Chapter 1 : Organizational Behavior

Q1. Four goals of Organizational Behavior?

Ans: Organizational behavior is an applied science that deals with individual
behavior as well as group behavior in an organization. The four goals of
organizational behavior are to describe, understand, predict and control.

1. To describe: The first objective is to describe how people behave under various
conditions. For example, as a manager, I have information about a particular
junior officer that he comes office in late and leaves the office early.
2. To understand: The second goal of organizational behavior is to understand why
people behave as they do. Managers have to understand the reasons behind a
particular action. For example, as a manager, I must find out the reason why the
junior officer is coming late and going earlier.
3. To predict: Predicting future behavior of employee is another goal of
organizational behavior. Usually, managers would have the capacity to predict
why the employees are committed to the organization or not.
4. To control: The final goal of organizational behavior is to control and develop a
friendly atmosphere for the organization. Since managers are responsible for the
overall performance of an organization, they must develop workers teamwork,
skill and commitment

So, organizational behavior is a human tool for human benefit. It is mainly used to
analyze the human behavior in all types of organizations, such as business,
government, school and services organizations. So, in order to manage the human
resources properly, we need describe, understand, predict, and control human
behavior.

Q2. Core key forces of Organizational Behavior?

Ans: There are a complex set of key forces that affect organizational behavior
today. These key forces are classified into four areas- People, Structure,
Technology, and Environment. There is an interaction of people, structure, and
technology and these elements are influenced by the environment.

People: People make up the internal social system of the organization. That system
consists of individuals and groups and groups may be large and small, formal and
informal.
Structure: Structure defines the formal relationship and use of people in
organization. There are managers and employees, accounts assemblers in order to
accomplish different kind activities.
Technology: Technology provides the resources with which people work. They
cannot accomplish work with their bare hands. The great benefit of technology is
that it allows people to do more and better work.
Environment: All organizations operate within an internal and an external
environment. A single organization does not exit alone. An organization is a part of
a lager system that contains many other elements, such as government, the family
and other organizations. Any kinds of change in the environment effect the
organization.

So all the elements of environments influence the attitude and provide

competition. It must be considered in the study of human behavior in organization.

Q3. Fundamental concepts of Organizational Behavior?

Ans: There are two fundamental concept of organizational behavior, such as

1. The nature of people

2. The nature of organization

The nature of people:

There are six basic concepts about the nature of people;

1. Individual Difference
2. Perception
3. A Whole Person
4. Motivated Behavior
5. Desire For Involvement
6. Values of the Person

1. Individual Difference: Each and every person in the world is individual different.
The idea of individual difference is supported by science. A person is different in
millions of ways. So management can motivate employee by different ways.
Management should consider carefully the law of individual difference.
2. Perception: People look at the world and see things differently. Two people may
view the same object in two different ways. Employees see their work worlds
differently for a variety of reasons. So, management should learn to guide their
employees who have perceptual difference.
3. A Whole Person: Some organization may wish that they could employ only a
persons skill or brain. They forget that they actually employ a whole person
rather than certain characteristics. Emotional conditions arent separate from
physical conditions. People work, as total human beings.
4. Motivated behavior: Motivation is essential to the operation of organization. An
organization with sophisticated technology and equipment cant work if the
human resources arent motivated and guided properly. So the authority should
inspire or more motive the human resources by proving different kinds of
facilities.
5. Desire for Involvement: Today many employees are actively seeking
opportunities at work to become involved in relevant decisions. They want to
make a contribution by their talents and ideas for the organization. So
organization needs to provide opportunities for their meaningful improvement.
6. Value of the person: People deserve to be treated differently from other factors
of productions (Land, Capital, and Technology). They want to be treated with
caring, respect and dignity. They refuse to accept the old idea that they are
simply economic tools. They want to be valued for their skills and abilities.
Organization should provide opportunities to the workers to develop
themselves.

The nature of organization:

There are three key concepts about the nature of the organization. They are..

1. Social system
2. Mutual system
3. Ethics

1. Social System: Organizations are social system. People have psychological

needs; they also have social roles and status. Their behavior is influenced by their
groups as well as by their individual drives. Two types of social systems exist in
organizations. One is formal or official and other is informal social system
2. Mutual System: Organizations need people and people need organizations.
Organizations have a human purpose. They are formed and maintained on the
basic of some mutuality of interest among their participants managers need
employees to help them reach organizational objectives
3. Ethics: In order to attract and retain valuable or experienced employees ethical
treatment is necessary. This is very important that organization must ensure a
higher standard of ethical performance by managers and employees

Q4. What are the five models of organizational behavior?

Ans: Models are the techniques which help us to understand complex things and
ideas in a clear manner. There are five models of organizational behavior, they are
describing below:

The Autocratic Model

The basis of this model is power with a managerial orientation of authority. The
employees in turn are oriented towards obedience and dependence on the boss.
The employee need that is met is subsistence. The performance result is minimal.

The Custodial Model

The basis of this model is economic resources with a managerial orientation of

money. The employees in turn are oriented towards security and benefits and
dependence on the organization. The employee need that is met is security. The
performance result is passive cooperation.
 The Supportive Model

The basis of this model is leadership with a managerial orientation of support.

The employees in turn are oriented towards job performance and participation.
The employee need that is met is status and recognition. The performance result is
awakened drives.

The Collegial Model

The collegial model is an extension of the supportive model. As the literal

meaning of the work 'college' means a group of persons having the common
purpose, the collegial model relates to a team work/concept.

System model
The final organizational model is referred to as the system model. This is the most
contemporary model of the five models discussed in this article. In the system
model, the organization looks at the overall structure and team environment, and
considers that individuals have different goals, talents and potential.
 Chapter 5 : Motivation

Q1. What are the three basic elements of motivation?

Ans: Motivation refers to the process by which a person's efforts are energized,
directed, and sustained toward attaining a goal. This definition has three key
elements: energy, direction, and persistence.

The energy element is a measure of intensity, drive, and vigor. A motivated person
puts forth effort and works hard. However, the quality of the effort must be
considered as well as its intensity.

High levels of effort don't necessarily lead to favorable job performance unless the
effort is channeled in a direction that benefits the organization. Effort that's
directed toward, and consistent with, organizational goals is the kind of effort we
want from employees.

Finally, motivation includes a persistence dimension. We want employees to

persist in putting forth effort to achieve those goals.

Q2. David C McClellands theory of needs? Three types of Motivation?

Ans: David McClelland is most noted for describing three types of motivational
need, which he identified in his 1961 book, The Achieving Society:

achievement motivation (n-ach)

authority/power motivation (n-pow)
affiliation motivation (n-affil)
David McClelland's needs-based motivational model
These needs are found to varying degrees in all workers and managers, and this mix
of motivational needs characterises a person's or manager's style and behaviour,
both in terms of being motivated, and in the management and motivation others.

the need for achievement (n-ach)

The n-ach person is 'achievement motivated' and therefore seeks achievement,
attainment of realistic but challenging goals, and advancement in the job. There is
a strong need for feedback as to achievement and progress, and a need for a sense
of accomplishment.

the need for authority and power (n-pow)

The n-pow person is 'authority motivated'. This driver produces a need to be
influential, effective and to make an impact. There is a strong need to lead and for
their ideas to prevail. There is also motivation and need towards increasing
personal status and prestige.

the need for affiliation (n-affil)

The n-affil person is 'affiliation motivated', and has a need for friendly relationships
and is motivated towards interaction with other people. The affiliation driver
produces motivation and need to be liked and held in popular regard. These people
are team players.

Q3. Who has developed Need Hierarchy Theory of Motivation? What is the
shape of it and why? Explain and exhibit.

Ans: Maslow proposed that motivation is the result of a person's attempt at

fulfilling five basic needs: physiological, safety, social, esteem and self-
actualization. According to Maslow, these needs can create internal pressures that
can influence a person's behavior.
 Maslow's hierarchy of needs is often portrayed in the shape of a pyramid with the
largest, most fundamental levels of needs at the bottom and the need for self-
actualization and self-transcendence at the top

Maslows Hierarchy of Needs has often been represented in a hierarchical pyramid

with five levels. The four levels (lower-order needs) are considered physiological
needs, while the top level of the pyramid is considered growth needs. The lower
level needs must be satisfied before higher-order needs can influence behavior.
The levels are as follows..

Self-actualization includes morality, creativity, problem solving, etc.

Esteem includes confidence, self-esteem, achievement, respect, etc.
Belongingness includes love, friendship, intimacy, family, etc.
Safety includes security of environment, employment, resources, health,
property, etc.
Physiological includes air, food, water, sex, sleep, other factors towards
homeostasis, etc.
Q4. Explain Herzbergs two factor model theory.
Ans: The two-factor theory (also known as Herzberg's motivation-
hygiene theory and dual-factor theory) states that there are certain factors in the
workplace that cause job satisfaction, while a separate set of factors cause
dissatisfaction.

According to Herzberg, the factors leading to job satisfaction are "separate and
distinct from those that lead to job dissatisfaction." Therefore, if you set about
eliminating dissatisfying job factors, you may create peace but not necessarily
enhance performance. This placates your workforce instead of actually motivating
them to improve performance.

The characteristics associated with job dissatisfaction are called hygiene factors.
When these have been adequately addressed, people will not be dissatisfied nor
will they be satisfied. If you want to motivate your team, you then have to focus on
satisfaction factors like achievement, recognition and responsibility.
Q5. Distinction between Need Hierarchy Theory of Motivation and two factor
model theory.
Ans:

Chapter 12 : Group Behavior