1.​ Explain OB Model in detail.

Ans: The OB Model typically operates on three levels of analysis: individual, group, and
organizational. Each level has inputs, processes, and outcomes that interact
dynamically.
1. Individual Level

●​ Inputs: These are the raw materials that shape individual behavior.
-​ Personal Characteristics: Personality, values, attitudes, emotions, perceptions,
and abilities.
-​ Demographics: Age, gender, education, experience.
-​ Motivation: Needs, goals, and intrinsic/extrinsic drivers.
●​ Processes: How individuals process inputs and behave.
-​ Decision-making: How choices are made.
-​ Learning: Acquiring new skills or knowledge.
-​ Attitude Formation: Development of beliefs, feelings, and behavioral
tendencies (e.g., job satisfaction).
●​ Outcomes: Results of individual behavior.
-​ Performance: Productivity, quality of work.
-​ Job Satisfaction: Contentment with work.
-​ Turnover/Absenteeism: Leaving the job or being absent.
2. Group Level

●​ Inputs: Factors that influence group dynamics.

-​ Group Composition: Diversity, skills, and roles of members.
-​ Structure: Norms, leadership, and communication patterns.
-​ Resources: Tools, time, and support available to the group.
●​ Processes: How groups function and interact.
-​ Team Dynamics: Collaboration, conflict, and cohesion.
-​ Communication: Sharing information and feedback.
-​ Power and Politics: Influence and negotiation within the group.
●​ Outcomes: Results of group interactions.
-​ Team Performance: Achievement of collective goals.
-​ Group Cohesion: Strength of bonds among members.
-​ Conflict Resolution: Success in managing disputes.
3. Organizational Level

●​ Inputs: Broader organizational factors.

-​ Culture: Shared values, beliefs, and norms.
-​ Structure: Hierarchy, departmentalization, and reporting lines.
-​ External Environment: Market conditions, technology, regulations.
●​ Processes: Organizational mechanisms and activities.
-​ Leadership: Direction and influence from management.
-​ Change Management: Adapting to new conditions.
-​ Organizational Design: How tasks and roles are organized.
●​ Outcomes: Overall organizational results.
-​ Effectiveness: Achieving goals (profit, growth, innovation).
-​ Employee Engagement: Commitment and morale across the workforce.
-​ Adaptability: Ability to respond to change.
Example Application of the OB Model
Imagine a company facing low employee morale:
Individual Level:
-​ Input: Employees feel undervalued (attitude).
-​ Process: Reduced motivation leads to poor decision-making.
-​ Outcome: Lower productivity and higher absenteeism.

Group Level:
-​ Input: Lack of clear team roles.
-​ Process: Poor communication and conflict emerge.
-​ Outcome: Weak team performance.

Organizational Level:
-​ Input: Rigid hierarchical structure.
-​ Process: Slow response to employee feedback.
-​ Outcome: Declining overall effectiveness.

2.​ Define Organizational Behaviour. What are other contributing disciplines to OB?
Ans: Organizational Behavior (OB) is the systematic study of how individuals and groups
act within organizations and how organizational systems, structures, and processes
influence their behavior. It examines workplace dynamics to understand, predict, and
improve employee performance and organizational effectiveness.
Contributing disciplines to OB include:
1.​ Psychology - Provides insights into individual behavior, learning, motivation,
personality, perception, and job satisfaction
2.​ Social Psychology - Examines how people influence each other, focusing on areas
like group dynamics, communication, and attitude formation
3.​ Sociology - Contributes understanding of group behavior, organizational culture,
formal organization theory, and social systems
4.​ Anthropology - Offers perspectives on organizational culture, values, attitudes, and
cross-cultural analysis
5.​ Political Science - Explores power dynamics, conflict, politics within organizations,
and influence tactics
6.​ Economics - Provides frameworks for understanding resource allocation, labor
markets, and incentive structures
Each discipline brings unique theoretical perspectives and research methodologies that
collectively create a rich, multidisciplinary approach to understanding workplace
behavior.

3.​ Compare and contrast the three components of an attitude.

Ans: In psychology, an attitude is typically understood as having three components:
cognitive, affective, and behavioral. These are often referred to as the ABC model of
attitudes (Affect, Behavior, Cognition). Let’s break them down, compare, and contrast
them:
1. Cognitive Component
 -​ Definition: This is the thinking or belief part of an attitude. It involves thoughts,
knowledge, or opinions about the attitude object (e.g., a person, thing, or idea).
-​ Example: "I believe electric cars are better for the environment."
-​ Characteristics: It’s intellectual and based on information or reasoning (accurate
or not). It can be shaped by education, experience, or perception.
2. Affective Component
-​ Definition: This is the emotional or feeling part of an attitude. It reflects how you
feel about the attitude object—positive, negative, or neutral emotions.
-​ Example: "I feel excited about driving an electric car."
-​ Characteristics: It’s subjective and tied to emotions like love, hate, fear, or joy. It
often influences how strongly the attitude is held.
3. Behavioral Component
-​ Definition: This is the action or tendency-to-act part of an attitude. It describes how
you are inclined to behave toward the attitude object.
-​ Example: "I will buy an electric car next year."
-​ Characteristics: It’s the practical outcome of the attitude, though it doesn’t always
align perfectly with thoughts or feelings due to external factors (e.g., money,
opportunity).
In short, the cognitive component is about what you think, the affective is about what you
feel, and the behavioral is about what you do. Together, they create a full picture of an
attitude, but they can sometimes pull in different directions depending on the context.

4.​ Identify the causes of Job Satisfaction. What are the outcomes of job satisfaction?
Ans:
Causes of Job Satisfaction
1.​ Work itself - Challenging, interesting work that allows autonomy and variety
2.​ Compensation - Fair pay and benefits relative to market standards
3.​ Promotion opportunities - Clear advancement paths and growth potential
4.​ Working conditions - Safe, comfortable environment with adequate resources
5.​ Job security - Stability and predictability of employment
6.​ Work-life balance - Flexibility to manage personal and professional responsibilities
7.​ Recognition - Acknowledgment and appreciation for contributions
Outcomes of Job Satisfaction
1.​ Performance - Higher productivity and work quality
2.​ Organizational citizenship behaviors - Going beyond required duties
3.​ Customer satisfaction - Better service orientation and client interactions
4.​ Reduced turnover - Lower intention to quit and higher retention
5.​ Decreased absenteeism - More consistent attendance
6.​ Improved mental wellbeing - Less burnout, anxiety, and depression
7.​ Higher organizational commitment - Stronger loyalty and identification

5.​ What is organizational behaviour? Discuss the challenges and opportunities for
managers in using OB concepts.
Ans: Organizational Behavior (OB) is the systematic study of how individuals and groups
act within organizations and how organizational systems, structures, and processes
influence their behavior. It examines workplace dynamics to understand, predict, and
improve employee performance and organizational effectiveness.
Challenges for Managers Using OB Concepts
1.​ Individual differences - People respond differently to the same management
approaches based on personality, values, and experiences
2.​ Cultural complexity - Increasingly diverse workforces require adapting OB practices
across cultural contexts
3.​ Measurement difficulties - Many OB concepts like motivation and satisfaction are
subjective and challenging to quantify
4.​ Balancing competing interests - Reconciling organizational goals with employee
needs can create tensions
Opportunities for Managers Using OB Concepts
1.​ Enhanced leadership effectiveness - OB knowledge helps managers better
motivate, communicate with, and develop employees
2.​ Improved decision-making - Understanding group dynamics and biases leads to
more effective problem-solving
3.​ Remote work optimization - Applying OB concepts to virtual teams improves
collaboration and engagement
4.​ Innovation cultivation - Creating environments that foster creativity and
psychological safety
5.​ Conflict resolution - OB frameworks provide tools for addressing workplace
disputes constructively

6.​ What do managers do in terms of functions, roles, and skills? Discuss other
contributing disciplines to OB?
Ans: What Managers Do

Functions
1.​ Planning - Setting objectives and determining courses of action
2.​ Organizing - Arranging work, authority, and resources
3.​ Leading - Motivating, directing, and communicating with employees
4.​ Controlling - Monitoring performance and making corrections

Roles
1.​ Interpersonal roles
-​ Figurehead - Ceremonial and symbolic duties
-​ Leader - Guiding and motivating team members
-​ Liaison - Maintaining networks with internal and external stakeholders
2.​ Decisional roles
-​ Entrepreneur - Initiating and driving change
-​ Disturbance handler - Addressing unexpected problems
-​ Resource allocator - Determining where to distribute limited resources
-​ Negotiator - Reaching agreements with various parties

Skills
1.​ Technical skills - Specialized knowledge and proficiency in specific work processes
2.​ Human skills - Ability to work effectively with and through people
3.​ Conceptual skills - Capacity to analyze complex situations and see the big picture
 4.​ Decision-making skills - Making timely, effective choices amid uncertainty
5.​ Communication skills - Conveying and receiving information clearly
Contributing disciplines to OB include:
1.​ Psychology - Provides insights into individual behavior, learning, motivation,
personality, perception, and job satisfaction
2.​ Social Psychology - Examines how people influence each other, focusing on areas
like group dynamics, communication, and attitude formation
3.​ Sociology - Contributes understanding of group behavior, organizational culture,
formal organization theory, and social systems
4.​ Anthropology - Offers perspectives on organizational culture, values, attitudes, and
cross-cultural analysis
5.​ Political Science - Explores power dynamics, conflict, politics within organizations,
and influence tactics
6.​ Economics - Provides frameworks for understanding resource allocation, labor
markets, and incentive structures

7.​ Write a short note on Implementing Diversity Management Strategies.

Ans: Implementing Diversity Management Strategies
Successful diversity management implementation begins with a clear assessment of the
organization's current state and a compelling vision for inclusion tied to business
objectives. Leadership must demonstrate authentic commitment through both words
and actions, as employees quickly discern superficial efforts.
Effective implementation requires integrating diversity into core HR
systems—recruitment, performance management, compensation, and promotion
processes should be examined for bias and restructured to support inclusion.
Organizations should establish specific, measurable goals with accountability
mechanisms at all levels.
Education plays a vital role but must go beyond basic awareness training to develop
practical skills for inclusive behaviors. Creating safe spaces through employee resource
groups allows underrepresented employees to connect while providing valuable
organizational insights.
Communication should be transparent and two-way, with regular opportunities for
feedback. Organizations must also recognize that meaningful diversity work requires
sustained effort and resources—quick fixes inevitably fail.
The most successful diversity management strategies avoid treating diversity as a
separate initiative and instead weave inclusive practices into the organization's cultural
fabric, creating environments where differences are not merely tolerated but leveraged
as sources of innovation and competitive advantage.