Organizational Behaviour

December 2022 Examination Internal Assignments.

Question 1.

Answer:

Introduction:

Leadership is defined as the ability to motivate direct members or group representatives.

Definitions of leadership include the function of leader and the ability to lead. Leaders can be
found in both official and informal groups. The group's leader is frequently a person designated
to a greater level of responsibility or a job in a formal setting within a large corporation.
Leadership is the ability to influence how others act. It may also refer to the ability to convince
a group of individuals to achieve a specific goal. Future goals must be created, and the leader
must motivate the organization's leaders to want to achieve the vision. The qualities of good
leaders are consciousness, trustworthiness, connection building, modesty, empowering of
others, portraying oneself as a regular consent, being a role model, and being entirely present.
A good leader is capable of bringing out the best in his or her team members and encouraging
them to work together to achieve common goals, therefore these skills are essential to have. A
successful and morally handled problem in a department or an entire company was necessary
for a leadership position. Leaders may influence and steer their teams toward a shared purpose.
Ajay, Amar's boss, emphasised arguments that support his own point of view and disagree with
the ideas of other employees.

Concept and applications:

Leadership abilities include the capacity to manage and deliver projects, inspire initiatives,
create a sense of shared purpose, and encourage other leaders, as well as her ability to direct
people toward achieving company goals and inspiring them to make a difference.

The following are some of the pitfalls that leaders encounter while on the job:

1. Personal Pitfalls: A leader can face or may be involved in the following personal pitfalls.

 Absence of flexibility: Inflexible leaders make bad leaders. Despite the fact that they
portray themselves as having high standards and clear norms, all they manage to do
is foster a climate of mistrust and worry.

 Unethical behaviour: Unethical leadership is characterised as the leader engaging in

 actions that are not only immoral, but also illegal, and has an outrageous intent to
encourage unethical behaviour in his peers.

 Dictatorship: A leader's responsibility also includes addressing teammates' mistakes

and blunders, as well as providing opportunities for learning. Leaders should
reprimand their employees without putting them down. A personal error in leadership
can occur when a leader adopts a dictatorial approach rather than a collaborative one.
Such a leader may prioritise their own goals over those of their followers, setting
unreasonable goals for them.

 Criticism: Criticism should be handled by the leader while maintaining the position
he or she has in mind and without becoming personal. This is one of the most
common pitfalls that leaders confront.

 Roll confusion: A leader's duty is to assist others and promote their welfare.
However, leaders frequently overlook the people who are connected to them in their
power and enthusiasm to complete the goal. For example, a manager who fails to
recognise his team's potential and confuses enthusiasm with purpose is a bad example
of a leader.

2. Organizational pitfalls: Sometimes leaders do not comprehend an organization's aims and

objectives, which leads to organisational difficulties. The organisational pitfalls are as
follows:

 Ineffective management: Poor time management usually manifested itself as a last-

minute rush to meet responsibilities. Effective leaders organise and delegate so that
everyone understands their role and performs accordingly. People usually seek to put
too much work on themselves or to shift all of the responsibility on others. The ability
to allocate work at the outset helps everyone to finish their tasks on time.

 Lack of trust: On trust, a team must be based. If the leadership team lacked trust,
failure was far more likely to occur. A higher level of trust results in better
relationships, performance, and results. Both verbal and nonverbal communication
expresses care for the other person's well-being and aims to recognise and value each
other's skills and talents.

 Not paying attention on the issues: One of the key causes of poor leadership is a
failure to listen to problems that develop in a team. Communication is a two-way
street, and if a person does not believe they are being heard, they feel disconnected
 and ignore. Everyone desires to be understood and respected. As a result, address all
difficulties in order to boost team attentiveness.

 Inadequate conflict resolution skills. Without conflict resolution, the team becomes
contentious and unproductive. The leader must be aware of how to handle and
manage disagreements. Conflicts may be resolved when productive and good
resolutions are used.

 Lack of strategic thinking: Leaders who lack strategic thinking capacity are unable
to think through the practical measures required to attain their aims. This is a sign of
bad leadership since the person in charge should be directing the team to success. A
weak leader's flaw is that they focus too much on themselves to make decisions.
Strong leaders are concerned about the work at hand and think about the organisation,
team members, and immediate surroundings as well.

3. Environmental pitfalls: Environmental pitfalls relate to changes in political, legislative,

social, and economic structures, among other things. Organizations must adapt to these
changes by implementing new strategies, policies, services, or goods in order to compete in
the market. A leader's strategy and work practises must alter depending on the external
environment. It can be difficult to retain employees engaged during times of crisis or
transition. A leader should lead by example and encourage others to do the same. Few
examples of organisational responses to environmental problems include department
mergers and budget reconstructions.

Conclusion:

Thus, we can draw the conclusion that a good leader fosters open communication among team
members, motivates them to work hard, pays attention to feedback, and is open to new ideas
in a dynamic workplace. To create relationships and inspire others to strive for excellence,
Ajay should adhere to the aforementioned guidelines and understand their circumstances and
points of view on various topics thid will help him become a better leader in future.

Question 2.
Answer:
Introduction:
Ivan Pavlov, a psychologist, and B. Skinner, F. pioneered the reinforcement theory. The
concept is based on four fundamental external inputs, or operative conditioning qualities. The
 four inputs are positive reinforcement, negative reinforcement, positive punishment, and
negative punishment.
The reinforcement hypothesis states that consequences drive behaviour. Positive behaviour
should therefore be favourably rewarded. Additionally, bad behaviour shouldn't be praised or
punished. A psychological idea known as "reinforcement theory" contends that actions are
influenced by their results and that behavioural patterns can be changed through rewards,
penalties, and extinction.
In operant conditioning, reinforcement is something that makes a response more likely to
occur. It is described as the outcome of conduct that either amplifies a response or raises the
possibility of repetition. By counting the number of times a response occurs, it is possible to
calculate the frequency as well as the strength and degree of the reaction. On other hand when
anything unpleasant happens to a person as a result of bad behaviour, this is referred to as
punishment in operant conditioning. In a nutshell, it modifies behaviour by giving poor
reactions to bad behaviour. It aims to lessen or stop the occurrence of such conduct on a
regular basis. It is a suitable tool for directing and managing human behavior.
A large firm employs Sameer as the team leader. Being team leader Sameer encourages
positive conduct by avoiding or dealing with situations that might lead to harmful behaviour.
Because of this approach, it was the most effective in the office.

Concept and applications:

Following are the elements of reinforcement used by Sameer while dealing with team members.
Four techniques to altering employee behaviour are proposed by reinforcement theory are shown
in diagram below:

1. Positive Reinforcement:-
Positive reinforcement is a method of encouraging desired behaviour. It requires making
certain that positive behaviour is rewarded with positive incentives. The addition of a
reinforcing stimulus after the behaviour enhanced the likelihood that the conduct would be
repeated in the future. When a positive outcome or reward occurs as a result of an activity,
that reaction or habit is reinforced. Money, praise, and other forms of rewards are examples
of positive reinforcement. Positive reinforcement must involve a desired or required reward
for it to be successful. The award should be determined by the nature of the exhibit. The prize
 should be much more prominent the higher the agent's level of performance.
Following are some ways to reward the positive behaviour:
A) The award should be determined by the nature of the show. The prize should be
significantly more noticeable the higher the agent's level of performance.
B) If the support is given soon after the desired behaviour is displayed, it will have a different
substantial impact. The longer the recompense for the outstanding activity is delayed, the
less effective the award will be as a positive reinforce.
C) The incentive must be customised to each agent's needs because they each have different
job-related motivations. Principals should either create a mechanism for fitting rewards
for all members of the organisation or customise their accolades for each recipient. Money
may be a motivator for one employee, but an additional, extra commendation for his
achievement may be a far more powerful master.

2. Negative Reinforcement:-
Negative reinforcement is a strategy for increasing the desired behavior. This includes
imposing negative penalties for failing to participate in the desired activity. If the desired
behaviour is performed, the negative consequences are eliminated. Like positive
reinforcement, negative reinforcement is a tactic to motivate preferred behaviour. The
underlying problem with the strategy is that negative consequences may elicit unexpected
responses while also failing to achieve the desired behaviour. Negative reinforcement aims to
increase the frequency of behaviour by removing the individual's dislikes. For example,
suppose an employee has a strong work ethic and completes a few things ahead of schedule.
This employee travels a long distance to work. Given the employee's long commute, the
employer notified her that she could work from home for a few days. This is an example of
how to reinforce a behaviour by removing negative inputs.

3. Positive punishment:-
Positive punishment is a straightforward form of conditioning that involves identifying
undesired conduct and providing an unfavourable stimulus to prevent future repetition.
Punishing a worker for improper conduct is a simple illustration. It is a way to stop undesirable
behaviour. This indicates that there is no incentive of any kind offered for an activity. As a
result, the employee perceives himself participating in unnecessary and undesirable
behaviour.
 4. Negative punishment:-
Negative punishment is used to deter poor behaviour when an unwanted behaviour occurs.
Negative sanctions are used in this method. This sort of punishment involves removing or
withholding something in order to condition a reaction. For instance, a worker in the
marketing department would want to work the regular hours of 9:00 AM to 6:00 PM.
Recently, though, his performance has declined. A negative consequence would be to revoke
her privileges and force her to work at his preferred hour until her performance improved.

Conclusion
As a result, we draw the conclusion that Sameer employed the action and reward theory
discussed above, which enabled the team to excel. To reinforce the fundamental idea that acts
have consequences, Sameer employs reinforcement. With the aid of Sameer's reinforcement,
managers may choose the best employee motivating strategy based on the circumstance. The
whole focus of this motivating idea is on what happens after someone takes action. Internal
feelings and inspirations are disregarded; it has nothing to do with one's inner condition. In
order to motivate employees, the external environment of the business must be effectively and
intelligently integrated. All of these effects play a crucial part in developing an employee. The
frequency of conduct will rise in the organization's culture as a result of reinforcement
punishment, but the amount of behaviour will covertly decrease.

Question 3a.

Answer:

Introduction:

The content theory subgroup of motivational theories makes an effort to define what drives
people. Theories of motivational content usually provide forth a list of conditions that influence
people's conduct. The theory of motivation attempts to explain how and why our motivations
affect our behaviour, although there are many other factors at play. The goal of content theories
of motivation is to pinpoint these criteria or reasons. A content theory incorporates the work of
David McClelland, Abraham Maslow, and other psychologists. Another topic of content is the
factors that influence behaviour by rewarding or reinforcing it. Renita prefers to train lower-
level executives over upper-level executives. She agreed to accept a reduced salary in order to
instruct them and boost their total productivity. The need sof need that should we describe
 Renita's difficulty and explain her circumstance is Maslow's hierarchy. It is a psychological
theory that explains human motivation by focusing on different levels of need. According to the
theory, people are motivated to satisfy their desires in a hierarchical order. This list begins with
the most basic requirements and proceeds to more complex requirements motivational theory.
On the other hand, process theory seeks to comprehend how factors that drive behaviour interact
with one another.

Concept and applications:

Content theories examine "what" motivates people and are centred on the desires and goals of
each individual. Maslow, Alderfer, Herzberg, and McClelland's theory looked at motivation
from the perspective of its "content." There are a number of content theories that may be applied
in this case, but "Maslow's hierarchy of requirements" is the one that is most appropriate.
Maslow's hierarchy of requirements places a human's motivational needs in a pyramidal order.
The most fundamental needs of a person are their psychological needs, which are located at the
base of a pyramid.

This hypothesis suggested that an employee needed more than simply money to be motivated
to perform their work properly. People focus on their requirements for security, social
wellbeing, self-esteem, and ultimately self-actualization when their basic needs have been
addressed.

An employee need a variety of factors, including employment security, a sense of

accomplishment, favourable work relationships, and the potential to grow individually. Renita's
happiness and sense of achievement came from teaching a shop level Executive English to boost
their efficiency, not from a greater pay salary.

Conclusion:

Maslow's hierarchy of needs is a valid paradigm for illuminating Renita's motivational

psychology, we may conclude. The fact that Renita's needs for survival, safety, and social
interaction have all been met explains why she is dissatisfied at work since she is no longer
motivated or satisfied by her greater compensation or position. She is inspired to participate in the
social cause by her need for self-worth, which she hopes will improve the lives of shop floor
executives and, in turn, give her a feeling of value.
Question 3b.
Answer:
Introduction:
A passion is a strong and persistent or nearly uncontrollable feeling or desire toward a single
person or object. Passion not only feels nice because it releases feel-good chemicals into our bodies,
but it also has a positive impact on our lives. It is so powerful that it overpowers the mind or
judgement, causing rage. Renita Parker works as a trainer for International Tasty Tummy
Corporation's FMCG business. She works seamlessly with both the top executive and the shop floor
staff. At that time, she realised that teaching the workers on the shop floor was calling to her, and
she wanted to engage with them more. She wanted to take a step down from her previous position
to increase the productivity and efficiency of shop floor employees and thereby their lives.

Concept and applications:

An organization finds it complex and challenging task to keep its employee motivated and there
are multiple techniques used to keep employees motivated in their respective job. Some of the
common motivational techniques practice are as given below:

1. Monetary and non-monetary benefits:

It refers to pay components such as money and other perks. Employees are compensated for
their efforts. A Commission bonus and incentives are two examples of monetary rewards
one receive. Gift certificates and gadgets are examples of non-monetary benefits. We also
cannot overlook the relevance of non-monetary methods since certain requirements cannot
be met with money.

2. Job enrichment:

By requesting that employees share in the responsibilities of their bosses, these tactics aim
to increase job competition. As a result, employees' confidence levels rise and they continue
to be interested in their jobs, which boosts productivity.

3. Job rotation:

Job rotation entails assigning different jobs and responsibilities to employees at various
times. To improve their enthusiasm for their jobs. This method should be followed for
individuals who have covered a specific term in the business, because an employee without
experience will not be able to build skill in any function if he or she is constantly allocated
 to a new role.

4. Goal setting:

This method involves giving employees specific goals in order to encourage their
engagement. Employee commitment to achieving objectives is increased if involvement in
goal-setting is encouraged.

5. Alternative working schedule:

This refers to the flexible work hours provided by many organisations to assist their workers
in selecting their preferred shift to work. Alternative work patterns encourage employees to
provide their best effort.

6. Employees skill up-gradation:

Employee abilities should be improved on a regular basis, and training to expand their
proficiency should be provided.

Given the circumstances, it is clear that Renita was willing to quit her well-known, lucrative career
in order to assist or teach shop floor workers for a reduced income. This demonstrates how much
she loves sharing her expertise with others and that teaching is the right career choice for Renita.
The motivation is what we do primarily for the benefit of others. Whereas emotion can be
unpredictable and erratic, purpose is far more focused. Passion is a strong and powerful proclivity
toward a self-defining action that an individual enjoys, values, and devotes a significant amount of
time and effort to. Passion is an internal motivator; it is the pursuit of one's goals as well as the
recognition of one's fundamentally distinct desires. It is an energy that comes from within rather
than being forced from without. Renita Parker's love of education provided her with the motivation
to seek out novel experiences and the secret to happiness. Her feeling of success and purpose in life
were both enhanced by it.

Conclusion:

We may thus draw the conclusion that Renita is motivated to work more by her love of
education and teaching than by the financial benefits of working with high-level executives. We
may thus conclude that Renita enjoys teaching and that her career is one that should be pursued
rather than one that pays more because teaching will benefit her and keep her happy at work.