Assignment Code: BPCC-112/Asst /TMA /2023-24

Course Code: BPCC 112

Assignment Name: Organisational Behaviour

Year: 2023-24

Verification Status: Verified by Professor

Assignment One

Answer the following descriptive category questions in about 500 words each. Each question carries 20 marks.

Q1) Give an account of the historical background and models of organizational development.

Ans) There are many different historical contexts and models that have contributed to the evolution of organisational development (OD), each of which has contributed a unique approach to the management of change and the enhancement of organisational performance..

Historical Backgrounds:

a)     Laboratory Training Stem: Kurt Lewin's T-group training, which began in 1946 at the National Training Laboratory (NTL), was the pioneering force behind this approach, which centred on unstructured group introspection. These small groups participated in activities that stimulated introspection, allowing them to reflect on their behaviours, experiences, and the dynamics of the group. Following this, Richard Beckard came up with the name "OD" in 1958, which led to the transformation of T-group activities into contemporary team-building exercises.

b)     Action Research and Survey Feedback: Kurt Lewin pioneered this movement, emphasizing collaboration between social scientists and organizations to gather data before initiating OD. This approach highlighted the importance of understanding organizational members' feelings and perspectives before designing and implementing changes. Likert's survey feedback and the development of the 5-point Likert Scale aided in data collection and problem-solving.

c)     Normative Background: Likert categorized organizations into exploitative, benevolent, consultative, and participative systems. The participative system was considered the ideal state, encouraging active member participation in decision-making. This phase laid the foundation for models like the managerial grid, which identified effective managerial styles.

d)     Productivity and Quality-of-Work-Life Background (QWL): Eric Trist's research at the Tavistock Institute focused on integrating human and technical aspects of work, fostering quality work life through enriched jobs, labour-management committees, and self-managing teams. This approach emphasized employee satisfaction and productivity.

e)     Strategic Change Background: As environments became complex, experts like Beckhard and Trist emphasized the alignment between an organization's vision, culture, and environment for enhanced productivity and employee satisfaction. They proposed that organizational productivity and employee satisfaction would increase if vision, culture, and environment were aligned.

Models of Organizational Development:

a)     Three-Step Model of Change (Lewin, 1947): Lewin introduced this model, focusing on unfreezing existing norms, transitioning through change, and refreezing new behaviours within the organization. It emphasized altering the balance between driving and restraining forces to facilitate change.

b)     Action Research Model (Lewin, 1946): This model involved a seven-step cycle, including problem identification, consultation with experts, data gathering, feedback, joint problem diagnosis, action planning, and implementation. It highlighted the importance of collaboration between researchers and organizational members to solve issues.

c)     Appreciative Inquiry Model (Cooperrider & Srivastava, 1987): This model adopted a positive approach, focusing on discovering existing strengths, envisioning ideal states, designing desired changes, and implementing them to improve organizational dynamics.

d)     General Model of Planned Change (Cummings & Worley, 2009): Combining problem-solving approaches with understanding existing practices within organizations, this model involves entering and contracting, diagnosis and feedback, planning and implementation, and evaluation and institutionalization stages.

In order to meet the challenges that organisations face, each model provides a distinct set of tactics, ranging from the diagnosis of problems to the implementation and institutionalisation of change. The evolution of organisational development has been influenced by a wide range of historical contexts, which has resulted in the enrichment of its approaches for improved organisational performance and adaptation.

Q2) Describe the bases of power. Discuss the various power tactics.

Ans)

Bases of Power:

 French and Raven's model outlines five primary bases of power, later extended to six by Raven in 1993. These bases encompass different ways individuals or groups exert influence:

a)     Coercive Power: Rooted in fear and punishment, this power relies on creating a sense of threat or negative consequences to gain compliance. For instance, supervisors can leverage this power by threatening salary cuts, demotions, or termination to enforce compliance.

b)     Reward Power: This type of power operates through the control of valued resources or the ability to provide rewards. It influences others by offering incentives like promotions, raises, or desirable tasks to encourage compliance or desired behaviour.

c)     Legitimate Power: Derived from an individual's formal position or authority within a structured hierarchy, legitimate power is associated with the inherent authority of a role. Leaders or managers wield this power by virtue of their position, which allows them to exercise control or influence.

d)     Referent Power: Stemming from personal qualities that make an individual attractive or admirable, referent power emerges when others identify with, respect, or admire a person. This power is built on trust, respect, or a shared sense of values, making it a potent influence tool.

e)     Expert Power: Based on knowledge, skills, or expertise in a particular area, expert power arises when individuals are recognized as knowledgeable or competent. This authority is earned through expertise, qualifications, or a history of reliable decisions.

f)      Informational Power: Added later by Raven, this power relies on possessing critical information or knowledge that can influence others' behaviour. Individuals wielding this power can influence decision-making by providing relevant or valuable information.

Power Tactics:

Various tactics are used to exert power effectively, drawing upon different bases of power to influence others:

a)     Reasoned or Rational Persuasion: Leveraging logical arguments, evidence, or facts to influence others' decisions or behaviours. This tactic relies on presenting coherent reasoning to convince others.

b)     Inspirational Appeals: Using emotional appeals, values, or aspirations to motivate or inspire others. This tactic aims to evoke emotions, inspiring commitment or action based on shared values or beliefs.

c)     Consultation Tactics: Involving others in decision-making processes, seeking input, or advice to build consensus or gain commitment. This tactic fosters cooperation by valuing others' opinions.

d)     Ingratiation or Friendliness: Employing friendliness, flattery, or compliments to build rapport or create a positive atmosphere before making a request. This tactic aims to create a favourable impression to increase compliance.

e)     Personal Appeal: Leveraging personal connections, relationships, or social networks to influence others. This tactic relies on established relationships to gain compliance or support.

f)      Exchange Tactics: Utilizing a give-and-take mentality, offering something in return for compliance. This tactic operates on the principle of reciprocity, expecting a return favour or offering to return a favour.

g)     Coalition Tactics: Forming alliances or groups to exert influence collectively. This tactic involves gathering support from others to increase influence or achieve common goals.

h)     Pressure Tactics: Using direct demands, threats, or warnings to gain compliance through fear of negative consequences. This tactic operates by creating a sense of urgency or threat to encourage compliance.

i)       Legitimating Tactics or Upward Appeals: Referring to higher authority, rules, or norms to justify requests or actions. This tactic relies on the legitimacy of higher authorities to influence compliance.

Q3) Explain the main components of PsyCap.

Ans) Psychological Capital, or PsyCap, is a concept that revolves around the positive psychological resources within individuals. It comprises four main components: hope, efficacy, resilience, and optimism. These elements collectively contribute to an individual's psychological state and are instrumental in enhancing their overall well-being, performance, and adaptability in various aspects of life.

Hope: Hope involves setting realistic goals, developing pathways to achieve them, and maintaining the motivation to pursue those goals despite obstacles or setbacks. It is not merely dreaming but a cognitive process that combines agency (the motivation to pursue goals) and pathways (finding ways to reach those goals). Individuals high in hope tend to exhibit greater perseverance, determination, and problem-solving abilities in challenging situations. This component is crucial in maintaining a positive outlook and navigating through adversity.

Efficacy (Self-Efficacy): Self-efficacy refers to an individual's belief in their ability to successfully perform specific tasks or handle situations. It is about feeling competent and capable in various domains of life. People with high self-efficacy are more likely to approach challenges with confidence, set challenging goals, and persist in the face of difficulties. This belief in one's capabilities serves as a foundation for motivation, performance, and resilience.

Resilience: Resilience involves the ability to bounce back from setbacks, adversities, or stressful situations. It is not about avoiding difficulties but rather adapting and recovering from them. Resilient individuals can maintain their psychological well-being, remain focused on goals, and effectively manage stress and challenges. They tend to view failures as temporary and take them as opportunities for growth and learning rather than as insurmountable obstacles.

Optimism: Optimism relates to the general positive outlook individuals have about the future. It involves expecting positive outcomes and believing that favourable events are more likely to occur. Optimistic individuals tend to maintain a hopeful perspective, even in challenging circumstances. This mindset helps in coping with stress, fostering a positive emotional state, and sustaining motivation during difficult times.

Psychological Capital is not just a theoretical construct; it is also a practical framework that organizations and individuals can utilize to develop and enhance these components:

a)     Individual Development: Individuals have the potential to actively work on increasing their PsyCap by adopting a range of strategies, including as working toward objectives that are feasible, seeking out challenging tasks, participating in positive self-talk, and learning from their mistakes..

b)     Organizational Interventions: PsyCap can be fostered among employees of an organisation through the implementation of treatments or programmes that are designed to do so. Sessions of training, coaching, mentorship, or the establishment of a culture at work that promotes optimism, resilience, efficacy, and hope are all examples of programmes that fall under this category.

c) Leadership Development: Significant amounts of PsyCap are frequently possessed by effective leaders. Through the provision of support, encouragement, and resources that cultivate a positive psychological state, they have the potential to play a crucial role in the cultivation of these components within their teams.

Assignment Two

Answer the following short category questions in about 100 words each. Each question carries 5 marks.

Q4) Components of Organizational Culture.

Ans) Values, beliefs, customs, and behaviours that are held in common by employees at a workplace are all components of organisational culture.

a)     Values: Principles and ideologies that serve as the foundation for activities.

b)     Beliefs: Perspectives and presumptions that are held in common with reference to the organisations.

c)     Norms: Accepted standards of behaviour and conduct.

d)     Rituals and Ceremonies: The reinforcement of culture through formal or informal gatherings.

e)     Symbols: These are the visual expressions of the identity of the organisation.

f)      Language: Particular vocabulary or jargon that is specific to the organization's operations.

g)     Heroes: Those individuals who are representative of and embody the culture.

Q5) Objectives and Components of Performance Appraisal System.

Ans) The purpose of performance appraisal systems is to evaluate the work performance of members of staff.

Objectives include:

a)     Assessment: Measure individual achievements and areas for improvement.

b)     Feedback: Offer constructive feedback for growth and development.

c)     Reward Allocation: Determine promotions, bonuses, or salary increments.

d)     Identify Training Needs: Recognize skill gaps and training requirements.

e)     Goal Setting: Establish future targets and align with organizational objectives.

A number of components are included, including criteria (key performance indicators), appraisal methods (such as ratings and 360-degree feedback), regular reviews, and managerial input. These components work together to ensure that assessments are accurate and fair while also encouraging employee growth.

Q6) Assessing Organizational Culture.

Ans) There are many different approaches to evaluating the culture of a company:

a)     Observation: Examining the behaviours, interactions, and rituals that occur inside the organisational setting.

b)     Surveys/Questionnaires: Conducting a survey to collect employee opinions and values.

c)     Interviews/Focus Groups: Conversations that dive into various facets of their culture.

d)     Artifacts: Analysing symbols, stories, and visible elements.

e)     Cultural Audits: Reviewing policies, practices, and alignment with values.

These evaluations not only contribute to the process of decision-making, the promotion of change, and the alignment of culture with strategic goals, but they also make it easier to gain an awareness of the prevailing norms, values, and beliefs that exist inside the organisation.

Q7) Elements of Communication process.

Ans) The process of communication is comprised of various components, including:

a)     Sender: Sets the tone for the message.

b)     Encoding: The process of transforming ideas or thoughts into a message.

c)     Message: Information or idea being conveyed.

d)     Channel: Medium used to transmit the message.

e)     Receiver: Individual or group receiving the message.

f)      Decoding: Interpreting and making sense of the message.

g)     Feedback: Response or reaction to the message.

h)     Noise: Interference that distorts the message.

i)       Context: The environment or situation influencing the communication.

j)       Purpose: Intended goal or reason for the communication.

Q8) Outcomes of Job satisfaction.

Ans) Job satisfaction yields various outcomes:

a)     Productivity: Satisfied employees often exhibit higher productivity levels.

b)     Retention: Lower turnover rates due to contentment with their roles.

c)     Engagement: Increased involvement and commitment to tasks.

d)     Health and Well-being: Positive job satisfaction contributes to better mental health and reduced stress.

e)     Customer Satisfaction: Content employees tend to provide better customer service.

f)      Innovation: Happy employees are more likely to contribute innovative ideas.

g)     Organizational Reputation: Enhances the organization's reputation, attracting and retaining top talent.

h)     Job Performance: Positive correlation between job satisfaction and job performance.

Q9) Definition of Organizational Behaviour.

Ans) Organizational Behaviour (OB) is the study of how individuals and groups within an organization behave, interact, and work together. It explores the impact of structures, cultures, and management styles on employee behaviour and performance. OB encompasses various factors like motivation, leadership, communication, and decision-making, aiming to understand and improve workplace dynamics. It draws from psychology, sociology, and anthropology to analyse topics such as job satisfaction, employee engagement, organizational culture, and conflict resolution. The insights gained from OB help in creating more effective and efficient organizations by fostering better relationships, enhancing productivity, and optimizing overall performance.

Q10) Types of Organizational Citizenship Behaviour.

Ans) Organizational Citizenship Behaviour (OCB) comprises voluntary actions by employees that contribute to organizational effectiveness. There are five main types:

a)     Altruism: Employees voluntarily assist others without expecting a reward.

b)     Conscientiousness: Going beyond job requirements by being punctual and dedicated.

c)     Sportsmanship: Tolerating inconveniences without complaints for the organization's benefit.

d)     Courtesy: Being polite and considerate towards colleagues.

e)     Civic Virtue: Active participation in the organization's affairs and showing a cheerful outlook toward change or improvement initiatives.

These behaviours enhance workplace harmony, team effectiveness, and overall organizational success.

Q11) Nature of work motivation.

Ans) Work motivation reflects the internal and external factors that drive and direct employees' behaviour and actions within the workplace. It is multifaceted, involving intrinsic factors like personal satisfaction, achievement, and growth, as well as extrinsic elements like rewards, recognition, and job security. Motivation often varies among individuals, influenced by their values, needs, and perceptions. The nature of work motivation is dynamic, as it can be influenced by leadership, organizational culture, job design, and the fulfilment of individual aspirations. Effective motivation fosters productivity, engagement, and a positive work environment, aligning personal goals with organizational objectives.