B Com Organizational Behaviour: Must-Know Questions || Important Question

What is Organizational Behaviour (OB)?

Answer: Organizational Behaviour (OB) is the study of human behaviour in a work or organizational setting. It focuses on understanding how individuals, groups, and the structure of the organization affect the behaviour of people at work.

2. How do other disciplines contribute to OB?

Answer: Several disciplines contribute to OB, including:

• Psychology: Provides insights into individual differences, motivation, perception, and learning.
• Sociology: Helps understand group dynamics, leadership styles, and organizational culture.
• Management: Offers frameworks for planning, organizing, staffing, leading, and controlling human resources.
• Anthropology: Explains the impact of cultural norms and values on organizational behaviour.

3. What are some of the challenges managers face in managing human behaviour in organizations?

Answer: Managers face various challenges, including:

• Individual Differences: People have diverse personalities, values, and motivations, requiring flexible management styles.
• Group Dynamics: Conflict, communication issues, and groupthink can hinder performance.
• Organizational Change: Managing resistance to change, employee stress during change, and fostering innovation can be difficult.
• Global Workforce: Cultural differences, communication barriers, and ethical considerations in a globalized workplace require specific approaches.

4. (Choose one question to answer)

Option A:

Question: Compare and contrast the Classical Theory and the Neo-classical theory of organizational behaviour.

Answer:

Classical Theory:

• Focuses on improving efficiency and productivity.
• Key figures: Frederick Taylor (Scientific Management) and Henri Fayol (Principles of Management).
• Emphasizes scientific methods, clear division of labour, and standardized work processes.
• Often criticized for neglecting the human element in organizations.

Neo-classical Theory:

• Places greater emphasis on the human side of organizations.
• Key figures: Elton Mayo (Hawthorne Experiments) and Abraham Maslow (Needs Hierarchy).
• Recognizes the importance of employee satisfaction, motivation, and social interactions.
• Focuses on creating a positive work environment and meeting employee needs.

5. (Choose one question to answer)

Option A:

Question: Define personality and explain how different personality traits can affect an individual's behaviour in an organization.

Answer:

Personality: A unique and relatively stable pattern of thoughts, feelings, and behaviours that influence how a person interacts with the world around them.

Personality Traits Affecting Organizational Behaviour:

• Extraversion: Outgoing individuals may thrive in team settings while introverts may prefer solo work.
• Agreeableness: Highly agreeable employees might prioritize cooperation, while those lower in agreeableness may be more assertive in negotiations.
• Conscientiousness: Individuals with high conscientiousness are likely to be organized, detail-oriented, and reliable.
• Neuroticism: Those high in neuroticism may experience higher stress levels and require additional support in demanding situations.
• Openness to Experience: Individuals open to experience are adaptable, willing to try new things, and may be more innovative.

Option (b): Classical vs. Operant Conditioning

Question: "Classical conditioning theory of learning connects stimulus with response while Operant conditioning connects response with stimulus". Explain the statement in detail.

Answer: The statement accurately describes the key differences between classical and operant conditioning. Let's break it down:

• Classical Conditioning:
  • Connects a neutral stimulus (doesn't naturally trigger a response) with an unconditioned stimulus (naturally triggers a response) to create a conditioned response.
  • Example: Pavlov's dogs salivated (unconditioned response) at food (unconditioned stimulus). After pairing a bell (neutral stimulus) with food presentation, the bell alone eventually elicited salivation (conditioned response).
• Operant Conditioning:
  • Focuses on how the consequences of a behavior influence the likelihood of that behavior being repeated.
  • Connects a response (behavior) with a stimulus (consequence) to strengthen or weaken the response.
  • Example: A rat receives food (positive reinforcement) for pressing a lever, increasing the frequency of lever pressing (response).

Key Differences:

• Focus: Classical conditioning on automatic responses, operant conditioning on voluntary behaviors.
• Learning process: Classical conditioning through association, operant conditioning through consequences.

Remember:

• Both types of conditioning play a role in shaping human behavior, including organizational settings.
• For example, classical conditioning can explain how a workplace environment paired with negative experiences (e.g., stressful manager) can trigger anxiety (conditioned response).

Organizational Behaviour: Exploring Groups, Leadership, and Motivation

Here are the questions and answers on group dynamics, leadership, and motivation:

Option (a): Adam's Equity Theory & Communication

(a) Adam's Equity Theory of Motivation

Question: Explain Adam's Equity Theory of motivation. If a person is overpaid, then what might such a person do to alleviate this inequity?

Answer: Adam's Equity Theory proposes that individuals are motivated to maintain a fair balance between their inputs (effort, skills, experience) and their outputs (rewards, recognition) compared to others doing similar work.

Equity and Inequity:

• Equity: When the ratio of inputs to outputs is perceived as equal compared to a referent (colleague, industry standard), there's high motivation.
• Inequity: When the ratio feels unequal, motivation is affected.

Overpayment and Inequity: If someone feels overpaid (high outputs, low inputs), they may experience inequity. To restore equity, they might:

• Increase their work effort (higher inputs)
• Reduce their perceived rewards (e.g., decline bonuses)
• Distort their perception of others' inputs or outputs (e.g., downplay colleagues' achievements)
• Leave the job

(b) Communication and Johari Window

Question: Explain the concept of communication. Also discuss the "Johari Window" framework to understand the dynamics of interpersonal relations.

Answer:

• Communication: The process of exchanging information, ideas, and feelings between individuals or groups. Effective communication is crucial for building trust and collaboration in organizations.

• Johari Window: A framework illustrating areas of information known/unknown to oneself and others:

  • Open: Known to both self and others (effective communication)
  • Hidden: Known to oneself but hidden from others (e.g., personal feelings)
  • Blind: Unknown to oneself but known to others (e.g., blind spots in behavior)
  • Unknown: Unknown to both self and others (areas for discovery)

Understanding Johari Window helps in:

• Increasing "Open" area through self-disclosure and feedback.
• Managing "Hidden" and "Blind" areas for improved communication.

(a) Mr. Aggarwal's Firm:

• What led to the firm's decline? (Succession planning, resistance to change, conflict)
• How did changes improve the situation? (Partnership, innovation, specialists, open communication)

(b) Short Notes (Choose any two):

• Autocratic leadership (Advantages & Disadvantages?)
• Perceptual Errors (Examples & Impact?)
• Organizational Culture (What is it & how does it affect performance?)

a) Case Analysis

(i) Causes of Downfall:

• Lack of Succession Planning: Mr. Aggarwal failed to prepare his sons for taking over the business, leading to a knowledge and skill gap.
• Resistance to Change: Initially, Mr. Aggarwal resisted Mr. Gupta's suggestions for expansion and modernization, causing stagnation.
• Poor Conflict Resolution: The delay in making Mr. Gupta a partner created tension and hindered effective collaboration.
• Short-term Vision: The son's initial approach of mimicking his father's outdated methods led to decline.

(ii) Improvement through Changes:

• Partnership: Formalizing Mr. Gupta's role as a partner increased his commitment and decision-making power.
• Innovation: Introducing new methods and techniques improved product quality and competitiveness.
• Specialization: Hiring specialists brought valuable expertise to the firm.
• Openness to Suggestions: Embracing Mr. Gupta's and other specialists' ideas led to better decision-making.

(b) Short Notes

(i) Autocratic Model of Organizational Behaviour:

• Focus: Leader makes all decisions with minimal employee input.
• Advantages: Quick decision-making, clear chain of command.
• Disadvantages: Low employee morale, stifles creativity, limited information for decisions.

(ii) Perceptual Errors and Distortions:

• Selective Perception: Focus on information aligned with existing beliefs or expectations.
• Halo Effect: Overall positive impression influences perception of specific traits.
• Stereotyping: Making assumptions about individuals based on group membership.
• These errors can lead to miscommunication, poor decision-making, and unfair treatment.

(iii) Organizational Culture:

• Shared values, beliefs, and behaviors that influence how employees interact and function.
• Positive culture promotes collaboration, innovation, and high performance.
• Negative culture can lead to low morale, conflict, and employee turnover.

(iv) Consequences of Stress:

• Physical: Headaches, fatigue, high blood pressure, weakened immune system.
• Psychological: Anxiety, depression, difficulty concentrating, burnout.
• Behavioral: Increased irritability, absenteeism, substance abuse.
• Organizations can manage stress through work-life balance programs, employee wellness initiatives, and stress management training.