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Suggested Questions & Answers – Short Type (Unit-IV & Unit-V)Subject: Management and Organization Behavior

Multi-Choice Questions:1. Intra-organizational conflict may be classified as: (a) Intrapersonal, (b) Interpersonal, (c) Intra-group, (d) Inter-group, (e) All, (f) None.

2. This type leadership style emphasizes shared ideas and participative decisions on task directions………………………………………………………………………………..(b) (a) Delegating, (b) Participating, (c) Selling, (d) Telling Style, (e) All, (f) None.

3. This type leadership style allows the group to take responsibility for task decisions…...(a) (a) Delegating, (b) Participating, (c) Selling, (d) Telling Style, (e) All, (f) None.

4. This type leadership style gives specific task directions and closely supervises work…..(d) (a) Delegating, (b) Participating, (c) Selling, (d) Telling Style, (e) All, (f) None.

5. This type leadership style explains task directions in a supportive and persuasive way.…(c) (a) Delegating, (b) Participating, (c) Selling, (d) Telling Style, (e) All, (f) None.

6. What is known by the person about himself and also known by others, is quadrant……(a) (a) Arena, (b) Blind Spot, (c) Façade, (d) Unknown, (e) All, (f) None.

7. What is unknown by the person about himself but what others know, is quadrant….…(b) (a) Arena, (b) Blind Spot, (c) Façade, (d) Unknown, (e) All, (f) None.

8. What the person knows about himself that others do not know, is quadrant…………...(c) (a) Arena, (b) Blind Spot, (c) Façade, (d) Unknown, (e) All, (f) None.

9. Traits unknown by the person about himself and also unknown by others, is quadrant.(d) (a) Arena, (b) Blind Spot, (c) Façade, (d) Unknown, (e) All, (f) None.

10. Leadership behavior where leader is friendly and approachable, attends to the well being of subordinates, and treats everyone as equals is known as ..……………………………….(b) (a) Directive leadership, (b) Supportive Leadership, (c) Participative Leadership, (d) Achievement-Oriented Leadership, (e) All, (f) None.

11. Leadership behavior where leader gives instructions, indicate expectations, time lines, and performance standards is known as……………………………………………………(a) (a) Directive leadership, (b) Supportive Leadership, (c) Participative Leadership, (d) Achievement-Oriented Leadership, (e) All, (f) None.

12. Leadership behavior where leader challenges subordinates to perform at the highest level possible is known as ………………………………………………………………………..(d)

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(a) Directive leadership, (b) Supportive Leadership, (c) Participative Leadership, (d) Achievement-Oriented Leadership, (e) All, (f) None.

13. Leadership behavior where leader invites subordinates to give ideas, share opinions and integrates their suggestions into the decision making process is known as ……………….(c) (a) Directive leadership, (b) Supportive Leadership, (c) Participative Leadership, (d) Achievement-Oriented Leadership, (e) All, (f) None.

14. Subordinate Characteristics which prefer supportive leadership seek .……………….(a) (a) Need for affiliation, (b) Preferences for structure, (c) Desires of control, (d) Self-perceived level of task ability, (e) All, (f) None.

15. Subordinate Characteristics which prefer participative leadership seek .……….……(c) (a) Need for affiliation, (b) Preferences for structure, (c) Desires of control, (d) Self-perceived level of task ability, (e) All, (f) None.

16. Subordinate Characteristics which prefer achievement orientated leadership seek.…(d) (a) Need for affiliation, (b) Preferences for structure, (c) Desires of control, (d) Self-perceived level of task ability, (e) All, (f) None.

17. Subordinate Characteristics which prefer directive leadership seek …………………(b) (a) Need for affiliation, (b) Preferences for structure, (c) Desires of control, (d) Self-perceived level of task ability, (e) All, (f) None.

18. A conflict management style in which one cooperates with the other party, while not asserting one’s own interests is known as………………………………………………...(b) (a) Avoiding, (b) Accommodating, (c) Competing, (d) Compromise, (e) All, (f) None.

19. A conflict management style that combines intermediate levels of assertiveness and cooperation is known as………………………………………………………………….(d) (a) Avoiding, (b) Accommodating, (c) Competing, (d) Compromise, (e) All, (f) None.

20. A conflict management style that maximizes assertiveness and minimizes cooperation is known as…………………………………………………………………………………..(c) (a) Avoiding, (b) Accommodating, (c) Competing, (d) Compromise, (e) All, (f) None.

21. A conflict management style characterized by low assertiveness of one’s own interests and low cooperation with the other party is known is……………………………………..(a) (a) Avoiding, (b) Accommodating, (c) Competing, (d) Compromise, (e) All, (f) None.

22. This ego state is set of thoughts, feelings & behaviours learnt from parents; while in this ego state, people treat others likechildren............................................................................(a) (a) Parent, (b) Adult, (c) Child, (d) All, (e) None.

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23. This ego state evokes behaviour that could be described simply as logical, reasonable, rationale and unemotional…………………………………………………..……………..(b) (a) Parent, (b) Adult, (c) Child, (d) All, (e) None.

24. This ego state is associated with behaviours that appear when a person is responding emotionally…………………………………………………………………………..……(c) (a) Parent, (b) Adult, (c) Child, (d) All, (e) None.

25. In this ego state, child is affectionate, impulsive, sensuous and does what come naturally to him/her………………………………………………………………………………….(a) (a) Natural, (b) Adaptive, (c) Rebellious, (d) All, (e) None.

26. In this ego state, child is the trained one and he is likely to do what parents insist on him/her…………………………………………………………………………………….(b). (a) Natural, (b) Adaptive, (c) Rebellious, (d) All, (e) None.

27. In this ego state, child experiences anger, fear and frustration………………………….(c) (a) Natural, (b) Adaptive, (c) Rebellious, (d) All, (e) None.

28. People in this life position, tend to feel bad about themselves and see the whole world as miserable……………………………………………………………………………………(a) (a) I am not OK, You're not OK, (b) I am not OK, You're OK, (c) I am OK, You're not OK, (d) I am OK, You're OK, (e) All, (f) None.

29. People in this life position, feel that others are more capable and generally have fewer problems than they themselves have......................................................................................(b) (a) I am not OK, You're not OK, (b) I am not OK, You're OK, (c) I am OK, You're not OK, (d) I am OK, You're OK, (e) All, (f) None.

30. People in this life position, often regard other people as source of criticism; they want to break away or rebel from some authority figure and become more independent...................(c) (a) I am not OK, You're not OK, (b) I am not OK, You're OK, (c) I am OK, You're not OK, (d) I am OK, You're OK, (e) All, (f) None.

31. People in this life position, express confidence in themselves, as well as, trust and express confidence in other people in their environment....................................................................(d) (a) I am not OK, You're not OK, (b) I am not OK, You're OK, (c) I am OK, You're not OK, (d) I am OK, You're OK, (e) All, (f) None.

32. The stage in group development, in which groups members try to set rules for group behaviors and start to find out about each other, is known as……………………………(a). (a) Forming, (b) Storming, (c) Norming, (d) All, (e) None.

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33. The stage in group development, in which conflict arises and members bargain with each other, reveal their personal goals and resist the control of others is known as…………..(b) (a) Forming, (b) Storming, (c) Norming, (d) All, (e) None.

34. The stage in group development, in which group members are developing ways of working together, agree on the shared goals and develop rules, is known as.................(c) (a) Forming, (b) Storming, (c) Norming, (d) All, (e) None.

35. The stage in group development, in which group has developed unity or cohesion and people are getting the job done to realize goals, is known as...................................................................................................................................(a) (a) Performing, (b) Adjourning, (c) Norming, (d) All, (e) None.

36. The group terminates because the task has been achieved or when the members have left due to failure or loss of interest………………………………………………………….(b) (a) Performing, (b) Adjourning, (c) Norming, (d) All, (e) None.

37. Groups specially set up by an organization to carry out tasks with arranged meetings and rules determining behavior & actions, is known as ……………………………………..(a) (a) Formal groups, (b) Informal groups, (c) Task groups, (d) All, (e) None.

38. Groups made up of individuals in business with similar interests with no formal rules determining behavior and actions, is known as …………………………………………(b)

39. Groups are composed of people who work together to perform a task that involve cross-command relationship, is known as …………………………………………………….(c)

40. Groups are characterized by small size, with face to face interaction and intimacy among members of the group, is known as………….………………………………………..(a) (a) Primary groups, (b) Secondary groups, (c) Social groups, (d) All, (e) None.

41. Groups are characterized by large size, individual identification with the values and beliefs prevailing in them rather than cultural interaction, is known as ……………(b) (a) Primary groups, (b) Secondary groups, (c) Social groups, (d) All, (e) None.

42. Groups are integrated system of interrelated psychological group formed to accomplish defined objectives, is known as……………………………………………………(c) (a) Primary groups, (b) Secondary groups, (c) Social groups, (d) All, (e) None.

43. Groups formed by subordinates reporting directly to the particular manager are determined by formal organizational chart, is known as………………………………(a) (a) Command groups,(b) Functional groups, (c) Problem solving groups, (d) All, (e) None.

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44. Groups in which the individuals work together daily on similar tasks, is known as. . (b) (a) Command groups,(b) Functional groups, (c) Problem solving groups, (d) All, (e) None.

45. Groups which focus on specific issues in their areas of responsibility, develop potential solution and often empowered to take action, is known as………………………….. . (c) (a) Command groups,(b) Functional groups, (c) Problem solving groups, (d) All, (e) None.

46. In the communication process, a person wishing to share the information with some other person, is known as…………………………………………………………………….(a) (a) Sender, (b) Receiver, (c) Message, (d) Noise, (e) All, (f) None.

47. In the communication process, a person or group for which the message is intended, is known as……………………………………………………………………………….(b) (a) Sender, (b) Receiver, (c) Message, (d) Noise, (e) All, (f) None.

48. In the communication process, what information is to be communicated, is known as…(c) (a) Sender, (b) Receiver, (c) Message, (d) Noise, (e) All, (f) None.

49. It refers to anything that hampers any stage of the communication process…………..(d)(a) Sender, (b) Receiver, (c) Message, (d) Noise, (e) All, (f) None.

50. Sender translates the message into symbols or language, this process is known as………………………………………………………………………………………..(a) (a) Encoding, (b) Decoding, (c) Medium, (d) All, (e) None.

51. The critical point where the receiver interprets and tries to make sense of the message, is known as………………………………………………………………………………..(b)

52. The pathway through which an encoded message is transmitted to a receiver, is known as………………………………………………………………………………………(c) (a) Encoding, (b) Decoding, (c) Medium, (d) All, (e) None.

53. The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person, is known as…………………………………..(a) (a) Work Specialization, (b) Chain of Command, (c) Formalization, (d) All, (e) None.

54. The continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization and clarifies who reports to whom, is known as….(b) (a) Work Specialization, (b) Chain of Command, (c) Formalization, (d) All, (e) None.

55. The degree to which jobs within the organization are standardized and the extent to which employee behaviour is guided by rules and procedures, is known as ………………(c) (a) Work Specialization, (b) Chain of Command, (c) Formalization, (d) All, (e) None.

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56. The right inherent in a managerial position to tell people what to do and to expect them to do it, is known as…………………………………………………………………………….(a) (a) Authority, (b) Responsibility, (c) Unity of Command, (d) Delegation, (e) All, (f) None.

57. The obligation or expectation to perform a task; it brings with it accountability, is known as ……………………………………………………………………………………………(b) (a) Authority, (b) Responsibility, (c) Unity of Command, (d) Delegation, (e) All, (f) None.

58. The concept that a person should have one boss and should report only to that person, is known as …………………………………………………………………………………..(c) (a) Authority, (b) Responsibility, (c) Unity of Command, (d) Delegation, (e) All, (f) None.

59. The assignment of authority to another person to carry out specific duties, is known as………………………………………………………………………………………….(d) (a) Authority, (b) Responsibility, (c) Unity of Command, (d) Delegation, (e) All, (f) None.

60. The organization structure in which there is low departmentalization, wide spans of control, centralized authority and little formalization, is known as………………………(a) (a) Simple structure, (b) Functional structure, (c) Divisional structure, (d) All, (e) None. 61. The organization structure in which there is departmentalization by functions, is known as………………………………………………………………………………………...(b) (a) Simple structure, (b) Functional structure, (c) Divisional structure, (d) All, (e) None. 62. The organization structure which is composed of separate business units with limited autonomy under the coordination & control of the parent corporation, is known as ……(c)

63. The organization structure which is made up of work groups or self-managed teams of empowered employees, is known as…………………………………………………….(a) (a) Team structures, (b) Matrix structures, (c) Project structures, (d) All, (e) None. 64. The organization structure in which specialists for different functional departments are assigned to work on projects & report to project managers & functional managers…….(b) (a) Team structures, (b) Matrix structures, (c) Project structures, (d) All, (e) None.

65. The organization structure in which employees work continuously on projects, moving on to another project, as each project is completed…………………………………………..(c) (a) Team structures, (b) Matrix structures, (c) Project structures, (d) All, (e) None.

66. The organization in which members are geographically apart, usually working through Information and Communication Technology, while appearing to others to be a single, unified organization, is known as…………….…………………………………………(a) (a) Virtual Organization, (b) Network Organization, (c) Modular Organization, (d) All, (e) None.

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67. A group of legally independent companies or business units that use various methods of coordinating and controlling their interaction in order to appear like a larger entity, is known as……………………………………………………………………….(b) (a) Virtual Organization, (b) Network Organization, (c) Modular Organization, (d) All, (e) None.

68. The organization which refers to a business that can be separated and recombined to work more efficiently, is known as……………………………………………………………..(c) (a) Virtual Organization, (b) Network Organization, (c) Modular Organization, (d) All, (e) None.

69. OD is a planned process of promoting positive humanistically oriented large system change & improvement in organization, using………………………………………….(d) (a) Social science theory, (b) Action research, (c) Behaviorally based data collection and feedback techniques, (d) All, (e) None.

70. OD draws its influences from………………………………………………………(d) (a) Social psychology, (b) Group dynamics, (c) Organizational behavior, (d) All, (e) None. 71. Ceremonial events, written & spoken comments, and actual behaviors of an organization’s members, is known as……………………………………………….(a) (a) Patterns of behavior, (b) Norms, values & beliefs, (c) Signs and Symbols, (d) All, (e) None.

72. Guiding standards of an organization that affirm what is valued and to be practiced, as distinct from what is practiced, is known as………………………………………….(b) (a) Patterns of behavior, (b) Norms, values & beliefs, (c) Signs and Symbols, (d) All, (e) None. 73. Practices and actions that create and sustain a company’s culture, is known as…(c) (a) Patterns of behavior, (b) Norms, values & beliefs, (c) Signs and Symbols, (d) All, (e) None. 74. Stories/legends, rituals/ceremonies, organizational language, physical structures/décor, are known as.........................................................................................................................(a) (a) Artefacts, (b) Shared values, (c) Shared assumptions, (d) All, (e) None. 75. Conscious beliefs that evaluate what is good or bad, right or wrong, is known as ......(b)(a) Artefacts, (b) Shared values, (c) Shared assumptions, (d) All, (e) None.

76. Unconscious, taken-for-granted perceptions or beliefs, Mental models of ideals, are known as............................................................................................................................... (c) (a) Artefacts, (b) Shared values, (c) Shared assumptions, (d) All, (e) None.

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Fill in the blanks:

1. Intrapersonal conflict occurs when an organizational member is required to perform certain tasks and roles that do not match his or her expertise, interests, goals, and values.

2. Interpersonal conflict refers to conflict between two or more organizational members of the same or different hierarchical levels or units.

3. Intra-group refers to conflict among members of a group or between two or more subgroups within a group in connection with its goals, tasks, procedures, etc.

4. Intergroup conflict refers to conflict between two or more units or groups within an organization.

5. Ability is the knowledge, experience, and skill an individual or group brings to a particular task.

6. Willingness is the extent to which an individual or group has the confidence, commitment, and motivation to accomplish a specific task.

7. The Managerial Grid was developed by Blake and Mouton.

8. Concern for People, is the degree to which a leader considers team members' needs, interests and areas of personal development when deciding how best to accomplish a task.

9. Concern for Results, is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.

10. Impoverished management orientation shows, low concern for production & low concern for people.

11. Authority orientation shows, high concern for production & low concern for people.

12. Middle of the road orientation shows moderate concern for production and people.

13. Country club management orientation places high emphasis on feelings and emotions of employees & neglects production aspect of the company.

14. Team management orientation seeks to integrate both the production and the human aspect - high concern for production and people,

15. Conflict is the process that begins when one party perceives that another party has negatively affected, or is about to negatively affects, something that the first party cares about.

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16. Traditional view of conflict is that it is harmful and must be avoided.

17. Human relations view of conflict is that it a natural and inevitable outcome in any group and need not be negative.

18. Interactionist view of conflict is that it should be encouraged to prevent group from becoming stale, some conflict is absolutely necessary.

19. Functional conflict is a healthy, constructive disagreement between two or more people.

20. Dysfunctional conflict is an unhealthy, destructive disagreement between two or more people.

21. As per Pondy’s model, Latent conflict is that where no outright conflict exists, but there is a potential for conflict because of several latent factors.

22. As per Pondy’s model, Perceived conflict is that where subunits become aware of conflict and begin to analyze it.

23. As per Pondy’s model, Felt conflict is that where subunits respond emotionally to each other, and attitudes polarize into “us-versus-them.”24. As per Pondy’s model, Manifest conflict is that where subunits try to get back at each other & organizational effectiveness suffers.

25. As per Pondy’s model, Conflict aftermath is that where conflict is resolved in some way, but if sources of conflict are not resolved, the dispute will arise again.

26. A conflict management style that maximizes both assertiveness and cooperation is known as Collaborating.

27. The ability to influence a group toward the achievement of goals is known as Leadership.

28. Transaction is the fundamental unit of social interaction.

29. Stroke is the fundamental unit of social action.

30. Transactions are psychological in nature and relate to how people behave and how other people behave with them in response to their behaviour

31. People interact with each other in terms of three psychological positions or behavioural pattern, known as ego states.

32. Soft, loving and permission giving ego state is known as Nurturing Parent ego state.

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33. This ego state where people become authoritative, caring, controlling and sometimes bossy is known as Critical Parent ego state.

34. Respecting, praising and thanking people are positive strokes.

35. Criticizing and ignoring them are negative strokes.

36. A group is defined as two or more interacting & interdependent individuals who come together to achieve particular goals.

37. Role is a set of expected behavior patterns attributed to someone who occupies a given position in a social unit.

38. Individual is confronted with different role expectations which result in role conflict.

39. Norms are acceptable standards or expectations that are shared by the group’s members.

40. The acceptance by group makes some members susceptible to conformity pressures.

41. Status is a prestige grading, position, or rank in a group.

42. Group Cohesiveness is the degree to which members are attracted to a group and share the group’s goals.

43. Group Member Resources are task-relevant and intellectual abilities of individual members.

44. Group Structure is structural variables, include roles, norms, status, and group size.

45. Group Processes include communication, decision making, leadership, and conflict resolution.

46. Simple tasks are routine and standardized.

47. Complex tasks are novel and non-routine

48. Communication is the sharing of information between two or more individuals or groups to reach a common understanding.

49. Verbal Communication is the encoding of messages into words.

50. Nonverbal is the encoding of messages by means of facial expressions/body language.

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51. Face-to-Face communication has highest information richness and can take advantage of verbal and nonverbal signals.

52. Spoken communication electronically transmitted has the second highest information richness.

53. Personally addressed written communication has a lower richness than the verbal forms of communication, but still it is directed at a given person.

54. Impersonal written Communication has the lowest information richness.

55. Change management is an approach to shifting or transitioning individuals, teams & organisations from a current state to a desired future state.

56. Planned change refers to initiatives that are driven “top-down” in an organization.

57. Emergent change refers to a situation in which change can originate from any level in the organization.

58. Organization design is about enabling a group of people to combine, coordinate and control the resources & activities in order to produce value.59. Organizational Structure is the formal configuration between individuals and groups with respect to the allocation of tasks, responsibilities, and authorities within the organizations.

60. Organizational Chart is a diagram representing the connections between the various departments within an organization and also showing the reporting relationship.

61. The degree to which the decision making is concentrated at a single point in the organization is known as Centralization.

62. The degree to which lower-level employees provide input or actually make decisions is known as Decentralization.

63. Line managers are responsible for the essential activities of the organization, including production & sales; they have the authority to issue orders to those in the chain of command.

64. Staff managers have advisory authority, and cannot issue orders to those in the chain of command

65. Organization culture is the shared values, principles, traditions and ways of doing things that influence the way organizational members act.

66. The repeated tales and anecdotes that contribute to a company’s culture by illustrating and reinforcing important company values are known as Stories.

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67. Traditional culture-building events or activities that symbolize the firm’s values and help convert employees to these values are known as Rites and ceremonies.

68. Stress is a condition or feeling experienced when a person perceives that demands exceed the personal & social resources the individual is able to mobilize.

Questions & Answers:

1. What is Group dynamics? Group dynamics deals with the attitudes and behavioral patterns of a group. It is the interactions that influence the attitudes and behaviour pattern of people when they are grouped with others. It is concerned with how groups are formed, what is their structure and which processes are followed in their functioning. It is concerned with the interactions and forces operating between the groups.

2. What are the objectives of Group Dynamics? The following are the objectives of Group Dynamics (i) To identify and analyze the social processes that impact on group development and performance. (ii) To acquire the skills necessary to intervene and improve individual and group performance in an organizational context. (iii) To build more successful organizations by applying techniques that provides positive impact on goal achievement.

3. What are the principles of Group Dynamics? The following are the principles of Group Dynamics: The members of the group must have a strong sense of belonging to the group. Changes in one part of the group may produce stress in other person, which can be reduced by readjustment in the related parts. Groups survive by placing the members into functional hierarchy and facilitating the action towards the goals. The intergroup relations, group organization and member participation is essential for effectiveness of a group. Information relating to needs for change plans for change and consequences of changes must be shared by members of a group.

4. What are the elements of Group Dynamics? The following are the elements/components of Group Dynamics: (i) Communication, (ii) Content vs Process, (iii) Decision, (iv) Influence, (v) Task vs Relationships, (vi) Roles, (vii) Membership, (viii) Feelings, (ix) Norms, (x) Group Atmosphere and (xi) Group Maturity.

5. Discuss Hersey and Blanchard Model. The Hersey & Blanchard situational leadership model focuses on the fit of leadership style and follower maturity. The model suggests that successful leaders do adjust their styles based

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on task & relationship. The key issue in making these adjustments is follower maturity, as indicated by their readiness to perform in a given situation. Readiness is largely based on two major factors – follower ‘ability’ and follower ‘willingness’.

6. What is Organizational Behaviour? Organizational Behaviour is a field of study that investigates how individuals, groups and structure affect and is affected by behaviour within the organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.

7. Discuss the Autocratic Model of OB. The Autocratic model of OB depends on power of the boss. Those who are in the command must have power to demand, “you do this or else”, meaning those who do not follow order, will be penalized. In an autocratic environment, the managerial orientation is official authority. Under autocratic model, the employee orientation is obedience to the boss, not respect for him. The psychological result for employees is, dependence on their boss whose power to hire, fire and perspire them is almost absolute. The employees’ needs must satisfy subsistence needs of themselves and their families. Most of the employees give minimum performance.

8. Discuss the custodial model of OB. The custodial model of OB depends on economic resources. The resulting managerial orientation is, towards money to pay wages and benefits. Since employees’ physical needs are already reasonably met, the employer looks to security needs as a motivating force. If an organization does not have the wealth to provide pensions and pay other benefits, it cannot follow a custodial approach. The custodial approach leads to employee dependence on the organisation. The employees are satisfied and happy but they are not strongly motivated, so they give only passive cooperation.

9. Discuss the supportive model of OB. The supportive model of OB has its origin in the “principles of supportive relationship”. The supportive model depends on leadership instead of authority or economic rewards. The management assumes that workers are not by nature passive and resist to organizational needs, but they are made so by an inadequate supportive climate at work. Through leadership, management provides a climate to help employees to grow and accomplish. Management’s orientation, therefore, is to support the employees’ job performance. The workers feel a sense of participation and take involvement in the organisation. The workers are more concerned about higher level needs, like affiliation and esteem. Employee says “we” instead of “they” when referring to their organization.

10. Discuss the collegial model of OB. The term “collegial” refers to a body of persons having a common purpose. The collegial model of OB depends on management’s building a feeling of partnership with employees. The result is that employees feel needed and useful. They feel that managers are contributing also, so it is easy to accept and respect their roles in the organization. Managers are seen as

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joint contributors rather than as bosses. The managerial orientation under collegial model is team work and manager is the coach that builds a better team. The employees are self disciplined and concerned with self-actualisation needs which will lead to moderate enthusiasm in performance. The employee response to this situation is responsibility.

11. Discuss the system model of OB. Under the system model, managers try to convey to each worker, “you are an important part of our whole system. We sincerely care about each of you. We want to join together to achieve a better product or service for local community and society at large. We will make every effort to make products that are environmentally friendly.” This helps self motivation of employees. The role of a manager becomes one of facilitating employee accomplishments through a variety of actions. These actions are: (i) Support employee commitment for short-and long-term goals. (ii) Coach individuals & groups in appropriate skills & behaviors. (iii) Model and foster self-esteem. (iv) Show genuine concern and empathy for people. (v) Offer timely and acceptable feedback. (vi) Help individuals to identify and confront issues in ethical ways.

12. What are the sources of conflict? The following are the sources of conflict: (i) Different Goals and Time Horizons -Different groups have differing goals and focus. (ii) Overlapping Authority - Two or more managers claim authority for the same activities which leads to conflict between the managers and workers. (iii) Task Interdependencies - One member of a group or a group fails to finish a task that another member or group depends on, causing the waiting worker or group to fall behind. (iv) Different Evaluation or Reward Systems - A group is rewarded for achieving a goal, but another interdependent group is not rewarded for achieving a goal. (v) Scarce Resources -Managers can come into conflict over allocation of scarce resources. (vi) Status Inconsistencies - Some individuals and groups have a higher organizational status than others, leading to conflict with lower status groups.

13. Discuss Path Goal Theory. Path Goal Theory is about how leaders motivate subordinates to accomplish designated goals. The stated goal of leadership is to enhance employee performance and employee satisfaction by focusing on employee motivation. The theory emphasizes the relationship between the leader’s style and characteristics of the subordinates and the work setting. The leader must use a style that best meets the subordinates’ motivational needs.

14. Discuss Trait Theory of Leadership. The Trait Theory of Leadership assumes that the leader’s personal traits are the key to leadership success. The theory considers personality, social, physical, or intellectual traits to differentiate leaders from non-leaders.

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15. Discuss the Behavioural Theory of Leadership based on Ohio State Studies. Behavioral theories propose that specific behaviors differentiate leaders from non-leaders. The Ohio State Studies sought to identify independent dimensions of leader behavior: (i) Initiating Structure – The extent to which a leader is likely to define and structure his role and those of subordinates in the search for goal attainment. (ii) Consideration - The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ ideas and regard for their feelings.

16. Discuss the Behavioural Theory of Leadership based on University of Michigan Studies. The Behavioural Theory of Leadership based on University of Michigan Studies sought to identify the behavioural characteristics of leaders related to performance effectiveness: (i) Employee oriented leader – Emphasizes interpersonal relations; takes a personal interest in the needs of employees and accepts individual differences among members. (ii) Production oriented leader – One who emphasizes technical or task aspects of the job.

17. What is Transactional Analysis? When two people interact with each other, they engage in social transactions, in which one person responds to the other. Study of such ”Social Transactions” is called ’Transactional Analysis’. The theory was developed by Eric Berne in 1950s for analyzing human behavior and communication. The objective of the theory is to provide better understanding of how people relate to one another, so that they may develop improved communication and human relationship.

18. Discuss Vroom’s Decision Tree Approach to Leadership. Vroom’s Decision Tree Approach to Leadership attempts to prescribe how much participation to be allowed to subordinates in making decisions. A key component of the model is determining how much to involve subordinates in making decisions. The model requires that managers use one of the two different decision trees: (i) Time-driven model (tree) – It is intended for use in making an effective decision as quickly as possible, (ii) Development-driven model (tree) –It is used for developing the decision-making skills of others.

19. What are the barriers to effective communication? The following are the barriers to effective communication: (i) Frame of reference - People can encode/decode messages differently due to this. (ii) Selective listening - Individuals perceive only information that affirms their beliefs. (iii) Value judgments - Receiver assigns an overall worth to message based on his evaluation. (iv) Source credibility - Trust, confidence, and faith that receiver has in the communicator. (v) Filtering - Communicator manipulates information so the receiver hears it as positive. (vi) In-group language - Language developed by a group that is meaningful to members only. (vii) Status differences – These can be perceived as threats by those lower in the hierarchy. (viii) Time pressures – These can produce short-circuiting, wherein someone is left out. (ix) Communication overload - People can feel buried by information and data due to this.

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20. Discuss impact of Globalization on OB. Organisations are trying to spread operations worldwide. Capturing new market, acquiring new technologies, reducing cost through specialization/cheap labour are some of reasons motivating organizations to become global. Moreover the way companies integrate their business practices with other countries has also changed. Instead of controlling the whole supply chain, countries outsource some part of it to gain advantage of specialization. There are many organizational changes to help business to adapt to globalisation. Strategic changes, technological changes, changes in organizational culture, structural changes & redesign of work, are some of the important one.

21. Discuss impact of Emerging Employment Relationship on OB. Organisations are considering some of the emerging employee relations issues. Understanding these issues will help management to better plan and respond to changes in the workplace. Employer-employee relationship is also showing change in the modern era. Employers are no more autocrats and participative style of leadership is being established. Flexible working hours and increased authority motivates employees to perform to their best. Management now welcomes upward communication and participation of lower level employees in the decision making process.

22. Discuss impact of Changing Workforce on OB. There are demographic changes in workforce. There are also changes in the attitudes of workers. Employers need to adapt their recruitment, training & management processes to adapt to changing workforce. New employees want to work closer to home or from home, employers need to make this provision to retain or find new staff. Allowing people to work from home will also make the employer and job more attractive to a wider range of people. There is shortage of skilled labour in many sectors. Employers need to take less skilled workers and develop them.

23. Discuss impact of Advancement in Technology on OB. Technological change and advancement is one of the most salient factors impacting organizations & employees today. Technology has changed the nature of work as well as the roles of employees. Information technology (IT) has grown many folds in recent years. IT is used in almost all areas of business operation, such as, design, manufacture, quality control, management of information, knowledge management, etc. Managerial decision making, stress handling, and attitude towards work have changed as an impact of technology. Sessions on change management can help employees understand, use and adapt to new technologies easily.

24. Discuss steps for successful change management. (i) Increase urgency for change - Inspire people to move to the new state, (ii) Build the guiding team – Choose the right people, (iii) Get the vision right – Formulate simple vision and strategy, (iv) Empower action - Remove the obstacles for change, (v) Create short-term wins - Set aims that are easy to achieve,

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(vi) Don't let up - Highlight achieved and future milestones to people, (vii) Make change to stick - Weave change into the culture of the organization.

25. Discuss causes for resistance to change. (i) Lack of trust, (ii) Perception that change is not necessary, (iii) Perception that change is not possible, (iv) Relatively high cost, (v) Fear of personal failure, (vi) Loss of status or power, (vii) Threats to values and ideas, (viii) Social, cultural or organizational disagreements.

26. How to handle the resistance to change? (i) Supporting employees and providing training for any new responsibilities, (ii) Leadership Commitment for change, (iii) Providing knowledge for change, (iv) Ensuring effective communication, (v) Encourage active participation, (vi) Building the Requisite Technical Capacity, (vii) Coercing the people for change, and (viii) Negotiating with people for change.

27. What are the benefits of successful change management? The following are the benefits of successful change management: (i) Enhances institutional best practices, (ii) Projects the organization as progressive, forward looking and proactive, (iii) Ensures quality service delivery, (iv) Earns the institution public goodwill and support, (v) Creates an enabling work environment, and (vi) Increases employee morale, attitudes and effectiveness.

28. What are the purposes of Organization design? (i) Dividing work to be done into specific jobs and allocating the jobs to various departments, (ii) Assigning tasks and responsibilities associated with individual jobs, (iii) Coordinating the diverse organizational tasks, (iv) Clustering jobs into units, (v) Establishing relationships among individuals, groups, and departments, (vi) Establishing formal lines of authority, and (vii) Allocating and deploying organizational resources.

29. What is Boundaryless Organization?A flexible and an unstructured organizational design that is intended to break down external barriers between the organization and its customers and suppliers.

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Removes internal (horizontal) boundaries:(i) Eliminates the chain of command,(ii) Has limitless spans of control,(iii) Uses empowered teams rather than departments.Eliminates external boundaries:Uses virtual, network, and modular organizational structures to get closer to stakeholders.

30. What is Learning Organization?An organization that has developed the capacity to continuously learn, adapt, and change through the practice of knowledge management by employees.Characteristics of a learning organization:(i) An open team-based organizational design that empowers employees,(ii) Extensive and open information sharing,(iii) Leadership that provides a shared vision of the organization’s future, provides support & encouragement, and(iv) A strong culture of shared values, trust, openness, and a sense of community.

31. What is organization development (OD)? An effort planned organization-wide and managed from the top, to increase organization effectiveness and health, through planned interventions in the organization's processes, using behavioral-science knowledge

32. What is Organizational Climate? It is a relatively enduring quality of the internal environment of an organization thata) is experienced by its members,b) influences their behavior, andc) can be described in terms of the values of a particular set of characteristics of the organization.

33. What are elements of organizational climate? The following are elements of organizational climate:

(i) Quality of Leadership,(ii) Technology, (iii) Amount of Trust,(iv)Communication, upward and downward,(v) Feeling of useful work,(vi)Responsibility,(vii) Fair rewards,(viii) Reasonable job pressure,(ix)Opportunity,(x) Reasonable controls, structure and bureaucracy and(xi)Employee involvement and participation.

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34. What are the factors which influence organizational climate? The following are the factors which influence organizational climate:

(i) Involvement,(ii) Co-worker Cohesion,(iii) Supervisor Support, (iv) Autonomy, (v) Task Orientation,(vi) Work Pressure,(vii) Clarity,(viii) Managerial Control,(ix) Innovation, and(x) Physical Comfort.

35. What are the purposes of culture? The following are the purposes of culture:

(i) To help integrate organizational members so that they know how to relate and work together effectively.

(ii) To help the organization to best adapt to its mission and to its environment.

36. What are the effects of culture?The following are the effects of culture:

(i) Determines how people communicate, (ii) How people interact,(iii) How people relate to one another,(iv)What is appropriate behavior,(v) How power and status are allocated, and(vi)Guides day-to-day working relationships.

37. How do Leaders Shape Culture? The leaders shape culture by following:(i) What they do - The examples they set and the types of people they hire. (ii) What they say - Formal policies, codes of ethics, etc. formulated by the management. (iii) What the organization does - Ethical training provided and ethics committees formed by management.

38. What are the functions of culture?The following are culture’s functions

(i) Defines the boundary between one organization and others,(ii) Conveys a sense of identity for its members,(iii) Facilitates the generation of commitment to something larger than

self-interest,(iv)Enhances the stability of the social system, and(v) Serves as a sense-making and control mechanism for fitting employees in the

organization

39. How does culture begin?Culture stems from the following actions of the founders:

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(i) Founders hire and keep only those employees who think and feel the same way they do.

(ii) Founders indoctrinate and socialize these employees to their way of thinking and feeling.

(iii) The founders’ own behavior acts as a role model that encourages employees to identify with them and thereby internalize their beliefs, values, and assumptions.

40. How does culture is kept alive? The culture is kept alive by the following:(i) Selection – It is concerned with how well the candidates will fit into the organization

and provides information to candidates about the organization.(ii) Top Management - Senior executives help establish behavioral norms that are adopted

by the organization.(iii) Socialization - The process that helps new employees adapt to the

organization’s culture.

41. How do employees learn culture?

The employees learn culture from the following: (i) Stories - Anchor the present into the past and provide explanations and legitimacy for

current practices.(ii) Rituals - Repetitive sequences of activities that express and reinforce the key values

of the organization.(iii) Material Symbols - Acceptable attire, office size, opulence of the office

furnishings, and executive perks that convey to employees who is important in the organization.

(iv)Language - Jargon and special ways of expressing one’s self to indicate membership in the organization.

42. What are the causes of stress? The following are the causes of stress: (i) Organizational factors:

(a) Discrimination in pay/salary structure,(b) Strict rules and regulations,(c) Ineffective communication,(d) Peer pressure,(e) Goals conflicts/goals ambiguity,(f) More of centralized and formal organization structure,(g) Less promotional opportunities,(h) Lack of employees participation in decision-making, and(i) Excessive control over the employees by the managers.

(ii) Job concerning factors:(a) Monotonous nature of job,(b) Unsafe and unhealthy working conditions,(c) Lack of confidentiality,(d) Crowding,(e) Work overload, (f) Conflicting priorities, (g) Inconsistent values,

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(h) Over-challenging deadlines, and (i) Conflict with co-workers

(iii) Extra-organizational factors

43. What are the symptoms of stress? The following are the symptoms of stress:

(i) Absenteeism, escaping from work responsibilities, arriving late, leaving early, etc.(ii) Deterioration in work performance, more of error prone work, memory loss, etc.(iii) Cribbing, over-reacting, arguing, getting irritated, anxiety, etc.(iv)Improper eating habits (over-eating or under-eating), excessive smoking and drinking,

sleeplessness, etc.

44. What are the types of stress responses of body? There are two types of instinctive stress response of body: The short-term, “Fight or Flight” response and the long-term, “General Adaption Syndrome”. The first is a basic survival instinct, while the second is a long-term effect of exposure to stress.

45. What is fight or flight response? Fight or flight response quickly releases hormones that help us to survive. These hormones help us to run faster and fight harder. They increase heart rate and blood pressure, delivering more oxygen and blood sugar to power important muscles. They increase sweating in an effort to cool these muscles, and help them stay efficient. They divert blood away from the skin to the core of our bodies, reducing blood loss if we are damaged. These hormones focus our attention on the threat. In this state, we are excitable, anxious, jumpy and irritable. This reduces our ability to work effectively with other people. With trembling and a pounding heart, we can find it difficult to execute precise, controlled skills.

46. What is General adaptation syndrome? General adaptation syndrome operates in response to longer term exposure to causes of stress.It operates in three stages:(i) First, in the Alarm Phase, they react to the stressor. (ii) Next, in the Resistance Phase, the resistance to the stressor increases, as we adapt to, and cope with it. (iii) Finally, we enter Exhaustion Phase & resistance declines substantially; this exhaustion is “burnout”.

47. What are the effects of stress on our body? The following are the effects of stress on our body:

(i) A tendency to sweat, (ii) Back pain,(iii) Chest pain, (iv)Childhood obesity, (v) Mental health problems, (vi)Poor physical health, (vii) Cramps or muscle spasms, (viii) Fainting spells, (ix)Headache,(x) Heart disease, (xi)Hypertension (high blood pressure),

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(xii) Lower immunity against diseases, (xiii) Muscular aches, (xiv) Nail biting, (xv) Sleeping difficulties, and (xvi) Stomach upset.

48. What are the effects of stress on our thoughts & feelings? The following are the effects of stress on our thoughts & feelings:

(i) Anger, (ii) Anxiety, (iii) Burnout, (iv)Depression, (v) Feeling of insecurity, (vi)Forgetfulness, (vii) Irritability, (viii) Problem in concentrating, (ix)Restlessness, (x) Sadness, and (xi)Fatigue

49. What are the effects of stress on our behavior? The following are the effects of stress on our behavior:

(i) Eating too much, (ii) Eating too little, (iii) Sudden angry outbursts, (iv)Drug abuse, (v) Alcohol abuse, (vi)Higher tobacco consumption, (vii) Social withdrawal, (viii) Frequent crying, and (ix)Relationship problems

50. What are the stress management techniques? The following are some of the stress management techniques:

(i) Meditation is a health-affirming and stress-relieving practice. (ii) Self-hypnosis can change our thinking, kick bad habits and take control of the person

we are.(iii) Exercise helps to release built up tension & increases fitness, increases the

body’s ability to deal with stress.(iv)Swimming is a great way to get in shape, cool off, release stress and feel great.(v) Walking helps us to reduce stress. (vi)People with Internal Locus of Control believe that they are in control of their lives

which reduces stress. (vii) People with Optimism see the positives in most situations and believe in their

own strength which reduces stress.(viii) Taking Counseling from an impartial person may help us in recognizing

stressors & deciding upon how to deal with them.

51. What is counseling? A counseling session is a meeting between the supervisor and the employee that may focus

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on a specific incident or a particular aspect of an employee's performance, which the supervisor has identified as needing improvement, or the employee's overall performance or conduct.

52. What are employee counseling techniques? The following are the employee counseling techniques:

(i) Describe the problem in a friendly manner.(ii) Ask for the employee’s help in solving the problem. (iii) Discuss causes of the problem.(iv)Identify and write down possible solutions.(v) Decide on specific action to be taken by each of you.(vi)Agree upon a specific follow-up date and(vii) Follow up.