Winter 2018 Examination: Complete Solutions

Q1 (a): Objective Questions

(10 Marks, Each Question = 1 Mark)
1. Which type of personality has the characteristic in people like easy-going,
sociable, free from urgency of time, laid back, and non-competitive?

–
a) Type A Personality
–
b) Type B Personality
–
c) Judging Personality
–
d) Perceptive Personality
Answer: b) Type B Personality
2. ___ can be defined as the “process of selecting, receiving, organizing,
interpreting, checking, and reacting to sensory stimuli or data.”

–
a) Perception
–
b) Motivation
–
c) Organization
–
d) Personality
Answer: a) Perception
3. Sobha is an honest and straightforward person. She believes her employees
are all similarly honest and straightforward, ignoring signs that they may be
manipulating her. What perceptual shortcut is Sobha most likely using?

–
a) Contrast Effect
–
b) Halo Effect
–
c) Stereotyping
–
 d) Projection
Answer: d) Projection
4. According to ___ theory, leadership can be described in terms of what leaders
do rather than what they are.

–
a) Contingency Model
–
b) Path Goal
–
c) Behavioral
–
d) Trait
Answer: c) Behavioral
5. Conflicts that support the goals of the group and improve its performance are
known as:

–
a) Functional Conflicts
–
b) Organizational Conflicts
–
c) Intrapersonal Conflicts
–
d) Interpersonal Conflicts
Answer: a) Functional Conflicts
6. Sathish has a low absenteeism rate. He takes responsibility for his health and
has good health habits. He is likely to have:

–
a) Internal Locus of Control
–
b) External Locus of Control
–
c) Core Locus of Control
–
d) High Emotional Stability Level
Answer: a) Internal Locus of Control
7. The theories of Maslow, Herzberg, and McClelland are:

–
a) Theories based on human needs
–
 b) Theories based on human nature
–
c) Theories based on expectancy of human beings
–
d) Theories based on power
Answer: a) Theories based on human needs
8. The study which focuses on individual behavior is called:

–
a) Sociology
–
b) Anthropology
–
c) Political Science
–
d) Psychology
Answer: d) Psychology
9. In Vroom’s Expectancy Theory, expectancy indicates:

–
a) The probability of achieving the desired outcome
–
b) A customer satisfaction goal
–
c) Employee turnover
–
d) Organizational citizenship behavior
Answer: a) The probability of achieving the desired outcome
10. Conflicts that occur when outcomes are uncertain and important are:

–
a) Certain and Important
–
b) Uncertain and Unimportant
–
c) Certain and Unimportant
–
d) Uncertain and Important
Answer: d) Uncertain and Important
Q1 (b): Short Notes
(10 Marks, Each Term = 2 Marks)
1. Type A vs. Type B Personalities:

– Type A: Competitive, time-urgent, and achievement-oriented.

– Type B: Relaxed, non-competitive, and sociable.
2. Perception:
The process of interpreting and understanding sensory data to make decisions and
judgments.

3. Halo Effect:
A perception shortcut where one positive trait influences the overall impression.
Example: Assuming a punctual employee is hardworking.

4. Intrapersonal vs. Interpersonal Conflicts:

– Intrapersonal Conflict: Conflict within an individual.

– Interpersonal Conflict: Conflict between two or more individuals.
5. Internal vs. External Locus of Control:

– Internal: Belief that one controls their destiny.

– External: Belief that external factors dictate outcomes.

Q2: Descriptive Question

Define leadership and explain the transactional vs. transformational leadership styles with
examples.
(10 Marks)
Answer:
Leadership: Leadership is the ability to influence and guide individuals or teams to achieve
goals.
Transactional Leadership:
• Focuses on tasks, structure, and rewards or punishments.
• Example: A manager offering bonuses for meeting sales targets.
Transformational Leadership:
• Inspires employees by creating a vision, fostering innovation, and emphasizing
personal growth.
• Example: A CEO motivating employees to adopt sustainable practices.
Q2 (OR): Define stress, its causes, and management.
(10 Marks)
Answer:
Stress: Stress is a physical or emotional response to demands exceeding one’s capacity to
cope.
Causes:
• Role ambiguity.
• Workload.
• Poor relationships.
Management:
1. Encourage work-life balance.
2. Provide resources and training.
3. Promote open communication.

Q3: Define Hofstede’s Framework and its implications for organizations.

(10 Marks)
Answer:
Hofstede’s cultural dimensions help understand cultural differences:
1. Power Distance: Acceptance of unequal power distribution.
2. Individualism vs. Collectivism: Preference for personal vs. group goals.
3. Masculinity vs. Femininity: Focus on achievement vs. relationships.
Implications: Managers should adapt leadership styles based on cultural values.

Q3 (OR): Explain Johari Window and its application.

(10 Marks)
Answer:
Johari Window: A model of self-awareness with four quadrants:
1. Open Area: Known to self and others.
2. Hidden Area: Known to self but not shared with others.
3. Blind Area: Known to others but unknown to self.
4. Unknown Area: Unknown to both self and others.
Application: Improves communication by increasing the “Open Area” through feedback and
disclosure.
Q4: Differentiate between Transactional and Transformational Leadership.
(10 Marks)
Answer:
• Transactional Leadership: Task-oriented, rewards/punishments, short-term focus.
• Transformational Leadership: Visionary, inspiring, long-term focus.

Q4 (OR): Steps to manage stress in organizations.

(10 Marks)
Answer:
1. Define clear roles.
2. Offer stress management workshops.
3. Promote wellness programs.

Q5: Case Study – Health-Time Fitness Club

(20 Marks)

Questions and Answers:

1. Describe the motivation problems of staff using Maslow’s Hierarchy.

– Physiological Needs: Low wages causing dissatisfaction.

– Safety Needs: Job insecurity after layoffs.
– Social Needs: Lack of camaraderie due to changes.
– Esteem Needs: Employees feel undervalued.
2. Strategies to resolve issues:

– Offer competitive salaries.

– Improve communication.
– Recognize and reward efforts.
– Provide team-building activities.
Winter 2019 Examination: Complete Solutions
Q1 (a): Objective Questions
(10 Marks, Each Question = 1 Mark)
1. Which one of the following is related to the study of influence of people on one
another?

–
a) Anthropology
–
b) Psychology
–
c) Social Psychology
–
d)Political Science
Answer: c) Social Psychology
2. Reinforcement is an important characteristic in ____ conditioning.

–
a) Classical
–
b) Observational
–
c) Operant
–
d) Social
Answer: c) Operant
3. ‘Ability and willingness’ fall under the theory given by:

–
a) Douglas McGregor
–
b) Hersey and Blanchard
–
c) Robert House
–
d) Fred Fiedler
Answer: b) Hersey and Blanchard
4. Attitude has three major components which does not include:
 –
a) Cognitive
–
b) Affective
–
c) Behavioral
–
d) Intuitive
Answer: d) Intuitive
5. Who gave the concept of Emotional Intelligence?

–
a) Eric Berne
–
b) Max Weber
–
c) Daniel Goleman
–
d) Ivan Pavlov
Answer: c) Daniel Goleman
6. ‘Attractiveness of the reward’ is an important consideration in ____ theory of
motivation.

–
a) Equity Theory
–
b) Expectancy Theory
–
c) Need Hierarchy Theory
–
d) Herzberg’s Theory
Answer: b) Expectancy Theory
7. ___ is a group formation stage with the characteristic of ‘uncertainty.’

–
a) Forming
–
b) Storming
–
c) Norming
–
 d) Adjourning
Answer: a) Forming
8. Conscientiousness personality trait is related to:

–
a) A sense of self-importance and excessive self-admiration
–
b) A sense of comfort with relationships
–
c) A sense of dependability and reliability
–
d) A sense of monitoring one’s behavior to adjust with others
Answer: c) A sense of dependability and reliability
9. ___ is a process when individuals exert fewer efforts in a group than when
working individually.

–
a) Social Loafing
–
b) Groupthink
–
c) Groupshift
–
d) Conformity
Answer: a) Social Loafing
10. ___ is an independent variable in the OB model.

–
a) Citizenship Behavior
–
b) Productivity
–
c) Ability
–
d) Turnover
Answer: c) Ability

Q1 (b): Short Notes

(10 Marks, Each Term = 2 Marks)
1. Emotions vs. Moods:
 – Emotions: Intense, short-lived feelings triggered by a specific event.
– Moods: Less intense, longer-lasting states not always linked to an event.
2. Power vs. Politics:

– Power: The ability to influence others to achieve desired outcomes.

– Politics: Informal efforts to influence others to promote personal or
organizational goals.
3. Charismatic vs. Transformational Leadership:

– Charismatic Leadership: Inspires followers through personal charm and

vision.
– Transformational Leadership: Focuses on inspiring change and motivating
employees to exceed expectations.
4. Forming vs. Norming in Group Development:

– Forming: Initial stage where members meet and explore goals.

– Norming: Stage where members establish norms and work collaboratively.
5. Hidden Self vs. Blind Self in Johari Window:

– Hidden Self: Known to oneself but not shared with others.

– Blind Self: Known to others but not known to oneself.
6. Eustress vs. Distress:

– Eustress: Positive stress that motivates performance.

– Distress: Negative stress that hinders performance and causes harm.

Q2: Descriptive Question

How do hygiene and motivating factors differ in Herzberg’s Two-Factor Theory?
(10 Marks)
Answer:
Herzberg’s Two-Factor Theory categorizes factors influencing job satisfaction into:
1. Hygiene Factors:

– Prevent dissatisfaction but do not motivate.

– Examples: Salary, work conditions, company policies.
– Example: Providing a comfortable workspace prevents dissatisfaction but
doesn’t increase motivation.
2. Motivating Factors:

– Increase satisfaction and performance.

– Examples: Recognition, career advancement, meaningful work.
 – Example: Recognizing an employee for outstanding work motivates them to
perform better.

Q2 (OR): Big Five Model of Personality

(10 Marks)
Answer:
The Big Five Model identifies five traits influencing workplace behavior:
1. Openness to Experience: Creativity and adaptability.
2. Conscientiousness: Reliability and responsibility.
3. Extraversion: Sociability and assertiveness.
4. Agreeableness: Cooperation and empathy.
5. Neuroticism: Emotional stability and resilience.
Application:
• Helps managers assign roles based on personality traits.
Example: Conscientious employees are ideal for detailed tasks.

Q3: Ego States in Transactional Analysis

(10 Marks)
Answer:
Transactional Analysis (TA) categorizes human interactions into three ego states:
1. Parent State: Authoritative behavior based on past influences.
2. Adult State: Rational and logical decision-making.
3. Child State: Spontaneous and emotional responses.
Example: A manager in the “Adult” state communicates rationally, ensuring clarity and
professionalism in conversations.

Q3 (OR): Bases of Power

(10 Marks)
Answer:
Types of Power:
1. Reward Power: Based on the ability to provide benefits or rewards.
2. Coercive Power: Based on the ability to punish.
3. Legitimate Power: Based on a formal position of authority.
 4. Expert Power: Based on knowledge or expertise.
5. Referent Power: Based on personal traits or charisma.
Example: A manager using legitimate power enforces policies, while expert power builds
trust.

Q4: Perception Shortcuts and Their Effects

(10 Marks)
Answer:
Perception Shortcuts:
1. Selective Perception: Focusing on information aligned with beliefs.
Example: Ignoring negative feedback about a favored employee.
2. Halo Effect: Judging someone based on one positive trait.
Example: Assuming a punctual employee is also hardworking.
3. Projection: Attributing personal traits to others.
Example: Believing others enjoy working late because you do.
Effects:
These shortcuts can lead to biased evaluations, poor decisions, and misunderstandings.

Q4 (OR): Job Redesign for Motivation

(10 Marks)
Answer:
Methods of Job Redesign:
1. Job Rotation: Reduces monotony by rotating tasks.
2. Job Enlargement: Adds variety by increasing task scope.
3. Job Enrichment: Increases responsibility and decision-making power.
4. Flexible Work Arrangements: Offers employees control over schedules.
5. Skill Development: Provides opportunities for growth and learning.
Example: A factory introducing job rotation improves employee engagement.

Q5: Case Study – Employee Resistance to Change

(20 Marks)
Questions:
1. Why do workers resist changes in technology?

– Fear of job loss.

– Lack of training.
– Comfort with existing routines.
2. Measures to Cope with Resistance:

– Offer training programs for new technology.

– Communicate benefits transparently.
– Involve employees in decision-making.
3. Strong Culture:

– Creation: Shared traditions and bonding within teams.

– Sustainability: Leadership support and consistent practices.
– Pros: Builds loyalty, teamwork, and trust.
– Cons: Resists change and stifles innovation.
Winter 2021 Examination: Complete Solutions
Q1 (a): Objective Questions
(10 Marks, Each Question = 1 Mark)
1. A study of the culture and practices in different societies is called:

–
a) Personality
–
b) Anthropology
–
c) Perception
–
d) Attitudes
Answer: b) Anthropology
2. Which of the following is a strategy of job design that increases job depth by
meeting employees’ needs for psychological growth?

–
a) Job rotation
–
b) Job enrichment
–
c) Job enlargement
–
d) Job engagement
Answer: b) Job enrichment
3. Belief, opinion, knowledge, emotions, feelings, intention are components of:

–
a) OB
–
b) Job satisfaction
–
c) Attitude
–
d) Personality
Answer: c) Attitude
4. The theory states that the human mind will receive or accept only those
information which it feels is relevant:
 –
a) Perception theory
–
b) Selective Perception
–
c) Relevance Theory
–
d) None of the above
Answer: b) Selective Perception
5. Trust, nature, cooperative are part of Personality Traits as per Big 5
Personality Trait:

–
a) Agreeableness
–
b) Emotional Stability
–
c) Openness to Experience
–
d) Introversion
Answer: a) Agreeableness
6. “Girls are not good at sports” is an example of:

–
a) Perception
–
b) Halo Effect
–
c) Stereotyping
–
d)Individual Personality
Answer: c) Stereotyping
7. Employees with relatively weak higher-order needs are:

–
a) Less concerned with variety and autonomy
–
b) More concerned with variety and autonomy
–
c) Very concerned with variety and autonomy
–
 d) Extremely concerned with variety and autonomy
Answer: a) Less concerned with variety and autonomy
8. If everyone who is faced with a similar situation responds in the same way,
attribution theory states that the behavior shows:

–
a) Consensus
–
b) Similarity
–
c) Reliability
–
d) Consistency
Answer: a) Consensus
9. According to operant conditioning, when behavior is not reinforced, what
happens to the probability of that behavior occurring again?

–
a) It increases
–
b) It declines
–
c) It remains unchanged
–
d) It becomes zero
Answer: b) It declines
10. According to employees, love work as play or rest is part of:

–
a) X Theory
–
b) Y Theory
–
c) Z Theory
–
d) None of these
Answer: b) Y Theory

Q1 (b): Short Notes

(10 Marks, Each Term = 2 Marks)
 1. Organizational Citizenship Behavior (OCB):
Refers to discretionary behaviors beyond formal job requirements, such as helping
colleagues and being punctual, which enhance organizational performance.

2. Referent Power:
The ability to influence others due to charisma, personal traits, or admiration,
fostering loyalty and interpersonal bonds.

3. Charismatic Leader:
A leader who inspires and motivates through vision, confidence, and enthusiasm, often
leading significant organizational change.

4. Narcissism:
A personality trait characterized by excessive self-importance, admiration, and lack of
empathy, which may lead to authoritarian behavior.

5. Emotional Intelligence (EI):

The ability to recognize, understand, and manage emotions and influence others
effectively. Key components include self-awareness, self-regulation, motivation,
empathy, and social skills.

Q2: Descriptive Question

What is Organizational Behavior (OB)? Why is OB knowledge required for a manager in
today’s scenario?
(10 Marks)
Answer:

Organizational Behavior (OB):

OB studies how individuals, groups, and organizational structures affect behavior within an
organization. It helps enhance organizational effectiveness and employee well-being.

Importance of OB Knowledge for Managers:

1. Enhanced Leadership Skills: Helps develop leadership styles by understanding
motivation and behavior.
2. Improved Decision-Making: Reduces biases and promotes rational decisions.
3. Conflict Resolution: Equips managers to handle workplace conflicts effectively.
4. Motivation Strategies: Enables managers to design motivational tools, like Maslow’s
Hierarchy.
5. Change Management: Helps adapt to and manage workplace changes.
Example: Managers applying OB principles may use flexible work hours to improve job
satisfaction and productivity.
Q2 (OR): Classical Conditioning Theory and Application
(10 Marks)
Answer:
Classical conditioning, proposed by Pavlov, associates a neutral stimulus with an
unconditioned response.
• Key Elements: UCS, UCR, CS, and CR.
• Example in Workplace: Using a sound (CS) before rewarding employees (UCS) to
create punctuality (CR).
• Application: Reinforce desired behaviors by associating them with positive stimuli,
like rewards or recognition.

Q3: Descriptive Question

Explain how perception errors can lead to wrong decision-making at the workplace.
(10 Marks)
Answer:
Perception errors, such as stereotyping, halo effect, and selective perception, distort reality,
leading to biased decisions. For example, ignoring innovative ideas due to previous
underperformance is selective perception. Training and structured evaluations can mitigate
these errors.

Q3 (OR): Importance of Motivation and Maslow’s Hierarchy

(10 Marks)
Answer:
Motivation drives performance, satisfaction, and innovation. Maslow’s Hierarchy
(physiological to self-actualization needs) provides a framework for meeting employee needs.
For instance, providing growth opportunities satisfies self-actualization needs, enhancing
motivation.

Q4: Descriptive Question

Explain how groups are formed in organizations in different stages and the emergence of
informal leaders and norms.
(10 Marks)
Answer:
Tuckman’s model outlines group stages: Forming, Storming, Norming, Performing, and
Adjourning. Informal leaders emerge due to charisma or expertise, shaping norms like
punctuality.

Q4 (OR): Stress at Work and Management

(10 Marks)
Answer:
Work stress arises from heavy workloads, role ambiguity, and poor relationships. Managers
can address it by promoting work-life balance, setting clear expectations, and offering stress
management programs like counseling.

Q5: Case Study – Giridhar at R.P. Communications

(20 Marks)
1. Major Cause: Role ambiguity, as Giridhar struggles with new responsibilities.
2. Role Ambiguity: Yes, as his statement indicates confusion.
3. Solutions:
– Clearly define roles.
– Offer leadership training.
– Conduct feedback sessions.
– Implement stress management programs.
Winter 2022 Examination: Complete Solutions
Q1 (a): Objective Questions
(10 Marks, Each Question = 1 Mark)
1. A study of human behavior in organizational settings is:

–
a) Individual Behavior
–
b) Group Behavior
–
c) Organizational Behavior
–
d) None of these
Answer: c) Organizational Behavior
2. Which behavioral science discipline is most focused on understanding
individual behavior?

–
a) Sociology
–
b) Psychology
–
c) Social Psychology
–
d) Anthropology
Answer: b) Psychology
3. Nina’s boss thinks that because she is a woman, she will not accept a foreign
assignment. Which kind of shortcut is used here in judging Nina?

–
a) Stereotyping
–
b) Contrast Effect
–
c) Selective Perception
–
d) None of these
Answer: a) Stereotyping
4. Increasing the number and variety of tasks assigned to a job is called:
 –
a) Job Rotation
–
b) Job Enlargement
–
c) Job Enrichment
–
d) Job Analysis
Answer: b) Job Enlargement
5. OCB stands for:

–
a) Organizational Cultural Behavior
–
b) Organizational Citizenship Behavior
–
c) Organizational Civilization Behavior
–
d) Organizational Communication Behavior
Answer: b) Organizational Citizenship Behavior
6. The rules of pattern and behavior that are expected from all team members
are called:

–
a) Norms
–
b) Policies
–
c) Procedures
–
d) Role
Answer: a) Norms
7. Who developed the contingency model of leadership effectiveness?

–
a) Fred Fiedler
–
b) Ohio University
–
c) Blake and Moutons
–
 d) All of these
Answer: a) Fred Fiedler
8. A virtual team is a collection of people who are separated but still together
closely:

–
a) Permanently; Work
–
b) Physically; Work
–
c) Temporally; Work
–
d) Geographically; Work
Answer: d) Geographically; Work
9. Conflict that affects the group performance negatively is called:

–
a) Functional Conflict
–
b) Dysfunctional Conflict
–
c) Individual Conflict
–
d) None of the Above
Answer: b) Dysfunctional Conflict
10. All of these are emerging trends in organizational behavior except:

–
a) The Changing Workforce
–
b) Command and Control Structure
–
c) Globalization
–
d) None of these
Answer: b) Command and Control Structure

Q1 (b): Short Notes

(10 Marks, Each Term = 2 Marks)
1. Stereotyping:
A perception shortcut where individuals are judged based on the group they belong to,
 rather than their unique qualities. Example: Assuming all young employees lack
experience.

2. Machiavellianism:
A personality trait where individuals are manipulative, prioritize self-interest, and lack
morality in achieving their goals.

3. Social Loafing:
The tendency of individuals to exert less effort when working in a group compared to
working alone.

4. Negotiation:
A process where two or more parties discuss and resolve differences to reach a
mutually acceptable agreement.

5. Job Involvement:
The degree to which an individual identifies with their job and actively participates in
it, affecting their performance and satisfaction.

Q2: Descriptive Question

What are the four major dimensions of the Myers-Briggs Type Indicators (MBTI) that yield the
16 types? How can the MBTI be used effectively?
(10 Marks)
Answer:
The MBTI identifies personality types based on four dimensions:
1. Extraversion (E) vs. Introversion (I): Focus on the external world vs. inner world.
2. Sensing (S) vs. Intuition (N): Preference for concrete facts vs. abstract concepts.
3. Thinking (T) vs. Feeling (F): Decisions based on logic vs. personal values.
4. Judging (J) vs. Perceiving (P): Preference for structured vs. flexible lifestyles.
Use of MBTI:
• Enhances team dynamics by understanding personality differences.
• Helps in career guidance and job fit analysis.
• Aids managers in assigning tasks suited to employees’ strengths.

Q2 (OR): Attribution Theory and its Application

(10 Marks)
Answer:
Attribution theory explains how people interpret events and attribute causes to behaviors,
focusing on:
1. Locus of Control: Internal (self-driven) vs. External (environment-driven).
2. Errors and Biases:
– Fundamental Attribution Error: Blaming individuals over situational
factors.
– Self-Serving Bias: Attributing successes to oneself and failures to external
factors.
Application:
• Helps managers understand employee performance issues.
• Promotes fair evaluation during appraisals.
Example: A manager acknowledges that an employee’s low productivity is due to resource
constraints, not incompetence.

Q3: Transactional Analysis

(10 Marks)
Answer:
Transactional Analysis (TA) is a psychological theory analyzing social interactions based on
three ego states:
1. Parent: Behavior mimicking authority figures.
2. Adult: Rational and logical behavior.
3. Child: Spontaneous and emotional behavior.
Application in Organizations:
• Helps understand communication breakdowns.
• Improves interpersonal relationships and team cohesion.

Q3 (OR): Maslow’s Hierarchy and Herzberg’s Two-Factor Theory

(10 Marks)
Answer:
• Maslow’s Hierarchy: Focuses on satisfying five levels of needs (physiological to self-
actualization).
• Herzberg’s Two-Factor Theory: Differentiates between hygiene factors (reduce
dissatisfaction) and motivators (enhance satisfaction).
Comparison: Both stress the importance of addressing employee needs to boost productivity.

Q4: Leadership – Transactional vs. Transformational

(10 Marks)
Answer:
Transactional Leadership: Focuses on routine tasks, performance-based rewards, and
penalties.
Transformational Leadership: Inspires employees by creating a vision, fostering
innovation, and emphasizing personal growth.
Example: Transformational leaders encourage employees to exceed goals, whereas
transactional leaders ensure compliance with policies.

Q4 (OR): Work Stress and Its Management

(10 Marks)
Answer:
Causes of Stress:
• Role conflict, excessive workload, and interpersonal issues.
Management Steps:
1. Provide clarity on roles.
2. Promote open communication.
3. Offer stress management workshops.
4. Encourage work-life balance.
Example: A manager offering flexible schedules to employees under high stress.

Q5: Case Study – Citycenter Hospital Expansion

(20 Marks)
Questions:
1. Do you think a strong orientation program and socialization process can be
useful? How?
Answer: Yes. It helps new employees integrate into the organization’s culture, align
with goals, and improve efficiency.

2. Types of Power for Mr. Piyush Sinha and Ms. Shilpa Joshi:
 – Mr. Piyush Sinha: Legitimate Power (due to his position as chairman).
– Ms. Shilpa Joshi: Expert Power (based on her administrative expertise).
Recommendations:
• Design a robust onboarding process.
• Assign mentors to new hires.
• Conduct regular feedback sessions to foster engagement.
Winter 2023 Examination: Complete Solutions
Q1 (a): Objective Questions
(10 Marks, Each Question = 1 Mark)
1. Which theory of learning justifies the concept ‘Behavior is a function of its
outcome’?

–
a) Classical Conditioning
–
b) Social Learning Theory
–
c) Operant Conditioning
–
d) Transactional Theory
Answer: c) Operant Conditioning
2. Which one of the following is related to the study of influence of people on one
another?

–
a) Anthropology
–
b) Psychology
–
c) Social Psychology
–
d) Political Science
Answer: c) Social Psychology
3. Which of the following is not considered to be one of the components of
Attitude?

–
a) Cognitive
–
b) Affective
–
c) Behavioral
–
d) Intuitive
Answer: d) Intuitive
4. ____ is an independent variable as per the OB model.

–
a) Citizenship Behavior
–
b) Productivity
–
c) Communication
–
d) Turnover
Answer: c) Communication
5. Who gave the concept of Emotional Intelligence?

–
a) Eric Berne
–
b) Max Weber
–
c) Daniel Goleman
–
d) Ivan Pavlov
Answer: c) Daniel Goleman
6. ‘Attractiveness of the reward’ is an important consideration in _____ theory of
motivation.

–
a) Equity Theory
–
b) Expectancy Theory
–
c) Need Hierarchy Theory
–
d) Herzberg’s Theory
Answer: b) Expectancy Theory
7. ___ is a group formation stage with the characteristics of ‘rule formation.’

–
a) Forming
–
b) Storming
–
c) Norming
–
 d) Adjourning
Answer: c) Norming
8. Narcissism refers to:

–
a) A sense of self-importance and excessive self-admiration
–
b) A sense of comfort with relationships
–
c) A sense of dependability and reliability
–
d) A sense of monitoring one’s behavior to adjust with others
Answer: a) A sense of self-importance and excessive self-admiration
9. Shilpa: “What is the time by your watch?” Mita: “Why don’t you carry your own
watch? Stop bothering me.” The above transaction is an example of ____
transaction.

–
a) Complementary
–
b) Crossed
–
c) Duplex
–
d) Double Crossed
Answer: b) Crossed
10. ___ is the third step in Kurt Lewin’s 3-step model of change.

–
a) Freezing
–
b) Refreezing
–
c) Unfreezing
–
d) Deep-freezing
Answer: b) Refreezing

Q1 (b): Short Notes

(10 Marks, Each Term = 2 Marks)
 1. Storming Stage for Group Development:
The second stage of group formation where conflicts arise as members express
differing opinions. This stage focuses on clarifying roles and resolving power struggles.

2. Reward Power and Coercive Power:

– Reward Power: The ability to influence others by providing positive

reinforcement.
– Coercive Power: The ability to influence through fear or punishment.
3. Job Satisfaction as an Attitude:
A positive emotional state resulting from an individual’s appraisal of their job or job
experiences.

4. Contrast Effect vs. Halo Effect:

– Contrast Effect: Judging someone by comparing them to others.

– Halo Effect: Forming a general impression based on one positive trait.
5. Eustress vs. Distress:

– Eustress: Positive stress that motivates individuals.

– Distress: Negative stress that hinders performance.
6. Formal Group vs. Informal Group:

– Formal Group: Officially structured to achieve organizational goals.

– Informal Group: Formed naturally by employees based on shared interests.

Q2: Descriptive Question

How do Herzberg’s hygiene and motivating factors differ? Explain in detail.
(10 Marks)
Answer:
Herzberg’s Two-Factor Theory explains employee motivation through two categories:
1. Hygiene Factors:

– Elements that reduce dissatisfaction but do not motivate.

– Examples: Salary, work conditions, company policies.
– Example: Providing a clean workspace prevents dissatisfaction but doesn’t
enhance performance.
2. Motivating Factors:

– Elements that encourage satisfaction and improved performance.

– Examples: Recognition, career advancement, meaningful work.
– Example: Promoting an employee for outstanding work increases motivation.
Q2 (OR): Big Five Personality Model
(10 Marks)
Answer:
The Big Five Personality Model identifies five traits influencing behavior:
1. Openness to Experience: Creativity and curiosity.
2. Conscientiousness: Dependability and discipline.
3. Extraversion: Sociability and assertiveness.
4. Agreeableness: Cooperation and trust.
5. Neuroticism: Emotional stability.
Application:
• Helps managers assign roles based on traits, improving job fit and performance.
Example: Extroverted employees may excel in sales roles.

Q3: Ego States in Transactional Analysis

(10 Marks)
Answer:
Transactional Analysis (TA) identifies three ego states:
1. Parent: Behaviors based on authority figures.
2. Adult: Rational and logical behavior.
3. Child: Emotional and spontaneous behavior.
Example:
In workplace communication, addressing an employee in the “Adult” state ensures a logical,
unbiased conversation.

Q3 (OR): Types of Perception Shortcuts

(10 Marks)
Answer:
Common perception shortcuts:
1. Selective Perception: Viewing information that aligns with beliefs.
Example: Ignoring constructive feedback from a disliked colleague.
2. Halo Effect: Judging someone based on one positive trait.
Example: Assuming a punctual employee is also hardworking.
 3. Projection: Attributing one’s traits to others.
Example: Assuming others enjoy working late if you do.

Q4: Hofstede’s Cultural Framework

(10 Marks)
Answer:
Hofstede identified cultural dimensions affecting workplace behavior:
1. Power Distance: Acceptance of unequal power distribution.
2. Individualism vs. Collectivism: Preference for personal goals vs. group goals.
3. Masculinity vs. Femininity: Focus on competitiveness vs. care.
Example: A manager in high power-distance cultures should emphasize hierarchical respect.

Q4 (OR): Steps for Managing Stress

(10 Marks)
Answer:
Steps to Manage Stress in Organizations:
1. Promote Work-Life Balance: Offer flexible schedules.
2. Clarity in Roles: Define expectations.
3. Provide Resources: Offer tools and training.
4. Stress-Relief Programs: Conduct wellness workshops.
Example: Encouraging employees to take regular breaks during high workloads.

Q5: Case Study – Employee Resistance to Automation

(20 Marks)
Questions:
1. If the management wants to motivate employees, suggest five methods to
make jobs more satisfying.

– Job Rotation: Reduces monotony by assigning different tasks.

– Job Enlargement: Increases task variety.
– Job Enrichment: Adds decision-making responsibilities.
– Flexible Work Arrangements: Enhances work-life balance.
– Recognition Programs: Rewards outstanding performance.
2. How do you think the strong culture was created and sustained? What are its
pros and cons?

– Creation: Shared values and traditions among employees.

– Sustainability: Community bonding and leadership support.
– Pros: Encourages teamwork, loyalty, and trust.
– Cons: Resists change and lacks innovation.