Organizational Behavior

Max: Marks 100

Attempt all questions

Q1. A) How individual behavior effects organizational performances?

Basic element and initiator of an business enterprise is individual. With his initiative and
employer, business enterprise is created and continuously renewed, and as a praise for the efforts
he/she takes cash from it. This means that the employer relies upon on the dedication of the
character, and the man or woman depends on the equipment that are implemented in the
corporation
The individual’s behaviors and responses in any situation, whether they are acting in a group or
in isolation, have an influence and impact on the organization. If these behaviors are positive it
could lead to enhanced performance, effectiveness and productivity. On the other hand, if they
are negative it could lead to conflict, damage and issues around misbehavior at work.

B) What do we mean by power distance and how it damages organizational culture?

Power distance is the degree to which people in a country accept that power in institutions and

organizations is distributed unequally.it 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

How it damages:

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..
Q2. A) Evaluate evidence for cultural differences in group status and social

loafing, and the

Effects of diversity in groups

 People from specific cultures view companies from distinct perspectives. Thus, some of

these human beings sitting around this group will see the institution and its reputation the

same, and others will see it in a different way. It depends on how their tradition

perspectives institution interaction and the formality or informality of corporations.

 Each person sitting around the table will convey their personal cultural perspective to the

group. What they think the fame of the organization is, how diverse it is and who will or

will now not do the paintings needed will all be going via their minds, from a cultural

angle.

 As a lot of these components are present, the organization will start to expand its very

own norms or methods of doing matters with a purpose to be a mixing of all of the

cultural perspectives. Some of this mixing may be clean, a few tough and some may also

even improve battle, but ultimately, the institution will mixture all of the diversity present

right into a very last team and how that crew capabilities.

Q3. Compare generational differences in values, and identify the dominant

values in todays Workforce.

What Are Generations?
Each one of us is a part of a generation, or a group of individuals living at the same period of
time. That time frame, or period of time, is usually considered to be roughly 30 years, primarily
because that is enough time for individuals to grow up and have children of their own, thus
starting the next generation. That time frame can be as low as 23 years, depending on the
situation
A generation normally stocks values and viewpoints of the sector, and as a brand new era comes
along, those values and viewpoints trade. This way that every generation seems at the arena
differently. Regardless of the era you are in, you will have specific values shaped by way of what
your generation reports. Those values, in turn, will form your area inside the staff.

The Different Generations Identified

Traditionalists: Over the years, this generation has become the result of blending the Greatest Generation (1901 -

1924)

Baby Boomers: Many of us have heard this term used, and it relates to the generation born between 1946 and 1964

Generation X: Gen Xers, as they are called, are individuals born from 1965 to 1980.

Millennials: Millennials, sometimes called Generation Y, were born during the time frame of 1980 to the year 2000

What Are the Values of Different Generations?

 Traditionalists: Adherence to rules, discipline, family focus, hard work, and trust in the government
 Baby Boomers: Anti-war, anti-government, equal rights, involvement, and personal gratification
 Generation X: Balance, diversity, lack of loyalty to an organization, and a global mindset
 Millennials: Achievement, fun, civic duty, sociability, and self-confiden

Q4. Role expectations of a leader can vary from very specific to a broad idea

within which the

 Leader can define their own style. When role expectations are low are

mixed, then this may

Also lead to role conflict. Justify your answer with relevant example.

Team Leader
A team leader is someone who affords course, instructions and steerage to a set of individuals,

who also can be referred to as a crew, for the motive of attaining a certain intention. An effective

leader will realize her crew participants' strengths, weaknesses and motivations.

Roles
Team leaders serve various roles in an organization. Their job is to get tasks done by using all of the
resources available to them, including other employees or team members. Below is a list of some
important roles a team leader must often take on:

 Develop a strategy the team will use to reach its goal

 Provide any training that team members need
 Communicate clear instructions to team members
 Listen to team members' feedback
 Monitor team members' participation to ensure the training they are being provided is
being put into use, and also to see if any additional training is needed
 Manage the flow of day-to-day operations
 Create reports to update the company on the team's progress
 Distribute reports to the appropriate personnel
Examples :
Leader (workstyle example) :-

Just as there are different leadership styles, there are different work styles. Some people prefer to work in

groups while others do their best work alone. Some people need no extra direction to complete a task,

while others like external input and direction every step of the way. Some people get more work done

under pressure, and others like to knock their tasks out early.

The same idea of mutual respect and understanding applies here, as well as throughout all workplace
conflicts and any interaction involving other people. We may prefer a particular work style, but

sometimes in groups, teams must collaborate to come up with an idea greater than one mind could think

up alone – meaning they have to learn to deal with each other’s differences.

2- Resolving Conflicts at Work :-

You can reduce workplace conflicts through coaching, consulting, and leadership development training.

You can also work to reduce conflict by properly vetting the right talent. Let Atlas Staffing do the hiring

for you, so that you can focus energy on developing your team.

Q5. What do we mean by complacent behavior (in behavioral sciences)? How

self-satisfied behavior related to success of an organization .

Complacent behaviour

Definition.


feeling so satisfied with your own abilities or situation that you feel you do not need
to try any harder
The complacent is pleased, particularly with oneself or ones
Benefits, advantages, circumstance, etc., sometimes without
Knowledge of any possible danger or defect; self-satisfied

 As you can see from this description, being complacent is an

inner feeling. This means that, as leaders, we are more likely
to assume that someone is complacent rather than knowing
it.
How self-satisfied behavior related to success of an
Organization

 The worker s attitude to work is directly related to job satisfaction;

the worker who is happy with his job is doing well and excels at
what he does. A study (Harvard University) found that when a
person gets a job or a promotion, 85 per cent of the time is due to an
attitude, and only 15 per cent of the time is due to intellect and
awareness of relevant facts and figures. Employee attitudes are
important to the company, and when attitudes are optimistic, they
are a catalyst for the success of the organization, and when they are
negative, they are both a symptom of the underlying issue and a
potential cause to future organizational difficulties.

 Decaling behavior can lead to strikes, low performance, poor

product quality and shabby customers, work slowdowns, absences
and turnover of employees.

 Self-satisfaction is important because the attitude and opinion of a

person will influence his or her actions. Attitudes and beliefs may
make a person work harder and perform more, or the opposite may
occur, and he or she may work less. Job satisfaction also impacts the

overall well-being of a individual as a result of people spending a

good part of the day at work. Consequently, if a individual is
unhappy with their job, it may lead to discontent in other areas of
their lives.

Effects of attitudes of workers

 Attitudes are relatively good behavior predictors of efficiency. They
offer information regarding the employee's behavioral motives or
inclinations to behave in a certain way.
Production of workers
 Many managers hang on to the old myth-that high satisfaction often
contributes to high employee efficiency, but this postulation is