PROGRAM( BBA)

SEMESTER 1 SUBJECT CODE 1498 & NAME BBA 102

ORGANIZATIONAL BEHAVIOUR
st

Ans 1:- Meaning of Organizational Behavior

An organization is considered to be a group of two or more
people, who consciously contribute their efforts towards the achievement of
certain goal. The nature of organizational behaviour its importance for
managers.You must know that the most difficult task for a manager is to
motivate people,who have different personalities, needs, perceptions, values
and attitudes.
1.Interpersonal role :- This role deals with maintaining good relations
between the employee and the employer, and the employee and the
employee, internal and external groups etc. The following are the three
important activities to be performed by managers under interpersonal role.
i) Figurehead :- This symbolizes social, inspirational, legal and ceremonial
obligations to be fulfilled by managers. Here, the manager is seen as an icon
of status and authority. The manager has to represent the department or
organization to others.
For Example -The CEO of a company congratulating a new group of
trainees. A processor of one department with other professors to discuss a
common issue, a reputed restaurants head chef greeting its customers.
ii) Leader :- A leader is one who can protact the organization during crisis
time. Leader can be within as well as outside the organisation. It is the prime
duty of manager to motivate and direct the employees. They need to recuirt
people and assign appropriate jobs to them, encourage them for selfdevelopment, provide them training if needed and appraise their
performance regularly.
For Example -Mahatma Gandhi, Wiston Churchill, Adolf Hitlar,Nelson
Mandela are world leaders and Vijaya Mallya of Kingfisher group, Ratan
Tata Steels, Bill Gates of Microsoft, etc.,are wellknown and famous leaders
of the corporate world.

iii)Liaison :-The managers acts as a network that gathers the information,

exchanges it with others and develops its knowledge base.
For Example -A class representative acting as a liaison officer between the
class and the departmental teachers.
2.Informational Roles:- The next set of roles discuss the importance of
information sharing and handling. In this context, the following are the roles
to be performed by individuals:
i)Monitor :- This calls for assessing of the internal operations, analyzing
their success ratio and the problems,as well as opportunities,which may
arise.All the information
For Example - A manager informing the marketing head about the specific
marketing strategy a competitor is planning to implement, a PRO(public
relation officer) gathering information from the internet, news bulletins,
media for the companys reference.
ii)Disseminator :- The next important role to be performed by the manager
is to procure relevant information required by the company people from the
externet environment and then disturbuting it wherever necessary. This is
usually done by the different heads / PROs / supervisors etc.
iii)Spokesperson :- A manager has to be capable enough to represent his
own department / unit / division / company in front of the external groups
regarding the companys plans, policies, profits, results, decisions etc.
For Example Maneka Gandhi acting as a spokesperson for the
WWF(World War Fund for wild life) to save the live of the rarest species
and especially the Royal Bengal Tiger, Amitabh Bachchan acting as a a
spokesperson for ICICI Prudential, Nirupama rao (IFS)acting as a
spokesperson in negotiations between India and Pakistan.
Ans 2:-Meaning of organization design
Organizing is one of the important functions of
management. Organizing involves determining the work to be completed in
order to achieve the organizations goal.its is a process of integrating the
people, information and technology of an organization. It is used to match
the form of the organization to the purpose it seeks to achieve. Through the

design process, organizations try to improve the likehood that the collective
efforts of members will be successful.
a)Hierarchy :-It is an important concept as it depicts the creation and
linkage between other components of the organization. It is also known as
the chain of command .As we know, an organization is sliced into three
levels viz, top, middle and bottom level. Across these levels are many
positions that are held by people. Depending upon these positions people
enjoy their authority and responsibilities. This unbroken line of authority
and responsibility establishes the pattern of hierarchy in every organization.
It is helpful in establishing the relationship between a senior and his
subordinates.
b)Division of work or specialization :- Being human being we have our
own physical as well as mental limitations. Due to this, a person needs to
perform the task where he is well /skilled/experienced. F.W.Taylor has
introduced the concept of specialization in his scientific management
theories. Since then companies have universally practiced this system.
Division of work is also required to bring about efficiency in performing a
task. Thus, to increase productivity, to reduce complexities and confusion at
work, division work is very essential. Specializing a task, segregation of
activities becomes easier and it becomes simple to from a structure.
c)Unit of command:-Henri Fayol borrowed this idea from Bible and
implemented in his principles of administrative management. Unit of
command means that a subordinate has to be responsible to one senior only.
He will be getting the orders from one boss and will be answerable to that
boss only .This is done to minimize misunderstandings and chaos. By
providing a single source of authority through which the instructions and
orders will flow towords the subordinates, they will get proper guidance and
will be easily managed and controlled by their senior.
Ans 3:-Definition of learning
In the earlier units you learnt about
organizational and interpersonal behavior.
Learning is vital both for individuals as well as organizations, it is vital
because new possibilities are emerging and threats confront us
continuously.New techno;logies are being created regularly, new
understandings of human nature are being identified.It is in our interest
that we update ourselves with changes around us and learn new

techniques skill,knowledge, approaches and ideas. This applies on

organizations also.Learning has also been identified as a major soure of
motivation.Today ther are many employees who will opt for a job that
provides better learning opportunities.
Theories of learning
As learning became important for human
civilization,it invited the attentionof many researchers.They identified
several approaches to learning.The identified several approaches to
learning.They are as follows:
I. Classical conditioning
II. Operant conditioning
III. Social learning
IV. cognitive learning
V. Programmed learning
1. Classical conditioning :-This approach explains the learning of reflex
behaviour. An example of a reflex behaviour is- when stuck with a pin
we flinch without thinking. Pavlov a Russian scientist conducted a
remarkable experiment on his dog. Pavlov observed that his dog
began to salivate as soon as food was offered to it. It did not salivate
when a bell was rung. Thereafter he trained his dog by ringing a bell
and then offering food to the dog. After sometime he noticed that dog
would salivate as soon as the bell was rung. Thus the dog had learnt to
associate ringing of the bell with food.
2. Operant conditioning :- B.F.Skinner is closely associated with this
learning theory. Operant conditioning is based on the fact that
voluntary behaviours are learnt. As human beings we learn behaviour
because we find it rewarding. In the same way we can unlearn
behaviour if its consequence becomes unrewarding or punishing, thus
a child learns to become obedient because he is rewarded with
parental love and appreciation. Similarly a child stops bad behaviour
when punished. In organizations also operant conditioning is found
frequently. Operant conditioning therefore is an important tool for
managers, who want the employees to learn productive voluntary
behaviours and give up voluntary unproductive behaviours.

3. Social learning :- This theory of learning is an extension of operant

conditioning. Albert Bandura demonstrated that people learn or
unlearn behaviours even by watching others being rewarded or
punished for a particular behaviour. We decided on our behaviour by
watching others. In other words we keenly watch others around us
then develop a mental picture of a behavioure and its result and finally
we try the behaviour ourselves. Managers use rewards and
punishments to pick up that behaviour.
Identify the behaviour that enhances performance/ productivity.
Select a suitable model for others in the organisation to observe.
Ensure that employees possess the required skills.
Provide positive feedback to the model and other employees
who learn the behaviour.
Maintain such beneficial behaviours by developing appropriate
practices in the organisation.
4. Congnitive learning :- So far in the theories we have discussed that
the learner plays merely a passive role. But do we learn only
passively? Cognitive learning is built arund what happens within the
individual while learning and it investigates the motives, feelings,
attitudes, memory and cognition of learner. In cognitive learning
analysis and interpretation of data helps us to learn new pattern of
thoughts and relationships. As human being we are capable of
rearranging thought patterns into new shapes or patterns.

Insight :- This is best demonstrated by Eureka ( I have found it !)

the exclaimation of Archimedes.Very often a wonderful solution
comes to our mind like lightning. This concept of insight is associated
with W Kohler.

5. Programmed learning :- We are most familiar with this kind of

learning approach. Ever since you entered school and then college you
have undergone a very structured learning process in which you
played a very active role. this learning also involves successive steps
and immediate feedback. Hefzallah defined programmed learning as a
planned sequence of experiences leading to the students mastery of a
topic. Modern technology, particularly information and
communication technologies (ICT) have made programmed learning

possible through a distant mode also. You are undergoing this course
in BBA precisely through programmed learning assisted by ICT.
Answer 4:- Meaning of conflict
Conflict is a natural disagreement resulting from
individuals or group that differ in attitudes, beliefs, values or needs. It can
also originate from past rivalries and personality differences. Other causes of
conflict include trying to negotiate before the timing is right or before
needed information is available.
Conflict can be defined as a process in which one party perceives that
another party has negatively affected, or is about to negatively affect, some
thing that the first party cares about.
Description of sources of conflict
In any effective and efficient organization it is important that the
employees should have a shared objective and strive to achieve it. A
manager should be able to recognize and resolve the conflict in the
organization. Conflict is a very big obstacle so we need to keep it at
minimum.
The proper management of organizational conflict needs an
understanding of the nature and theource of conflict at the work place.
As we know , conflict is present in every organization. Let us discuss some
of the sources of conflict which have been identified in organizations.
A) Interdependence : In organizations, for the accomplishment of the
goal, a certain amount of interaction is necessary. It is basically the
dependence of one party on the other for resources and information.
There is no such direct relationship between interdependence and
conflict, but it is said that interdependence increases the chance of
conflict. According to J.Thompson, there are three different types of
interdependence among groups.
i)
Pooled interdependence :- When department have very littil
interaction with each other, but can be affected bhy each others
action, then it is know as pooled interdependence.
ii)

Sequential interdependence :- When the output of one

department becomes the input of another department, it is known
as sequential interdependence. Here there is one way flow of
information, output and services. The total performance of the
receiving department depends upon the supplying department,

which can be a cause of conflict between the receiving department

and the supplying department .
iii)

Reciprocal interdependence :- When two or more people are

mutually interdependent in accomplishing the task, it is known as
reciprocal interdependence. They share information and resources.
We can take the example of a nursing home, where frequent
interactions, proper time coordination and exchange of information
and resource are required among the staff and doctors of that
particular nursing home.

B) Scarcity of resources : Conflict on resources is very common in

organizations, and if the sources are scarce in nature then the chances
of conflict increase. This is because these scarce resources are shared
by various groups, departments and individuals in the organization.
C) Specialization : one of the major causes of disagreement in the
organization can be high degrees of specialization. A person with a
high degree of specialization will not be aware of the other areas. Due
to his specialized training and development he has his own values and
beliefs, so he always tries to work in his own way and ignore others.
This ultimately leads to conflict.
D) Competitive incentive and reward system : Competitive incentive
and reward system can be one of the causes of inter-group conflict. If
the reward plan is associated with group performance and the tasks
are interdependent, then instead of cooperation, competition increases
and people try to succeed at the expense of others.
E) Lack of clarity of roles and responsibilities : A clear line of role and
responsibility is very important for any organization. In the absence of
it there is no one to take the responsibility if required. Employees start
passing the buck. Instead of solving the problem they tend to blame
others and conflicts can arise on assigning the responsibilities.
ANSWER 5:- DEFINITION OF THE TREM POWER
Power is inevitable and essential in organizations even to
promote goodness and welfare. Politics is most of us and generally we

consider power and politics as dirty words. This is unreasonable

because, every year, as a negative fallout of automobile accidents,
thousands of lives are lost. Many die while climbing mount everest. Yet
automobiles and mountain climbing do not generate any hostility,
criticism or disturst. Same yardstick should be applied while deliberating
over power and politics. We as students of organizational behavior must
accept that power and politics are impossible to eliminate, and are
essential to bring about positive changes and achieve just and principled
objectives. We however, do need to ounter their negative fallouts. Power
and politics are nature in any social or organizational setting. Since we
are concerned with promoting good and positive aspects of our
collective objectives, we need to learn, How power is acquired and put
into effect.
B) Sources of power
We have already seen that power is the ability to
influence others. This ability is derived from different sources. Ability
also varies from person to person. Some possess greater capability
whereas other possess less or little capacity. As a result of these,
power is quequal in any and every organization. Social scientists have
identified the following sources of power.

Legitimate power :- This power is derived from the socio legal

rights of a manager. He holds power by virtue of his position. Power
in this case therefore is positional and not personal. If a person is
removed from that position he loses all the power. Dr. manmohan
singh has immense legitimate power by virtue of being the prime
minister of India. He decides the foreign policy; has control over
allocation of funds to different sectors and different states. The
quantum of legitimate power depends upon:
A > Willingness of manager to exercise power
B > Nature of the task and;
C > Nature of the organization.
Expert power :- Expert power is a result of specific skill, knowledge
or expertise that a person has. Other accept the recommendation of
such a person because they trust his or her expertise. In the
Mahabharata, Arjun and Bhim derived their power from their
expertise as warriors. A physician holds a lot of power during a
medical emergency or crisis. To gain expert power, therefore, one has

to visibly demonstrate his competence. Such persons can be powerful

for a long time only if they maintain their competency (by updating
themselves ).

Reward power :- An individual who controls the reward or

rewarding system also has lot of influence on others. People are willing
to follow him because they expect to be rewarded. Rewards in
organizations may include pay rise, bonuses, promotions etc. reward
power is linked to the number and quality of rewards under the control of
an individual. Reward power can be used effectively by making feasible,
ethical and reasonable requests and also by offering only credible
rewards.

Information power :- A manager having access to the most

important information wields immense power. In a marketing
organization, the market research expert impacts the decision most
powerfully because he has information about future demond. When the
USA decided to attack Afghanistan, an expert on routes located on
Afghanistan and the Pakistan border was automatically put in-charge of
the think tank. In organizations, the personal secretary of a CEO
exercises a lot of power because of his or access to important
information.

Connection power :- Very often a person is able to exercise power

over others because of the number and quality of connections he has. A
person who carefully develops important networks is able to enjoy
substantial power. Several corporate houses quickly employ just retired
government officers to take advantage of their connections in the
government. Connection power is useful, as long as the connections one
has remain intact and useful.
Answer 6:- Importance of groups
A group can be defined as a
collections of two or more people who have a common explicit goal and
interact with each other for achieving the goal; member are aware of each
other and perceive themselves to be a part of the group. According to
Divid H. smith, A groupis a set of two or more individuals who are
jointly characterized by a network of relevant communications, a shared
sense of collective identity and one or more shared dispositions with
associated normative strength. According to Kreitner & Kinicki a group
is, A collection of people who interact for a common purpose, and
between whose members there is interdependency . independency is the

degree to which any individual member can rely on others to reach the
group goals.
B) Stages of group development
Bruce tuckman (1965)1 developed a 5
stages model of group development. He labeled the stages Forming,
Storming, Norming, Performing and Adjourning. According to
Tuckman, group or term will pass through these stages, but these need
not be followed rigidly. Yet, this is a generalized categorization of
different phases of a team or group.

Forming : The initial stage of group development is marked as the

forming stage. The forming means the initial formation of the group.
in this stage, the group member are brought together on one platform.
They start discussing the objectives, and the strategies framed to
achieve the laid goals. This is the stage where all the members become
aware of each other and behave very politely and patiently.

Storming : The second stage of group development is named

storming, as the group undergoes a storm of conflicts, disputes,
argument and differences in opinion. This stage is the most crucial
stage, as the group can be move on to the next stage only if the
members are successful in suppressing the conflict, and try to
understand each other.

Norming : The third stage of group development is marked by

harmonious relationships. A group entering the stage of norming is able
to resolve all conflicts and arguments, which took place at the storming
stage. The members of the group are ready to listen to each other and
plan the objectives and strategies mutually. Roles are clearly assigned to
every member, activities are planned out, meetings are fixed, deadlines
are set, and the group frames its own norms for maintaining the group
discipline and achieving the target on time.

Performing : The fourth stage of grup development is the action

stage where every member starts performing this/her assigned duties.
The group interacts frequently and smoothly in case of difficulties. The
members also try to implement some problem solving techniques that
they have learnt and experienced in the previous stage. Each member
tries to perform his/her role well, so that the group can achieve success.

Adjourning : Lastly, every group has to get disbanded either on

completion of the task, or if any group member leaves. This is a very
painful stage, as by this time members have developed sentiments

towards each other and are comfortable an performing activities

together. At this stage, the members are expected to break off their
socialites and go back to their original work places.