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Behavior
Assignment A
1. How can the field of OB contribute to the effective functioning of
organizations and the well-being of the individual?
A.1 OB is related to the individual behaviors in organizations, apart from group behaviors
and behaviors in organizations. An organization is as good as its working group. An
organization needs to grow continuously therefore, there is a need to keep its persons
rising through following procedures they are:
3. Building Positive Attitudes and Values: The building of positive attitude and values
plays significant role in the growth of individuals. Attitude can be defined as long-lasting
evaluation that represents an individual like or dislike for an item, group, or issues.
Positive attitudes form an important element in building effective relationships. Values
are the fundamental ideas that a definite form of way of survival is individual or social
and is preferable to an opposite or adverse form of performing the work. Values are the
base of attitudes and behavior, therefore it is important to discover values in OB.
6. Keeping Individuals and Teams Motivated and providing Job Satisfaction: Motivation
can be explained as the most important indescribable source of the organization.
Motivation is an indirect in-house procedure that activates, guides, and maintains
behavior over time. Job satisfaction is a universal approach towards ones job. It also
depends on the segregation between the amount of rewards workers receive and the
amount they believe they should be given.
4. Do you think when managers make decisions they follow the decision making steps as
has been conceptualized in the rational decision making model? Which steps are likely
to be overlooked or given inadequate attention? What can be the possible
consequences of overlooking any of the steps?
Problem clarity: The problem is clear and unambiguous. The decision maker is
assumed to have complete information regarding situation.
Known options: It is assumed the decision maker can identify all the relevant criteria
and can list all the viable alternatives. Furthermore, the decision maker is aware of all
possible consequences of each alternative.
Clear preferences: Rationality assumes that the criteria and alternatives can be ranked
and weighted to reflect their importance.
Constant preferences: It's assumed that the specific decision criteria are constant and
that the weights assigned to them are stable over time.
No time or cost constraints: The rational decision maker can obtain full information
about criteria and alternatives because it's assumed that there are no time or cost
constraints.
Maximum payoff: The rational decision maker will choose the alternative that yields the
highest perceived value.
A.5 Conflict is a positive element of all groups. Without it, people would not be challenged to
think beyond their everyday, routine boundaries. When a variety of people with different
perspectives, values, experiences, education, lifestyles and interests come together,
differences abound. That diversity can enrich the discussion, the ideas and the project goals if
the conflict and tensions that emerge are resolved and the group uses the learning to improve
its work. Conflict can be pretty much inevitable when you work with others. People have
different viewpoints and under the right set of circumstances, those differences escalate to
conflict. How you handle that conflict determines whether it works to the team's advantage or
contributes to its demise.
You can choose to ignore it, complain about it, blame someone for it, or try to deal with it
through hints and suggestions; or you can be direct, clarify what is going on, and attempt to
reach a resolution through common techniques like negotiation or compromise. It's clear that
conflict has to be dealt with, but the question is how: It has to be dealt with constructively and
with a plan, otherwise it's too easy to get pulled into the argument and create an even larger
mess.
Understanding and appreciating the various viewpoints involved in conflict are key factors in its
resolution. These are key skills for all team members to develop. The important thing is to
maintain a healthy balance of constructive difference of opinion, and avoid negative conflict
that's destructive and disruptive.
Getting to, and maintaining, that balance requires well-developed team skills, particularly the
ability to resolve conflict when it does happens, and the ability to keep it healthy and avoid
conflict in the day-to-day course of team working. Let's look at conflict resolution first, then at
preventing it.
Resolving Conflict
When a team oversteps the mark of healthy difference of opinion, resolving conflict requires
respect and patience. The human experience of conflict involves our emotions, perceptions,
and actions; we experience it on all three levels, and we need to address all three levels to
resolve it. We must replace the negative experiences with positive one.
Participation definitely allows us to see that points which we were not even thinking about, it
throws light on new angles which definitely makes us to think more then what were doing
before looking at it, with more light of knowledge defiantly heat of difference can be curb to a
large extent, there is a difference between debating and arguing the former brings light of
knowledge the later brings heat of discontent so its better to the put the points fwd. and hear
from others there point of view then infer upon
ASSIGNMENT B
Q4. Case study: Please read the case study given below and
answer questions given at the end.
Mr. R.K. Mishra owns a small trading company in Varanasi by the name of RKM
Enterprises. The company provided raw material to the manufacturers of silk sarees.
The business enterprise is also engaged in supply of silk sarees and other silk
garments produced by local weavers to the big stores in major cities. In addition they
have substantial export orders.
The company is mainly a family based enterprise. Mr. R.K. Mishra is the Director and
his son Ritesh is looking after finance department. The son is also assisting his father
in other strategical matters. Key decisions are taken by the Director himself after
occasional discussions with Ritesh. The existing employee strength is more than 200
with 15 offices spread across the country. During the last one decade of its existence,
the business has grown considerably. In fact, the turnover surpassed Rupees 100
million in the year 2003-04. However, since then the business faced stiff competition
from other traders. In last one year the orders that have been received have reduced
substantially.
Rohit, younger son of the Director is holding a management degree from Banaras Hindu
University. He has recently left a job with an MNC located in Mumbai and joined his
fathers business to help in solving the problems. After joining, Rohit made several
changes in the organization. A major restructuring drive was carried out. The authority
to take several major decisions was transmitted to lower levels. Organization structure
was also made flatter. Instructions were given to all managers to consult their
subordinates before taking any decisions. He was determined to see that the company
was professionally managed.
Questions:
1. The management of RKM Enterprises is not professional and is family based.
Analyze and comment.
A.1 It is true that the management of RKM Enterprises is not professional and is family
based. On all the major post in the company there are family members. They are taking
the decisions without consulting anyone in the company. Mr. Mishra is the director of
the company and his son was handling finance. When company was not generating
profit they do not consult any senior manager or staff of the company instead his
younger son came into the company after leave his job and handled the family
business. So we can say that company is not professional and all the decision is taken
by family members only. Any company who wants to grow in the market and want
achieve profit have to adopt professional approach. They have to control the family
interference in the company to achieve success in the professional front.
1. Which of the following was NOT a need proposed by David McClellands Theory of
Needs?
2. Managers engage in ________ to increase their power and pursue goals that favor their
individual and group interests.
(a) Organizational politics
(b) Political decision making
(c) Accommodation
(d) Self-satisfaction
(a) Rogers
(a) Alderfer
(b) Janis
(c) Freud
11. The three levels of analysis that are studied in organizational behavior are?
13. ------------refers to the ability of individuals or groups to induce or influence the beliefs
or actions of other individuals or groups?
(a) Power
(b) Responsibility
(c) Delegation
(d) Discipline
14. Robert Own, Charles Babbage, Henry R. Lowne, Andrew Ure and Charles Duplin
contributed to the ___________school of management thought?
(a) Classical
(b) Behavioral
(c) Neo-classical
(d) Pre-classical
17. Which type of departmentation is useful only at the lowest level of organizations?
18. Which managerial function gives attention to influencing and motivating employees to
improve performance and achieve corporate objectives?
(a) Leading
(b) Organizing
(c) Staffing
(d) Controlling
19. The _______ refers to the delivery by one individual to another of the right to
act, to make decisions, to requisition resources and to perform other tasks in order to
fulfill job responsibilities
20. In the process of communication, the translation of intended meanings into words and
gestures is known as?
(a) Encoding
(b) Decoding
(c) Processing
(d) Transforming
21. The establishment of a distinct area, unit of subsystem of an organization over which a
(a) Centralization
(b) Departmentation
(c) Decentralization
(d) Fictionalization
22. Which of the following processes shows how an individual seeks information about a
certain issue and how he interprets that information?
(a) Dogmatism
(b) Perception
(c) Stereotyping
(d) Congnitive dissonance
24. When a manager secures the agreement of a colleague to work on a project in return
for the promise of providing the colleague with some extra remuneration, what type of
power is he or she exercising?
25. Which of the following is not one of the steps identified as part of the controlling
process?
26. Which of the following refers to changing a task to make it inherently more rewarding,
motivating and satisfying?
(a) Enlargement
(b) Rotation
(c) Enhancement
(d) Enrichment
27. When people are resisting because of adjustment problem, the _________method for
dealing with resistance to change is commonly used
(a) The quantity of the membership, the organizational structure and position of
authority
(b) The quantity of leader-member relationships, task structure and position power
(c) The style of leadership, the educational level of the membership and the
organizational structure
(d) The power of the leadership, the member relationships and the organizational
structure
30. Which of these refers to the set of characteristics that underlie a relatively stable pattern
of behavior in response to ideas, objects or people in the environment?
31. The tendency to place the primary responsibility for ones success or failure either within
oneself or on outside forces is referred to as
(a) Authoritarianism
(b) Emotional stability
(c) Locus of control
(d) Extroversion
32. The tendency to see ones own personal traits in other people is called
33. Which of the following theories deals with employees perception of fairness?
(a) Expectancy
(b) Reinforcement
(c) Need hierarchy
(d) Equity
34. A financial budget that estimates cash flows on a daily basis or weekly basis to ensure
that the company can meet its obligations is called a
35. ______ is a process whereby companies find how others do something better than they
do and then try to imitate or improve on it.
(a) TQM
(b) Continuous improvement
(c) Benchmarking
(d) Empowerment
(a) Plans that are developed to achieve a set of goals that are unlikely to be
repeated in the future
(b) Plans that are used to provide guidance for tasks performed repeatedly
within the organization
(c) Plans that define company responses to specific situations, such as emergencies
or setbacks
(d) Most important in the organization
37. Which of the following is not a perceptual distortion?
(a) Stereotype
(b) Halo effect
(c) Projection
(d) Extinction
40. A significant part of a managers job is an organization is to use the tools and
techniques developed through OB research to increase organizational
(a) Structure
(b) Morale
(c) Complexity
(d) Effectiveness
_____________________________