Assignment Code: BPCE-146/Asst /TMA /2022-23

Course Code: BPCE-146

Assignment Name: Industrial / Organizational Psychology

Year: 2022-2023

Verification Status: Verified by Professor

ASSIGNMENT ONE

Answer the following descriptive category questions in about 500 words each. Each question carries 20 marks. 2 x 20 = 40

1. Explain the meaning, relevance and functions of communication. Discuss the elements of communication process. (12+8)

Ans) Communication is the "transfer of information, which may be through vocal or nonverbal means," according to the American Psychological Association. It is a procedure that facilitates the sharing of thoughts, information, emotions, and experiences and is necessary for interpersonal and societal goals. Language is primarily an important tool for facilitating inter-personal exchanges of ideas and opinions. It aids in information sharing, decision-making, problem-solving, and improving organisational performance. It is a procedure whereby information is transmitted from one person to another, allowing for a meaningful exchange to take place through the use of a medium..

Relevance of Communication:

1. It facilitates the communication of information via talking, writing, or making gestures.

2. It is a resource that supports decision-making and problem-solving in organisations.

3. It is advantageous for the employers to inform the staff of their duties and solicit feedback from them.

4. It is a system that promotes improved teamwork, networking, and socialisation among the organization's personnel.

5. It serves as a means of control for the employers. It aids in regulating how the group's participants behave.

6. In groups and teams inside organisations, it aids in the resolution of dispute.

7. It aids employees in carrying out tasks and fulfilling their job duties.

8. It encourages collaboration among the organization's team members.

Functions of Communication

1. Expression: In an organisation, communication is an important process. It is one of the ways that workers express themselves, engage in social interaction, and voice their complaints. Their occupation serves as their principal means of social engagement in many professions. It also contributes to the development of the organization's culture.

2. Control: Organizations communicate their rules, regulations, conventions, and culture through communication. Additionally, it aids the company in upholding rules and regulations among its workers. The personnel benefit from being able to express their thoughts and feelings.

3. Motivation: A motivating factor that prompts someone to act or respond is referred to as motivation. Employers or organisations continually explore new approaches to inspire their staff to work effectively.

4. Coordination: To accomplish its objectives, an organisation must coordinate its activities, objectives, processes, new advancements, and technology, among other things.

5. Problem solving: The organization's personnel can address task-related issues thanks to communication. It aids in formulating final answers and coming up with possible responses. Thus, the organisation ultimately gains from this.

6. Conflict management: Any workplace quarrel could result in the firing of brilliant workers or legal action. Employees can handle disputes by discussing their disagreements with one another with the use of the communication process.

Elements of Communication Process

1. Source/Sender: Source is a term used to describe the medium via which communication begins or originates. The source of a spoken message is the person speaking, whereas the source of a written message is the writer.

2. Transmitter: It is used to send or broadcast information using a radio or television signal as the transmission medium.

3. Channel: There is a channel through which the communication is transmitted in order to pass it on between the source and the destination.

4. Receiver/ Destination: The term "receiver" describes the final user of the information that the sender has sent.

5. Feedback: The sender need ongoing feedback in order to monitor if the information has been effectively conveyed to the recipient.

6. Noise: Noise is any speech, signal, or sound that obstructs the proper sending or receiving of a message.

7. Encoding and Decoding: Encoding is the process by which the sender transforms the information that must be communicated into his or her own words or ways, whereas decoding is the process by which the recipient transforms the information and attempts to understand it.

2. Explain the various theories of motivation. (20).

Ans) Here are motivational theories you can consider using to increase employee satisfaction and productivity:

Incentive theory

The incentive motivational theory suggests reinforcement, recognition, incentives and rewards motivate people. The incentive theory also proposes people may display certain behaviours to achieve a specific result, incite a particular action or receive a reward. Here are a few examples of incentives in the workplace:

1. Bonus: A bonus is a reward you may give to an employee based on their performance levels over a period.

2. Praise: Praise can be useful for one-on-one situations, such as quarterly employee reviews.

3. Opportunity: Providing opportunities like paid training or continuing education may give your team an incentive to increase their knowledge in a specific field and develop their skills.

4. Promotion: Providing an opportunity for career advancement often is one of the most influential incentives a manager can offer because it can give an employee a feeling of importance and growth.

5. Salary or wage: Offering a pay raise or salary increase is an incentive management teams often find effective.

6. Paid vacation or time off: Consider offering employees compensation for taking days off or giving them additional vacation days..

McClelland's need theory

McClelland's need theory proposes there are three different needs most people have, and each need corresponds to a type of person who feels motivated to address that need. Understanding McClelland's need theory can help managers identify employee needs, which may give them the ability to place their employees in situations where they can thrive and reach their goals.

1. Need for affiliation: The affiliate theory claims humans want to belong to a group and have other people accept them. This theory can help managers identify whether an employee might work well on a team and grow from the experience.

2. Need for achievement: Some employees naturally strive to become successful and important. These individuals may be competitive and maintain a high standard for their work ethic.

3. Need for power: Some employees are interested in influencing others, making an impact on their co-workers and positively affecting the workplace. These types of employees often enjoy leading groups of people, distributing tasks and coordinating events.

Competence theory

Competence theory proposes people often want to engage in specific activities to display their skills, intelligence and abilities. If an employee successfully demonstrates their intelligence in front of their peers, it can motivate them to feel competent in a particular area. Feeling competent may increase how confidently they perform tasks, which can improve productivity and efficiency. Confident employees may also feel encouraged to learn more in-depth information to share it with their peers and receive recognition.

Maslow's hierarchy of needs theory

Maslow's hierarchy is a psychological theory that outlines the types of needs a person meets to progress to more complex needs. The hierarchy of needs includes five levels, which are:

1. Physiological: To meet physiological, or basic survival, needs you can ensure you have adequate water, shelter, clothing and food. In a work setting, an employee's salary may allow them to fulfil their physiological needs.

2. Safety: This level refers to the need to feel protected. In the workplace, this need may align with employees feeling safe in the workplace and feeling a sense of job security.

3. Socialization: To meet socialization needs, employees may strive for their co-workers to accept them, seek to make friendships at work or join groups to feel a sense of belonging.

4. Esteem: Employees often reach this level by receiving recognition, which can help them feel confident in their work and increase their self-esteem.

5. Self-actualization: To reach this level, employees may seek to achieve complex, long-term or personal goals.

ASSIGNMENT TWO

Answer the following middle category questions in about 250 words each. Each question carries 10 marks. 3 x 10 = 30

3. Explain the Lewin’s model and ways of managing change.

Ans) Lewin’s model and ways of managing change are as follows:

Lewin’s Model

A three stage model of organisational change was put forth by Kurt Lewin. Unfreezing, altering, and refreezing are the three stages. Comparatively speaking, this model is less complex than others. Let's now attempt to comprehend each level of this model individually.

Unfreezing: This stage involves unfreezing the current situation. Any one of the following three forces can be used to alter this equilibrium or status quo:

1. Driving factors

2. Limiting forces.

3. Applying a mix of the aforementioned forces.

Change Process or Movement: This stage of implementation is recognised. Employees learn new behaviour, values, and expectations during this phase of change implementation. This stage is also known as the "moving" or "transitioning" stage. Most employees struggle with new changes during this phase. It is the most challenging step to take because it is a period of uncertainty and worry.

Refreezing: The Lewin model's last phase is this. This phase is thought to be a considerably more stable state, which we might refer to as the equilibrium state. Once the intended change has been implemented, actions are taken to ensure that personnel continue to act in this manner, preventing them from reverting.

Managing Change

1. Education and Communication: It is crucial to inform and communicate the planned changes to employees because resistance to change is a result of a fear of the unknown.

2. Participation and involvement: Participating in a process makes you accountable for it, which reduces your likelihood of resisting it.

3. Facilitation and support: Change can cause anxiety and discomfort since it necessitates routine adjustment.

4. Develop Positive Relationships: According to studies, employees who trust their managers and have a positive opinion of their organisation are more open to change than employees who have doubts about their managers.

5. Implementing Changes Fairly: The fairness of a process is just as crucial as the result. The issue of procedural fairness is more crucial when the result of an action is unfavourable.

6. Selecting People Who Accept Change : Numerous personality studies indicate that some personality traits are more adaptable to change.

4. Describe the theories of leadership.

Ans) The theories of leadership are:

Contingency

Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations.5  Leadership researchers White and Hodgson suggest that truly effective leadership is not just about the qualities of the leader, it is about striking the right balance between behaviours, needs, and context.6  Good leaders are able to assess the needs of their followers, take stock of the situation, and then adjust their behaviours accordingly.

Situational Theories

Situational theories propose that leaders choose the best course of action based upon situational variables. Different styles of leadership may be more appropriate for certain types of decision-making. For example, in a situation where the leader is the most knowledgeable and experienced member of a group, an authoritarian style might be most appropriate. In other instances where group members are skilled experts, a democratic style would be more effective.

Behavioural Theories

Behavioural theories of leadership are based upon the belief that great leaders are made, not born. Consider it the flip-side of the Great Man theories. Rooted in behaviourism, this leadership theory focuses on the actions of leaders, not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation.

Participative Theories

Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others.

5. Discuss the antecedents of job satisfaction.

Ans) The following are a few examples of personal traits that affect someone's level of job satisfaction:

Age and years of experience: According to research on the relationship between age and tenure and job satisfaction, older and more seasoned employees are generally happier with their jobs than younger and less seasoned employees. Employees in both blue- and white-collar jobs, as well as both men and women, are subject to this relationship. There are numerous justifications offered for this connection.

Gender: The research on gender variations in job satisfaction is contradictory and inconsistent. Women typically earn less money than men, have fewer prospects for advancement, and feel that they must put forth more effort to achieve the same rewards. Therefore, gender is only related to job satisfaction to the extent that other factors are gender-specific.

Occupational level: People's contentment with their work has some bearing on their level of work inside an organisation. Executives typically exhibit a more positive attitude about their jobs than do first-line supervisors, who in turn are typically happier with their jobs than are their subordinates. As a result, work satisfaction among employees tends to rise with each level in the organisational structure.

Education: Job satisfaction has been found to be correlated with educational level. While some researchers have discovered links between educational attainment and work happiness, others have discovered a tad bit of a negative correlation, particularly for higher levels of education.

Personality: According to research on the "Big Five" personality traits, positive and negative affectivity, and core self-evaluations, personality traits are associated to job satisfaction and are partially inherited.

Cultural factors: According to cross-cultural studies on job happiness, workers in Western cultures report higher job satisfaction levels than those in Eastern cultures. People in Western cultures prioritise good emotions and individual pleasure, whereas people in Eastern cultures appreciate negative emotions.

ASSIGNMENT THREE

Answer the following short category questions in about 100 words each. Each question carries 6 marks. 5 x 6 = 30

6. Social Learning Theory

Ans) According to the social learning hypothesis, in addition to learning from their own experiences, people can also learn by seeing what other people do and even by simply being told about something. Because it adheres to the notion that behaviour is a function of consequence, it might be considered an extension of the operant conditioning theory. However, by acknowledging the significance of perception in learning, it goes beyond operant conditioning. According to the social learning theory, people learn not only from the actual consequences of their action that they have already experienced, but also from what they believe the potential repercussions of their behaviour might be.

7. Concept of Training and Development

Ans) Any activity in which a person learns anything new is considered training. On the other hand, development includes any action in which knowledge is put into practise in order to acquire skill and expertise. This is especially true for freshly hired personnel who must go through training before starting their new position. In order for employees to become more productive and efficient, which in turn advances organisational objectives, training is also necessary.

However, it is important to keep in mind that training should occur at all levels of employment, from entry-level employees to seasoned corporate vice presidents, from the first day on the job through the months leading up to retirement. Additionally, training is not just for particular occupational skills. The majority of training activities focus on modifying attitudes, motivation, and interpersonal abilities. As a result, one of the most crucial activities that directly aid in the development of human resources is training.

8. Indian perspective on leadership

Ans) Ancient history is evidence that effective leaders inspire their subordinates and followers by laying out a plan for achieving the organization's long-term objectives. As a result, we may state that leadership is an ongoing process of personal and organisational development. The key to a successful journey is maintaining emotional stability, being humble enough to work on one's own growth, and having the fortitude to employ the right leadership style for the job at hand.

The culture in which leadership is practised affects that leadership's effectiveness. Organizations in India favour authoritative leaders over dictatorial ones. The leader is seen as being strict in getting the job done by providing the necessary direction to the subordinates, but they also put a strong emphasis on their subordinates' well-being, which improves their interpersonal relationships. A leader is said to have charismatic qualities when they raise the morale of team members, show a personal interest in their well-being, demonstrate empathy and understanding, inspire and excite to do their best work, and respect and invite their opinions.

9. Emotional Intelligence in Workplace

Ans) Emotional intelligence is a component of effective organisational development. Generally speaking, average intelligence is generally regarded as a crucial component of selection in any Organization. Recent research has demonstrated how crucial emotional intelligence is to the success of any organisation. The requirement for emotional intelligence in the workplace is briefly discussed in the following topic. It is believed that emotional intelligence is a significant and essential component required for healthy organisational development. A person with strong emotional intelligence always tries to retain their own feelings and thoughts while also trying to understand those of others. Goleman defined emotional intelligence as "the ability to recognise our own feelings and those of others, to motivate ourselves, and to manage emotions in ourselves and in our relationships."

10. Contemporary Issues and Challenges

Ans) Organizations are today faced with more complex problems related to employee behaviour and struggles to thrive in the rapidly evolving global market. They are focusing more on the dynamics within the workplace, amongst co-workers, in society at large, and in governmental and global trends.

The following are some of the problems and difficulties:

1. Gender Discrimination and Sexual Harassment: The practise of discriminating against employees based on their gender is still prevalent in many organisations.

2. Quality Improvement and Total Quality Management: Any firm must constantly look for novel ways to satisfy the demands and expectations of its consumers, clients, and society.

3. Improving Skills: To enable them to adapt to these changes and achieve the organization's goals, personnel must receive the necessary training.

4. Work Force Diversity: It becomes difficult for the business to manage the varied workforce as a result of the rise in the recruitment of heterogeneous work force members from a variety of communities, cultures, and societies.

5. Globalization: The phenomena of globalisation has boosted trade and business on a global scale. With branches in several nations, the organisations have evolved into worldwide corporations.

6. Employee Empowerment: According to studies, decentralising authority and responsibility increases organisational productivity.