**QUICK SIGHT NOTES**

EC2 EXAM PREPARATION GUIDE

Managing People and Organizations (MBA ZG511)
BITS Pilani WILP MBA in AI for Business

MODULE 1: INTRODUCTION TO ORGANIZATIONAL

BEHAVIOR
Definition and Importance

Organizational Behavior (OB) is a field of study that investigates the impact that individuals,
groups, and organizational structure have on behavior within organizations, for the purpose of
applying such knowledge toward improving organizational effectiveness.

Key Concepts

 Systematic Study: Looking at relationships, attempting to attribute causes and effects,

and drawing conclusions based on scientific evidence
 Evidence-based Management (EBM: Basing managerial decisions on the best available
scientific evidence
 Intuition: Gut feelings about what makes others tick

Management Functions (POLC Framework)

1. Planning: Defining goals, establishing strategy, developing plans

2. Organizing: Determining what tasks to be done, who is to do them, how tasks are
grouped
3. Leading: Motivating employees, directing others, selecting communication channels
4. Controlling: Monitoring activities to ensure they are accomplished as planned

Mintzberg's Managerial Roles

Interpersonal Roles:
  Figurehead: Symbolic head, performing routine duties
 Leader: Motivating and directing employees
 Liaison: Maintaining network of outside contacts

Informational Roles:

 Monitor: Receiving wide variety of information

 Disseminator: Transmitting information to organization members
 Spokesperson: Transmitting information to outsiders

Decisional Roles:

 Entrepreneur: Searching for opportunities and initiating projects

 Disturbance Handler: Taking corrective action during crises
 Resource Allocator: Making or approving significant organizational decisions
 Negotiator: Representing organization at major negotiations

Management Skills

1. Technical Skills: Ability to apply specialized knowledge

2. Human Skills: Ability to work with, understand, and motivate others
3. Conceptual Skills: Mental ability to analyze and diagnose complex situations

Why Few Absolutes Apply to OB

 Human beings are complex

 People are not alike
 Situational or contingency conditions influence outcomes
 Variables interact with each other

MODULE 2: INTRODUCTION TO HRM

Nature and Scope of HRM

Human Resource Management (HRM) is the application of management principles to

managing people in an organization.

Eight Key HRM Functions

1. Planning: Workforce planning and job analysis

2. Staffing: Recruitment and selection
3. Developing: Training and development
4. Monitoring: Performance appraisal
 5. Maintaining: Compensation and benefits
6. Managing Relationships: Employee relations
7. Managing Change: Organizational development
8. Evaluating: HR metrics and analytics

Context of HRM

External Forces:

 Political/Legal environment
 Economic conditions
 Technology changes
 Cultural/Social factors

Internal Forces:

 Organizational strategy
 Labor unions
 Organizational culture
 Management philosophy

Harvard Model of HRM

Four key policy areas:

1. Employee influence
2. Human resource flow
3. Reward systems
4. Work systems

MODULE 3: DIVERSITY IN ORGANIZATIONS

Types of Diversity

Surface-Level Diversity: Observable differences (age, gender, race, ethnicity, physical abilities)

Deep-Level Diversity: Differences in values, personality, and work preferences

Biographical Characteristics

 Age: Older workers have lower turnover, higher job satisfaction

 Gender: Few differences in productivity; women have slightly higher absenteeism
 Race and Ethnicity: Important for diversity management
  Tenure: Positively related to productivity, negatively to turnover
 Disability: Need for workplace accommodations

Discrimination Forms

1. Discriminatory policies: Actions taken by representatives

2. Sexual harassment: Unwanted sexual advances
3. Intimidation: Overt threats or bullying
4. Mockery and insults: Jokes and negative stereotypes
5. Exclusion: Excluding certain people from opportunities
6. Incivility: Disrespectful treatment

MODULE 4: ATTITUDES AND JOB SATISFACTION

Three Components of Attitudes

1. Cognitive Component: The opinion or belief segment (e.g., "My pay is low")
2. Affective Component: The emotional or feeling segment (e.g., "I am angry about how
little I'm paid")
3. Behavioral Component: An intention to behave in a certain way (e.g., "I'm going to look
for another job")

Cognitive Dissonance Theory

Any incompatibility between two or more attitudes or between behavior and attitudes creates
discomfort, leading individuals to seek consistency.

Major Job Attitudes

Job Satisfaction: Positive feeling about one's job resulting from evaluation of its characteristics

Job Involvement: Degree to which a person identifies psychologically with their job

Organizational Commitment: Degree to which an employee identifies with organization and its
goals

 Affective commitment (emotional attachment)

 Continuance commitment (economic value)
 Normative commitment (obligation)

Perceived Organizational Support (POS): Degree to which employees believe organization

values their contribution
Employee Engagement: Involvement with, satisfaction with, and enthusiasm for work

Employee Responses to Dissatisfaction (EVLN Model)

 Exit: Leaving the organization

 Voice: Actively attempting to improve conditions
 Loyalty: Passively waiting for conditions to improve
 Neglect: Allowing conditions to worsen

MODULE 5: PERSONALITY AND VALUES

Personality Determinants

 Heredity: Genetic factors (approximately 50%)

 Environment: Culture, family, life experiences

Myers-Briggs Type Indicator (MBTI)

Four dimensions creating 16 personality types:

1. Extraversion (E) vs. Introversion (I)

2. Sensing (S) vs. Intuition (N)
3. Thinking (T) vs. Feeling (F)
4. Judging (J) vs. Perceiving (P)

Big Five Personality Model (OCEAN)

1. Openness to Experience: Imaginative, curious, creative

2. Conscientiousness: Responsible, organized, dependable (strongest predictor of job
performance)
3. Extraversion: Sociable, assertive, talkative
4. Agreeableness: Cooperative, trusting, good-natured
5. Neuroticism/Emotional Stability: Calm, secure, happy vs. anxious, insecure

The Dark Triad

1. Machiavellianism: Pragmatic, maintains emotional distance, believes ends justify means

2. Narcissism: Grandiose sense of self-importance, requires excessive admiration
3. Psychopathy: Lack of concern for others, lack of guilt or remorse

Values
Terminal Values: Desirable end-states (e.g., happiness, wisdom, prosperity) Instrumental
Values: Preferable modes of behavior (e.g., honesty, ambition, responsibility)

Hofstede's Cultural Dimensions

1. Power Distance
2. Individualism vs. Collectivism
3. Masculinity vs. Femininity
4. Uncertainty Avoidance
5. Long-term vs. Short-term Orientation
6. Indulgence vs. Restraint

MODULE 6: PERCEPTION AND INDIVIDUAL

DECISION MAKING
Perception Process

The process by which individuals organize and interpret sensory impressions to give meaning to
their environment.

Factors Influencing Perception

Perceiver Factors:

 Attitudes
 Motives
 Interests
 Experience
 Expectations

Target Factors:

 Novelty
 Motion
 Sounds
 Size
 Background
 Proximity
 Similarity

Situational Factors:

 Time
  Work setting
 Social setting

Attribution Theory

Explains how we judge people differently depending on meaning we attribute to behavior.

Three Determinants:

1. Distinctiveness: Does person behave differently in different situations?

2. Consensus: Do others behave similarly in same situation?
3. Consistency: Does person behave same way over time?

Internal Attribution: Behavior caused by person's characteristics External Attribution:

Behavior caused by situational factors

Common Perceptual Shortcuts

 Selective Perception: Selectively interpreting based on interests, background

 Halo Effect: Drawing general impression based on single characteristic
 Contrast Effect: Evaluation affected by comparisons with others
 Stereotyping: Judging based on group perception

Decision-Making Models

Rational Decision-Making Model:

1. Define the problem

2. Identify decision criteria
3. Allocate weights to criteria
4. Develop alternatives
5. Evaluate alternatives
6. Select best alternative

Bounded Rationality: Constructing simplified models without all features of real problems

Intuitive Decision Making: Unconscious process based on experience

Common Decision-Making Biases

 Overconfidence Bias: Overestimating our abilities

 Anchoring Bias: Fixating on initial information
 Confirmation Bias: Seeking information confirming past choices
 Availability Bias: Basing judgments on readily available information
 Escalation of Commitment: Staying with failing decision
 Randomness Error: Creating meaning from random events
  Risk Aversion: Preferring sure gain over risky outcome
 Hindsight Bias: Believing we could have predicted outcome

MODULE 7: EMOTIONS AND MOODS

Emotions vs. Moods

Emotions:

 Caused by specific event

 Very brief (seconds to minutes)
 Specific and numerous (anger, fear, sadness, happiness, disgust, surprise)
 Action-oriented

Moods:

 Cause often general and unclear

 Last longer (hours to days)
 More general (positive or negative)
 Cognitive in nature

Basic Emotions

 Anger
 Fear
 Sadness
 Happiness
 Disgust
 Surprise

Sources of Emotions and Moods

 Personality
 Day of week and time of day
 Weather
 Stress
 Social activities
 Sleep
 Exercise
 Age
 Gender

Emotional Labor
The effort, planning, and control needed to express organizationally desired emotions during
interpersonal transactions.

Surface Acting: Hiding inner feelings and modifying facial expressions Deep Acting: Trying to
modify true inner feelings

Affective Events Theory (AET)

Emotions are responses to events in work environment, which influence job satisfaction and
performance.

Work Environment → Work Events → Emotional Reactions → Job

Satisfaction/Performance

Emotional Intelligence (EI)

Ability to detect and manage emotional cues and information.

Four Dimensions:

1. Self-awareness
2. Self-management
3. Social awareness
4. Relationship management

MODULE 8: MOTIVATION CONCEPTS

Early Theories of Motivation

Maslow's Hierarchy of Needs:

1. Physiological: Food, water, shelter

2. Safety: Security, protection from harm
3. Social: Affection, belongingness, acceptance
4. Esteem: Self-respect, autonomy, achievement, status, recognition
5. Self-Actualization: Growth, achieving potential, self-fulfillment

Herzberg's Two-Factor Theory:

Hygiene Factors (Extrinsic - prevent dissatisfaction):

 Supervision
 Company policy
  Relationship with supervisor
 Working conditions
 Salary
 Relationship with peers
 Personal life
 Relationship with subordinates
 Status
 Security

Motivators (Intrinsic - create satisfaction):

 Achievement
 Recognition
 Work itself
 Responsibility
 Advancement
 Growth

McClelland's Theory of Needs:

 Need for Achievement (nAch): Drive to excel

 Need for Power (nPow): Need to make others behave in a way they wouldn't otherwise
 Need for Affiliation (nAff): Desire for friendly and close interpersonal relationships

Contemporary Theories

Goal-Setting Theory:

 Specific goals increase performance

 Difficult goals, when accepted, result in higher performance
 Feedback leads to higher performance

Reinforcement Theory: Behavior is a function of its consequences

 Positive reinforcement
 Negative reinforcement
 Punishment
 Extinction

Equity Theory: Individuals compare their job inputs-outcomes ratio with others

 Inputs: Effort, experience, education, competence

 Outcomes: Salary, recognition, benefits, promotions

Expectancy Theory: Motivation = Expectancy × Instrumentality × Valence

  Expectancy: Effort → Performance
 Instrumentality: Performance → Reward
 Valence: Value of reward

Job Characteristics Model

Five core dimensions:

1. Skill Variety: Different activities requiring different skills

2. Task Identity: Completing whole identifiable piece of work
3. Task Significance: Impact on others' lives
4. Autonomy: Freedom and independence
5. Feedback: Direct and clear information about performance

MODULE 9: MOTIVATION - FROM CONCEPTS TO

APPLICATIONS
Job Redesign Strategies

Job Rotation: Periodic shifting between tasks Job Enlargement: Horizontal expansion of jobs
Job Enrichment: Vertical expansion giving more control

Alternative Work Arrangements

 Flextime: Flexible work hours

 Job Sharing: Two or more individuals split traditional job
 Telecommuting: Working from home

Employee Involvement Programs

 Participative Management: Subordinates share decision-making

 Representative Participation: Workers represented by small group
 Quality Circles: Work groups meeting regularly to discuss quality problems

Variable-Pay Programs

 Piece-rate pay: Fixed sum for each unit produced

 Merit-based pay: Pay based on performance appraisal
 Bonuses: Rewards for recent performance
 Profit-sharing: Organization-wide programs
 Gainsharing: Group incentive programs
 Employee Stock Ownership Plans (ESOPs)
Flexible Benefits

Employees pick benefits that fit their needs from a menu of options

EXAM PREPARATION TIPS

High-Priority Topics (Frequently Tested)

1. ✓ Herzberg's Two-Factor Theory

2. ✓ Maslow's Hierarchy of Needs
3. ✓ MBTI and Big Five Personality Model
4. ✓ Dark Triad traits
5. ✓ Three components of attitudes
6. ✓ Attribution Theory
7. ✓ Decision-making biases
8. ✓ Mintzberg's managerial roles
9. ✓ Emotional Intelligence
10. ✓ McClelland's Theory of Needs

Question Types to Expect

1. Definition questions: Define OB, HRM, personality, etc.

2. Theory explanation: Explain Herzberg's theory, Maslow's hierarchy
3. Application scenarios: Apply theories to workplace situations
4. Identification: Identify personality type, bias, or attitude component from scenario
5. Comparison: Compare concepts (line vs. staff authority, emotions vs. moods)
6. Case analysis: Short cases requiring multiple concept application

Study Strategy

1. Understand, don't memorize: Focus on understanding concepts and their applications

2. Practice scenarios: Apply each theory to workplace examples
3. Create comparison charts: For similar concepts (emotions vs. moods, theories)
4. Review past papers: Understand question patterns and marking schemes
5. Time management: 2 hours for 4-6 questions = 20-30 minutes per question

COMPREHENSIVE PRACTICE
QUESTIONS FOR EC2 EXAM
Managing People and Organizations (MBA ZG511)
I've generated comprehensive practice questions with detailed answers covering all modules
from your syllabus. Here's your complete practice question bank:

MODULE 1: INTRODUCTION TO ORGANIZATIONAL

BEHAVIOR
Question 1: Define Organizational Behavior and explain why few absolutes apply
to OB.

Answer: Organizational Behavior (OB) is a field of study that investigates the impact that
individuals, groups, and structure have on behavior within organizations, for the purpose of
applying such knowledge toward improving organizational effectiveness.

Why Few Absolutes Apply:

 Human complexity: People have different personalities, needs, and motivations

 Lack of uniformity: Individuals act differently in the same situation
 Contextual factors: Culture, organizational structure, and leadership influence behavior
 Variable interdependence: OB variables interact in complex, unpredictable ways

Example: Money motivates some employees but others value recognition or autonomy more.
Leadership styles effective in one organization may fail in another due to cultural differences.

Question 2: Explain Mintzberg's ten managerial roles with examples.

Answer: Mintzberg identified ten roles grouped into three categories:

Interpersonal Roles:

 Figurehead: Ceremonial duties (e.g., CEO at ribbon-cutting ceremony)

 Leader: Hiring, training, motivating (e.g., manager conducting performance reviews)
 Liaison: External networking (e.g., department head coordinating with vendors)

Informational Roles:

 Monitor: Scanning for information (e.g., sales director tracking competitors)

 Disseminator: Sharing information internally (e.g., communicating policy changes)
 Spokesperson: Representing organization externally (e.g., PR manager at press
conference)
Decisional Roles:

 Entrepreneur: Initiating change (e.g., developing new product line)

 Disturbance Handler: Managing crises (e.g., addressing supply chain disruption)
 Resource Allocator: Distributing resources (e.g., assigning project budgets)
 Negotiator: Representing in negotiations (e.g., HR negotiating with unions)

MODULE 2: INTRODUCTION TO HRM

Question 3: Compare Personnel Management and Human Resource
Management.

Answer:

Table

Dimension Personnel Management HRM

Scope Administrative functions Strategic approach
Perspective Employees as cost Employees as assets
Approach Reactive Proactive
Focus Existing employees Entire employment lifecycle
Time orientation Short-term operations Long-term strategic planning
Control Direct supervision Self-control through commitment

HRM represents a shift from viewing workforce as a necessary cost to recognizing people as
sources of competitive advantage.

Question 4: Describe the eight key HRM functions and their contributions.

Answer:

1. Planning: Workforce forecasting → Ensures right people at right time

2. Staffing: Recruitment and selection → Secures qualified talent
3. Developing: Training and development → Enhances capabilities
4. Monitoring: Performance appraisal → Identifies gaps, recognizes performers
5. Maintaining: Compensation and benefits → Improves retention
6. Managing Relationships: Employee relations → Fosters positive climate
7. Managing Change: Organizational development → Increases adaptability
8. Evaluating: HR metrics → Provides data for decisions
MODULE 3: DIVERSITY IN ORGANIZATIONS
Question 5: Distinguish between surface-level and deep-level diversity.

Answer:

Surface-Level Diversity: Observable characteristics (age, gender, race, physical abilities)

 Immediately apparent
 May trigger initial stereotypes
 Impact diminishes over time

Deep-Level Diversity: Underlying differences (values, personality, attitudes, knowledge)

 Emerges through interaction

 More relevant to task performance
 Sustained impact on team dynamics

Which is more important? Deep-level diversity is more important long-term because it directly
affects problem-solving, creativity, and team performance as members work together.

Question 6: Explain forms of discrimination in organizations.

Answer:

1. Discriminatory policies: Systematic barriers in hiring/promotion

2. Sexual harassment: Unwanted advances creating hostile environment
3. Intimidation: Threatening behavior toward certain groups
4. Mockery and insults: Derogatory jokes and stereotypes
5. Exclusion: Deliberately leaving people out of opportunities
6. Incivility: Subtle disrespect disproportionately affecting certain groups

MODULE 4: ATTITUDES AND JOB SATISFACTION

Question 7: Describe the three components of attitudes with workplace examples.

Answer:

1. Cognitive Component (Belief):

 "I believe my supervisor assigns projects unfairly"

 "I think this company has excellent growth opportunities"
2. Affective Component (Feeling):

 "I feel frustrated when overlooked for challenging projects"

 "I am excited about my company's new direction"

3. Behavioral Component (Intention):

 "I plan to speak with my supervisor about assignments"

 "I will recommend this company to friends"

Conflicts: Components can be inconsistent. Example: An employee believes speaking up is

important (cognitive) but feels anxious (affective) and remains silent (behavioral).

Question 8: Explain the EVLN model of responses to job dissatisfaction.

Answer:

Exit (Active-Destructive): Leaving the organization

 Example: Software developer resigns for better opportunities at competitor

Voice (Active-Constructive): Attempting to improve conditions

 Example: Nurse meets with administration to address understaffing concerns

Loyalty (Passive-Constructive): Waiting optimistically for improvement

 Example: Manager publicly supports controversial policy while waiting for adjustments

Neglect (Passive-Destructive): Allowing conditions to deteriorate

 Example: Customer service rep reduces effort, increases absenteeism, makes errors

MODULE 5: PERSONALITY AND VALUES

Question 9: Compare MBTI and Big Five personality models.

Answer:

MBTI:

 16 distinct personality types

 Four dichotomies (E/I, S/N, T/F, J/P)
  Typological approach
 Popular but limited scientific validity
 Good for team building and self-awareness

Big Five (OCEAN):

 Five continuous dimensions

 Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism
 Trait approach
 Strong empirical support
 Better predictor of job performance

More reliable: Big Five is more scientifically valid and better predicts workplace behavior,
especially conscientiousness for job performance.

Question 10: Explain the Dark Triad traits and workplace impacts.

Answer:

1. Machiavellianism: Manipulative, believes ends justify means

 Workplace impact: Political maneuvering, strategic deception, effective short-term

negotiation

2. Narcissism: Grandiose self-importance, needs admiration

 Workplace impact: Taking credit, difficulty with criticism, charismatic but destructive
leadership

3. Psychopathy: Callousness, lack of empathy

 Workplace impact: Risk-taking, unethical decisions, bullying, poor teamwork

Overall effects: Toxic leadership, disrupted teams, unethical decisions, reduced trust and
cooperation.

MODULE 6: PERCEPTION AND DECISION MAKING

Question 11: Explain Attribution Theory with fundamental attribution error and
self-serving bias.

Answer:
Attribution Theory: Explains how we judge whether behavior is internally (person) or
externally (situation) caused.

Three Determinants:

1. Distinctiveness: Different behavior in different situations?

2. Consensus: Do others behave similarly?
3. Consistency: Same behavior over time?

Fundamental Attribution Error: Underestimating external factors when judging others

 Example: Manager attributes poor performance to laziness rather than inadequate

resources

Self-Serving Bias: Attributing successes to internal factors, failures to external

 Example: Employee takes credit for successful projects but blames circumstances for
failures

Question 12: Identify four decision-making biases and how to minimize them.

Answer:

1. Overconfidence Bias: Overestimating abilities

 Minimize: Seek contradictory evidence, use structured frameworks, maintain prediction

records

2. Anchoring Bias: Fixating on initial information

 Minimize: Delay initial impressions, use multiple starting points, blind evaluation

3. Confirmation Bias: Seeking confirming evidence

 Minimize: Assign devil's advocate, actively search for disconfirming evidence

4. Escalation of Commitment: Continuing failing course of action

 Minimize: Establish clear termination criteria, conduct regular reviews, separate

decision-makers

MODULE 7: EMOTIONS AND MOODS

Question 13: Compare emotions and moods and their workplace influence.

Answer:

Table

Characteristic Emotions Moods

Cause Specific event General/unclear
Duration Brief (seconds-minutes) Longer (hours-days)
Specificity Specific (anger, fear, joy) General (positive/negative)
Intensity More intense Less intense
Orientation Action-oriented Cognitive

Workplace Influence:

 Emotions: Affect immediate decisions, interpersonal interactions, customer service

 Moods: Influence information processing, helping behaviors, sustained performance

Question 14: Define Emotional Intelligence and its impact on leadership.

Answer:

Emotional Intelligence (EI): Ability to recognize and manage emotions in self and others.

Four Components:

1. Self-awareness: Recognizing own emotions and their effects

2. Self-management: Controlling disruptive emotions
3. Social awareness: Understanding others' perspectives (empathy)
4. Relationship management: Inspiring, influencing, managing conflict

Leadership Impact:

 Creates positive emotional climates

 Builds stronger relationships
 Makes better decisions
 Navigates change effectively
 Inspires higher performance
 Research shows EI accounts for 85-90% difference between outstanding and average
leaders

MODULE 8: MOTIVATION CONCEPTS

Question 15: Compare Maslow's Hierarchy and Herzberg's Two-Factor Theory.

Answer:

Maslow's Hierarchy:

 Five levels: Physiological → Safety → Social → Esteem → Self-actualization

 Hierarchical progression
 General human motivation
 Single satisfaction continuum

Herzberg's Two-Factor Theory:

 Hygiene factors (prevent dissatisfaction): Salary, supervision, working conditions,

security
 Motivators (create satisfaction): Achievement, recognition, responsibility, growth
 Two separate continua
 Workplace-specific

Key Difference: Herzberg argues different factors cause satisfaction vs. dissatisfaction, while
Maslow sees any need causing both when met/unmet.

Question 16: Explain McClelland's Theory of Needs with workplace applications.

Answer:

Three Needs:

1. Need for Achievement (nAch): Drive to excel

 Best in: Entrepreneurial roles, sales, individual contributor positions

 Job design: Clear goals, moderate challenges, immediate feedback

2. Need for Power (nPow): Desire to influence others

 Best in: Management, leadership positions

 Job design: Leadership opportunities, decision-making authority

3. Need for Affiliation (nAff): Desire for friendly relationships

 Best in: Customer service, HR, team-oriented positions

 Job design: Collaborative environments, team projects

Application: Match employees to roles based on dominant needs; tailor rewards and job design
accordingly.
Question 17: Explain Goal-Setting Theory and its key principles.

Answer:

Goal-Setting Theory (Locke & Latham): Specific and challenging goals lead to higher
performance.

Key Principles:

1. Specific goals increase performance more than vague goals

2. Difficult goals (when accepted) result in higher performance than easy goals
3. Feedback leads to higher performance than no feedback
4. Participation in goal-setting increases acceptance
5. Self-efficacy affects goal commitment

Effective Goals (SMART):

 Specific
 Measurable
 Achievable but challenging
 Relevant
 Time-bound

CASE-BASED PRACTICE QUESTIONS

Question 18: Case Analysis - Personality and Decision Making

Scenario: Sophie is negotiating a salary for a new position. The employer opens with $75,000.
Sophie had researched that similar positions pay $80,000-$90,000, but she finds herself unable to
move far from the initial $75,000 offer and settles for $77,000.

Questions: a) What decision-making bias is Sophie experiencing? b) How could she have
avoided this bias?

Answer: a) Anchoring Bias - Sophie fixated on the initial $75,000 figure and couldn't
adequately adjust despite knowing the market rate was higher.

b) Avoidance strategies:

 Establish her target salary before negotiations

 Make the first offer herself
 Deliberately ignore the initial offer and focus on market data
 Use multiple reference points (industry average, her experience level, cost of living)
Question 19: Case Analysis - Motivation

Scenario: Manager Amaru has a 50-member team showing signs of dissatisfaction. Productivity
is declining, and several employees have mentioned feeling undervalued.

Question: Using motivation theories, recommend five strategies Amaru can implement.

Answer:

1. Open communication channels (Herzberg - address hygiene factors)

2. Employee involvement in decisions (Participative management)
3. Skills development and training (Maslow - growth needs)
4. Recognition and rewards programs (McClelland - achievement/affiliation needs)
5. Regular satisfaction surveys (Monitor and respond to concerns)

DETAILED NOTES ON HIGH-PRIORITY

EC2 EXAM TOPICS
Managing People and Organizations (MBA ZG511)
Based on your uploaded materials and previous exam patterns, here are comprehensive notes
with examples for all high-priority topics:

1. HERZBERG'S TWO-FACTOR THEORY

Core Concept

Frederick Herzberg's theory proposes that satisfaction and dissatisfaction are influenced by
two separate sets of factors, not opposites on a single continuum.

Two Factor Categories

HYGIENE FACTORS (Extrinsic - Prevent Dissatisfaction):

 Company policies and administration

 Supervision quality
 Working conditions
 Salary and benefits
 Job security
  Interpersonal relations
 Status
 Personal life balance

MOTIVATORS (Intrinsic - Create Satisfaction):

 Achievement
 Recognition
 Work itself (meaningful, interesting)
 Responsibility
 Advancement opportunities
 Growth and development

Key Principle

 Opposite of satisfaction = No satisfaction (NOT dissatisfaction)

 Opposite of dissatisfaction = No dissatisfaction (NOT satisfaction)

Workplace Examples

Hygiene Factor Example: A company pays below-market salaries → employees are

dissatisfied. After raising salaries to market rate → dissatisfaction disappears, but employees
aren't necessarily more motivated to excel.

Motivator Example: An IT company implements quarterly recognition awards for technical

achievements → employees show increased initiative, creativity, and engagement beyond basic
job requirements.

Combined Application: A manufacturing firm first fixes poor working conditions and unfair
policies (hygiene), then introduces job rotation programs allowing skill development
(motivators) → significant improvement in both retention and productivity.

Exam Tips

 Remember: Fixing hygiene factors prevents dissatisfaction but doesn't motivate

 Focus on motivators to actually increase satisfaction and performance
 Common question: "Why doesn't increasing salary always improve motivation?"

2. MASLOW'S HIERARCHY OF NEEDS

Five Levels (Bottom to Top)

1. PHYSIOLOGICAL NEEDS (Most Basic)

  Food, water, shelter, sleep, clothing
 Workplace: Basic salary, rest breaks, comfortable temperature
 Example: Employee working two jobs to afford rent focuses only on earning money, not
career development

2. SAFETY NEEDS

 Physical safety, job security, health, financial stability

 Workplace: Job security, health insurance, safe conditions, retirement benefits
 Example: During layoffs, employees stop taking risks and focus on appearing
indispensable

3. SOCIAL/BELONGINGNESS NEEDS

 Friendship, acceptance, love, group membership

 Workplace: Team activities, friendly culture, good colleague relationships
 Example: New employee prioritizes fitting in with team over showcasing individual
achievements

4. ESTEEM NEEDS

 Self-respect, recognition, status, achievement, reputation

 Workplace: Recognition programs, titles, awards, challenging responsibilities
 Example: High performer seeks promotion not for salary but for title and recognition

5. SELF-ACTUALIZATION NEEDS (Highest)

 Personal growth, reaching potential, creativity, self-fulfillment

 Workplace: Meaningful work, autonomy, creative opportunities, innovation
 Example: Senior engineer takes pay cut to work on groundbreaking research project

Key Principles

Progression: Lower needs must be substantially satisfied before higher needs motivate

Prepotency: Unsatisfied lower needs dominate attention

Dynamic: People move up and down based on circumstances

Real-World Application

Google Example: Provides excellent salary and benefits (physiological/safety), collaborative

campus design (social), public recognition systems (esteem), and 20% time for personal projects
(self-actualization).
Crisis Example: During COVID-19, employees who previously sought growth opportunities
(self-actualization) shifted focus to job security (safety needs).

Exam Tips

 Know the order: Physiological → Safety → Social → Esteem → Self-actualization

 Understand that satisfied needs don't motivate
 Common question: "How would you motivate employees at different hierarchy levels?"

3. MYERS-BRIGGS TYPE INDICATOR (MBTI)

Four Dichotomies

1. EXTRAVERSION (E) vs. INTROVERSION (I)

 E: Energized by external world, outgoing, think out loud

 I: Energized by internal reflection, reserved, think before speaking
 Example: Extraverted manager prefers brainstorming meetings; Introverted analyst
prefers written reports

2. SENSING (S) vs. INTUITION (N)

 S: Focus on concrete facts, details, present reality, practical

 N: Focus on patterns, possibilities, future, abstract concepts
 Example: Sensing accountant wants exact numbers; Intuitive strategist wants big-picture
trends

3. THINKING (T) vs. FEELING (F)

 T: Logical, objective decisions based on facts and analysis

 F: Value-based decisions considering human impact and harmony
 Example: Thinking manager cuts underperforming team member; Feeling manager
considers personal circumstances

4. JUDGING (J) vs. PERCEIVING (P)

 J: Prefer structure, planning, closure, organized

 P: Prefer flexibility, spontaneity, openness, adaptable
 Example: Judging project manager creates detailed timelines; Perceiving creative
director keeps options open

Sample Types
ISTJ (Inspector): Practical, detail-oriented, reliable

 Strengths: Organized, thorough, dependable

 Best roles: Accounting, operations, administration

ENFP (Campaigner): Enthusiastic, creative, people-oriented

 Strengths: Innovative, inspiring, adaptable

 Best roles: Marketing, HR, entrepreneurship

INTJ (Architect): Strategic, independent, analytical

 Strengths: Long-term planning, systems thinking

 Best roles: Strategy, research, engineering

Workplace Application Example

A team has conflict: ESTJ manager (structured, direct) clashes with INFP designer (flexible,
sensitive). Understanding MBTI helps manager provide big-picture guidance rather than detailed
instructions, improving collaboration.

Limitations

 Forced dichotomies (people aren't purely one or the other)

 Poor test-retest reliability
 Limited scientific validity
 Not predictive of job performance

Exam Tips

 Know all four dichotomies and what they mean

 Be able to identify type from scenario (e.g., "Seema is introverted, detail-focused, logical,
and organized" = ISTJ)
 Understand it's better for team building than selection

4. BIG FIVE PERSONALITY MODEL (OCEAN)

Five Dimensions

1. OPENNESS TO EXPERIENCE

 High: Curious, creative, open to new ideas, imaginative

 Low: Conventional, prefer routine, practical, traditional
  Job relevance: Innovation, training effectiveness, adaptability
 Example: High-openness employee enthusiastically adopts new AI tools; low-openness
colleague resists change

2. CONSCIENTIOUSNESS ⭐ (Strongest predictor of job performance)

 High: Organized, dependable, disciplined, achievement-oriented

 Low: Spontaneous, flexible, less structured
 Job relevance: Performance across ALL jobs, reliability, attention to detail
 Example: Highly conscientious analyst consistently meets deadlines with thorough,
accurate work

3. EXTRAVERSION

 High: Outgoing, talkative, assertive, energized by people

 Low: Reserved, quiet, prefer solitude, thoughtful
 Job relevance: Leadership emergence, sales, customer service
 Example: Extraverted salesperson thrives in client-facing role with constant interaction

4. AGREEABLENESS

 High: Cooperative, trusting, helpful, empathetic, warm

 Low: Competitive, skeptical, challenging, objective
 Job relevance: Teamwork, customer service, conflict resolution
 Example: Highly agreeable HR professional excels at mediation but struggles with tough
termination decisions

5. NEUROTICISM (or EMOTIONAL STABILITY)

 High neuroticism: Anxious, moody, self-conscious, stressed

 High stability: Calm, even-tempered, resilient, secure
 Job relevance: Stress management, job satisfaction, performance under pressure
 Example: Emotionally stable manager maintains composure during organizational crisis

Performance Predictions

 Conscientiousness: Best predictor across almost ALL jobs (+)

 Emotional Stability: Strong predictor for most roles (+)
 Extraversion: Important for sales, management, leadership (+)
 Openness: Critical for creative roles, leadership (+)
 Agreeableness: Good for teamwork (+), may hurt negotiation (-)

Real-World Example

Tech company discovers development team has high openness (creative) but low
conscientiousness (poor follow-through). Solution: Implement structured project management
with clear milestones while maintaining creative freedom → projects complete on time without
losing innovation.

Exam Tips

 Conscientiousness is #1 predictor of job performance

 Big Five is more scientifically valid than MBTI
 Know which traits matter for which jobs
 Common question: "Which Big Five trait best predicts overall job performance and
why?"

5. DARK TRIAD TRAITS

Three Traits

1. MACHIAVELLIANISM

 Characteristics: Manipulative, strategic, emotionally detached, "ends justify means"

 Workplace behaviors: Political maneuvering, strategic deception, calculated alliances
 Positive: Effective negotiation, strategic thinking
 Negative: Reduced trust, unethical decisions, toxic politics
 Example: Manager withholds information from peers to gain competitive advantage in
promotion race

2. NARCISSISM

 Characteristics: Grandiose self-view, needs admiration, entitled, lacks empathy

 Workplace behaviors: Self-promotion, taking credit, deflecting blame, resisting
feedback
 Positive: Charisma, confidence, bold vision
 Negative: Poor listening, exploitation, defensive reactions
 Example: Team leader takes credit for team's successful project while blaming team
members for any failures

3. PSYCHOPATHY

 Characteristics: Callous, lacks remorse, impulsive, shallow emotions

 Workplace behaviors: Risk-taking without concern, bullying, blaming others
 Positive: Cool under pressure, decisive in crises
 Negative: Unethical decisions, counterproductive behaviors, poor teamwork
 Example: Executive makes decision knowing it will harm employees but shows no
concern for their welfare
Organizational Impact

Leadership: May emerge as leaders (charisma, confidence) but often ineffective long-term

Team Dynamics: Reduced trust, psychological safety, and collaboration

Culture: Creates toxic, political environments

Ethics: Increased unethical decision-making

Real-World Example

Startup hires narcissistic CEO. Initially successful due to charisma and bold vision attracting
investors. Over time, inability to accept feedback, blame culture, and focus on personal glory
creates toxic environment. When market shifts, resistance to strategic change leads to company
failure despite viable product.

Exam Tips

 Know all three traits and how they differ

 Understand both positive and negative workplace impacts
 Common question: "How do Dark Triad traits affect workplace behavior and
organizational culture?"

6. THREE COMPONENTS OF ATTITUDES

The Three Components

1. COGNITIVE COMPONENT (Belief/Thought)

 What you think or believe

 Format: "I believe that..."
 Examples:
o "I believe my manager shows favoritism"
o "I think this company has great growth opportunities"
o "I believe remote work increases productivity"

2. AFFECTIVE COMPONENT (Feeling/Emotion)

 What you feel emotionally

 Format: "I feel..."
 Examples:
o "I feel frustrated when my ideas are dismissed"
 o "I am excited about our new direction"
o "I dislike working with that team"

3. BEHAVIORAL COMPONENT (Intention/Action)

 What you intend to do or plan to do

 Format: "I plan to..." or "I will..."
 Examples:
o "I plan to apply for the management position"
o "I'm going to speak with HR about this"
o "I will look for another job"

Consistency vs. Inconsistency

CONSISTENT ATTITUDE (Strong, stable):

 Cognitive: "I believe this job offers great learning"

 Affective: "I feel excited coming to work"
 Behavioral: "I plan to stay long-term"

INCONSISTENT ATTITUDE (Cognitive Dissonance):

 Cognitive: "I believe speaking up is important for my career"

 Affective: "I feel anxious about public speaking"
 Behavioral: "I remain silent in meetings"

Workplace Scenarios

Scenario 1 - Abigail Jones:

 Cognitive: "I believe I'm underpaid compared to market rates"

 Affective: "I feel undervalued and frustrated"
 Behavioral: "I'm going to ask for a raise or look elsewhere"

Scenario 2 - Sarah Mayer:

 Cognitive: "I think the new policy will hurt productivity"

 Affective: "I'm worried about meeting targets"
 Behavioral: "I'll voice my concerns to management"

Scenario 3 - Janice Hartley:

 Cognitive: "I believe my coworkers are supportive"

 Affective: "I enjoy working with my team"
 Behavioral: "I participate actively in team activities"
Exam Tips

 Always identify all three components in scenarios

 Understand cognitive dissonance occurs when components conflict
 Common question: "Identify the cognitive, affective, and behavioral components in this
workplace scenario"

7. ATTRIBUTION THEORY & BIASES

Attribution Theory Basics

Internal Attribution: Behavior caused by personal characteristics (personality, ability, effort)

External Attribution: Behavior caused by situational factors (environment, luck, task difficulty)

Three Determinants (Kelley's Model)

1. DISTINCTIVENESS

 Does person behave differently in different situations?

 High distinctiveness → External attribution
 Low distinctiveness → Internal attribution
 Example: Employee only late for Monday meetings (high) → blame Monday meetings
(external)

2. CONSENSUS

 Do others behave similarly in same situation?

 High consensus → External attribution
 Low consensus → Internal attribution
 Example: All team members struggle with task (high) → blame task difficulty (external)

3. CONSISTENCY

 Does person behave same way over time?

 High consistency → Internal attribution
 Low consistency → External attribution
 Example: Employee consistently late (high) → blame employee (internal)

Key Attribution Biases

1. FUNDAMENTAL ATTRIBUTION ERROR

  Definition: Overestimate internal factors, underestimate external factors when judging
OTHERS
 Example: Manager sees employee's poor presentation and thinks "They're unprepared
and lazy" (internal) rather than considering technical difficulties or unreasonable deadline
(external)
 Impact: Unfair evaluations, blaming individuals for systemic issues

2. SELF-SERVING BIAS

 Definition: Attribute YOUR successes to internal factors, YOUR failures to external

factors
 Example:
o Success: "I got promoted because of my hard work and skills" (internal)
o Failure: "I missed the target because of poor market conditions" (external)
 Impact: Reduced accountability, inflated self-evaluations

3. ACTOR-OBSERVER BIAS

 Definition: Attribute YOUR behavior to situations, OTHERS' behavior to personality

 Example:
o You're late: "Traffic was terrible" (external)
o Colleague is late: "They have poor time management" (internal)

Workplace Example - Complete Scenario

Situation: Sophie's team misses project deadline

Fundamental Attribution Error:

 Manager thinks: "Sophie is disorganized and lacks commitment" (internal)

 Reality: Sophie had three team members out sick and client changed requirements twice
(external)

Self-Serving Bias:

 Sophie thinks: "I did my best, but the team didn't support me" (external blame)
 When project succeeds: "My leadership made this happen" (internal credit)

Exam Tips

 Know the three determinants: Distinctiveness, Consensus, Consistency

 Understand fundamental attribution error vs. self-serving bias
 Common question: "How might attribution biases affect performance evaluations?"
8. DECISION-MAKING BIASES
Major Biases

1. OVERCONFIDENCE BIAS

 Definition: Overestimating your abilities, knowledge, and judgment

 Example: Project manager estimates 3-month completion despite historical data showing
5-6 months for similar projects
 Impact: Unrealistic timelines, inadequate risk management, poor preparation
 Minimize: Review past predictions, seek diverse opinions, use data

2. ANCHORING BIAS

 Definition: Fixating on first piece of information (the "anchor")

 Example - Lucas: Employer offers $75,000 salary. Lucas researched market rate is $80-
90K but can't move far from $75K anchor, settles for $77K
 Impact: Suboptimal negotiations, flawed estimates
 Minimize: Establish target before negotiations, use multiple reference points, make first
offer yourself

3. CONFIRMATION BIAS

 Definition: Seeking information that confirms existing beliefs, ignoring contradictory

evidence
 Example: Manager believes remote work reduces productivity, only notices when
remote workers underperform, ignores their successes
 Impact: Flawed evaluations, resistance to new ideas, reinforced stereotypes
 Minimize: Actively seek disconfirming evidence, assign devil's advocate

4. HINDSIGHT BIAS

 Definition: "I knew it all along" - believing you would have predicted an outcome after
knowing it
 Example - Martie: After product launch fails, Martie claims she saw warning signs,
though she expressed no concerns beforehand
 Impact: Missed learning opportunities, unfair evaluations, overconfidence
 Minimize: Document predictions beforehand, focus on process not just outcomes

5. ESCALATION OF COMMITMENT

 Definition: Continuing failing course of action because of previous investment

 Example: Company continues funding underperforming project because "we've already
invested $5 million"
 Impact: Wasted resources, missed opportunities, delayed correction
  Minimize: Set predetermined exit criteria, separate decision-makers, focus on future not
sunk costs

6. AVAILABILITY BIAS

 Definition: Judging probability based on how easily examples come to mind

 Example: After publicized security breach, company overinvests in cybersecurity while
neglecting more likely operational risks
 Impact: Misallocated resources, skewed risk assessment
 Minimize: Use objective data, consult base rates

Real-World Example

Pharmaceutical company evaluating whether to continue drug development after disappointing

results. Team shows:

 Escalation of commitment: "We've invested $50M already"

 Confirmation bias: Emphasizing marginal positives, downplaying major concerns

Solution: Independent committee review → Decision to stop project → Reallocate resources to

two successful drugs

Exam Tips

 Know definitions and examples for each bias

 Understand how to minimize each bias
 Common question: "Identify the bias in this scenario and suggest mitigation strategies"

9. MINTZBERG'S MANAGERIAL ROLES

Three Categories, Ten Roles

A. INTERPERSONAL ROLES

1. FIGUREHEAD

 Symbolic head, ceremonial duties

 Example: CEO cutting ribbon at new facility opening, signing official documents,
attending company anniversary

2. LEADER

 Hiring, training, motivating, directing employees

  Example: Conducting performance reviews, setting team goals, providing coaching,
building morale

3. LIAISON

 Maintaining external network of contacts

 Example: Meeting with vendors, coordinating with other departments, participating in
industry associations

B. INFORMATIONAL ROLES

4. MONITOR

 Scanning environment for information

 Example: Reading industry reports, analyzing competitor moves, reviewing sales data,
listening to customer feedback

5. DISSEMINATOR

 Sharing information with subordinates

 Example: Leading staff meetings, sending company updates, communicating executive
decisions

6. SPOKESPERSON

 Representing organization to outsiders

 Example: Presenting quarterly results, speaking at conferences, meeting with media,
representing department to senior management

C. DECISIONAL ROLES

7. ENTREPRENEUR

 Initiating change, seeking opportunities

 Example: Launching new products, implementing new technologies, developing market
strategies

8. DISTURBANCE HANDLER

 Taking corrective action during crises

 Example: Addressing supply chain disruption, resolving major customer complaint,
managing team conflict

9. RESOURCE ALLOCATOR

 Deciding where to allocate resources

  Example: Assigning project budgets, scheduling employee time, distributing equipment

10. NEGOTIATOR

 Representing organization in major negotiations

 Example: HR negotiating with unions, manager negotiating with suppliers, discussing
contracts with clients

Complete Scenario - Samantha Reeves (Sales Manager)

Interpersonal:

 Figurehead: Attending industry awards ceremony representing company

 Leader: Conducting weekly team meetings, coaching underperforming salesperson
 Liaison: Building relationships with key distributors

Informational:

 Monitor: Tracking competitor pricing strategies

 Disseminator: Sharing new product information with sales team
 Spokesperson: Presenting sales forecast to executive team

Decisional:

 Entrepreneur: Developing new customer acquisition strategy

 Disturbance Handler: Resolving major client complaint about delivery
 Resource Allocator: Assigning territories to sales representatives
 Negotiator: Negotiating contract terms with major client

Exam Tips

 Memorize all 10 roles in three categories

 Be able to provide examples for each
 Common question: "Identify which of Mintzberg's roles this manager is performing in
each scenario"

10. EMOTIONAL INTELLIGENCE (EI)

Definition

Ability to recognize and understand emotions in self and others, and use this awareness to
manage behavior and relationships effectively.
Four Components

1. SELF-AWARENESS

 Recognizing own emotions and their effects

 Understanding strengths and limitations
 Accurate self-assessment
 Example: Manager recognizes when frustration is affecting decision-making, takes break
before responding to email

2. SELF-MANAGEMENT

 Controlling disruptive emotions

 Maintaining integrity and trustworthiness
 Adapting to change
 Taking initiative
 Example: Leader remains calm during crisis, models composure for team despite feeling
stressed

3. SOCIAL AWARENESS

 Empathy - understanding others' perspectives

 Reading organizational dynamics
 Recognizing unspoken emotional currents
 Understanding customer needs
 Example: Manager notices team member's unusual quietness, privately checks in about
personal issues affecting work

4. RELATIONSHIP MANAGEMENT

 Inspiring and influencing others

 Developing others through feedback
 Managing conflict effectively
 Building bonds and networks
 Leading change
 Example: Leader addresses team conflict by acknowledging emotions, facilitating open
dialogue, finding win-win solution

Impact on Leadership

High EI Leaders:

 Create positive emotional climates

 Build stronger relationships
 Make better decisions (recognize emotional influences)
 Navigate change effectively
  Inspire higher performance
 Foster psychological safety

Research Finding: EI accounts for 85-90% of difference between outstanding and average
leaders in senior positions

Workplace Scenarios

Low EI Example: Manager receives criticism in meeting, becomes defensive, raises voice,
blames team. Team members lose trust and stop sharing concerns.

High EI Example: Manager receives same criticism, acknowledges valid points, asks clarifying
questions, commits to improvement plan. Team respects leader's maturity and openness.

Real-World Application

Tech company promotes brilliant engineer to team lead. Despite technical expertise, struggles
with leadership due to low EI - doesn't recognize team frustration, dismisses emotional concerns
as "unprofessional." After EI coaching focusing on empathy and active listening, team
satisfaction improves significantly.

Exam Tips

 Know all four components: Self-awareness, Self-management, Social awareness,

Relationship management
 Understand EI's impact on leadership effectiveness
 Common question: "How does emotional intelligence affect leadership effectiveness?"

11. McCLELLAND'S THEORY OF NEEDS

Three Needs

1. NEED FOR ACHIEVEMENT (nAch)

 Drive: Excel, accomplish challenging goals, succeed

 Characteristics: Prefer moderate risk, desire immediate feedback, work alone, focus on
personal achievement
 Workplace preferences: Clear goals, challenging tasks, personal responsibility
 Best roles: Entrepreneurship, sales, individual contributor positions
 Example: Software developer sets ambitious coding goals, seeks immediate feedback on
code quality, prefers working independently on complex problems

2. NEED FOR POWER (nPow)

  Drive: Influence and control others, make impact, be recognized
 Characteristics: Enjoy competition, prefer leadership positions, concerned with
reputation and influence
 Workplace preferences: Leadership opportunities, decision-making authority, status
symbols
 Best roles: Management, leadership, executive positions
 Example: Manager seeks promotion not for salary but for increased authority and ability
to shape organizational direction

3. NEED FOR AFFILIATION (nAff)

 Drive: Friendly relationships, being liked and accepted

 Characteristics: Seek harmony, prefer cooperation over competition, desire consensus
 Workplace preferences: Collaborative environments, team projects, social interaction
 Best roles: Customer service, HR, team-oriented positions
 Example: Employee prioritizes maintaining good relationships with colleagues, avoids
conflict, seeks team-based assignments

Application Strategies

For High nAch Employees:

 Set specific, challenging but achievable goals

 Provide immediate, concrete feedback
 Offer opportunities for personal accomplishment
 Allow autonomy in how to achieve goals

For High nPow Employees:

 Provide leadership responsibilities

 Create opportunities to influence decisions
 Offer status symbols and recognition
 Develop through management training

For High nAff Employees:

 Structure collaborative work

 Emphasize team achievements
 Create social opportunities
 Provide supportive, friendly environment

Workplace Scenario

Team Composition:
  Project Lead (High nPow): Enjoys directing team, making decisions, representing
project to executives
 Technical Expert (High nAch): Focuses on solving complex problems, achieving
technical excellence, working independently
 Team Coordinator (High nAff): Ensures team harmony, facilitates communication,
organizes team events

Result: Balanced team with complementary motivations

Exam Tips

 Know all three needs and their characteristics

 Understand how to motivate employees with each dominant need
 Common question: "How would you apply McClelland's theory to motivate a diverse
team?"

12. EVLN MODEL (Responses to Job Dissatisfaction)

Four Response Categories

1. EXIT (Active-Destructive)

 Definition: Leaving the organization

 Behaviors: Quitting, requesting transfer, searching for new job, mentally withdrawing
 Example: Software developer frustrated with limited growth opportunities resigns to join
competitor offering more challenging projects and advancement potential
 Impact: Loss of talent, recruitment costs, potential competitive disadvantage

2. VOICE (Active-Constructive)

 Definition: Actively attempting to improve conditions

 Behaviors: Suggesting solutions, discussing with management, participating in
improvement initiatives, filing grievances
 Example: Nurse concerned about patient safety due to understaffing meets with hospital
administration, presents data, collaborates on new staffing model
 Impact: Potential improvements, increased engagement, opportunity to address issues
before escalation

3. LOYALTY (Passive-Constructive)

 Definition: Passively waiting for conditions to improve

 Behaviors: Remaining supportive, defending organization, trusting management,
maintaining citizenship behaviors
  Example: Long-tenured manager disagrees with new policy but publicly supports it,
encourages team to give it a chance, patiently waits for leadership to make adjustments
 Impact: Organizational stability during challenges, but potential perpetuation of
problems if issues never addressed

4. NEGLECT (Passive-Destructive)

 Definition: Allowing conditions to deteriorate

 Behaviors: Reduced effort, chronic lateness, increased absenteeism, careless mistakes,
mental disengagement
 Example: Customer service rep feeling unfairly treated stops going extra mile, takes
more sick days, makes repeated errors, spends work time on personal activities
 Impact: Decreased productivity, lower service quality, negative influence on coworkers

Two Dimensions

Active vs. Passive:

 Exit and Voice are active responses

 Loyalty and Neglect are passive responses

Constructive vs. Destructive:

 Voice and Loyalty are constructive

 Exit and Neglect are destructive

Factors Influencing Response Choice

Individual Factors:

 Personality (proactive vs. passive)

 Professional identity
 Financial situation
 Past experiences with voicing concerns

Organizational Factors:

 Receptiveness to feedback
 Psychological safety
 Communication channels
 Power distance in culture

Situational Factors:

 Severity of dissatisfaction
 Alternative employment options
  Investment in organization (tenure, relationships)
 Job market conditions

Manager's Perspective

Encourage: Voice (constructive problem-solving)

Accept: Loyalty (during necessary transitions)

Prevent: Exit (retain talent) and Neglect (maintain performance)

How: Create psychological safety, establish feedback channels, respond to concerns, address
issues promptly

Exam Tips

 Know all four responses: Exit, Voice, Loyalty, Neglect

 Understand active/passive and constructive/destructive dimensions
 Be able to identify response type from scenarios
 Common question: "Describe the EVLN model with workplace examples for each
response"

QUICK REFERENCE SUMMARY

Most Frequently Tested Concepts

1. Herzberg: Hygiene factors vs. Motivators

2. Maslow: Five-level hierarchy in order
3. MBTI: Four dichotomies (E/I, S/N, T/F, J/P)
4. Big Five: OCEAN - Conscientiousness is #1 predictor
5. Dark Triad: Machiavellianism, Narcissism, Psychopathy
6. Attitudes: Cognitive, Affective, Behavioral components
7. Attribution: Fundamental attribution error vs. Self-serving bias
8. Decision Biases: Overconfidence, Anchoring, Confirmation, Hindsight, Escalation
9. Mintzberg: 10 roles in 3 categories (Interpersonal, Informational, Decisional)
10. EI: Four components (Self-awareness, Self-management, Social awareness, Relationship
management)
11. McClelland: nAch, nPow, nAff
12. EVLN: Exit, Voice, Loyalty, Neglect

Memory Aids

 OCEAN: Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism

  Maslow: "People Should Seek Self-Esteem" (Physiological, Safety, Social, Esteem, Self-
actualization)
 MBTI: "Every Sensible Thinker Judges" (E/I, S/N, T/F, J/P)
 EVLN: "Every Voice Leads Nowhere" (Exit, Voice, Loyalty, Neglect)

# MOCK EC2 EXAMINATION

## Managing People and Organizations (MBA ZG511)

### BITS Pilani WILP MBA in AI for Business

**Duration:** 2 Hours

**Total Marks:** 30

**Nature:** Closed Book

**Instructions:**

- Answer all questions

- Each question should be answered on a fresh page

- Clearly state any assumptions made

- Manage your time: approximately 20-30 minutes per question

---

## QUESTION 1 (6 Marks)

**Part A (3 marks):** Compare and contrast Herzberg's Two-Factor Theory

with Maslow's Hierarchy of Needs. How do these theories differ in their
approach to understanding workplace motivation?

**Part B (3 marks):** As a manager of a software development team, how

would you apply both theories to improve employee motivation? Provide
specific examples.
---

## QUESTION 2 (6 Marks)

**Scenario:** Rajesh is a team leader known for being detail-oriented,

organized, and preferring structured work environments. He thinks logically,
makes decisions based on objective analysis, and prefers to have clear plans
rather than keeping options open. However, he tends to be reserved,
preferring to work independently and think things through before speaking in
meetings.

**Part A (3 marks):** Based on the MBTI framework, identify Rajesh's

personality type and explain each dimension of his type.

**Part B (3 marks):** Using the Big Five personality model, which traits would
Rajesh likely score high or low on? Explain how these traits might affect his
job performance as a team leader.

---

## QUESTION 3 (6 Marks)

**Scenario:** Priya, a marketing manager, recently launched a campaign

that failed to meet targets. When discussing the failure with her team, she
stated: "The market conditions were unfavorable, and our budget was too
limited." However, when her previous campaign succeeded, she had told
everyone: "My strategic vision and creative approach made this campaign a
huge success."
Meanwhile, Priya's supervisor attributed the campaign failure to Priya's "poor
planning and lack of market research," without considering the budget
constraints and competitive pressures Priya's team faced.

**Part A (3 marks):** Identify and explain the attribution biases

demonstrated by both Priya and her supervisor in this scenario.

**Part B (3 marks):** How might these attribution biases affect team

dynamics and future performance? Suggest strategies to reduce these
biases.

---

## QUESTION 4 (6 Marks)

**Part A (3 marks):** Explain Mintzberg's ten managerial roles with one

example for each role.

**Part B (3 marks):** A newly promoted manager, Amit, spends most of his

time in meetings, networking with other departments, and attending industry
events, but rarely interacts with his team or monitors their performance.
Using Mintzberg's framework, analyze which roles Amit is emphasizing and
which he is neglecting. What might be the consequences?

---

## QUESTION 5 (6 Marks)

**Scenario:** Three employees in a customer service department are

experiencing job dissatisfaction due to a new performance monitoring
system they feel is unfair:
- **Employee A (Kavita):** Immediately starts looking for jobs at other
companies and updates her resume.

- **Employee B (Suresh):** Schedules a meeting with HR to discuss concerns

about the system and proposes alternative metrics.

- **Employee C (Deepak):** Continues working but starts arriving late, taking

longer breaks, and putting minimal effort into customer interactions.

**Part A (3 marks):** Using the EVLN model, identify which response each
employee is demonstrating and explain the characteristics of each response
type.

**Part B (3 marks):** As the department manager, how would you address

each employee's response? Which response would you want to encourage,
and how would you create an environment that promotes constructive
responses to dissatisfaction?

---

## BONUS QUESTION (3 Marks - Optional)

**Scenario:** A senior executive in your organization displays the following

behaviors:

- Frequently manipulates information to gain advantage over peers

- Shows a grandiose sense of self-importance and constantly seeks

admiration

- Makes decisions without considering the impact on employees and shows

no remorse when people are hurt
Identify which Dark Triad traits this executive displays and discuss the
potential impact on organizational culture and employee well-being. What
organizational systems could help mitigate these negative effects?

---

## ANSWER KEY GUIDELINES

**Question 1:**

- Should compare hierarchical vs. two-factor approach

- Discuss hygiene factors vs. motivators

- Provide practical applications with examples

**Question 2:**

- MBTI: ISTJ (Introverted, Sensing, Thinking, Judging)

- Big Five: High conscientiousness, low extraversion, likely high emotional

stability

- Discuss leadership implications

**Question 3:**

- Priya: Self-serving bias

- Supervisor: Fundamental attribution error

- Discuss impact and mitigation strategies

**Question 4:**

- List all 10 roles in 3 categories

- Analyze Amit's focus on liaison/figurehead, neglect of leader/monitor roles

- Discuss consequences for team performance

**Question 5:**

- Kavita: Exit, Suresh: Voice, Deepak: Neglect

- Discuss management strategies for each

- Emphasize creating psychological safety for voice

**Bonus:**

- All three Dark Triad traits present

- Discuss toxic culture, reduced trust, ethical concerns

- Suggest checks and balances, ethical codes, transparent processes

---

**END OF EXAMINATION**

**Time Management Tips:**

- Question 1: 20 minutes

- Question 2: 20 minutes

- Question 3: 20 minutes

- Question 4: 20 minutes

- Question 5: 20 minutes

- Review: 20 minutes

- Bonus: 10 minutes (if time permits)

# EC2 EXAM FLASHCARDS

## Managing People and Organizations - Quick Revision

---

### CARD 1: Herzberg's Two-Factor Theory

**Q:** What are the two factors in Herzberg's theory?

**A:**

- **Hygiene Factors** (Extrinsic): Prevent dissatisfaction but don't motivate

- Examples: Salary, supervision, working conditions, policies, security

- **Motivators** (Intrinsic): Create satisfaction and motivation

- Examples: Achievement, recognition, work itself, responsibility, growth

**Key Point:** Opposite of satisfaction ≠ dissatisfaction (two separate

continua)

---

### CARD 2: Maslow's Hierarchy

**Q:** List Maslow's five needs in order from bottom to top.

**A:**

1. **Physiological** (food, water, shelter)

2. **Safety** (security, job stability)

3. **Social** (belonging, friendship)

4. **Esteem** (recognition, status)

5. **Self-Actualization** (growth, potential)

**Key Point:** Lower needs must be satisfied before higher needs motivate
---

### CARD 3: MBTI Dichotomies

**Q:** What are the four MBTI dichotomies?

**A:**

1. **E/I:** Extraversion vs. Introversion (energy source)

2. **S/N:** Sensing vs. Intuition (information gathering)

3. **T/F:** Thinking vs. Feeling (decision-making)

4. **J/P:** Judging vs. Perceiving (lifestyle)

**Example:** ISTJ = Introverted, Sensing, Thinking, Judging

---

### CARD 4: Big Five (OCEAN)

**Q:** What are the Big Five personality traits and which predicts job
performance best?

**A:**

- **O**penness to Experience

- **C**onscientiousness ⭐ (BEST PREDICTOR)

- **E**xtraversion

- **A**greeableness

- **N**euroticism (or Emotional Stability)

**Key Point:** Conscientiousness predicts performance across almost ALL
jobs

---

### CARD 5: Dark Triad

**Q:** Name and define the three Dark Triad traits.

**A:**

1. **Machiavellianism:** Manipulative, "ends justify means"

2. **Narcissism:** Grandiose self-view, needs admiration

3. **Psychopathy:** Callous, lacks remorse, impulsive

**Impact:** Toxic leadership, reduced trust, unethical decisions

---

### CARD 6: Three Components of Attitudes

**Q:** What are the three components of attitudes?

**A:**

1. **Cognitive:** Beliefs/thoughts ("I believe...")

2. **Affective:** Feelings/emotions ("I feel...")

3. **Behavioral:** Intentions/actions ("I plan to...")

**Example:** "I believe my job is meaningful (cognitive), I feel satisfied

(affective), I plan to stay long-term (behavioral)"
---

### CARD 7: Attribution Theory

**Q:** What are the three determinants of attribution?

**A:**

1. **Distinctiveness:** Different behavior in different situations?

2. **Consensus:** Do others behave similarly?

3. **Consistency:** Same behavior over time?

**Rule:** High distinctiveness + High consensus + Low consistency =

External attribution

---

### CARD 8: Attribution Biases

**Q:** Distinguish between Fundamental Attribution Error and Self-Serving

Bias.

**A:**

- **Fundamental Attribution Error:** Overestimate internal factors when

judging OTHERS

- Example: "They failed because they're lazy" (ignoring situation)

- **Self-Serving Bias:** Attribute YOUR success to internal, YOUR failure to

external

- Example: "I succeeded due to skill, I failed due to bad luck"

---

### CARD 9: Decision-Making Biases (Part 1)

**Q:** Define Overconfidence, Anchoring, and Confirmation biases.

**A:**

- **Overconfidence:** Overestimating abilities/knowledge

- **Anchoring:** Fixating on first information received

- **Confirmation:** Seeking information confirming existing beliefs

---

### CARD 10: Decision-Making Biases (Part 2)

**Q:** Define Hindsight and Escalation of Commitment biases.

**A:**

- **Hindsight:** "I knew it all along" after outcome is known

- **Escalation of Commitment:** Continuing failing action due to previous

investment

**Example:** "We've invested $5M, we can't stop now" (ignoring future

costs)

---

### CARD 11: Mintzberg's Roles - Interpersonal

**Q:** Name the three interpersonal roles.

**A:**

1. **Figurehead:** Ceremonial duties

2. **Leader:** Motivating, directing employees

3. **Liaison:** External networking

---

### CARD 12: Mintzberg's Roles - Informational

**Q:** Name the three informational roles.

**A:**

1. **Monitor:** Scanning for information

2. **Disseminator:** Sharing info with subordinates

3. **Spokesperson:** Representing to outsiders

---

### CARD 13: Mintzberg's Roles - Decisional

**Q:** Name the four decisional roles.

**A:**

1. **Entrepreneur:** Initiating change

2. **Disturbance Handler:** Managing crises

3. **Resource Allocator:** Distributing reyour source documents.

**Negotiator:** Representing in negotiations
---

### CARD 14: Emotional Intelligence

**Q:** What are the four components of Emotional Intelligence?

**A:**

1. **Self-Awareness:** Recognizing own emotions

2. **Self-Management:** Controlling emotions

3. **Social Awareness:** Understanding others (empathy)

4. **Relationship Management:** Influencing, inspiring

**Key Stat:** EI accounts for 85-90% difference between outstanding and

average leaders

---

### CARD 15: McClelland's Theory

**Q:** What are the three needs in McClelland's theory?

**A:**

1. **nAch (Achievement):** Drive to excel, prefer moderate risk

2. **nPow (Power):** Desire to influence, control others

3. **nAff (Affiliation):** Desire for friendly relationships

**Application:** Match roles to dominant needs

---

### CARD 16: EVLN Model

**Q:** What are the four responses to job dissatisfaction in the EVLN model?

**A:**

1. **Exit** (Active-Destructive): Leaving organization

2. **Voice** (Active-Constructive): Attempting to improve

3. **Loyalty** (Passive-Constructive): Waiting for improvement

4. **Neglect** (Passive-Destructive): Allowing deterioration

**Best Response:** Voice (constructive problem-solving)

---

### CARD 17: Herzberg vs. Maslow

**Q:** How do Herzberg and Maslow differ?

**A:**

- **Maslow:** Hierarchical progression, 5 levels, general motivation

- **Herzberg:** Two separate factors, workplace-specific, hygiene ≠

motivators

**Similarity:** Both recognize different types of needs

---
### CARD 18: MBTI vs. Big Five

**Q:** Which is more scientifically valid: MBTI or Big Five?

**A:** **Big Five** is more scientifically valid

- Better test-retest reliability

- Stronger predictive validity for job performance

- Cross-cultural validation

- Continuous dimensions vs. forced categories

**MBTI Use:** Better for team building, self-awareness (not selection)

---

### CARD 19: Quick Memory Aids

**Q:** What are the memory aids for key concepts?

**A:**

- **OCEAN:** Big Five traits

- **"People Should Seek Self-Esteem":** Maslow's hierarchy

- **"Every Sensible Thinker Judges":** MBTI dimensions

- **"Every Voice Leads Nowhere":** EVLN model

---

### CARD 20: High-Priority Exam Topics

**Q:** What are the most frequently tested topics?

**A:**

1. Herzberg's Two-Factor Theory

2. Maslow's Hierarchy

3. MBTI personality types

4. Big Five (especially Conscientiousness)

5. Dark Triad traits

6. Three components of attitudes

7. Attribution biases

8. Decision-making biases

9. Mintzberg's 10 roles

10. Emotional Intelligence

11. McClelland's needs

12. EVLN model

---

**REVISION TIP:** Review these flashcards daily in the week before your
exam. Focus extra attention on cards you find difficult!

MOCK EC2 EXAMINATION - FULL

LENGTH
Managing People and Organizations (MBA ZG511)
BITS Pilani WILP MBA in AI for Business

Duration: 2 Hours Total Marks: 35 Nature: Closed Book Date: Practice Exam
TIME MANAGEMENT GUIDE
Table

Question Marks Suggested Time ...

Question 1 8 marks 25 minutes ...
Question 2 8 marks 25 minutes ...
Question 3 6 marks 20 minutes ...
Question 4 7 marks 20 minutes ...
Question 5 6 marks 20 minutes ...
Review - 10 minutes ...
TOTAL 35 marks 120 minutes ...

QUESTION 1: MOTIVATION THEORIES (8 MARKS) 25

minutes
Part A (4 marks): As a manager of a software development team, you notice declining
motivation despite competitive salaries and good benefits. Exit interviews reveal: "Work is
repetitive," "No recognition for contributions," "No learning opportunities," and "Manager only
contacts us when something goes wrong."

Using Herzberg's Two-Factor Theory:

1. Explain why increasing salaries further would not improve motivation (2 marks)
2. Identify specific hygiene factors and motivators you would address (2 marks)

Part B (4 marks): Compare Maslow's Hierarchy of Needs with McClelland's Theory of

Needs. How would you motivate:

 An employee at the Esteem level in Maslow's hierarchy (2 marks)

 An employee with high Need for Achievement (nAch) in McClelland's theory (2 marks)

QUESTION 2: PERSONALITY FRAMEWORKS (8

MARKS) 25 minutes
Scenario: Seema is a financial analyst known for being detail-oriented, organized, and preferring
structured work environments. She makes decisions based on logical analysis rather than
emotions. She prefers working independently, thinks carefully before speaking in meetings, and
gets stressed when plans change unexpectedly.

Part A (4 marks):

1. Using MBTI, identify Seema's personality type and explain each dimension (2 marks)
2. Using the Big Five Model, analyze which traits she would score high or low on (2
marks)

Part B (4 marks):

1. Compare the scientific validity of MBTI vs. Big Five Model (2 marks)
2. A senior executive displays: manipulative behavior for personal gain, grandiose self-
importance, and lack of remorse when decisions hurt others. Identify the Dark Triad
traits and explain their organizational impact (2 marks)

QUESTION 3: ATTRIBUTION & DECISION-MAKING (6

MARKS) 20 minutes
Scenario: Sophie is negotiating salary for a new position. The employer opens with ₹75,000.
Sophie researched that similar positions pay ₹80,000-90,000, but she finds herself unable to
move far from the initial offer and settles for ₹77,000.

Meanwhile, Lucas confidently estimated his project would complete in 3 months despite
historical data showing 5-6 months for similar projects.

After a product launch failed, Martie claimed "I knew from the beginning this wouldn't work,"
though meeting records show she was enthusiastic initially.

Part A (3 marks): Identify the decision-making bias each person experienced and explain how
it affected their decision.

Part B (3 marks): Using Attribution Theory, explain the difference between:

1. Fundamental Attribution Error (1.5 marks)

2. Self-Serving Bias (1.5 marks)

Provide workplace examples for each.

QUESTION 4: ATTITUDES & EMOTIONAL
INTELLIGENCE (7 MARKS) 20 minutes
Scenario: During a feedback session, Abigail stated: "I believe I'm underpaid compared to
market rates," showed visible frustration, and mentioned "I'm going to ask for a raise or start
looking elsewhere."

Part A (3 marks): Identify the three components of attitudes (cognitive, affective, behavioral)
in Abigail's response with clear examples from the scenario.

Part B (4 marks): Two managers handle a team member missing a deadline differently:

 Manager A: Immediately sends harsh email copying entire team: "This incompetence is
unacceptable."
 Manager B: Privately asks: "I noticed you missed the deadline, which isn't like you. Is
everything okay?"

1. Analyze the Emotional Intelligence of both managers using the four EI components (2
marks)
2. Explain how EI affects leadership effectiveness in this scenario (2 marks)

QUESTION 5: MANAGERIAL ROLES & EMPLOYEE

RESPONSES (6 MARKS) 20 minutes
Part A (3 marks): Using Mintzberg's Managerial Roles, identify which role each manager is
performing:

1. Sales manager presenting quarterly results to board of directors

2. Department head coordinating with external vendors
3. Team leader conducting performance reviews and coaching
4. Operations manager addressing sudden supply chain disruption
5. Project manager assigning budget to different project components
6. HR director negotiating with union representatives

Part B (3 marks): A company implemented a new monitoring system employees find unfair.
Four employees respond:

 Varun: Updates LinkedIn, applies to competitors, tells colleagues he's leaving

 Priya: Organizes HR meetings, presents alternative approaches
 Anjali: Continues working, defends company, hopes for adjustments
 Deepak: Arrives late, takes long breaks, minimal effort
Using the EVLN Model, identify each response type and explain which response you would
encourage as a manager.

BONUS QUESTION (5 MARKS) Attempt only if time

permits
Integrated Case Analysis:

TechStart Inc. faces multiple challenges:

 Despite competitive salaries, employee satisfaction is declining

 The CEO takes credit for team successes but blames others for failures
 Teams have conflicts between detail-oriented, structured employees and creative, flexible
members
 Middle managers attribute failures to external factors but take personal credit for
successes

Analyze this situation using:

1. Herzberg's Two-Factor Theory (1 mark)

2. Attribution biases (1 mark)
3. Personality frameworks (MBTI or Big Five) (1 mark)
4. Dark Triad traits (1 mark)
5. Provide integrated recommendations (1 mark)

DETAILED ANSWER KEY

QUESTION 1 ANSWERS (8 marks)

Part A:

 Salary is a hygiene factor (prevents dissatisfaction but doesn't motivate)

 Hygiene factors to address: Supervision quality, company policies
 Motivators to add: Recognition programs, challenging work, growth opportunities,
responsibility, meaningful projects
 Example: Implement quarterly recognition awards, job rotation for skill development

Part B:

 Maslow: Esteem level needs recognition, status, achievement → Provide public

recognition, meaningful titles, challenging responsibilities
  McClelland nAch: Needs challenging goals, immediate feedback, autonomy → Set
specific difficult goals, provide performance metrics, allow independent work
 Comparison: Maslow is hierarchical (must satisfy lower first), McClelland is non-
hierarchical (needs are learned, one dominant)

QUESTION 2 ANSWERS (8 marks)

Part A:

 MBTI: ISTJ (Introverted - prefers working alone; Sensing - detail-oriented; Thinking -

logical decisions; Judging - organized, structured)
 Big Five: High Conscientiousness (organized, detail-oriented), Low Extraversion
(independent), High Emotional Stability (reliable), Moderate Openness (stressed by
change)

Part B:

 Validity: Big Five has stronger scientific support, better test-retest reliability, predicts
job performance (especially Conscientiousness); MBTI has limited empirical support,
poor reliability
 Dark Triad: Machiavellianism (manipulation), Narcissism (grandiosity), Psychopathy
(no remorse)
 Impact: Toxic leadership, reduced trust, unethical decisions, high turnover, damaged
culture

QUESTION 3 ANSWERS (6 marks)

Part A:

 Sophie: Anchoring bias (fixated on ₹75K initial offer)

 Lucas: Overconfidence bias (overestimated abilities despite data)
 Martie: Hindsight bias ("I knew it all along" after outcome known)

Part B:

 Fundamental Attribution Error: Overestimate internal factors when judging OTHERS;

Example: Manager blames employee's poor presentation on laziness (internal) rather than
technical difficulties (external)
 Self-Serving Bias: Attribute YOUR success to internal, YOUR failure to external;
Example: "I got promoted due to my skills" but "I missed target due to market
conditions"

QUESTION 4 ANSWERS (7 marks)

Part A:
  Cognitive: "I believe I'm underpaid" (thought/belief)
 Affective: "showed visible frustration" (emotion/feeling)
 Behavioral: "I'm going to ask for a raise or look elsewhere" (intention/action)

Part B:

 Manager A: Low EI - no self-awareness of anger, poor self-management (harsh email),

no social awareness (didn't consider situation), poor relationship management (public
humiliation)
 Manager B: High EI - recognized emotional cues, managed response, showed empathy,
built trust
 Impact: High EI creates psychological safety, trust, better performance; Low EI creates
fear, turnover

QUESTION 5 ANSWERS (6 marks)

Part A:

1. Spokesperson (representing to outsiders)

2. Liaison (external networking)
3. Leader (motivating, directing)
4. Disturbance Handler (managing crisis)
5. Resource Allocator (distributing resources)
6. Negotiator (representing in negotiations)

Part B:

 Varun: Exit (active-destructive)

 Priya: Voice (active-constructive) ⭐ ENCOURAGE
 Anjali: Loyalty (passive-constructive)
 Deepak: Neglect (passive-destructive)
 Encourage Voice by creating psychological safety, feedback channels, responding to
concerns

QUICK REVISION NOTES - ONE-PAGE

SUMMARIES
MODULE 1: ORGANIZATIONAL BEHAVIOR & HRM
Organizational Behavior
  Definition: Study of how individuals, groups, and structure impact behavior in
organizations
 Management Functions: Planning, Organizing, Leading, Controlling (POLC)
 Why Few Absolutes: Human complexity, situational factors, variable interactions

Mintzberg's 10 Managerial Roles

Interpersonal: Figurehead, Leader, Liaison Informational: Monitor, Disseminator,

Spokesperson Decisional: Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator

HRM Functions

Planning, Staffing, Developing, Monitoring, Maintaining, Managing Relationships, Managing

Change, Evaluating

Key Difference: Personnel Management (administrative, reactive) vs. HRM (strategic,

proactive)

MODULE 2: MOTIVATION THEORIES

Herzberg's Two-Factor Theory

Hygiene Factors (Prevent Dissatisfaction): Salary, supervision, working conditions, policies,

security Motivators (Create Satisfaction): Achievement, recognition, work itself,
responsibility, growth Key: Satisfaction ≠ opposite of dissatisfaction (two separate continua)

Maslow's Hierarchy of Needs

1. Physiological (food, water, shelter)

2. Safety (security, job stability)
3. Social (belonging, friendship)
4. Esteem (recognition, status)
5. Self-Actualization (growth, potential)

Key: Lower needs must be satisfied before higher needs motivate

McClelland's Theory of Needs

 nAch (Achievement): Excel, moderate risk, feedback

 nPow (Power): Influence, control, leadership
 nAff (Affiliation): Relationships, harmony, teamwork

Application: Match roles to dominant needs

MODULE 3: PERSONALITY FRAMEWORKS
MBTI (16 Types)

Four Dichotomies:

 E/I: Extraversion vs. Introversion (energy source)

 S/N: Sensing vs. Intuition (information gathering)
 T/F: Thinking vs. Feeling (decision-making)
 J/P: Judging vs. Perceiving (lifestyle)

Example: ISTJ = Introverted, Sensing, Thinking, Judging

Big Five (OCEAN)

 Openness to Experience
 Conscientiousness ⭐ BEST PREDICTOR OF JOB PERFORMANCE
 Extraversion
 Agreeableness
 Neuroticism (Emotional Stability)

Scientific Validity: Big Five > MBTI (better reliability, predictive validity)

Dark Triad

1. Machiavellianism: Manipulative, "ends justify means"

2. Narcissism: Grandiose, needs admiration
3. Psychopathy: Callous, lacks remorse

Impact: Toxic leadership, reduced trust, unethical decisions

MODULE 4: ATTITUDES & ATTRIBUTION

Three Components of Attitudes

1. Cognitive: Beliefs/thoughts ("I believe...")

2. Affective: Feelings/emotions ("I feel...")
3. Behavioral: Intentions/actions ("I plan to...")

Cognitive Dissonance: Discomfort when components conflict

Attribution Theory

Three Determinants:

 Distinctiveness: Different behavior in different situations?

 Consensus: Do others behave similarly?
 Consistency: Same behavior over time?

Attribution Biases

Fundamental Attribution Error: Overestimate internal factors when judging OTHERS Self-
Serving Bias: YOUR success = internal; YOUR failure = external Actor-Observer Bias:
YOUR behavior = situational; OTHERS' = dispositional

MODULE 5: DECISION-MAKING BIASES

Key Biases

1. Overconfidence: Overestimating abilities/knowledge

2. Anchoring: Fixating on first information
3. Confirmation: Seeking confirming evidence
4. Hindsight: "I knew it all along"
5. Escalation of Commitment: Continuing failing action due to sunk costs
6. Availability: Judging by easily recalled examples

Mitigation Strategies

 Seek diverse opinions

 Use multiple reference points
 Assign devil's advocate
 Document predictions beforehand
 Set predetermined exit criteria
 Use objective data

MODULE 6: EMOTIONAL INTELLIGENCE

Four Components

1. Self-Awareness: Recognizing own emotions

2. Self-Management: Controlling emotions
3. Social Awareness: Understanding others (empathy)
 4. Relationship Management: Influencing, inspiring

Key Stat: EI accounts for 85-90% difference between outstanding and average leaders

Leadership Impact

 Creates psychological safety

 Builds trust
 Makes better decisions
 Navigates change effectively
 Inspires higher performance

MODULE 7: EVLN MODEL

Four Responses to Job Dissatisfaction

1. Exit (Active-Destructive): Leaving organization

2. Voice (Active-Constructive): Attempting to improve ⭐ ENCOURAGE
3. Loyalty (Passive-Constructive): Waiting for improvement
4. Neglect (Passive-Destructive): Allowing deterioration

Manager's Goal

Encourage Voice by:

 Creating psychological safety

 Establishing feedback channels
 Responding to concerns
 Involving employees in decisions

QUICK MEMORY AIDS

OCEAN: Big Five traits "People Should Seek Self-Esteem": Maslow's hierarchy
(Physiological, Safety, Social, Esteem, Self-actualization) "Every Sensible Thinker Judges":
MBTI dimensions (E/I, S/N, T/F, J/P) "Every Voice Leads Nowhere": EVLN model (Exit,
Voice, Loyalty, Neglect)

EXAM STRATEGY CHECKLIST

✓ Know definitions cold: Herzberg, Maslow, MBTI, Big Five, Dark Triad ✓ Identify from
scenarios: Attribution biases, decision biases, personality types ✓ Apply theories: Don't just
define, show how to use in workplace ✓ Provide examples: Real workplace situations for each
concept ✓ Compare theories: Maslow vs. Herzberg, MBTI vs. Big Five ✓ Time
management: 20-30 minutes per question, leave time for review ✓ Structure answers:
Introduction, main points, examples, conclusion

FINAL TIPS:

 Review these one-page summaries daily

 Practice applying theories to scenarios
 Time yourself on practice questions
 Focus extra on high-priority topics
 Get good sleep before exam!