in each individual. It also involves fostering a team spirit and motivation so that the organizational objectives are achieved. Ans.3) Group Dynamics: A group is defined as "a set of two or more people who interact with each other to achieve a group goal (Glidden, 2009)." While there are many types of groups we have been given three styles of groups to identify with; task groups, command groups, and friendship groups. Due to the relatively low interaction of our group and its members, making an assessment of what kind of work group our team most identified with is near impossible. However, I will discuss the three types of work groups listed and identify the type of work group our team should have adhered to in order to best accomplish the tasks presented to us. Reasons for inter-group problems: The most commonly cited reasons for interpersonal conflict are personality differences, perceptions, clashes of values and interests, competitive environment, power and status differences, scarce resources, stereotype behaviour, and exploitative nature of human beings. These are briefly discussed below. a) Personality differences: Some people have difficulty in getting along with each other. This is purely a psychological problem and it has nothing to do with their job requirements or formal interactions. b) Perceptions: Varied background, experiences, education, and training result in individuals developing different perceptions of similar realities; the result being an increase in the likelihood of interpersonal conflict. Vertical conflicts develop in organizations, usually because superiors try to control subordinates and subordinates tend to resist. The subordinate resists because he believes that the control infringes on his personal autonomy, makes his behaviour more predictable to others, and thus weakens his position in the organization.

c) Clashes of values and interests: Conflict that so commonly develops between scientists and administrative and accounts personnel shows how differences in values and interests might underlie conflict. d) Competitive environment: Organizations do reward good work and competence. Whenever an individual in an organization is rewarded for his good work and useful results, it triggers of a feeling of frustration and hostility among some other people, who feel that their self-respect is at stake. This leads to interpersonal conflict among the individuals in the organization, and also between the affected individuals and the authority. e) Power and status differences: Organizations are political structures. They operate by distribution of authority and setting a stage for the exercise of power. Unequal distribution of power and status would definitely lead to conflict. A lower-grade scientist when gives an order to a higher-grade scientist, conflict does arise. The lower-grade scientist may be doing it because of the power vested on him by the manager/director of the organization. f) Scarce resources: Interpersonal conflicts usually result when each person in an organization jockeys to possess a scarce resource. The belief that somebody else is out to eat away ones share of resources may create ill feelings between individuals. When the scarcity is absolute, i.e. when the resource level cannot be enhanced, it becomes very difficult to manage interpersonal conflicts. For example, if four qualified individuals vie for one superior position in the organization, and if there is only one such position, interpersonal conflict would develop to an unmanageable level. g) Stereotype behaviour: Stereotyping makes people to form opinions about others, which are more often through hurried judgements. As a result of this, people tend to behave in a more biased manner with others, and this leads to interpersonal conflicts. In India, people belonging to a particular religion, region, caste, and group exhibit a skewed attitude and behaviour towards others belonging to another religion, region, and caste. This leads to a lot of interpersonal problems in organizations. h) Exploitative nature of human beings: In organizations, we always encounter a group of people who tend to exploit others by virtue of their position, authority, etc. As a result, they try to take an undue share in the outcome, in spite of the fact that their contribution is not proportionate to that level. This naturally would lead to interpersonal conflicts in the long run. Heads of the organizations and departments claiming an authorship in the publications of the scientists working under them, in spite of the fact that they had not contributed anything in the

work is a typical example for this type of interpersonal conflict. Infact, in certain organizations, it has become a rule that the names of the Heads should be included in every publication. Conflict and Organizational Performance The assumption that conflict is always unhealthy or dysfunctional is frequently fallacious. Conflicts have functional aspects too. They have also therapeutic value. For organizations to be productive, certain amount of conflict is always necessary. An optimum level of conflict prevents stagnation, stimulates creativity, allows tension and stress to be released, and initiates the seeds for change. It also facilitates critical thinking among group members, makes a group more responsive to the needs for change, and provides similar other benefits that can enhance group and organizational performance. Such a level of conflict resulting in productive stress is, thus, definitely good for the organization. It is to be realized that the demarcation between functional and dysfunctional conflict is neither clear nor precise. The functionality of a conflict can be measured by the impact it has on the group/unit performance rather than on a single individual. It is known that in organizations, there is an optimal, highly functional level of conflict at which the units / organizations performance is at the maximum. This can happen because at that level of conflict, the group or units internal environment is characterized by self-criticism and innovativeness. When the conflict level is low, it is dysfunctional as the units / organizations performance is low due to apathy, stagnation, lack of new ideas, and non-responsiveness of the organization members to the demands of change. On the other hand, when the conflict level is too high it is again dysfunctional as the survival of the group is threatened due to diversion of energy away from performance and goal attainment. The most important task for managers would be to stimulate conflict during those times when it is low, and contain conflict during those times when it is high, so that conflict can be effectively brought to the optimum level, which leads to productive stress, and thus proving good for the organization. Ans.4) In 1960, Douglas McGregor formulated Theory X and Theory Y suggesting two aspects of human behaviour at work, or in other words, two different views of individuals (employees): one of which is negative, called as Theory X and the other is positive, so called as Theory Y. According to McGregor, the perception of managers on the nature of individuals is based on various assumptions.

Assumptions of Theory X 1. An average employee intrinsically does not like work and tries to escape it whenever possible. 2. Since the employee does not want to work, he must be persuaded, compelled, or warned with punishment so as to achieve organizational goals. 3. A close supervision is required on part of managers. 4. The managers adopt a more dictatorial style. 5. Many employees rank job security on top, and they have little or no aspiration/ ambition. 6. Employees generally dislike responsibilities. 7. Employees resist change. 8. An average employee needs formal direction. Assumptions of Theory Y 1. Employees can perceive their job as relaxing and normal. They exercise their physical and mental efforts in an inherent manner in their jobs. 2. Employees may not require only threat, external control and coercion to work, but they can use self-direction and self-control if they are dedicated and sincere to achieve the organizational objectives. 3. If the job is rewarding and satisfying, then it will result in employees loyalty and commitment to organization. 4. An average employee can learn to admit and recognize the responsibility. In fact, he can even learn to obtain responsibility. 5. The employees have skills and capabilities. Their logical capabilities should be fully utilized. In other words, the creativity, resourcefulness and innovative potentiality of the employees can be utilized to solve organizational problems. 6. Thus, we can say that Theory X presents a pessimistic view of employees nature and behaviour at work, while Theory Y presents an optimistic view of the employees nature and behaviour at work. If correlate it with Maslows theory, we can say that Theory X is based on the assumption that the employees emphasize on the physiological needs and the safety needs; while Theory X is based on the assumption that the social needs, esteem needs and the self-actualization needs dominate the employees. 7. McGregor views Theory Y to be more valid and reasonable than Theory X. Thus, he encouraged cordial team relations, responsible and stimulating jobs, and participation of all in decision-making process.

Implications of Theory X and Theory Y : Quite a few organizations use Theory X today. Theory X encourages use of tight control and supervision. It implies that employees are reluctant to organizational changes. Thus, it does not encourage innovation. Many organizations are using Theory Y techniques. Theory Y implies that the managers should create and encourage a work environment which provides opportunities to employees to take initiative and self-direction. Employees should be given opportunities to contribute to organizational well-being. Theory Y encourages decentralization of authority, teamwork and participative decision making in an organization. Theory Y searches and discovers the ways in which an employee can make significant contributions in an organization. It harmonizes and matches employees needs and aspirations with organizational needs and aspirations.

Ans .5) Definition of Personality:The term personality has been defined differently by different psychologists. According to Morton Prince. 'Personality is the sum total of all the biological innate dispositions, impulses, tendencies, aptitudes and instincts of the individual and the acquired disposition and tendencies". Floyed Allport says 'personality traits may be considered as so many important dimensions in which people may be found to differ."

The important factors in which the origin of personality lies:(I) Heredity: It provides the child with certain endowments to? With- Hereditary factors may be summed as constitutional biological and physiological factors: Constitutional Factors: The constitution of an individual is an effective factor in determining the type of his Personality. There can be 3 bodily types of personality- (1) short and stout, (2) tall and thin, (3) muscular and well Proportioned. We are always impressed by an individual who has a muscular and a well proportioned body. Height, Weight, physical defects, health and strength affect Personality. 2. Biological Factors: The working of the nervous system, glands and blood chemistry determines our characteristics and habitual modes of behaviour. These factors form the biological basis of our personality. 3. Intelligence: Intelligence is mainly hereditary. Persons who are very intelligent can make better adjustment in home, school and society than those who are less intelligent. 4. Sex Differences: Sex differences play a vital role in the development of personality of individual. Boys are generally more assertive and vigorous. They prefer adventures. Girls are quieter and more injured by personal, emotional and social problems. 5. Nervous System: Development of personality is influenced by the nature of nervous system. (II) Environment:The sociologists emphasize that the personality of the individual develops in a social environment. It is in the social environment, that he comes to have moral ideas, social attitudes and interests. This enables him to develop a social 'self which is another term for personality.

The important aspects of the environment are as follows: (1) Physical Environment:It includes the influence of climatic conditions of a particular area or country on man and his living. (2) Social Environment: The child has his birth in the society. He learns and lives there. Hence, the social environment has an important say in the personality development of the child. (3) Family Environment: Family is the cradle of all social virtues. The first environment, the child moves in, is his home. Here the child comes in contact with his parents and other family member his likes, dislikes, stereotypes about people, expectancies of security and emotional responses all are shaped in early childhood. The type of training and early childhood experiences received from the family play an important role in the development of personality. (4) Cultural Environment: The cultural environment refers to certain cultural traditions, ideals, and values etc., which are accepted in a particular society. All these factors leave a permanent impression on the child's personality. (5) School Environment: Schools play an important role in molding the personality of the children because a significant part of a child's life is spent in school between the ages of 6 and 20 years. In the school, the teacher substitutes the parents. In addition to the above there are many other social factors which influence the development of personality of a child which are as follows:(a) Language; Human beings have a distinctive characteristic of communication through language. Language is an important vehicle by which the society is structured and culture of the race transmitted from generation to generation. (b) Social Role: The child has to play several roles like son, brother student, officer, husband, father, etc., throughout his life at rent stages of his development. Social roles may be described as process by which the co-operative behaviour and communications among the society members are facilitated. (c) Self Concept: Self concept influences our personality development in two ways-(1) If other people hold high positive "ergative enhances our self and (2) If others hold may us, it creates feelings of worthlessness and to self-defense or withdrawal from social situation. (d) Identification: Identification is an important mechanism by which we try to imitate the physical, social and mental characteristics of our model. It is a very important relationship with others. (e) Inter-personal Relations: Inter-personal relations among the members of a society are important means which help in the development of certain social personality characteristics like attraction towards others, concept of friendship, love, sympathy, hostility and also isolation which is a negative orientation. (Ill) Psychological Factors These include our motives, acquired interests, our attitudes, our will and character, our intellectual capacities such as intelligence i.e., the abilities to perceive, to observe, to imagine, to think and to reason These factors determine our reactions in various situations and thus affect our personality, growth and direction. An individual with a considerable amount of will power will be able to make decisions more quickly than others.

Ans.6) Motivation Theory Herzberg:Herzberg two factor theory Herzberg's Two Factor Theory is a "content theory" of motivation" (the other main one is Maslow's Hierarchy of Needs).Herzberg analysed the job attitudes of 200 accountants and engineers who were asked to recall when they had felt positive or negative at work and the reasons why. From this research, Herzberg suggested a two-step approach to understanding employee motivation and satisfaction:

a. b. c. d. e. f.

Hygiene Factors: Hygiene factors are based on the need to for a business to avoid unpleasantness at work. If these factors are considered inadequate by employees, then they can cause dissatisfaction with work. Hygiene factors include: Company policy and administration Wages, salaries and other financial remuneration Quality of supervision Quality of inter-personal relations Working conditions Feelings of job security

Motivator Factors: Motivator factors are based on an individual's need for personal growth. When they exist, motivator factors actively create job satisfaction. If they are effective, then they can motivate an individual to achieve above-average performance and effort.

a. b. c. d. e. f.

Motivator factors include: Status Opportunity for advancement Gaining recognition Responsibility Challenging / stimulating work Sense of personal achievement & personal growth in a job There is some similarity between Herzberg's and Maslow's models. They both suggest that needs have to be satisfied for the employee to be motivated. However, Herzberg argues that only the higher levels of the Maslow Hierarchy (e.g. self-actualisation, esteem needs) act as a motivator. The remaining needs can only cause dissatisfaction if not addressed.