Ba5105 Organizational Behaviour 2 Marks Questions Unit - I 1. What Is OB?
Ba5105 Organizational Behaviour 2 Marks Questions Unit - I 1. What Is OB?
Ba5105 Organizational Behaviour 2 Marks Questions Unit - I 1. What Is OB?
2 Marks questions
Unit –I
1. What is OB?
Organizational behaviours is the study and application of knowledge about how people act
within an organization. It is a human tool for human benefit. It applies broadly to the
behaviours of people in all types of organization.
4. Managing change
Change management is a systematic approach to dealing with the transition or
transformation of an organization's goals, processes or technologies. Such strategies include
having a structured procedure for requesting a change, as well as mechanisms for responding
to requests and following them up.
6. Autocratic model
Autocratic model is the model that depends upon strength, power and formal authority. In an
autocratic organisation, the people (management/owners) who manage the tasks in an
organisation have formal authority for controlling the employees who work under them.
7. Globalization of business
Managing in a global economy poses many challenges and opportunities for example at a
macro level property ownership arrangements vary widely in different countries so does the
availability of natural resources and components of the infrastructure as well as the role of
government in business
S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR
S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR
14. What are the biographical characteristics that affect the behaviour of an individual?
The various biographical characteristics are:-
1. Age:- Age seems to play an important role in a wide range of employee behaviours.
There is relationship between age factor and other variables like productivity,
absenteeism, and turnover and job satisfaction.
2. Role of Gender: - Gender role had a stronger effect on emergent leadership.
3. Marital status and Tenure:-Marital status has effect on performance. Married
employees have fewer absences, less turnover, and report high job satisfaction than
unmarried employees. Tenure or duration of service in the organization refers employees
with more experience is likely to be more productivity. There is relationship between
commitment, satisfaction and tenure.
S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR
16 Mark questions
1. Explain the various organizational behaviour models. What are the managerial
implications of it?
2. “Human behaviour is more complex than what people believe”. Do you agree with
this? What are the factors that add complexity in human behaviour?
5. How does the study of organizational behaviour make you into a better manager?
Explain.
6. Discuss the issues and challenges faced by organization in the present scenario?
7. Bring out importance of OB. Brief the basic concepts which regard to the nature of
people?
8. Explain any one model of OB. What independent and dependent variables are
identified for construction of an OB model?
10. Explain the role and skills set required for an organization manager?
S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR
Unit –II
1. Define personality
Personality is the sum total of ways in which a person react and interacts with others.
Personality is defined as a relatively stable set of characteristics that influence an
individual’s behaviour Personality is an automatic reflection of a person’s inherent
and acquired qualities.
2. Learning
Learning has taken place if an individual behaves reacts, respond as a result of experience
in a manner different from the way he formerly behaved. It is a continuous process it
occurs all the time.
S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR
9. Define Emotion.
Emotion is defined as subjective feelings accompanied by physiological changes and
usually associated with the changes in perception, thinking and behaviour.
11. Define Perception. What are the factors that influence perception?
Perception can be defined as a process by which individuals organize and interpret their
sensory impressions in order to give meaning to their environment. Factors influencing
perception
The Perceiver
S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR
S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR
16 mark questions
3. How does personality relate to organizational behaviour? Explain the various personality
theories.
7. What is perception and what are the factors that affect perception? Discuss in detail.
S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR
UNIT-3(2-Marks)
1. Organization structure
An organizational structure defines how activities such as task allocation, coordination and
supervision are directed toward the achievement of organizational aims. Organizations need to be
efficient, flexible, innovative and caring in order to achieve a sustainable competitive advantage.
Organizational structure can also be considered as the viewing glass or perspective through which
individuals see their organization and its environment.
2. Types of organization structure
Pre-bureaucratic structures
Bureaucratic structures
Post-bureaucratic
Divisional structure
Matrix structure
Organizational Circle
3. Functional structure
A functional organizational structure is a structure that consists of activities such as
coordination, supervision and task allocation. The organizational structure determines
how the organization performs or operates. The term organizational structure refers to
how the people in an organization are grouped and to whom they report. One traditional
way of organizing people is by function. Some common functions within an organization
include production, marketing, human resources, and accounting.
4. Matrix structure
The matrix structure groups employees by both function and product simultaneously. This
structure can combine the best of both separate structures. A matrix organization frequently uses
teams of employees to accomplish work, in order to take advantage of the strengths, as well as
make up for the weaknesses, of functional and decentralized forms.
5. Group in formation
Forming a team takes time, and members often go through recognizable stages as they
change from being a collection of strangers to a united group with common goals. Bruce
Tuckman'sForming, Storming, Norming, and Performing model describes these stages.
6. Group dynamics
Group dynamics is a system of behaviours and psychological processes occurring within a social
group (intragroup dynamics), or between social groups (intergroup dynamics). The study of group
dynamics can be useful in understanding decision-making behaviour, tracking the spread of
diseases in society, creating effective therapy techniques, and following the emergence and
popularity of new ideas and technologies.
7. Informal leaders
Informal leadership is the ability of a person to influence the behaviour of others by
means other than formal authority conferred by the organization through its rules and
procedures. Informal leadership is basically any type of leadership that is not based upon
formal authority.
S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR
8. Working norms
Group norms are the informal guidelines of behaviours and code of conduct that some
order and conformity to group activities and operations. these rules are expected to be
followed by all the group members. These norms and rules generally develop gradually
and informally as group members learn as to what behaviours are necessary for the group
to function effectively.
9. Group decision making
Group decision-making (also known as collaborative decision-making) is a situation faced when
individuals collectively make a choice from the alternatives before them. The decision is then no
longer attributable to any single individual who is a member of the group. This is because all the
individuals and social group processes such as social influence contribute to the outcome
10. Group decision making techniques
Interacting groups
Brainstorming
Nominal group technique
Electronic meeting
Delphi technique
11. Brainstorming
Brainstorming is a situation where a group of people meet to generate new ideas and
solutions around a specific domain of interest by removing inhibitions. People are able to
think more freely and they suggest many spontaneous new ideas as possible. All the ideas
are noted down and are not criticized and after brainstorming session the ideas are
evaluated.
12. Delphi technique
The Delphi method is a structured communication technique or method, originally developed as
a systematic, interactive forecasting method which relies on a panel of experts. The experts
answer questionnaires in two or more rounds. After each round, a facilitator or change agent[5]
provides an anonymised summary of the experts' forecasts from the previous round as well as the
reasons they provided for their judgments.
13. Team building
Team building is a collective term for various types of activities used to enhance social relations
and define roles within teams, often involving collaborative tasks. It is distinct from team
training, which is designed by a combine of business managers, learning and development/OD
(Internal or external) and an HR Business Partner (if the role exists) to improve the efficiency,
rather than interpersonal relations. Many team-building exercises aim to expose and address
interpersonal problems within the group.
14. Team effectiveness
Team effectiveness (also referred to as group effectiveness) is the capacity a team has to
accomplish the goals or objectives administered by an authorized personnel or the organization.[1]
A team is a collection of individuals who are interdependent in their tasks, share responsibility for
outcomes, and view themselves as a unit embedded in an institutional or organizational system
which operates within the established boundaries of that system.
15. Interpersonal relations
An interpersonal relationship is a strong, deep, or close association or acquaintance
between two or more people that may range in duration from brief to enduring. This
association may be based on inference, love, solidarity, regular business interactions, or
some other type of social commitment.
S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR
16. Communication
Two-way process of reaching mutual understanding, in which participants not only
exchange (encode-decode) information, news, ideas and feelings but also create and share
meaning. In general, communication is a means of connecting people or places. In
business, it is a key function of management--an organization cannot operate without
communication between levels, departments and employees.
17. Control
control is a foreseeing action whereas earlier concept of control was used only when
errors were detected. Control in management means setting standards, measuring actual
performance and taking corrective action. Control is checking current performance against
pre-determined standards contained in the plans, with a view to ensure adequate progress and
satisfactory performance.
18. Communication process
Sender
Encoding
Channel
Receiver
Decoding
Feedback
19. Group decision making process
Problem identification
Problem diagnosis
Solution generation
Solution evolution
Framing a decision
Follow up actions
20. Group Behaviours
Group behaviours refers to the situation where people interact in large or small group.
The field of group dynamics ideas with small groups that may reach consensus and act in
a coordinated way.
S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR
UNIT-4(2-marks)
1. Define Leadership
Leadership is the process of influencing the behaviour of others to work willingly and
enthusiastically for achieving predetermined goals. It is the ability of a leader to induce
subordinates to work with confidence and zeal. Leadership changes potential into reality.
it is the final ct that brings to success or the potential, i.e in an organization and its
people.
2. Basic qualities of leadership
Ability to inspire others
Problem solving skills
Emotional maturity
Ability to understand human behaviour
Willingness to take risk
Intelligence
Responsibility
Spirit of enthusiasm
3. Write short note on Power
The term power may be defined as the capacity to exert influence over others. If a person
has power it means that he is able to influence the behaviour of other individuals. The
essence of power is control over the behaviour of others. Power is the ability to get things
done the way one wants them to be done.
4. Sources of power
sources of formal individual power
sources of informal individual power
ability to control
discretion
visibility
dependability
knowledge as power
5. Define power centres
power centre is a person who is in close vicinity of higher management and whom
management trusts and takes feedback form. it is very important to understand the actual
people who are powerful in the company. These people may not be on very important
designations that may be the source of information to the boss.
6. Politics
Politics is an organization refers to those activities that are not required as part of one’s
formal role in the organization but that influence or attempt to influence the distribution
of advantages and disadvantages within the organization.
7. Tactics used to gain political power
Bargaining or trade off
Competition
S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR
Cooperation
Coalition
Pressure
Control over information
Control over communication channel
8. Define autocratic leadership
The autocratic leader gives orders which must be obeyed by the subordinated. He
determines policies for the group without consulting them and does not give detailed
information about future plans, but simply tells the group what immediate steps they must
take.
9. Participative leadership
Participative leadership style decentralizes managerial authority. The leader’s decision is
taken after consultation with his followers and after their participation in the decision
making process. He sees to it that policies are worked out in group discussions and with
the acceptance of the group.
10. Define trait theory
It is a traditional approach to the theory of leadership. According to these theories it is
thought that a leader has specific trait of mind and intelligence. These special qualities of
head and heart generally include mental capacities and morale qualities.
11. Define resistance to change
Power holders resist attempts to change the distribution of power. Person who strives for
power and are able to acquire it are unwilling to share it with other members of the group.
12. What is reciprocal relationship
Power relationship in an organisation is reciprocal because it exists in a relationship
between two or more persons. It is based on two way traffic influencing others and being
influenced. Therefore it is incorrect to say that power exist with top ranking officials or
with the managers.
13. Define reward power
The opposite of coercive power is reward power people comply with the wishes or
directives of another because doing so produces positive benefits, therefore one who can
distribute reward that other view as valuable will have power over those others.
14. Define knowledge as power
It is widely known that knowledge is power. knowledge may be understood as a
conclusion or analysis derived from data and information. Data are facts statistics and
specifies information. Information is the context in which data are placed having access
to relevant and important knowledge and information is power.
S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR
S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR
PART-B (16Marks)
1. Write a detailed note on the nature and importance of leadership
2. Discuss the various leadership styles along with its advantages and disadvantages
3. Enumerate the modern leadership theory and their key characteristics.
4. State the ways to effectively use power centres. What are the precautions used while
dealing with power centres.
5. What are the different levels of political action? Discuss the tactics used to gain political
power.
6. But these can be viewed in a positive way also. In this sense, politics and power may be
thought of as w means for the achievement of organizational objectives. Discuss.
7. Discuss the importance of power.
8. Explain the nature of power with proper example.
9. Differentiate between leader and manager.
10. Explain the basic qualities of leader.
UNIT-5(2-marks)
1. Organizational culture
organizational culture represents the collective values, beliefs and principles of organizational
members and is a product of factors such as history, product, market, technology, strategy, type of
employees, management style, and national culture; culture includes the organization's vision,
values, norms, systems, symbols, language, assumptions, environment, location, beliefs and
habits..
2. Organizational climate
Organizational climate (sometimes known as Corporate Climate) is the process of quantifying the
"culture" of an organization, and it precedes the notion of organizational culture. It is a set of
properties of the work environment, perceived directly or indirectly by the employees, that is
assumed to be a major force in influencing employee behaviour.
3. Job satisfaction
Job satisfaction or employee satisfaction is a measure of workers' contentedness with their job,
whether or not they like the job or individual aspects or facets of jobs, such as nature of work or
supervision. Job satisfaction can be measured in cognitive (evaluative), affective (or emotional),
and behavioral components. Researchers have also noted that job satisfaction measures vary in
the extent to which they measure feelings about the job (affective job satisfaction).or cognitions
about the job (cognitive job satisfaction).
4. Organizational change
Organizational change is both the process in which an organization changes its structure,
strategies, operational methods, technologies, or organizational culture to affect change within the
organization and the effects of these changes on the organization. Organizational change can be
continuous or occur for distinct periods of time.
5. Determinants job satisfaction
Individual factors
Level of education
Age
S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR
Other factors
Nature of job
Occupational level
Job content
Situational variable
Working conditions
Supervision
Opportunity for promotion
6. Stability vs change
Stability vs. Change, deals with the issue of whether or not personality traits present during
present during infancy endure throughout the lifespan. Change theorists argue that personalities
are modified by interactions with family, experiences at school, and acculturation.
S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR
Workplace stress then is the harmful physical and emotional responses that can happen
when there is a conflict between job demands on the employee and the amount of control
an employee has over meeting these demands.
13. Management of stress
Stress management is a wide spectrum of techniques and psychotherapies aimed at
controlling a person's level of stress, especially chronic stress, usually for the purpose of
improving everyday functioning. In this context, the term 'stress' refers only to a stress
with significant negative consequences, or distress in the terminology advocated by Hans
Selye, rather than what he calls esters, a stress whose consequences are helpful or
otherwise.
S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR
PART-B(16-Marks)
.
1. Discuss the importance characteristics of organizational culture
2. After the organizational cultural is created and developed the step is to sustain or maintain it.
3. Highlight the importance of organizational change. Discuss process of organizational change.
4. What are the internal and external forces of organizational change
5. Discuss the resistance to change and the measures to manage the resistance
6. Enumerate the option of work life balance along with the guidelines foe improving work life
balance
7. The term job satisfaction refers to the general attitude or feelings of an individual towards his job.
8. State the causes and consequences of stress.
9. Give the significance and measurement of job satisfaction.
10. What are the internal and external forces of organizational change
S.PAVITHRA AP/MBA
I SEMESTER/I YEAR BA5105- ORGANISATIONAL BEHAVIOUR
S.PAVITHRA AP/MBA