management GUIDE FOR OB QUESTIONS 29 06 2022.pptx

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1. DISCUSSION OF MODEL QUESTIONS 06.08.2022 K.R.DAYASENA [email protected] M0bile; 0773677012

2. GUIDE TO OB QUESTIONS

3. It is the study of human behaviour in organizational setting, how h uman behaviour interacts with the organization and the organization itself. Organizational Behaviour theories inform real world evaluation and management of groups of people. OB applies the knowledge gained about individuals, groups, and the effect of structure on behaviour in order to make organizational work more effectively.

4. More definitions: “A field of study that investigate the impact of individuals, groups and structures on behaviour within organizations for the purpose of applying such knowledge towards improving an organization’s effectiveness.”(Stephen Robinson) “OB can be defined as the understanding, prediction and management of the human behaviour affect the performance of the organization”.( Luthans )

5. “OB is the study of human behaviour in organizational settings, the interface between human behaviour and the organizational context and the organization itself.”(Nadler and Tushman ) “Organizational Behaviour is the study of the many factors that have an impact on how individuals and groups respond to and act in organizations and how organizations manage their environment.”

6. What is the Scope of Organizational Behaviour? People The people constitute the internal social system of the organization. They consist of individuals and groups. Groups may be large or small , formal or informal, official or unofficial. They are dynamic. They form, change and disband. Human organization changes everyday. Today it is not the same as it was yesterday.

7. b. Structure Structure defines the sole relationship of people in an organization. Different people in an organization are given different roles and they have certain relationship with others. It leads to division of labour so that people can perform their duties or work to accomplish the organizational goals. Thus everybody can not be an accountant or clerk. Work is complex and different duties are to be performed by different people. All are so related to each other to accomplish the goals in a co-ordinated manner. Thus, structure relates to power and duties. One has the authority and others have a duty to obey him.

8. c. Technology Technology imparts the physical and economic conditions within which people work. With their bare hands people can do nothing, so they are given assistance of buildings, machines, tools, processes and resources. The nature of technology depends very much on the nature of the organization and influences the work or working conditions. Thus, technology brings effectiveness and at the same restricts people in various ways.

9. d. Social System Social system provides external environment which the organization operates. A single organization can not exist also. It is a part of the whole. One organization cannot give everything and therefore, there are many other organizations. All these organizations influences each other. It influences the attitudes of people, their working conditions and above all provides competition for resources and power.

10. 2. a . What is meant by the term ‘Job stress’? b. Managing job stress is a responsibility of an individual as well mangers in the organization. Explain how individual can manage their own stress levels. a. Job Stress is the ‘psychological, physiological and behavioural response by an employee in a work setting when he/she perceive a lack of equilibrium between the demands placed upon him/her and their ability to meet those demands, which over a period of time, leading to ill health(Palmer 1989).

11. b. An employee can take personal responsibility for reducing stress levels. Individual strategies have been proven effective in managing stress levels. Individuals strategies include: 1.Time management : Most of the People do not manage their time effectively. So an understanding and utilization of basic time management principles can help individuals better coping with tensions created by job demands. Such plans include; * Making daily lists of activities to be accomplished. * Prioritizing activities by importance and urgency * Scheduling activities according to the priorities set

12. *knowing your daily cycle and handling the most demanding parts of your job during the high part of your cycle when you are most alert and productive. 2. Non competitive physical exercises such as aerobics, walking, jogging, swimming and riding a bicycle have long been recommended. Playing non competitive games such as tennis or badminton also recommended.

13. 3. Relaxation techniques Individuals can learn how to reduce the tension through relaxation techniques such as ; Meditation Hypnosis(is an open state of mind) Biofeedback – is an technique you can use to learn to control some of your body’s functions such as your heart rate. Relaxation will control the heart rate and blood pressure of the individuals

14. KANCHANA’S CASE 1. Discuss the main problem/s you could see in this case using relevant theoretical concepts. justify your answer with sufficient facts. 2. Analyze the behaviour of the Head of the Finance Division of the company. 3. Suggest(s) suitable way/s to settle this problem/s and explain it/them.

15. There are several issues in this case a. Leadership style of the head of the finance branch b. J ob satisfaction c. C ommunication d. Perception e. Attitudes f. Team Cohessiveness a. Leadership style of the head of the finance branch; Nature of the leadership of Mr Piyadasa looks like autocratic leadership. (show the characteristics of a autocratic leadership). Give some evidence from the given passage. Compare with other leadership styles.

16. b. Job satisfaction; Explain what job satisfaction is. Factors affecting job satisfaction. Give facts to show the dissatisfaction of Kanchana . c. Communication Define communication. Show there is a lack of communication between Head and Kanchana and also among the other team members and kanchana . That leads towards inability to explain the job roles and othe important instructions. Explain the importance of the communication process among the team members.

17. d. Perception Define the term perception Show that Mr Piyadasa has not perceive the problem faced by Kanchana . Same way Kanchana also has not perceive the situation. Give some facts from the passage. e. Attitudes Define what attitudes are. Show the negative attitudes of Mr Piyadasa towards Kanchana . same way Kanchan also have some negative attitudes towards Mr Piyadasa .

18. f. Team cohesiveness If the team cohesiveness was strong the other team members should have looked after Kanchana . But we can understand the relationship between Kanchana and other team members are not much stronger. Explain about Team cohesiveness and benefits of that. 2 . Analyze the leadership style of Mr Piyadasa Describe the Autocratic leadership style of Mr Piyadasa . Explain the weakness and benefits of such leadership. We can not see any fruitful communication between the head and team members. No feed back or consultation from the team.

19. 3 . Suggestions to overcome the problems 1. Establish an effective communication system for the finance department. With productive communication system the issues/ problems could be identified. We do not see that there was an effective communication system within the finance department. Explain the benefits of effective communication system. Weekly staff meeting would be an excellent solution to address misunderstandings among the team. Everybody’s ideas, proposals could be discussed. Individuals can forward their issues and solutions can be discussed. Even holding morning Huddle (brief meeting before start of the work ) would be an advantage.

20. 3, HR department should arrange a leadership programme for Mr Piyadasa His autocratic/bureaucratic leadership style has to be changed to certain extend at least. The employees should be given an opportunity to express their views and suggestions. The HR department should monitor the situation periodically. 4.To enhance the mutual understanding among the employees, some welfare programme such as trips, sport meets could be arranged. It will improve the interaction among the group members. 5. We can observe that Kanchana is undergoing certain level of work stress. Some arrangements should be made to reduce his stress levels 6. Till the problems are settled, the HR department should monitor the situation.

21. Question on Motivation Define the concept of Motivation and briefly describe the motivational Process. Compare and contrast Maslow’s Hierarchy of Needs Theory with Herzberg’s Two Factor Theory. Motivation; Motivation is a process that starts with a physiological or psychological deficiency or need that activates a behaviour or a drive that is aimed at a goal or incentive.

22. Explain each step of the process if possible with examples ii. First of all describe the two theories.

23. Write down the similarities of both theories Write down the differences of both theories.

24. STRESS “Stress is a person’s adaptive response to a stimulus that places Excessive psychological or physical demand on that person.” Potential sources of job stress Environment stress factors environment factors represent the factors outside the organization. The changes and uncertainties of the environment, Influence stress level among employees. Social changes Economics or financial conditions Family situations

25. Relocation Community conditions Sociological factors race, sex, class ii. Organizational factors Organizational policies Structure, Physical conditions and process policies – pay inequities, work shifts, unfair performance reviews inflexible rules, unrealistic job descriptions

26. Organizational structure – Limited opportunities for participations, High degree of specialization, staff conflicts Physical conditions - lack of privacy, crowding, excessive noice chemical or radiation, air pollution, inadequate lightining Process - Poor communication, poor feedback, inadequate information