Q1 explain organizational behavior and why it is important

Organizational Behavior has included two terms in it. Therefore, these two
terms should be detailed first before diving into the title in question.
Organization: It is a group of people who are collected to work for a common
goal with collective efforts. Organization works through two concepts i.e
coordination and delegation among its group members. Delegation is
necessary to allocate group members with equal work according to their
capability, and coordination is required to achieve organizational goal with
precision.
Behavior: It is a verbal or physical response shown by a person as a
consequence of the impact of his/her surroundings. Individual Behavior varies
in accordance with their mental reactivity to particular circumstances because
of their deeply imbibed morals and value system.
Organizational Behavior: Organizational Behavior is the observation of
individual and/or group Behavior in response to the other individuals or group
as a whole. It studies Behavior of people or group to know their attitude
towards particular circumstances.
Importance of Organizational Behavior:
It builds better relationship by achieving peoples, organizational, and social
objectives.
It covers a wide array of human resource like behavior, training and
development, change management, leadership, teams etc.
It brings coordination which is the essence of management.
It improves goodwill of the organization.
It helps to achieve objectives quickly.
It makes optimum utilization of resources.
It facilitates motivation.
It leads to higher efficiency.
It improves relations in the organization.
It is multidisciplinary, in the sense that applies different techniques, methods,
and theories to evaluate the performances.
Q2. briefly discuss subjects contributing organizational behavior
Organizational behaviour is an applied behavioural science that is built upon
contributions from a number of behavioural disciplines. The predominant areas
are psychology, sociology, social psychology, anthropology, and political
science
Psychology


Psychology is the science that seeks to measure, explain, and
sometimes change the behaviour of humans and other animals.

To use psychological and organizational theory and research to improve

organizational effectiveness and the work life of all individuals.

psychologists concern themselves with studying and attempting to

understand individual behaviour

learning, perception, personality, emotions, training, leadership

effectiveness, needs and motivational forces, job satisfaction, decision-making
process, performance appraisals, attitude measurement, employee selection
techniques, work design and job stress
Sociology

Sociologists study the social system in which individuals fill their roles

Sociology studies people in relation to their fellow human beings to

improve organizational performance.

Study of group behaviour in organisations, group dynamics, design of

work teams, organisational culture, formal organisational theory and structure,
organisational technology, communications, power and conflict
Social psychology

An area within psychology that blends concepts from psychology and

sociology and that focuses on the influence of people on one another.

Major area: change how to implement it and how to reduce barriers to

its acceptance

Study areas: measuring, understanding and changing attitudes,

communication patters, building trust, the ways in which group activities can
satisfy individual needs, group decision-making processes
Anthropology

The study of societies to learn about human beings and their activities.

Study on culture and environment has helped us understand differences

in fundamental values, attitudes, and behaviour between people in different
countries and within different organisations
Political science

The study of the behaviour of individuals and groups within a political

environment

Study areas: structuring of conflicts, allocations of power, how people

manipulate power for individual self-interest
Q3/4. briefly discuss the challenges and opportunities for
organizational behaviour (3/4 r same learn whichever points u prefer)

1. The creation of a global village The world has truly become global village. As
multinational companies develop operations world wide, as workers chase job
opportunities across national borders, managers have to become capable of
working with people from different cultures.
2. Workforce diversity Workforce diversity addresses differences among people
within given countries. It means that Organizations are becoming more
heterogeneous in terms of gender, race and ethnicity. When diversity is not
managed properly, there is potential for higher turnover, more difficult
communication and more interpersonal conflicts. So workforce diversity has
important implications for management practice.
3. Improving quality and productivity Toward Improving quality and
productivity, managers are implementing programs such as TQM (Total Quality
Management) and Reengineering programs that require extensive employee
involvement. The Organizational behavior offers important insights into helping
managers work through those programs.
4. Improving people skills Organizational behavior represents relevant
concepts and theories that can help a manager to predict and explain the
behavior of people at work. In addition, it also provides insights into specific
people skills that can be used on the job. Organizational Behavior also helps at
improving a manager's interpersonal skills.
5. Management control to empowerment In the 1980s, managers were
encouraged to get their employees to participate in work related decisions. But
now managers are going considerably further by allowing employees full
control of their work. In so doing, managers have to learn how to give up
control and employees have to learn how to take responsibility for their work
and make appropriate decisions.
6. Stability and flexibility Now days, change is an ongoing activity for most
managers. The study of Organizational behavior can provide important insights
into helping a manager better understand a work world of continual change
and how to overcome resistance to change . So today's managers and
employees must learn to cope with temporariness.
7. Improving ethical behavior Today's manager needs to create an ethically
healthy climate for his or her employees where they can do their work
productively and confront a minimal degree of ambiguity regarding what
constitutes right and wrong behavior.
Improving People Skills:
Technological changes, structural changes, environmental changes are
accelerated at a faster rate in business field. Unless employees and executives
are equipped to possess the required skills to adapt those changes, the
achievement of the targeted goals cannot be achieved in time. There two
different categories of skills managerial skills and technical skills. Some of the
managerial skills include listening skills, motivating skills, planning and
organizing skills, leading skills, problem solving skill, decision making skills etc.

These skills can be enhanced by organizing a series of training and

development programmes, career development programmes, induction and
socialization etc.

Improving Quality and Productivity:

Quality is the extent to which the customers or users believe the product or
service surpasses their needs and expectations. For example, a customer who
purchases an automobile has certain expectation, one of which is that the
automobile engine will start when it is turned on. If the engine fails to start, the
customers expectations will not have been met and the customer will perceive
the quality of the car as poor. Deming defined quality as a predictable degree
of uniformity and dependability, at low cost and suited to the market. Juran
defined it as fitness for use. The key dimensions of quality as follows.
Performance: Primary operating characteristics of a product such as signal
coverage, audio quality, display quality etc.
Features: Secondary characteristics, added features, such as calculators, and
alarm clock features in hand phone
Conformance: Meeting specifications or industry standards, workmanship of the
degree to which a products design or operating characteristics match
preestablished standards
Reliability: The probability of a products failing within t a specified period of
time
Durability: It is a measure of products life having both economic and technical
dimension
Services: Resolution of problem and complaints, ease of repair
Response: Human to human interface, such as the courtesy of the dealer
Aesthetics: Sensory characteristics such exterior finish
Reputations: Past performance and other intangibles, such as being ranked
first.
Total Quality Management (TQM): It is a philosophy of management that is
driven by the constant attainment of customer satisfaction through the
continuous improvement of all organizational process. The component of TQM
are (a) intense focus of the customer
(b) concern for continual improvement (c) improvement in the quality of
everything the organization does (d) accurate measurement and (e)
empowerment of employees.

Reengineering: This refers to discrete initiatives that are intended to achieve

radically redesigned and improved work process in a bounded time frame.
Business Process Reengineering employees a structural methodology that
reduces work process to their essential composite activist and provides cost
performance matrices to facilitate a business case for dramatic improvements.
Both functional and cross-functional processes are evaluated through workflow
analysis and activity based costing. In many cases, the application of new
technology and industries best practices will enable quantum improvement in
an organizations cost and performance.
Managing Workforce Diversity:
This refers to employing different categories of employees who are
heterogeneous in terms of gender, race, ethnicity, relation, community,
physically disadvantaged, homosexuals, elderly people etc. The primary reason
to employ heterogeneous category of employees is to tap the talents and
potentialities, harnessing the innovativeness, obtaining synergetic effect
among the divorce workforce. In general, employees wanted to retain their
individual and cultural identity, values and life styles even though they are
working in the same organization with common rules and regulations. The
major challenge for organizations is to become more accommodating to
diverse groups of people by addressing their different life styles, family needs
and work styles.
Responding to Globalization:
Todays business is mostly market driven; wherever the demands exist
irrespective of distance, locations, climatic conditions, the business operations
are expanded to gain their market share and to remain in the top rank etc.
Business operations are no longer restricted to a particular locality or region.
Companys products or services are spreading across the nations using mass
communication, internet, faster transportation etc. An Australian wine producer
now sells more wine through the Internet than through outlets across the
country. More than 95% of Nokia hand phones are being sold outside of their
home country Finland. Japanese cars are being sold in different parts of globe.
Sri Lankan tea is exported to many cities across the globe. Executives of
Multinational Corporation are very mobile and move from one subsidiary to
another more frequently.
Empowering People
The main issue is delegating more power and responsibility to the lower level
cadre of employees and assigning more freedom to make choices about their
schedules, operations, procedures and the method of solving their work-related
problems. Encouraging the employees to participate in work related decision
will sizably enhance their commitment at work. Empowerment is defined as
putting employees in charge of what they do by eliciting some sort of
ownership in them. Managers are doing considerably further by allowing
employees full control of their work. An increasing number of organizations are
using self-managed teams, where workers operate largely without boss. Due to
the implementation of empowerment concepts across all the levels, the
relationship between managers and the employees is reshaped. Managers will

act as coaches, advisors, sponsors, facilitators and help their subordinates to

do their task with minimal guidance.
Implications for Manager: The executive must learn to delegate their tasks to
the subordinates and make them more responsible in their work. And in so
doing, managers have to learn how to give up control and employees have to
learn how to take responsibility for their work and make appropriate decision. If
all the employees are empowered, it drastically changes the type of leadership
styles, power relationships, the way work is designed and the way
organizations are structured.
Coping with Temporariness
In recent times, the Product life cycles are slimming, the methods of operations
are improving, and fashions are changing very fast. In those days, the
managers needed to introduce major change programs once or twice a decade.
Today, change is an ongoing activity for most managers. The concept of
continuous improvement implies constant change. In yester years, there used
to be a long period of stability and occasionally interrupted by short period of
change, but at present the change process is an ongoing activity due to
competitiveness in developing new products and services with better features.
Everyone in the organization faces today is one of permanent temporariness.
The actual jobs that workers perform are in a permanent state of flux. So,
workers need to continually update their knowledge and skills to perform new
job requirements.
Implications for Manager: Managers and employees must learn to cope with
temporariness. They have to learn to live with flexibility, spontaneity, and
unpredictability. The knowledge of Organizational Behavior will help understand
better the current state of a work world of continual change, the methods of
overcoming resistance to change process, the ways of creating a better
organizational culture that facilitates change process etc.
Stimulating Innovation and Change
Todays successful organizations must foster innovation and be proficient in the
art of change; otherwise they will become candidates for extinction in due
course of time and vanished from their field of business. Victory will go to those
organizations that maintain flexibility, continually improve their quality, and
beat the competition to the market place with a constant stream of innovative
products and services. For example, Compaq succeeded by creating more
powerful personal computers for the same or less money than IBNM or Apple,
and by putting their products to market quicker than the bigger competitors.
Amazon.com is putting a lot of independent bookstores out of business as it
proves you can successfully sell books from an Internet website.
Implications for Managers: Some of the basic functions of business are being
displaced due to the advent of a new systems and procedures. For example
books are being sold only through internet. Internet selling an organizations
employees can be the impetus for innovation and change; otherwise they can
be a major hindrance. The challenge for managers is to stimulate employee
creativity and tolerance for change.
Q5. explain term values and values systems in context of organization

What Are Values?

Values are different for each person. While one person might value honesty,
another might value wealth. You see, values have been defined as ideals or
beliefs that a person holds desirable or undesirable. The variability in that
statement is, first, what a person could value, and second, the degree to which
they value it. A person can value honesty and wealth but not to the same
degree. For example, a person might have to let their values towards honesty
slip a little when it involves increasing their wealth.
A value system is the network of organizations and the value producing
activities involved in the production and delivery of an offering. A hierarchy
of values that all moral agents possess, demonstrated by their choices. Most
people's value systems differ, making the imposition of a singular value
system by the state a source of constant social warfare. This is an
individualistic concept. One's value system is molded by one's virtues or vices.
The Importance of Values
Values are part of the makeup of a person. They remind us as to what is
important in our lives, such as success or family, but also, by the virtue of their
presence, they provide contrast to what is not important. For example, if family
is important, then potentially, achievement in a high-powered job is not
important. Since you value family, it would be hard to value a high-powered job
that might take you away from your family. Thus, all values exist in a balance
within us.
That is not to say that, over time, values cannot change. As we grow and
change as individuals, we will begin to value different aspects of life. If we
value family when we are younger, as our children get older, we might start to
value success in business more than family so we can pay for things like
college, cars, etc.
Regardless of what we value or why, the importance of values cannot be
ignored. They are the guideposts of our lives, and they direct us to who we
want to be. By doing that, they help us become who we are and are a huge
part of our makeup, ethical compass, and, ultimately, personality.
Q6. what is the importance of values in organizational behavior
For humans, some things have always been more important than others. That
is why we value people, ideas, activities and objects according to their
significance in our life.
However, the criteria used to give value to those elements have varied
throughout history, and depend on the values each person assumes.
Values allow the members of an organization to interact harmoniously. Values
affect their formation and development as individuals, and make it easier to
reach goals that would be impossible to achieve individually.
For the well-being of a community, it is necessary to have shared rules that
guide the behavior of its members, otherwise the community will not function
satisfactorily for the majority.

When families, schools, companies, and society in general function poorly,

many times it is due to a lack of shared values, which is reflected in a lack of
consistency between what is said and what is done.
For example, it is difficult to teach our children tolerance if our leaders and
rulers constantly insult those with whom they disagree.
By the same token, its difficult to promote respect if teachers, professors,
bosses, or parents, when faced with complex situations, defend their decisions
by saying, Here you do what I say or, Things are like that because I say so.
In practical terms, a community is unlikely to function well, much less perfectly,
if its members dont share certain principles that permanently guide the way
they relate to each other, in good times and in bad times.
The word community means couples, families, the workplace, the classroom,
the neighborhood, the city, the country, and any other place where people
interact. If we dont share their values, we will neither feel at ease nor function
properly in that community, and well feel little satisfaction in being a part of it.
In a companys organizational culture values are the foundation of employee
attitudes, motivations and expectations. Values define their behavior.
If values dont have the same meaning for all employees, their daily work will
be more difficult and cumbersome. The work environment becomes tense,
people feel that they are not all moving in the same direction, and clients pay
the consequences.
Being a pillar of a company, values not only need to be defined, they must also
be maintained, promoted and disseminated. Only then will workers have a
better chance of understanding and using them in their daily activities.
Q7. difference between terminal values and instrumental values
Instrumental Values are core values, permanent in nature, comprise personal
characteristics and character traits.
Instrumental Values refer to preferable modes of behaviour and include values
like honesty, sincerity, ambition, independence, obedience, imaginativeness,
courageousness, competitiveness, and also some negative traits too.
Organisations also have Instrumental Values (which can be ascertained from
the organizational culture) and these are permanent in nature and difficult to
change.
For example, the instrumental values of a PSU will differ from that of an MNC
though both may be in the same business.
Instrumental Values are difficult to change.
TERMINAL VALUES

In our personal lives, Terminal Values are those things that we can work
towards or we think are most important and we feel are most desirable
terminal values are desirable states of existence.
Terminal Values include things like happiness, self respect, family security,
recognition, freedom, inner harmony, comfortable life, professional excellence,
etc
In a nutshell, Terminal Values signify the objectives of the life of a person the
ultimate things the person wants to achieve through his or her behaviour (the
destination he wants to reach in life) whereas Instrumental Values indicate
the methods an individual would like to adopt for achieving his lifes aim (the
path he would like to take to reach his destination).
This applies to organisations as well, and organizations too exhibit Terminal
Values. However, Terminal Values can be changed and this can be seen when
there is a change of top management or CEO.
Q8. Explain power distance as dimension of culture
Definition of Power Distance
Power distance is a term that describes how people belonging to a specific
culture view power relationships - superior/subordinate relationships - between
people, including the degree that people not in power accept that power is
spread unequally.
Individuals in cultures demonstrating a high power distance are very
deferential to figures of authority and generally accept an unequal distribution
of power, while individuals in cultures demonstrating a low power
distance readily question authority and expect to participate in decisions that
affect them.
Power distance is one of the dimensions of Geert Hofstede's cultural
dimensions theory. The other dimensions include individualism, masculinity,
uncertainty avoidance index, and long-term orientation.
Cultural Differences - The Power Distance Relationship
The final in our series on cross-cultural communication issues looks at the
concept of 'power distance'. Power distance refers to the way in which power is
distributed and the extent to which the less powerful accept that power is
distributed unequally. Put simply, people in some cultures accept a higher
degree of unequally distributed power than do people in other cultures. When
in a high power distance culture the relationship between bosses and
subordinates is one of dependence. When in a low power distance society the
relationship between bosses and subordiantes is one of interdependence.
Australia, for example, is a low power distance country while Asian countries
such as Hong Kong are at the high power distance side of the spectrum. People
in high distance countries tend to believe that power and authority are facts of
life. Both consciously and unconsciously, these cultures teach their members
that people are not equal in this world and that everybody has a rightful place,
which is clearly marked by countless vertical arrangements. Social hierarchy is

prevalent and institutionalises that inequality. Leaders are therefore expected

to resolve disputes as well as make all the difficult decisions. Subordinates will
simply comply with their leader rather than challenge him or her or try to arrive
at their own solutions in dealing with conflict. They seldom challenge their
leaders power.
On the other hand, in lower power distance countries there is a preference for
consultation and subordinates will quite readily approach and contradict their
bosses. The parties will openly work towards resolving any dispute by stating
their own points of view. If they cannot come to a satisfactory conclusion, they
may choose to involve a mediator. Leaders actually encourage independent
thought and contributions to problem solving and expect (within reason) to be
challenged.
The bottom line is that if you are coming from a low power distance culture and
having to deal with someone in a high power distance culture nothing is going
to happen without the boss's say so... so make sure you are talking to the right
person or recognise that the channels that your proposal is going to go through
may take a lot longer than you originally anticipated.
Power distance index (PDI): The power distance index is defined as the extent
to which the less powerful members of organizations and institutions (like the
family) accept and expect that power is distributed unequally. In this
dimension, inequality and power is perceived from the followers, or the lower
level. A higher degree of the Index indicates that hierarchy is clearly
established and executed in society, without doubt or reason. A lower degree of
the Index signifies that people question authority and attempt to distribute
power.
Q9. What is attitude? constituents of Attitude
What is attitude?
Attitude can be described as a tendency to react positively or negatively to a
person or circumstances. Thus the two main elements of attitude are this
tendency or predisposition and the direction of this predisposition. It has been
defined as a mental state of readiness, organize to through experience which
exerts a directive or dynamic influence on the responses on a individual to all
objects and situations with which the individual is related. The encyclopedia of
social sciences described attitude as a comparatively enduring organization of
interrelated beliefs which describe and evaluate the action with respect to an
object or a situation, with each belief having cognitive effect and behavioral
components. Each of these beliefs is a predisposition that results in some
preferential response towards the object or the situation. The concept of an
attitude originated in the United States of America.
What are the constituents of Attitude?
Experts has pointed out three basic components of attitude. These are :
(i) Emotional : Emotional components include the feelings of a person about
and object. These feeling could be positive, negative or neutral. While
customer service representative displays positive feelings, a police officer or a
bill collector would exhibit negative feelings. Similarly while discharging
administrative duties public servants are required to show neutral feelings.

(ii) Informational : The beliefs and information that the individual has about the
object are the informational component of attitude. Here it makes little
difference if the information is correct or incorrect.
(iii) Behavioral : This components of attitude consist of a tendency of an
individual to behave in a particular way towards and object. Only this
components of attitude is visible as the other two can only be inferred.
Q10. how satisfied employees increase customers satisfaction
Satisfied employees help produce satisfied customers. Satisfied employees are
likely to assist customers with a more pleasant demeanor and a higher level
of customer service. This creates a more satisfying customer experience,
increases customer loyalty, and ultimately drives increased profitability.
Conversely, low employee satisfaction and overall low employee morale
can negatively effect company operations greatly, causing dissatisfied
customers and hurt profitability.
Any business, including your business, needs to focus efforts on frontline service staff those employees that have direct, daily contact with
customers. The connection between front-line employees and
customers should be at the center of management attention. Managers need to
take into consideration the additional factors that yield profitability at every
level in the organization, including: investment in good, quality workers;
technology that supports front-line employees; concrete recruiting and training
practices; and compensation linked to employee performance.
When you provide employees with the tools and skills they need, employee
satisfaction rises as does the ability to service customers better. Employee
satisfaction raises employee productivity, and higher productivity means
greater service and value to your customers. This value leads
to increased customer satisfaction and loyalty, which promotes profitability and
continued success.
There is a growing number of companies that place employees and customers
at the forefront of the business. These companies understand that satisfied
employees are more likely to go the extra mile to service a customer. If your
employees feel appreciated and valued, they will likely be more pleasant and
show a greater willingness to assist each customer and ensure each customer
interaction is handled in accordance with the high standards set forth by your
company.
Q11. motivation in context of organisational behaviour
Motivation is the word derived from the word 'motive' which means needs,
desires, wants or drives within the individuals. It is the process of stimulating
people to actions to accomplish the goals. In the work goal context the
psychological factors stimulating the people's behaviour can be - desire for
money. success.
1. High Efficiency:
A good motivational system releases the immense untapped reservoirs of
physical and mental capabilities. A number of studies have shown that

motivation plays a crucial role in determining the level of performance. Poorly

motivated people can nullify the soundest organisation. said Allen.
By satisfying human needs motivation helps in increasing productivity. Better
utilisation of resources lowers cost of operations. Motivation is always goal
directed. Therefore, higher the level of motivation, greater is the degree of goal
accomplishment.
2. Better Image:
A firm that provides opportunities for financial and personal advancement has
a better image in the employment market. People prefer to work for an
enterprise because of opportunity for development, and sympathetic outlook.
This helps in attracting qualified personnel and simplifies the staffing function.
3. Facilitates Change:
Effective motivation helps to overcome resistance to change and negative
attitude on the part of employees like restriction of output. Satisfied workers
take interest in new organisational goals and are more receptive to changes
that management wants to introduce in order to improve efficiency of
operations.
4. Human Relations:
Effective motivation creates job satisfaction which results in cordial relations
between employer and employees. Industrial disputes, labour absenteeism and
turnover are reduced with consequent benefits. Motivation helps to solve the
central problem of management, i.e., effective use of human resources.
Without motivation the workers may not put their best efforts and may seek
satisfaction of their needs outside the organisation.
The success of any organisation depends upon the optimum utilisation of
resources. The utilisation of physical resources depends upon the ability to
work and the willingness to work of the employees. In practice, ability is not the
problem but necessary will to work is lacking. Motivation is the main tool for
building such a will. It is for this reason that Rensis Likert said, Motivation is
the core of management. It is the key to management in action.
1. Motivation is a personal and internal feeling:
Motivation is a psychological phenomenon which generates within an
individual.
2. Motivation is need based:
If there are no needs of an individual, the process of motivation fails. It is a
behavioural concept that directs human behaviour towards certain goals.
3. Motivation is a continuous process:
Because human wants are unlimited, therefore motivation is an ongoing
process.
4. Motivation may be positive or negative:

A positive motivation promotes incentives to people while a negative

motivation threatens the enforcement of disincentives.
5. Motivation is a planned process:
People differ in their approach, to respond to the process of motivation; as no
two individuals could be motivated in an exactly similar manner. Accordingly,
motivation is a psychological concept and a complex process.
Q12. discuss maslow theory hierarchy of needs
If motivation is driven by the existence of unsatisfied needs, then it is
worthwhile for a manager to understand which needs are the more important
for individual employees. In this regard, Abraham Maslow developed a model in
which basic, lowlevel needs such as physiological requirements and safety
must be satisfied before higherlevel needs such as selffulfillment are pursued.
In this hierarchical model, when a need is mostly satisfied it no longer
motivates and the next higher need takes its place. Maslow's hierarchy of
needs is shown in the following diagram:

Physiological Needs
Physiological needs are those required to sustain life, such as: air water
nourishment sleep According to Maslow's theory, if such needs are not satisfied
then one's motivation will arise from the quest to satisfy them. Higher needs
such as social needs and esteem are not felt until one has met the needs basic
to one's bodily functioning.
Safety
Once physiological needs are met, one's attention turns to safety and security
in order to be free from the threat of physical and emotional harm. Such needs
might be fulfilled by:
Living in a safe area Medical insurance Job security Financial reserves
According to Maslow's hierarchy, if a person feels that he or she is in harm's wa
y, higher needs will not receive much attention.
Social Needs
Once a person has met the lower level physiological and safety needs, higher l
evel

needs become important, the first of which are social needs. Social needs are t
hose related to interaction with other people and may include:
Need for friends Need for belonging Need to give and receive love
Esteem
Once a person feels a sense of "belonging", the need to feel important arises.
Esteem needs may be classified as internal or external. Internal esteem needs
are those related to selfesteem such as self respect and achievement. External esteem
needs are those such as social status and recognition. Some esteem needs are:
Selfrespect Achievement Attention Recognition Reputation
Maslow later refined his model to include a level between esteem needs and se
lf actualization: the need for knowledge and aesthetics.
SelfActualization
Selfactualization is the summit of Maslow's hierarchy of needs. It is the quest of
reaching one's full potential as a person. Unlike lower level needs, this need is
never fully satisfied as one grows psychologically there are always new
opportunities to continue to grow.
Selfactualized people tend to have needs such as:
Truth Justice Wisdom Meaning
Selfactualized persons have frequent occurrences of peak experiences, which a
re
energized moments of profound happiness and harmony. According to Maslow,
only a small percentage of the population reaches the level of selfactualization.
Implications for Management
If Maslow's theory holds, there are some important implications for manageme
nt.
There are opportunities to motivate employees through management style, job
design, company events, and compensation packages, some examples of whic
h follow:
Physiological needs: Provide lunch breaks, rest breaks, and wages that are
sufficient to purchase the essentials of life.
Safety Needs: Provide a safe working environment, retirement benefits, and
job security.
Social Needs: Create a sense of community via teambased projects and
social events.
Esteem Needs: Recognize achievements to make employees feel appreciated
and valued. Offer job titles that convey the importance of the position.
SelfActualization: Provide employees a challenge and the opportunity to
reach their full career potential.

However, not all people are driven by the same needs at any time different pe
ople
may be motivated by entirely different factors. It is important to understand the
needs being pursued by each employee. To motivate an employee, the manage
r
must be able to recognize the needs level at which the employee is operating,
and use those needs as levers of motivation.
Q13. discuss theory x and theory y of motivation
Assumptions of Theory X
An average employee intrinsically does not like work and tries to escape it
whenever possible.
Since the employee does not want to work, he must be persuaded, compelled,
or warned with punishment so as to achieve organizational goals. A close
supervision is required on part of managers. The managers adopt a more
dictatorial style.
Many employees rank job security on top, and they have little or no aspiration/
ambition.
Employees generally dislike responsibilities.
Employees resist change.
An average employee needs formal direction.
With Theory X assumptions, management's role is to coerce and control
employees.
People have an inherent dislike for work and will avoid it whenever possible.
People must be coerced, controlled, directed, or threatened with punishment in
order to get them to achieve the organizational objectives.
People prefer to be directed, do not want responsibility, and have little or no
ambition.
People seek security above all else.
Assumptions of Theory Y
Employees can perceive their job as relaxing and normal. They exercise their
physical and mental efforts in an inherent manner in their jobs.
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.
If the job is rewarding and satisfying, then it will result in employees loyalty
and commitment to organization.
An average employee can learn to admit and recognize the responsibility. In
fact, he can even learn to obtain responsibility.

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.
With Theory Y assumptions, management's role is to develop the
potential in employees and help them to release that potential towards
common goals.
Work is as natural as play and rest.
People will exercise self-direction if they are committed to the objectives (they
are NOT lazy).
Commitment to objectives is a function of the rewards associated with their
achievement.
People learn to accept and seek responsibility.
Creativity, ingenuity, and imagination are widely distributed among the
population. People are capable of using these abilities to solve an
organizational problem.
People have potential.
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 selfactualization needs dominate the employees.
Q14. discuss theory of Herzberg
Hygiene factors- Hygiene factors are those job factors which are essential for
existence of motivation at workplace. These do not lead to positive satisfaction
for long-term. But if these factors are absent / if these factors are non-existant
at workplace, then they lead to dissatisfaction. In other words, hygiene factors
are those factors which when adequate/reasonable in a job, pacify the
employees and do not make them dissatisfied. These factors are extrinsic to
work. Hygiene factors are also called as dissatisfiers or maintenance factors as
they are required to avoid dissatisfaction. These factors describe the job
environment/scenario. The hygiene factors symbolized the physiological needs
which the individuals wanted and expected to be fulfilled. Hygiene factors
include:
Pay - The pay or salary structure should be appropriate and reasonable. It must
be equal and competitive to those in the same industry in the same domain.
Company Policies and administrative policies - The company policies should not
be too rigid. They should be fair and clear. It should include flexible working
hours, dress code, breaks, vacation, etc.
Fringe benefits - The employees should be offered health care plans
(mediclaim), benefits for the family members, employee help programmes, etc.

Physical Working conditions - The working conditions should be safe, clean and
hygienic. The work equipments should be updated and well-maintained.
Status - The employees status within the organization should be familiar and
retained.
Interpersonal relations - The relationship of the employees with his peers,
superiors and subordinates should be appropriate and acceptable. There should
be no conflict or humiliation element present.
Job Security - The organization must provide job security to the employees.
Motivational factors- According to Herzberg, the hygiene factors cannot be
regarded as motivators. The motivational factors yield positive satisfaction.
These factors are inherent to work. These factors motivate the employees for a
superior performance. These factors are called satisfiers. These are factors
involved in performing the job. Employees find these factors intrinsically
rewarding. The motivators symbolized the psychological needs that were
perceived as an additional benefit. Motivational factors include:
Recognition - The employees should be praised and recognized for their
accomplishments by the managers.
Sense of achievement - The employees must have a sense of achievement.
This depends on the job. There must be a fruit of some sort in the job.
Growth and promotional opportunities - There must be growth and
advancement opportunities in an organization to motivate the employees to
perform well.
Responsibility - The employees must hold themselves responsible for the work.
The managers should give them ownership of the work. They should minimize
control but retain accountability.
Meaningfulness of the work - The work itself should be meaningful, interesting
and challenging for the employee to perform and to get motivated.
Q15. explain meaning of personality and personality traits
Personality is about our different ways of being human. How we are all
variations on the same themes. How the human nature we all share manifests
in different styles of thinking, feeling and acting.
Personality can be defined in different ways, depending on whether we focus
on the individual or on people in general.
If we focus on people in general, then we can define personality in terms
of individual differences that is, the range of different styles of thinking,
feeling and acting.
Just as human beings can differ a great deal in terms of their physical traits
(height, weight, hair, and so on), they also differ in terms of mental and
behavioural traits. For example, some people are
noticeably talkative and outgoing while others are
noticeably quiet and reserved. Such differences and variations are seen
everywhere throughout the human population.

If we focus on the personality of a specific individual, we can define it as that

persons particular set of enduring dispositions or long-term tendencies to
think, feel and act in particular ways.
Personality is not related to bodily structure alone. It includes both structure
and dynamics.
Personality is an indivisible unit.
Personality is neither good nor bad.
Every personality is unique
Personality refers to persistent qualities of the individual. It expresses
consistency and regularity.
Personality is acquired.
Personality is influenced by social interaction. It is defined in terms of behavior.
Personality traits are distinguishing qualities or characteristics that are the
embodiment of an individual's. They are your habitual patterns of behavior,
temperament and emotion. Skills, on the other hand, are the learned capacity
to carry out specific tasks.
Some personality traits are positive:
Being honest no matter what the consequences are is one personality trait
people should aspire to.
Having responsibility for all of your actions and being a little bit of a
perfectionism are also personality traits.
Adaptability and compatibility are great and can help you get along with
others.
Having the drive to keep going, and having compassion and understanding are
positive personality traits.
Patience is a virtue and also another trait.
Getting up the courage to do whats right in those tough situations and loyalty
to your friends and loved ones are also personality traits.

Q16. four characteristics of personality type by myers briggs

Extraversion and Introversion - The first pair of styles is concerned with the
direction of your energy. If you prefer to direct your energy to deal with people,
things, situations, or "the outer world", then your preference is for Extraversion.
If you prefer to direct your energy to deal with ideas, information, explanations
or beliefs, or "the inner world", then your preference is for Introversion.
Sensing and Intuition - The second pair concerns the type of information/things
that you process. If you prefer to deal with facts, what you know, to have
clarity, or to describe what you see, then your preference is for Sensing. If you

prefer to deal with ideas, look into the unknown, to generate new possibilities
or to anticipate what isn't obvious, then your preference is for Intuition. The
letter N is used for intuition because I has already been allocated to
Introversion.
Thinking and Feeling - The third pair reflects your style of decision-making. If
you prefer to decide on the basis of objective logic, using an analytic and
detached approach, then your preference is for Thinking. If you prefer to decide
using values - i.e. on the basis of what or who you believe is important - then
your preference is for Feeling.
Judgment and Perception - The final pair describes the type of lifestyle you
adopt. If you prefer your life to be planned, stable and organised then your
preference is for Judging (not to be confused with 'Judgmental', which is quite
different). If you prefer to go with the flow, to maintain flexibility and respond
to things as they arise, then your preference is for Perception.
Q17. big five model of personality dimensions
The Big Five personality dimensions provide a very broad overview of
someones personality. Of course, there is much more to personality than
someones scores on just these five dimensions.
Openness - People who like to learn new things and enjoy new experiences
usually score high in openness. Openness includes traits like being insightful
and imaginative and having a wide variety of interests.
Conscientiousness - People that have a high degree of conscientiousness are
reliable and prompt. Traits include being organized, methodic, and thorough.
Extraversion - Extraverts get their energy from interacting with others, while
introverts get their energy from within themselves. Extraversion includes the
traits of energetic, talkative, and assertive.
Agreeableness - These individuals are friendly, cooperative, and
compassionate. People with low agreeableness may be more distant. Traits
include being kind, affectionate, and sympathetic.
Neuroticism - Neuroticism is also sometimes called Emotional Stability. This
dimension relates to ones emotional stability and degree of negative emotions.
People that score high on neuroticism often experience emotional instability
and negative emotions. Traits include being moody and tense.
Extroversion : activity and energy level traits, sociability and emotional
expressiveness.
Agreeableness: altruism, trust, modesty, prosocial attitudes.
Conscientiousness : Impulse control, goal directed behavior.
Neuroticism : emotional stability, anxiety, sadness, and irritability
Openness: Breadth, Complexity, and depth of an individuals life.
Q18. personality attributes influencing organisational behaviour

1. Authoritarianism:
Authoritarianism as a concept was developed by the psychologist Adorno
during World War II to measure susceptibility to autocratic, fascistic or
antidemocratic appeals. After that the concept was extended to the human
personality. According to Adorno, This concept refers to a belief that there
should be status and power differences among people in organisations.
Authoritarians tend to place high moral value on their beliefs and are strongly
oriented towards conformity of rules and regulations. They naturally prefer
stable and structured work environments which are governed by clean rules
and procedures.
Further, they believe obedience and respect for authority and blind acceptance
of authority. These people are generally conservatives concerned with
toughness and power, are close minded and generally less educated. But
because of their belief in acceptance of authority they make good followers,
work better under directive supervision and are more productive within
authoritarian organisational structure.
2. Bureaucratic Personality:
The personality of a bureaucratic person is based upon respect for
organisational rules and regulations. He is different from an authoritarian
person in respect that his acceptance of authority is not total and blind. A
person who is bureaucratic in nature values subordination, conformity to rules,
impersonal and formal relationships. These people become better supervisors
when the type of work is routine, repetitive and proceduralised because these
people are not innovative, they do not like taking risks and feel more at ease in
following established directions.
3. Machiavellianism:
This personality trait of Machiavellianism also known as Mach is named after
Niccolo Machiavelli, who wrote in the 16th century on how to gain and use
power.
The characteristics of high MACH employers are as follows:
(i) A Mach man is pragmatic, maintains emotional distance and believes that
ends can justify means.
(ii) A high Mach man manipulates more, wins more, are persuaded less and
persuade others more than the low machs.
(iii) High Mach people flourish when they interact face to face with others
rather than indirectly.
(iv) These people are successful when the situation has a minimum number of
rules and regulations.
(v) High Mach man has high self confidence and high self esteem. They are
cool and calculating and have no hesitation using others or taking advantage of
others in order to serve their own goals.

(vi) They are not easily swayed by a sense of friendship, trust or loyalty. They
are specially successful in exploiting structured situations and vulnerable
people.
We cannot conclude that whether high machs make good employees or not.
The answer will depend upon the type of the job and whether moral and ethical
values are considered in evaluating the performance of a person.
4. Introversion and Extroversion:
These two terms are generally associated with the interpersonal behaviour of
an individual and his sociability. Extroverts are gregarious and sociable
individuals while introverts are shy, quiet and retiring. It has been observed
that introverts and extroverts people have different career orientations and
require different organisational environment to maximize performance.
Extroverts are more suitable for positions that require considerable interaction
with others that is why managerial positions are dominated by extroverts.
Thus, we can say that to be an extrovert is a managerial trait to be a successful
manager. On the other hand, introvert people are more inclined to excel at
tastes that require thought and analytical skill. An extreme introvert works best
alone in a quiet office without external interruption or influence.
5. Problem Solving Style:
Individuals have their own style of solving their problems and making their
decisions and this style of their affects their personality in certain ways. There
are four problem solving styles based upon Don Hellriegll, John W. Slocum and
Richard W. Woodman organisational behaviour.
These styles are:
(i) Sensation Feeling Style:
The people who have the sensation feeling style are dependable, friendly,
social and they approach facts with human concerns. These people are
pragmatic, methodical and like jobs which involve human contract and public
relations. Some suitable areas of jobs for these people are teaching, customer
relations, social workers and marketing.
(ii) Sensation Thinking Style:
People with sensation thinking style are practical, logical, decisive and sensitive
to details. These people prefer bureaucratic type organisations. They are not
highly suitable for jobs requiring interpersonal relations. But these people are
more skilled in technical jobs e.g. production, accounting, engineering and
computers.
(iii) Intuition Feeling style:
The persons with intuition feeling style are enthusiastic, people oriented,
charismatic and helpful. The professions which are suited to this style are
public relations, advertising, politics and personnel.
(iv) Intuition Thinking Style:

These people are very creative, energetic, ingenious and like jobs which are
challenging in terms of design and analysis such as system design, law,
research and development, top management and so on.
6. Achievement Orientation:
Achievement orientation or a high need to achieve is a personality trait which
varies among different types of people and can be used to predict certain
behaviour. The people with very high achievement orientation strive to do
things in a better way. They want to feel that their success or failure is due to
their own actions. These people do not like to perform easy tasks where there
is no challenge or tasks with very high amount of risk as the failure rate is
more.
These people like to do the acts with moderate difficulties, so that they can
have a sense of achievement also and on the other hand the failure rate is also
not very high. Or in other words, achievers will like to do the jobs where the
outcome is directly attributed to their efforts and chances of success are so-so.
The high achievers will do better in sports, management and sales where there
is moderate difficulty, rapid performance feedback and direct relationship
between effort and reward.
7. Locus of Control:
Locus of control refers to an individuals belief that events are either within
ones control (Internal Locus of Control) or are determined by forces beyond
ones control. Some people believe that they are the masters of their own fate.
Other people see themselves as pawns of fate, believing that whatever
happens to them in their lives is due to their luck or fate. The first type is
labeled as internals and the latter has been called externals. A PERSONS
PERCEPTION OF THE SOURCE OF HIS OR HER FATE IS TERMED LOCUS OF
CONTROL.
A large amount of research has consistently shown the following characteristics
of the internals and externals.
Internal Locus of Control:
(i) A person with a strong internal locus of control has more control over his
own behavior. He believes that he controls events concerning his own life and
his internal traits determine what happens in a given situation. He believes that
he is the master of his own density.
(ii) These people are more active in seeking more information to make
decisions. They are better at retaining the information and are less satisfied
with the amount of information they possess.
(iii) Internals are more active socially.
(iv) Internals prefer skill achievement outcomes.
(v) Internals are more likely to use personally persuasive rewards and power
bases and less likely to use coercion.

(vi) These people are more independent and less susceptible to influence of
others.
(vii) The internals prefer participative management.
(viii) Research has shown that internally oriented people hold jobs of higher
Status, advance more rapidly in their careers.
(ix) Internals take more responsibility for their health and have better health
habits. As a result their incidents of sickness and of absenteeism are lower.
External Locus of Control:
(i) People who rate high in externality are less satisfied with their jobs, have
higher absenteeism rates, are more alienated from the work setting and are
less involved on jobs than are internals. They generally prefer directive
management.
(ii) Unlike the internals, these people prefer chance oriented awards.
(iii) A person with a strong external locus of control feels that outside forces
are affecting the events in his life and he is at the mercy of destiny, chance or
other people. He believes that everything will happen by the will of God and
nothing or nobody can stop it. External locus of control refer
(iv) Unlike, the internals, the externals are more interested in job security and
not in advancement of careers.
(v) Whereas the internals prefer intrinsic rewards e.g. feeling of and he is at the
mercy of achievement, externals are more interested in extrinsic awards,
destiny, chance or other people. From the above mentioned traits of internals
and controls it can be concluded that internals would be better on sophisticated
tasks, which include most managerial and professional jobs or any other jobs
which require complex information processing and learning. In addition, they
are suited to jobs requiring initiative and independence of action. As against
this, externals would do well on jobs that are well structured and routine and in
which success depends heavily on coupling with the directions given by others.
8. Self Esteem:
Self Esteem refers to the feeling of like or dislike for oneself. Self Esteem is
the degree of respect a person has for himself. This trait varies from person to
person as people differ in the degree to which they like or dislike each other.
The research on self esteem offers some interesting insights into organisation
behaviour.
A few of the research findings about self esteem are:
(i) Self esteem is directly related to the expectations for success. High self
esteem people believe that they possess the ability they need to succeed at
work.
(ii) Individuals with high self esteem will take more risks in job selection. They
are more likely to choose unconventional jobs than people with low self
esteem.

(iii) People with low self esteem are more susceptible to external influence than
are those with high self esteems. Low esteems are dependent on the receipt of
positive evaluations from others. As a result they are more likely to seek
approval from others and more prone to conform to the beliefs and behaviours
of those they respect than are the high esteem.
(iv) In managerial positions, the low esteems tend to be concerned with
pleasing others and, therefore, less likely to take unpopular stands than are
high esteems.
(v) High esteems are more satisfied with their job than the low esteems.
(vi) High self esteem people are very friendly, affectionate, find it easy to form
interpersonal attachments and find good in other people. Low self esteem
people are usually critical of others, are generally depressed and blame others
for their own failures.
(vii) High esteem people are high performers while low esteem people
contribute to poor performance which in turn reinforces low self esteem.
9. Self Monitoring:
Self monitoring is a personality trait that measures an individuals ability to
adjust his or her behaviour to external situational factors. Self monitoring is a
personality trait which has recently received attention. The research on self
monitoring is in infancy, so predictions must be guarded.
However, prime evidence suggests the following points:
(i) As self monitoring refers to the individuals ability to adjust his or her
behaviour to external factors, individuals with high self monitoring can show
considerable adaptability in adjusting their behaviour to external, situational
factors.
(ii) High self monitors can behave differently in different situations. They are
capable of presenting striking contradictions between their public, personal and
private selves. Low self monitors cannot deviate their behaviour. They tend to
display their true dispositions and attitudes in every situation; hence, there is
high behavioural consistency between who they are and what they do.
(iii) The high self monitors tend to pay closer attention to the behaviour of
others and are more capable of conforming than are low self monitors.
(iv) We can also hypothesize that high self monitors will be more successful in
managerial positions where individuals are required to play multiple and even
contradictory roles. The high self monitor is capable of putting different faces
for different audiences.
10. Risk Taking:
The propensity of people to assume risks or avoid risks varies from person to
person depending upon the willingness of the people to take chances. This
human trait will affect the decision making capability of a manager. This
individual personality trait will determine how long will it take a person to take
a decision or how much information will be needed before he takes a decision.

Some people are very conscious in nature, while the others are impulsive. An
impulsive person is a high risk taking manager; he will make rapid decisions
and use less information in making their choices than a very conscious and low
risk taking manager. But the research shows that the decision accuracy is
generally the same in both the groups.
Research has concluded that managers in organisations are risk aversive, but
still there are individual differences on this point. Some jobs specifically
demand high risk taking persons e.g. the job of a broker in a brokerage firm.
Because in this job for effective performance rapid decisions are required. On
the other hand, some jobs are such where risk taking may prove a major
obstacle e.g. the job of an accountant who performs auditing activities. This job
should be filled by, someone, with low risk taking trait.
11. Type A and Type B Personality:
People who are impatient, aggressive and highly competitive are termed as
Type A personality. But those who are easy going, laid back and noncompetitive are termed as Type B personality. Type A people tend to be very
productive as they work very hard. Their negative side is that they are very
impatient, good team players, more irritable and have poor judgment. Type B
people do better on complex tasks involving judgment and accuracy rather
than speed and hard work.
Despite Type As hard work, the Type B people are the ones who appear to
make it to the top. Great sales persons are usually Type As while senior
executives are generally Type Bs. The reason is that promotions in corporate
and professional organisations usually go to those who are wise rather than to
those who are merely hasty, to those who are tactful, rather than to those who
are hostile and to those who are creative rather than to those who are merely
agile in competitive stride.
12. Myers-Briggs Type Indicator (MBTI):
The personality theory proposed by Carl Jung identified the way people
preferred to perceive their environment. Almost Twenty years later, Briggs and
Myers developed the Myers Briggs type indicator (MBTI) a personality test
that measured each of the traits in Carl Jungs model. MBTI is in-fact, one of the
most widely used personality tests. It is used by many organisations to select
people for a particular position.
It measures how people focus their attention (extrovert or introvert), collect
information (sensing or intuition), process the same (thinking or feeling) and
finally direct themselves to the other world (judging or perceiving) MBTI then
combines the four classifications into 16 personality types.
The alphabet (E) denotes extrovert, (I) stands for introvert, (S) for sensing, (N)
for institution, (T) for thinking, (F) is feeling, (J) judging and (P) perceiving. For
example if we say marketing people tend to be ESTJ, this means that they are
extrovert, sensing, thinking and judging types. MBTI as a test of personality
type is so popular, that many organisations encourage their employees to
reveal their four letter type so that others in the organisation can better
understand their personality.

From the above mentioned personality traits, it becomes very clear that
understanding of personality is of immense help in the selection of right lands
of people for different jobs. Analysis of an individuals personality wills reveals
his strong and weak points. A person may be unfit for one job but may be fit for
another because job requirements may be different, Understanding the
personality will also help in designing the training programmes for the
personnel in the organisation.
Personality helps the managers in understanding why do workers behave as
they do and what incentive schemes are to be designed to motivate the
workers. Further, personality has a great influence on work performance,
particularly, in a job with high human relations content, where most of the
working day is spent interacting with other people.
Personality is the major determinant of the person holding the key job. Each
mans personality reveals itself in the way he works with his superior, his
subordinates and other people. As a result, when one person on a job changes,
everyone has to adjust to a whole series of changes in the way the work is
accomplished. All this will affect the individual performance as well as the
organisational performance.
Probably the best statement on personality was made many years ago by
Kluckhohn and Murray who said that to some extent, a persons personality is
like all other people, like some other peoples and like no other peoples.