Q1 – Part-I (Very Short Answers)

(2 marks each – 2–3 points only) h) Attribution

a) Values needed at workplace • Process of explaining causes of behavior

• Honesty and integrity • Can be internal or external

• Respect and cooperation

• Responsibility and discipline i) Prejudices and perception

• Lead to biased judgment

b) Person–job fit • Distort objective understanding of people

• Degree to which an individual’s skills and

abilities match job requirements
j) Big Five Personality Model
• Good fit improves performance and job
• Openness
satisfaction
• Conscientiousness

• Extraversion
c) Attitudinal change
• Agreeableness
• Modification in beliefs, feelings, or behavior
toward an object or situation • Neuroticism
• Occurs through learning, experience, or
persuasion
Q2 – Part-II (Short Answers)

(6 marks each – write 5–6 clear points)

d) Group cohesion and performance
a) Significance and norms of group dynamics
• Higher cohesion leads to better cooperation
• Helps understand group behavior
• Improves productivity and goal achievement
• Improves communication

• Enhances teamwork
e) Cultural iceberg
• Establishes acceptable behavior
• Model showing visible (language, dress) and
invisible (values, beliefs) aspects of culture • Reduces conflicts

• Invisible part has greater influence on behavior

b) Personality and employee performance

• Influences work attitude

f) Characteristics of a learning organization

• Continuous learning • Affects teamwork

• Determines leadership ability

• Knowledge sharing

• Adaptability to change • Impacts stress handling

• Shapes decision-making

g) Cultural shock

• Psychological discomfort experienced in a new c) Perceptual errors in organizations

culture • Halo effect
• Caused by unfamiliar customs and values • Stereotyping
 • Selective perception

• Projection i) Process of motivation

• Contrast effect • Identification of needs

• Goal setting

d) Emotional intelligence in decision making • Action to achieve goals

• Better self-control • Reward or feedback

• Improved empathy • Satisfaction

• Rational decisions

• Reduced emotional bias j) Challenges in team results

• Strong leadership • Conflict among members

• Lack of coordination

e) Relationship between attitude and behavior • Communication gaps

• Attitude influences behavior • Unequal participation

• Strong attitudes predict actions • Poor leadership

• Situational factors may affect behavior

• Consistency improves performance k) Significance of OB for individuals and enterprises

• Improves employee satisfaction

f) Salient traits and leadership styles • Enhances productivity

• Intelligence • Better leadership

• Self-confidence • Reduces conflicts

• Integrity • Supports organizational growth

• Vision

• Communication skill l) Personality tests in organizations

• Psychometric tests

g) Kurt Lewin’s three-step change model • Interviews

1. Unfreezing – preparing for change • Behavioral assessment

2. Changing – implementing change • Situational judgment tests

3. Refreezing – stabilizing change • Performance analysis

h) Types of groups in organizations Q3. Discuss how a group is different from a team.
Explain the process of group development. (16 marks)
• Formal groups
Difference between Group and Team
• Informal groups
A group is a collection of individuals who work
• Command groups
independently, whereas a team consists of people who
• Task groups work together to achieve a common goal.

• Interest groups
Basis Group Team

Goal Individual goals Common goal Q4. Discuss different OB framework. Elucidate
cognitive and behavioristic theoretical framework of
Individual organizational behaviour. (16 marks)
Responsibility Shared responsibility
responsibility
Organizational Behaviour (OB) Framework
Coordination Low High OB framework explains how individuals and groups
behave within an organization.
Sum of individual Synergistic (greater
Performance
efforts than sum) Components of OB Framework

Leadership One leader Shared leadership 1. Inputs

o Individual factors (personality, values)

Example:
Students sitting in a classroom form a group, while o Group factors (leadership,
students working together on a project form a team. communication)

o Organizational factors (structure,

Process of Group Development (Tuckman’s Model) culture)

1. Forming 2. Processes

o Motivation
o Members come together for the first
time o Leadership
o Polite behavior, uncertainty about roles o Communication
o Leader provides guidance o Decision-making
2. Storming 3. Outcomes
o Conflicts and disagreements arise o Job satisfaction
o Power struggles and resistance o Productivity
o Critical stage for group survival o Organizational effectiveness
3. Norming

o Cooperation develops Cognitive Framework of OB

o Roles and norms are established • Focuses on thinking, perception, and decision-
o Trust and communication improve making

4. Performing • Behavior is influenced by mental processes

• Employees act based on how they interpret

o Group functions efficiently
situations
o High productivity and goal achievement
Key points:
o Minimal supervision required
• Emphasizes learning and understanding
5. Adjourning
• Individuals are rational thinkers
o Group disbands after task completion
• Used in problem-solving and planning
o Members feel satisfaction or sadness
Example:
Conclusion: An employee works harder if he believes good
Understanding group development helps managers performance will be rewarded.
improve teamwork and performance.
Behavioristic Framework of OB Impact of Motivation on Performance

• Focuses on observable behavior • Increases productivity

• Behavior is learned through stimulus–response • Improves quality of work

• Rewards and punishments shape behavior • Enhances job satisfaction

Key points: • Reduces absenteeism and turnover

• Learning through reinforcement • Encourages creativity and innovation

• Ignores internal thoughts Example:

A motivated employee performs better due to job
• Useful in training and discipline
satisfaction and rewards.
Example:
Employees repeat good behavior when rewarded with
incentives. Conclusion

Motivation is a key driver of employee performance

and organizational success.
Conclusion

Both frameworks help managers understand and

control employee behavior effectively. Q6. Why is change often refused to accept? What are
the prerequisites for successful change? (16 marks)

Reasons for Resistance to Change

Q5. Discuss the factors affecting motivation based on
the theories. Elucidate how motivation impacts 1. Fear of job loss
performance. (16 marks)
2. Habit and comfort with old methods
Factors Affecting Motivation (Based on Theories)
3. Lack of awareness and communication
1. Maslow’s Need Hierarchy Theory
4. Economic insecurity
o Physiological needs
5. Fear of the unknown
o Safety needs
6. Poor leadership
o Social needs

o Esteem needs
Prerequisites for Successful Change
o Self-actualization needs
1. Effective leadership
2. Herzberg’s Two-Factor Theory
o Leaders should guide and motivate
o Hygiene factors (salary, job security) employees

o Motivators (achievement, recognition) 2. Clear communication

3. McClelland’s Need Theory o Explains need and benefits of change

o Need for achievement 3. Employee participation

o Need for power o Involvement reduces resistance

o Need for affiliation 4. Training and support

4. Expectancy Theory o Helps employees adapt to change

o Motivation depends on effort– 5. Reward and incentives

performance–reward relationship
o Encourages acceptance of change

6. Continuous feedback
 o Ensures improvement and stability

Conclusion

Change is essential for organizational growth, and

successful change requires proper planning and
employee support.