Q1 Define Organisational Behaviour?

What are the major challenges and Opportunities in

organisational behaviour?

- Organizational behaviour is the study of how individuals and groups behave within an
organizational context. It explores various factors that influence human behaviour in
the workplace, including individual differences, group dynamics, leadership,
communication, organizational culture, and change management. Understanding OB
helps organizations effectively manage their human resources and improve overall
performance.

Major Challenges in Organizational Behaviour

Challenges for organizational behaviour are enormous and are at the same time rapidly
changing for improving efficiency and meeting business goals. The nature of job changes,
however some problems never change.
Some of the major challenges in organizational behaviour are as follows −
 Non-appearance of clear direction
Absence of direction is one of the most common organizational problems and it has two
prominent causes. They are as follows −
First − Either leaders rarely discuss or chart an intentional direction or strategy for the future,
or they fail to communicate a reasonable message about the strategy to all members of the
organization.
Second − There are always numerous activities to execute, and the organization lacks the
coincide needed to gain the friction necessary to help the organization modify, adapt, and
shape its future-activities that would ensure the organization’s long-term sustainable growth.
 Difficulty in blending multiple personalities.
Blending multiple personalities into a cohesive and unified team can be a massive challenge.
People’s personalities vary broadly, and the assortment of backgrounds, judgements, views,
and experiences can cause challenges for teams to come together and work peacefully.
 Failure to develop key capability and behaviours.
In any organization, we often experience a lot of hardworking people who have good targets.
Despite their experiences in the industry, their technical talent, and the subject-matter
competence that many leaders bring to the table, creating a high-performance organization is
often out of reach.
 Poor communication and feedback
There seem to be two utmost behaviours in this area - either people do everything in their
power to avoid tackling others and holding them responsible, or they delight in any
opportunity to chew people out, depreciate them, and crush their spirits. This is the result of
poor communication and as no proper feedback provided.
 Absence of perception
Constructing a reasonable organization takes hard work and an eager insight of the culture
and environment that exists in a business. Market conditions can change fast in a rapidity,
unpredictability, difficulty, and ambivalence world and demand huge positions of a leader’s
time. Therefore, a clear perception of market requirements and market forecast are essential.
Absence of these can result in huge loss in every sector.
Major Opportunities in Organizational Behaviour
Organisational behaviour has proved to have the following benefits or opportunities –
 Enhancement people’s skills
Organizational behaviour helps in better management of the organization as it helps in
improving the skills of the people. It provides perception into the skills that the employees
can use on the job, such as designing jobs and creating effective teams.
 Managing workforce assortment
Workforce assortment refers to the variety of differences between people in an organization.
Assortments enclose race, gender, racial, group, age, personality, coherent style, occupation,
organizational function, education, background and more. Organizational behaviour helps in
understanding these differences and finding out the best possible ways in eradicating issues
arising out of such differences.
 Improving customer service
Organizational behaviour helps in understanding all about what customers’ wants, how they
want and when they. Furthermore, this understanding helps in increasing customer value as
well as customer service. Thereby, a great way to improve one’s business.
 Improving quality and productivity
Quality and productivity are key factors for competitiveness and have always been a concern
for the productive sectors, especially in countries with open economies. Organizational
behaviour as it helps in understanding people and their behaviour, it thereby focuses not only
on the people who do the work, but the tasks they perform. It further standardizes policies
and procedures in the company to maximize efficiency.
 Responding to globalism
Globalization of businesses is nothing new in the present time. Businesses are conducted
beyond one nation, and this is performed mostly through the Internet. This globalization as
become possible only because of organizational behaviour.
Without the understanding the behaviour of any individual, whether it is the seller or the
customer, running a business around the world is not possible. Organizational behaviour not
only helps to understand the behaviour of people, but also their cultures overall which
ultimately decides their choices of buying products.
 Stimulating innovation and change
Today’s successful organizations must foster innovation and be proficient in the art of
change; otherwise, they will become candidates for extinction in due course of time and
vanish from their field of business. Organizational behaviour not only helps to understand the
behaviour of people, but also their cultures overall which ultimately decides their choices of
buying products. This leads to stimulating innovation and change in product development as
per market requirements.
Q2 Define Organisational culture? Explain the types of organisational culture?

- Organizational culture is the collection of business practices, beliefs, and behaviors

that create the working environment of a company. This includes the policies and
procedures of the business and the intangible personality of the organization. A
company's culture dictates the accepted methods of interaction within and outside the
company by identifying the values and norms expressed by the organization.
Organizational culture creates the environment for management and employees to
direct the company while providing an underlying philosophy and expectation.

- primary types of organizational culture: -

1. Adhocracy Culture: This culture emphasizes innovation, creativity, and flexibility.
Organizations with an adhocracy culture encourage employees to take risks, experiment
with new ideas, and adapt quickly to changes in the market.
2. Clan Culture: Clan culture focuses on creating a family-like atmosphere within the
organization. There is a strong emphasis on teamwork, collaboration, and employee
development. Leaders often act as mentors, and there is a high level of trust and loyalty
among employees.
3. Hierarchy Culture: In a hierarchy culture, there is a clear chain of command and
authority within the organization. Decisions are made top-down, and there is a strong
emphasis on following rules, procedures, and protocols. Stability, consistency, and
efficiency are valued.
4. Market Culture: This culture is oriented towards competition and results.
Organizations with a market culture focus on achieving goals, beating competitors, and
maximizing profits. There is an emphasis on performance, accountability, and
achievement.
5. Authority Culture: Authority culture places a strong emphasis on power and control.
Leaders in these organizations often have autocratic tendencies and make decisions
unilaterally. Employees are expected to follow orders without question, and there is
little room for dissent or innovation.
6. Caring Culture: Caring culture prioritizes the well-being and satisfaction of
employees. Organizations with this culture focus on creating a supportive and
nurturing work environment where employees feel valued, respected, and cared for.
7. Enjoyment Culture: Enjoyment culture emphasizes fun, happiness, and a positive
work environment. These organizations prioritize employee morale and engagement,
often incorporating elements like team-building activities, social events, and perks to
promote a sense of enjoyment at work.
8. Learning Culture: Learning culture values continuous growth and development.
Organizations with this culture encourage employees to acquire new skills, knowledge,
and experiences. There is an emphasis on learning from both successes and failures, and
mistakes are viewed as opportunities for improvement.
9. Order Culture: Order culture emphasizes structure, stability, and predictability.
These organizations value clear rules, policies, and procedures to maintain order and
minimize chaos. There is a focus on efficiency, consistency, and adherence to established
norms.
10. Purpose Culture: Purpose culture revolves around a shared mission or because that
inspires and motivates employees. Organizations with this culture prioritize making a
positive impact on society or the environment. Employees feel a sense of purpose and
fulfillment in their work, beyond just financial rewards.

Q3 What is Organisational Communication? Explain two major types of communication

channels within organisation?

-Organizational communication refers to the exchange of information, ideas, and

messages within an organization. It encompasses both formal channels, such as official
memos, emails, and meetings, as well as informal channels, such as hallway
conversations, grapevine communication, and social interactions among employees.
Effective organizational communication is essential for facilitating collaboration,
decision-making, problem-solving, and overall productivity within the organization.

There are two major types of communication channels within an organization:

1. Formal Communication Channels: These are official channels established by the

organization's structure and hierarchy. Formal communication typically follows
predefined pathways and protocols. Examples include:

- Downward Communication: This flow of communication originates from higher

levels of authority and is directed downward to subordinates. It often includes
directives, instructions, policies, goals, and feedback. For example, a CEO sending out a
company-wide email announcing a new strategic initiative is a form of downward
communication.

- Upward Communication: In contrast, upward communication flows from lower

levels of the organizational hierarchy to higher levels. It includes feedback, suggestions,
reports, and concerns from employees to managers or executives. Upward
communication channels provide employees with opportunities to voice their opinions,
share ideas, and contribute to decision-making processes. For instance, an employee
submitting a proposal for process improvement to their supervisor is an example of
upward communication.

2. Informal Communication Channels: These channels are less structured and do not
follow the formal organizational hierarchy. Informal communication tends to occur
spontaneously and can travel in any direction within the organization. Examples
include:
 - Grapevine Communication: Grapevine communication refers to informal networks
of communication that spread rumors, gossip, and unofficial information among
employees. While often seen as less reliable than formal channels, the grapevine can
provide valuable insights into employee sentiments and concerns.

- Social Interactions: Social interactions, such as casual conversations, lunch breaks,

and team-building activities, also serve as informal communication channels within
organizations. These interactions foster relationships, build rapport, and strengthen the
sense of community among employees.

Q4 What is Organisational Culture? Why there is a need of Organisational culture in today’s

modern world?

- Every organisation has a unique personality, just like individuals. This unique personality of
an organisation is the culture. Organisational culture is either built and maintained by
founders to grow their organisation in a particular direction or develops over time from the
interactions of people working in the organisation. Organisational culture is essential for
developing the traits necessary for success. It defines how individuals behave and function
when working together. The main goal of companies is to foster a productive, healthy, and
positive culture.
*Organizational culture plays a critical role for several reasons:

1. Employee Engagement and Retention: A strong organizational culture fosters a sense of

belonging and commitment among employees. When employees feel aligned with the
organization's values and goals, they are more likely to be engaged, motivated, and satisfied
in their roles. This, in turn, contributes to higher employee retention rates, reducing turnover
costs and maintaining institutional knowledge within the organization.

2. Adaptability and Innovation: In a rapidly changing business environment, organizations

need to be agile and adaptable to stay competitive. A positive organizational culture
encourages innovation, creativity, and risk-taking by fostering an environment where
employees feel empowered to experiment, learn from failures, and think outside the box. A
culture that values continuous learning and improvement enables organizations to adapt to
market dynamics and seize new opportunities more effectively.

3. Performance and Productivity: Organizational culture influences employee attitudes and

behaviours, which in turn impact performance and productivity levels. A culture that
promotes collaboration, teamwork, and open communication enhances coordination and
efficiency within teams and across departments. Additionally, a culture of accountability and
high performance sets clear expectations and motivates employees to strive for excellence in
their work.

4. Customer Satisfaction and Brand Reputation: Organizational culture extends beyond

internal dynamics and influences the external perception of the organization by customers,
partners, and other stakeholders. A positive culture that prioritizes customer satisfaction,
ethical behaviour, and social responsibility enhances brand reputation and fosters customer
loyalty. Customers are more likely to trust and support organizations that demonstrate
integrity, transparency, and a commitment to societal values.

5. Organizational Identity and Differentiation: A distinctive organizational culture serves as a

source of identity and differentiation in a crowded marketplace. It helps define what makes
the organization unique and sets it apart from competitors. A strong culture attracts like-
minded individuals who resonate with the organization's values and contributes to building a
cohesive and cohesive workforce.

Q5 Give a brief note on Cattell’s 16 factor personality model?

- Cattell’s 16-Factor Personality Model

Trait theorist Raymond Cattell reduced the number of main personality traits from Allport’s
initial list of over 4,000 down to 171. He did so primarily by eliminating uncommon traits
and combining common characteristics.
Cattell rated a large sample of individuals for these 171 different traits. Using a statistical
technique known as factor analysis, he then identified closely related terms and eventually
reduced his list to 16 key personality traits. Among them are dominance, perfectionism,
reasoning, and self-reliance.
According to Cattell, these 16 traits are the source of all human personalities. He also
developed one of the most widely used personality assessments. the 16 Personality Factor
Questionnaire.
According to Cattell, there is a continuum of personality traits. In other words, each person
contains all these 16 traits to a certain degree, but they might be high in some traits and low
in others.
The following personality trait list describes some of the descriptive terms used for each of
the 16 personality dimensions described by Cattell.

1. Abstractedness
2. Apprehension
3. Dominance
4. Emotional stability
 5. Liveliness
6. Openness to change.
7. Perfectionism
8. Privateness
9. Reasoning
10. Rule-consciousness
11. Self-reliance
12. Sensitivity
13. Social boldness
14. Tension
15. Vigilance
16. Warmth

Q6 What is Organisational Design and explain its impact on behaviour?

- Organizational design is a process that defines a company's leadership practices and

hierarchy. A company's organizational design can affect its workplace culture, efficiency,
workplace relationships and production value. If you are interested in organizational methods
that dictate how a company operates, it may be helpful to understand the elements that go
into this design.

Impact of Organizational Design on behavior

These are six elements of organizational design that can affect how employees and managers
interact and divide primary duties: -

1. Work specialization
Work specialization is a process that assigns each professional to a specific task. Because the
management of the company is clear in what they expect from their employees, each one can
focus on their task, gaining special skills and experience that can help them improve. When
using work specialization, management professionals often assign tasks to the employee who
is best suited for it. This means the professional's work history, skill set, and education align
with the task. Work specialization allows an employer to focus less on training and redirect
its energy and resources to other company needs. For example, factory and warehouse
companies use work specialization for assembly line workers. In a factory that specializes in
making gift baskets, one professional may arrange the decorative paper in the basket while
another professional adds fruits to the basket.

2. Departmentalization and compartments

Departments and compartments are teams of professionals within a larger company. This
component of organizational design allows each compartment or department to focus on a
specific task the professionals in each group work together to achieve. Compartments refer to
teams of professionals who each are from a different career path and specialty. These
professionals each use their own talents to help complete the project. For example, when a
film company wants to produce a new movie, they hire a director, a casting agent, a costume
designer and other professionals to create the film. Departments refer to groups of
professionals of a similar skill set within a company. Each of these professionals usually has
the same primary duties and uses similar practices to meet the same goal. For example, a
company's accounting department all work to manage the company's finances and taxation
records using the same methodologies and practices.

3. Formalization of elements
Formalization specifies the relationships and roles within a company. Larger companies often
have a more distinct formalization of primary roles than smaller companies. This is because
employees may fill multiple roles in a smaller company. For example, in a neighborhood
pizza shop, the manager may be responsible for food preparations besides their leadership
responsibilities. Formalization of elements also can clarify workplace rules, such as how
many breaks an employee can take during their shift. Because these elements can shape
workplace culture, it's important to consider them carefully when crafting a company's
organizational design plan.

4. Centralization and decentralization

Centralization and decentralization refer to the senior levels of employees who can influence
company decisions. Each company rests somewhere on a scale of centralization. For
example, with centralization, some companies give the senior level of professionals complete
influence over the decision-making process, while with decentralization, a company may
seek the input of lower-level employees as well. Allowing more employees to influence
company practices can give employees a stronger sense of pride and satisfaction in their
work. However, allowing only senior staff members to share their input can be more time
effective.

5. Span of control
A leader can be more successful when they manage an appropriate number of employees.
Span of control is an element of organizational design that accounts for the number of people
a leader supervises and the tasks they handle. For example, the acquisitions department of a
publishing company is likely to have a large volume of incoming book pitches. If the
department employs many readers to accommodate this demand, the department may need
multiple managers to monitor and guide the readers' work. Clarifying a specific span of
control can ensure managers can handle all their tasks while overseeing daily operations and
monitoring the progress of their designated team members. The ideal span of control can
depend on a variety of factors including:
 Workplace size
 Manager abilities
 Company goals
 Company structure
 Leadership style

6. Chain of command
The chain of command of a company describes the business' hierarchy and can affect
workplace culture and the efficiency of work production. An organizational chart can visually
portray each employee's place in the company hierarchy, and the company may have a strict
or flexible chain of command. With a strict chain of command, each employee has a direct
supervisor with an exception for the chief executive officer. In a more flexible chain of
command, the owner may be the highest point of contact, then a manager or two in the
middle with the rest of the employees ranking under the managers. In this scenario, the
lowest level of employee would report to the managers and the managers’ report to the
business owner.

Q7 Explain group decision making techniques in detail?

-Decision-making is a leadership skill that managers use to assess a situation and determine
how the organization may proceed. The decision-making process involves the following
steps:

 Identifying the challenge: In this step, the manager discovers an issue and
determines the circumstances that led to the situation.
 Devising solutions: After learning more information about the case, the manager
creates one or several possible solutions.
 Weighing options: The manager analyses the advantages and disadvantages of each
option and explores alternative solutions if needed.
 Making a choice: Once a thorough assessment takes place, the manager makes a final
decision about what action to take.
 Informing others of the decision: The manager informs employees of the decision
and explains how the decision influences the workplace.
Leaders of organizations undergo decision-making protocols for several reasons,
including:
 Implementing new company policies
 Designing budgets and allocating financial resources
 Recruiting and training new employees
 Creating organizational goals
 Entering new markets
 Downsizing or expanding the organization.
 Developing new products
 Building the company brand
Q8 Define Personality and explain Sigmund Freud’s theory in detail?

- Personality, a characteristic way of thinking, feeling, and behaving. Personality embraces

moods, attitudes, and opinions and is most clearly expressed in interactions with other people.
It includes behavioural characteristics, both inherent and acquired, that distinguish one person
from another and that can be observed in people’s relations to the environment and to
the social group

According to Sigmund Freud, human personality is complex and has more than a single
component. In his famous psychoanalytic theory, Freud states that personality is composed of
three elements known as the id, the ego, and the superego: -

The Id
 According to Freud, the id is the source of all psychic energy, making it the primary
component of personality.

 The id is the only component of personality that is present from birth.

 This aspect of personality is entirely unconscious and includes instinctive and

primitive behaviours.

 The id is driven by the pleasure principle, which strives for immediate gratification of
all desires, wants, and needs.1 If these needs are not satisfied immediately, the result is
a state of anxiety or tension.

 For example, an increase in hunger or thirst should produce an immediate attempt to

eat or drink.

The Ego
 According to Freud, the ego develops from the id and ensures that the impulses of the
id can be expressed in a manner acceptable in the real world.

 The ego functions in the conscious, preconscious, and unconscious mind.

 The ego is the personality component responsible for dealing with reality.

 The ego operates based on the reality principle, which strives to satisfy the id's desires
in realistic and socially appropriate ways. The reality principle weighs the costs and
benefits of an action before deciding to act upon or abandon impulses.

 Example: - Imagine that you are stuck in a long meeting at work. You find yourself
growing increasingly hungry as the meeting drags on. While the id might compel you
to jump up from your seat and rush to the break room for a snack, the ego guides you
to sit quietly and wait for the meeting to end.
The Superego
The last component of personality to develop is the superego.
 According to Freud, the superego begins to emerge at around age five.

 The superego holds the internalized moral standards and ideals that we acquire from
our parents and society (our sense of right and wrong).

 The superego provides guidelines for making judgments.

 example, if you give in to the urges of the id, the superego is what will cause you to
feel a sense of guilt or even shame about your actions.

Q9 What are the factors which effects Individual Behaviour in an Organisation?

- Factors which effects individual behaviour in an Organisation

A) Personal Factors:
1. Physical Characteristics:
2. Age
3. Gender
4. Religion

B) Psychological Factors
1. Personality
2. Perception
3. Attitude
4. Values

C) Environmental Factors
a) Economic Factor
1. Employment Level
2. Wage Rates
3. General Economic Environment
4. Technological Development

D) Organisational Factors
1. Physical Facilities
2. Organisation Structure and Design
3. Leadership
4. Reward System
Q10 What is Perception? Discuss the factors which affect the perception?

- Perception is a process by which an individual interprets anything that comes in front of him
or her. It is the way in which he or she utilizes his or her sensory impressions to interpret a
particular situation and give a particular meaning to the environment.

There are a set of factors in the target that affect our perception: -

 Novelty − The quality of being innovative and different is a pivotal point in any target
that affects its perception by someone. Suppose in a set of children a child is very
outspoken; the teacher will perceive him to be the best among the group.

 Motion − The motion of a particular target helps an individual perceives it differently.

 Sounds − The sound of a particular place, thing, or person affects the perception of
them by different people a lot. A loud person is perceived as a more confident fellow
than a slow-spoken person, who is perceived to be underconfident.

 Size − The size of a particular target also has a lot to do with how different people
perceive it.

 Background − Suppose we see an ornament in a lavish gold shop. We will perceive it

to be luxurious and lucrative, but if we see the same ornament on the road, our
perception will change. So, background matters a lot when making perceptions about
anything or anyone.

 Proximity − The closeness or similarity of a particular target with the perceived

object has a lot of influence on the perception. For example, if we are Indian, we will
surely emphasize Indian music more than a foreigner.

 Similarity − The similarity of a particular person or thing with the target affects the
perception on a wide scale.

Sometimes the situation of a particular target affects its perception.

 Time − the time it takes for a particular situation to happen affects its perception. If
it's a sunny day, then we perceive a child's drink to be the most lovable thing to have,
but if it's a chilly winter day, we perceive coffee to be the most lovable thing to have.

 Work setting − The setting of work at different organizations affects their perception
by their employees. Suppose there is an office with hectic work schedules and
tedious, tiring workdays. Employees of this organization may be reluctant to work
there, but if there is a similar organization with fun activities and lots of incentives,
employees of this organization may love where they work.
Q11 Explain the types of groups in detail ?

- Groups can be classified into various types based on different criteria. Here's a detailed
explanation of some common types of groups:

1. Primary Groups: These are small, intimate groups characterized by face-to-face interaction,
close relationships, and long-lasting connections. Members of primary groups typically share
emotional bonds, mutual support, and a sense of belonging. Examples include families, close
friendship circles, and small communities.

2. Secondary Groups: Secondary groups are larger and more impersonal than primary groups.
They are often formed for specific purposes or goals, such as achieving tasks, accomplishing
objectives, or pursuing common interests. Relationships in secondary groups tend to be more
formal and task-oriented rather than based on personal connections. Examples include
workplaces, academic classes, and professional associations.

3. Reference Groups: Reference groups are social groups that individuals use as a standard
for evaluating their own attitudes, behaviours, and beliefs. These groups provide benchmarks
for comparison and influence individuals' perceptions of themselves and their social identity.
Reference groups can be aspirational (groups individuals strive to emulate) or associative
(groups individuals currently belong to). Examples include peer groups, cultural or religious
communities, and professional societies.

4. In-Groups and Out-Groups: In-groups are social groups with which individuals identify
and feel a sense of belonging, while out-groups are those to which individuals do not belong
and may even perceive as different or inferior. In-group members often exhibit favouritism,
loyalty, and solidarity toward one another, while out-group members may face discrimination
or prejudice. These distinctions can lead to social categorization and the formation of
stereotypes or biases.

5. Formal Groups: Formal groups are intentionally created to fulfil specific organizational or
institutional objectives. They have defined structures, roles, and rules governing members'
behaviour and interactions. Examples include work teams, committees, and governmental
bodies. Formal groups often operate within established hierarchies and adhere to prescribed
procedures and protocols.
6. Informal Groups: Informal groups emerge spontaneously among individuals within a social
setting based on shared interests, values, or affiliations. Unlike formal groups, they lack
official recognition or organizational structure. Informal groups can serve various functions,
such as providing social support, facilitating communication, or influencing group norms.
Examples include friendship cliques, hobby clubs, and social media communities.

7. Task Groups: Task groups are formed to accomplish specific objectives or solve problems
within a defined timeframe. Members collaborate and coordinate their efforts to achieve the
group's goals efficiently. Task groups may disband once their objectives are met or evolve
into ongoing teams if continued collaboration is necessary. Examples include project teams,
research groups, and problem-solving committees.

8. Social Groups: Social groups are formed primarily for social interaction, companionship,
and recreational activities rather than instrumental purposes. They provide opportunities for
individuals to connect, socialize, and enjoy shared interests or leisure pursuits. Social groups
contribute to individuals' socialization, emotional well-being, and sense of community.
Examples include sports teams, hobby clubs, and community organizations.

Q12 Organisational Behaviour in Global Context”, Discuss?

- "Organizational Behaviour in Global Context" explores how individuals, groups, and

structures within organizations interact within the context of a globalized world. This field of
study examines the impact of cultural diversity, globalization, technological advancements,
and cross-cultural interactions on organizational dynamics and effectiveness. Here are some
key aspects to discuss:

1. Cultural Diversity:

- In a global context, organizations often consist of individuals from diverse cultural

backgrounds. Cultural diversity can enrich organizations by bringing different perspectives,
skills, and ideas.

- However, managing cultural diversity effectively requires understanding and respecting

cultural differences, addressing potential conflicts, and promoting inclusive practices.

- Cultural intelligence (CQ) becomes essential for employees and managers to navigate
cross-cultural interactions sensitively and effectively.
2. Globalization:

- Globalization has transformed the way organizations operate, leading to increased

interconnectedness and interdependence among economies, markets, and societies.

- Organizations must adapt to global competition, market trends, and technological

advancements to remain competitive.

- Globalization offers opportunities for expansion, collaboration, and access to diverse

talent pools, but it also presents challenges such as cultural barriers, regulatory differences,
and geopolitical risks.

3. Cross-Cultural Communication:

- Effective communication is crucial in a global context where individuals from different

cultural backgrounds interact.

- Understanding cultural differences in communication styles, norms, and preferences helps

avoid misunderstandings and improve collaboration.

- Communication technologies facilitate global communication but also require awareness

of cultural nuances and sensitivity to diverse perspectives.

4. Leadership in Global Organizations:

- Global leadership requires skills in managing diverse teams, navigating cultural

differences, and fostering inclusive work environments.

- Effective global leaders demonstrate cultural agility, empathy, and adaptability to lead
across borders and cultures.

- Leadership development programs should incorporate cross-cultural training and exposure

to diverse perspectives.

5. Global Teams and Collaboration:

- Global teams consist of members from different geographical locations who collaborate
virtually to achieve common goals.

- Managing global teams requires addressing challenges such as time zone differences,
language barriers, and cultural diversity.
 - Leveraging technology for virtual collaboration, promoting trust and accountability, and
establishing clear communication channels are essential for the success of global teams.

6. Ethical and Social Responsibility: -

- Organizations operating in a global context face ethical dilemmas related to cultural

relativism, human rights, environmental sustainability, and corporate social responsibility.

- Ethical leadership and a strong commitment to social responsibility are essential for
maintaining trust and legitimacy in diverse cultural contexts.

- Adhering to ethical standards and contributing positively to local communities and

societies enhance organizational reputation and long-term sustainability.

Q13 What is Motivation? Explain the Importance of Motivation in organisation?

- ‘Motivation’ is the process of inspiring people to intensify their desire and willingness for
executing their duties effectively and for co-operating to achieve the common objectives of
an enterprise.
The Importance of Motivation in organisation:
1. Adequate Financial Incentive:
Provisions should be made for fair and adequate remuneration of the employees of the
enterprise. Remuneration must be fixed in such a way that the employees are satisfied. If they
are not well paid, they will not be motivated to perform their work with sincere efforts.
Therefore, proper arrangements are to be made for enough wages and salaries, bonus, various
allowances, etc. to encourage the employees.
2. Congenial Work Environment:
Conducive work environment is needed for motivating the employees effectively. If
favourable working conditions are not created, the process of motivation will not be fruitful.
A suitable work environment means proper arrangements for ventilation and lighting,
cleanliness, and healthy atmosphere at the workplace.
3. Provision for Promotion:
The employees are motivated through their promotion in future. Arrangement for promotion
should be based on seniority or efficiency of the employees.
4. Non-monetary Facilities:
Besides financial incentives, some non-monetary facilities like the provisions for travelling,
education, accommodation, and medical treatment of the employees—free of cost—should be
arranged for motivation.
5. Retirement Benefits:
Retirement benefits of the employees should be satisfactory for influencing them to work
more. Arrangement of the important retirement benefits like the provisions of provident fund,
pension, gratuity, etc. are to be made.
6. Security of Job:
The employees should be ensured about the stability of their employment. If they feel safe
and secured in their jobs, they will be highly motivated.
7. Goodwill and Possibility of Development of the Enterprise:
The employees will be well-motivated to perform their jobs more effectively if the enterprise
in which they work has a good reputation in the market and there lies the possibility of
expansion, growth, and prosperity in near future.
8. Recognition of Good Work:
The performance of good work by the employees should be recognised, accepted and praised
by the upper-level managers for creation of motivation among the employees.
9. Unity among the Employees:
Through the establishment of unity among the employees, motivation can be created. For this
purpose, cordial relationship should be made among them. Equal and impartial behaviour to
the employees of all levels and improvement of working relation are also necessary.
10. Good Behaviour of the Higher-Level Authority:
Sweet behaviour of the higher authority and good relation between the employees and higher
authority are needed for motivating the employees properly and adequately.

Q14 Give a brief note on Advantages and Disadvantages of group decision making?

- Group decision making offers several advantages and disadvantages:

Advantages:
1. Diverse Perspectives: Groups bring together individuals with different backgrounds,
experiences, and expertise, leading to a broader range of ideas and perspectives.
2. Enhanced Creativity: Group brainstorming sessions can stimulate creativity and innovation
as members build upon each other's ideas and generate novel solutions.
3. Increased Acceptance: When decisions are made collectively, individuals are more likely to
accept and support the outcomes since they have been involved in the decision-making
process.
4. Shared Responsibility: Group decisions distribute accountability among members,
reducing the burden on any single individual and fostering a sense of collective ownership.
5. Better Information Processing: Groups can pool and analyse information more effectively
than individuals, leading to more informed and well-rounded decisions.
Disadvantages:
1. Time Consuming: Group decision-making processes can be time-consuming, requiring
coordination, discussion, and consensus-building among members, which may delay the
decision-making process.
2. Conflict and Tension: Differences of opinion or interpersonal conflicts within the group
can lead to tension, disagreement, and hinder the decision-making process.
3. Groupthink: Groupthink occurs when members prioritize harmony and consensus over
critical evaluation of alternatives, leading to conformity and a failure to consider alternative
perspectives or risks.
4. Social Loafing: Some individuals may exert less effort or contribute less actively in group
settings, relying on others to carry the workload, which can undermine the effectiveness of
the decision-making process.
5. Dominance of Certain Members: In some groups, certain individuals may dominate
discussions or exert undue influence, limiting participation from others and skewing the
decision-making process.
Q15 Define Group? What are the reasons which specifies that groups are essential in
organisations?

-A group, organizational behavior, refers to two or more individuals who interact with each
other, share common goals, and perceive themselves as a cohesive unit. Groups within
organizations can take various forms, including formal work teams, project groups,
committees, or informal social networks. Here are some reasons why groups are essential in
organizations:

1. Synergy and Collaboration: Groups allow individuals to pool their resources, skills, and
knowledge to accomplish tasks or solve problems collectively. Synergy arises when the
combined efforts of group members result in outcomes that exceed what could be achieved
by individuals working alone.

2. Division of Labor: Groups enable organizations to divide complex tasks into smaller, more
manageable components and allocate them among members based on their expertise,
interests, and capabilities. This division of labor enhances efficiency and productivity by
leveraging the diverse skills of group members.

3. Problem Solving and Decision Making: Groups provide a forum for brainstorming ideas,
analyzing information, evaluating alternatives, and making decisions collaboratively. By
harnessing the collective intelligence and diverse perspectives of group members,
organizations can arrive at more creative, well-rounded solutions to complex problems.

4. Social Support and Motivation: Groups fulfill social and psychological needs by providing
a sense of belonging, camaraderie, and support. Membership in groups fosters mutual trust,
camaraderie, and morale, which can enhance job satisfaction, motivation, and commitment to
organizational goals.

5. Learning and Development: Groups serve as vehicles for learning, skill development, and
professional growth. Through interactions with peers, individuals can acquire new
knowledge, receive feedback, and refine their skills, contributing to continuous learning and
improvement within the organization.

6. Innovation and Creativity: Groups stimulate creativity and innovation by providing a

platform for exchanging ideas, challenging conventional thinking, and exploring novel
approaches to problems. Diversity of perspectives within groups can spark innovation and
drive organizational change and adaptation.

7. Conflict Resolution and Negotiation: Groups provide a structured environment for

resolving conflicts, managing disagreements, and negotiating differences among members.
By facilitating open dialogue and constructive problem-solving, groups can mitigate conflicts
and promote collaboration and cooperation.

8.Organizational Culture and Identity: Groups contribute to the development and

reinforcement of organizational culture and identity. Through shared values, norms, and
rituals, groups shape the organizational climate, promote alignment with organizational goals,
and foster a sense of identity and belonging among members.
Q16 Define Personality? Explain 5 factor model of Personality?

- Personality, a characteristic way of thinking, feeling, and behaving. Personality embraces

moods, attitudes, and opinions and is most clearly expressed in interactions with other people.
It includes behavioural characteristics, both inherent and acquired, that distinguish one person
from another and that can be observed in people’s relations to the environment and to
the social group.
This five-factor model of personality represents five core traits that interact to form human
personality.6 While researchers often disagree about the exact labels for each dimension, the
following are described most:
 Agreeableness: level of cooperation and caring for others, Agreeableness is a core
personality trait that reflects and individual's abilities to get along well with others and
their concern for social harmony.
 Conscientiousness: level of thoughtfulness and structure, Conscientiousness is a core
personality trait that involves being diligent, responsible, and careful. When
someone is conscientious, they are able to exercise self-discipline and self-control in
order to pursue and ultimately achieve their goals. People with high conscientiousness
are also organized, determined, and able to postpone immediate gratification—all of
which contribute to a more successful life.
 Extraversion: level of socialness and emotional expressiveness, In the big 5 theory of
personality, extroversion (often known as extraversion) is one of the five core traits
believed to make up human personality. Extroversion is characterized by sociability,
 talkativeness, assertiveness, and excitability. Extroverts feel energized when they
spend time socializing with other people.
 Neuroticism: level of mood stability and emotional resilience, Neuroticism is a core
personality trait characterized by emotional instability, irritability, anxiety, self-doubt,
depression, and other negative feelings. Like other personality traits, neuroticism
exists on a continuum, which means that people can be high, low, or somewhere in the
middle in terms of this trait.
 Openness: level of adventure and creativity, Openness refers to how open-minded you
are to new ideas or experiences. Research has also connected this personality trait
with creativity and intelligence.1 In the field of psychology, openness is sometimes
called 'openness/intellect' or 'open to experience.'