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MBA_Sem1_Complete_Answers_Final

The document outlines key concepts in Management and Organizational Behaviour, including the ABC Model of Attitude Formation, personality theories, social loafing, types of organizational change, and conflict management styles. It also discusses leadership theories, the evolution of management, organizational structures, and the perception process, culminating in a case study on leadership challenges at Primogen Consultancy. The emphasis is on the importance of balancing flexibility and accountability in modern management practices.

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MBA_Sem1_Complete_Answers_Final

The document outlines key concepts in Management and Organizational Behaviour, including the ABC Model of Attitude Formation, personality theories, social loafing, types of organizational change, and conflict management styles. It also discusses leadership theories, the evolution of management, organizational structures, and the perception process, culminating in a case study on leadership challenges at Primogen Consultancy. The emphasis is on the importance of balancing flexibility and accountability in modern management practices.

Uploaded by

kavikavya2197
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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MBA Semester 1 - Management & Organizational Behaviour (Complete Answers)

1. ABC Model of Attitude Formation


The ABC Model explains how attitudes form through three components:
1. **Affective (Feelings):** Emotional response towards an object, person, or idea.
2. **Behavioral (Actions):** The way a person behaves due to their attitude.
3. **Cognitive (Beliefs):** Knowledge or thoughts about an object.

**Example:** A customer believes Apple products are innovative (**Cognitive**), feels excited about using
them (**Affective**), and purchases an iPhone (**Behavioral**).

2. Personality and Types


Personality refers to unique patterns of thoughts, emotions, and behaviors that define an individual.

**Major Theories of Personality:**


- **Trait Theory:** Describes personality in terms of traits (e.g., Big Five Model - Openness,
Conscientiousness, Extraversion, Agreeableness, Neuroticism).
- **Type Theory:** Categorizes people into distinct types (e.g., Type A - competitive, Type B - relaxed).
- **Psychoanalytic Theory (Freud):** Focuses on unconscious mind, id, ego, and superego.

**Examples:**
- Type A personalities often work in high-stress environments (e.g., CEOs, stock traders).
- Type B personalities may thrive in creative roles (e.g., artists, writers).

3. Social Loafing and Negative Effects


Social loafing occurs when individuals put in less effort in a group compared to when working alone.

**Causes of Social Loafing:**


- Diffusion of responsibility
- Lack of motivation
- Unequal work distribution

**Negative Effects:**
- Reduced group productivity
- Decreased individual accountability
- Increased workplace conflicts

**Example:** In a team project, some members may contribute less, assuming others will compensate for
their lack of effort.

4. Types of Organizational Change


Change is an inevitable part of business and can take different forms:

**Types of Change:**
- **Planned Change:** Strategically implemented (e.g., restructuring for efficiency).
- **Unplanned Change:** Happens unexpectedly (e.g., adapting to a sudden economic crisis).
- **Incremental Change:** Small, continuous improvements (e.g., Kaizen in Toyota).
- **Transformational Change:** Major shifts (e.g., digital transformation at Netflix).

**Example:** Nokia shifting from mobile manufacturing to 5G technology after losing its smartphone market
share.

5. Conflict Management Styles


Workplace conflicts arise due to differences in opinions, values, or goals. Conflict management styles
include:

- **Avoiding:** Ignoring conflict (useful for minor issues).


- **Accommodating:** Prioritizing relationships over conflict resolution.
- **Competing:** Using assertiveness to win the conflict.
- **Compromising:** Finding a middle ground.
- **Collaborating:** Working together for a mutually beneficial solution.

**Example:** In a corporate merger, leaders may use collaboration to merge work cultures effectively.

6. Victor Vroom's Valence and Instrumentality Theory


This theory explains motivation through three key elements:

- **Expectancy:** Belief that effort will lead to performance.


- **Instrumentality:** Belief that performance will be rewarded.
- **Valence:** Value placed on the reward.

Formula: **Motivation = Expectancy × Instrumentality × Valence**

**Example:** A sales employee works harder when they believe (1) effort leads to better sales (Expectancy),
(2) sales lead to higher commission (Instrumentality), and (3) they value the commission (Valence).

7. Leadership vs. Management


**Key Differences:**
| Aspect | Leadership | Management |
|---------------|------------|------------|
| Focus | Vision & Change | Efficiency & Stability |
| Approach | Inspires & Motivates | Plans & Organizes |
| Risk-taking | Encourages Risk | Minimizes Risk |
| People vs Task | People-Oriented | Task-Oriented |

**Example:** Steve Jobs (leader) was visionary, while Tim Cook (manager) focused on operational efficiency.

8. Evolution of Management
**Management evolution** reflects changing business needs and organizational complexity.

**1. Classical Approach:**


- **Scientific Management (Frederick Taylor):** Focused on efficiency via time studies and standardized
work.
- **Administrative Management (Henri Fayol):** Introduced 14 principles like division of work and authority.
- **Bureaucratic Management (Max Weber):** Advocated formalized rules and hierarchical structures.

**2. Behavioral Approach:**


- **Hawthorne Studies (Elton Mayo):** Found that employee productivity increases with attention and
motivation.
- **Maslow's Hierarchy of Needs:** Employees perform better when their needs (physiological to
self-actualization) are met.

**3. Quantitative Approach:**


- Uses data, modeling, and simulations (e.g., Six Sigma, Lean Manufacturing).

**4. Modern Approaches:**


- **Systems Theory:** Organizations are interconnected systems requiring adaptability.
- **Contingency Theory:** There's no single best way; management depends on situational factors.

**Example:** Toyota's Lean Manufacturing optimizes efficiency, combining scientific and modern
management principles.

9. Organizational Structure and Types


**Organizational Structure** defines workflow, decision-making, and hierarchy.

**1. Functional Structure:**


- Groups employees by specialization (e.g., HR, Finance, Marketing).
- **Pros:** Efficiency, clear career path.
- **Cons:** Departmental silos, slow decision-making.

**2. Divisional Structure:**


- Based on products, geography, or markets (e.g., Amazon Web Services, Amazon Retail).
- **Pros:** Focused strategy, accountability.
- **Cons:** Resource duplication, high costs.

**3. Matrix Structure:**


- Combines functional and project-based structures.
- **Pros:** Flexibility, cross-functional teamwork.
- **Cons:** Conflicting authority, complexity.

**4. Flat Structure:**


- Few hierarchical levels, promotes collaboration.
- **Pros:** Faster decisions, employee empowerment.
- **Cons:** Role ambiguity, scalability issues.

**Example:** Google uses a matrix structure with functional expertise and cross-functional projects.

10. Perception Process Model & Errors


**Perception is how individuals interpret and respond to information.**

**1. Perception Process:**


- **Selection:** Filtering sensory input (e.g., ignoring background noise in a meeting).
- **Organization:** Structuring data into patterns.
- **Interpretation:** Assigning meaning (e.g., perceiving a firm handshake as confidence).

**2. Perceptual Errors:**


- **Halo Effect:** Judging someone based on one trait (e.g., assuming an extroverted person is a good
leader).
- **Stereotyping:** Applying generalized beliefs (e.g., assuming all millennials prefer remote work).
- **Selective Perception:** Seeing what aligns with existing beliefs.
- **Projection:** Attributing one's traits to others.

**Example:** In job interviews, first impressions (halo effect) can unfairly influence hiring decisions.

11. Contemporary Leadership Theories


**Leadership theories explain how leaders influence others.**

**1. Transformational Leadership:**


- Focuses on inspiring and developing employees (e.g., Elon Musk, Steve Jobs).
- **Pros:** Drives innovation, employee motivation.
- **Cons:** Risky in crisis management.

**2. Transactional Leadership:**


- Based on structured rewards and punishments.
- **Pros:** Efficiency, clear expectations.
- **Cons:** Less creativity.

**3. Servant Leadership:**


- Prioritizes employee well-being (e.g., Mahatma Gandhi, Satya Nadella).
- **Pros:** High morale, ethical leadership.
- **Cons:** Can be slow in decision-making.

**4. Situational Leadership:**


- Adapts leadership style based on context.
- **Example:** A CEO using transformational leadership during innovation and transactional leadership in
crises.

12. Case Study: Leadership Challenges at Primogen Consultancy


**Background:**
Nithin Patel, CEO of Primogen Consultancy, struggled with managing a **young workforce** in a **flat
organizational structure** at a software firm.

**Challenges Faced:**
1. **Lack of formal structure:** Employees had too much freedom, causing inefficiency.
2. **Workplace discipline:** Employees preferred informal work styles, making deadlines difficult.
3. **Conflict between business growth and relaxed culture.**

**Strategic Solutions:**
- Introduce a **semi-structured management** style (balance flexibility and efficiency).
- Implement **leadership training programs** for young employees.
- Use **collaborative decision-making** to align employee engagement with corporate goals.
- Introduce performance-based rewards to **motivate employees**.
**Example of Implementation:**
- Google and Facebook successfully blend relaxed cultures with structured decision-making processes.

**Conclusion:**
Leadership must balance **flexibility and accountability** to drive success in modern software firms.

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