Assignment Code: MCO-01/TMA/2021-22

Course Code: MCO-01

Assignment Name: Organisation Theory and Behaviour

Year: 2021-2022

Verification Status: Verified by Professor

Attempt all the questions:

Q1) What is organisational change? Discuss the forces influencing the organisational change? “As the change is introduced in an organisation, it may face the resistance by the organisational members”. Elaborate. (20)

Ans) The phrase "change" refers to the replacement of an existing item with a new one. Change brings with it new possibilities, challenges, and some difficulties. In the life of an individual or an organisation, change is unavoidable. Organizational change refers to the establishment of new production processes, the manufacture of new products, the reorganisation of the organisation, the use of information technology, the transition from public to private ownership, and so on. Organizations that learn to adapt to change will thrive, while those who fail to do so will perish.

Modern businesses must compete in a global marketplace. Changes in the techniques of manufacturing goods and services arose from further technological advancements. Change is unavoidable, ubiquitous, and persistent in organisational life as a result of all of these phenomena. Today's businesses operate in a fast-paced, ever-changing world. They must make appropriate modifications from time to time in order to remain competitive, better serve customers, keep up with the latest technology, and retain or increase earnings. Internal and external factors are the two major categories that can be used to categorise all forces that cause change.

Internal Factors

1. Change in Leadership: When an organization's leadership changes, perceptions, strategies, actions, and outcomes may change as well.

2. Changes in Employee Profile: Because of death, retirement, transfer, promotion, discharge, or resignation, some changes in employee profiles are unavoidable. Women's employment is increasing. Employees are also hired from a variety of national and cultural backgrounds in today's globalised world. Human resource policies and practises must be reshaped to accommodate a more diverse workforce.

3. Staff Morale and Motivation: Changes in leadership, rules, and practises may have an impact on employee morale and motivation, leading in decreased productivity, production, and profits.

4. Union Impact: Despite the execution of liberalisation policies by many governments, the union's influence on many organisations in terms of recruiting, service conditions, salary rates, and so on is still discernible. In response to the union's requests, management will have to make appropriate changes.

5. New Technology Implementation: Technological advancements result in job, production process, and employee profile changes. In most organisations, more computers, automation, and reengineering programmes result in significant changes. The Internet has had a significant impact on the marketplaces of a variety of businesses. Another industry where a huge number of items are likely to be generated is biotechnology.

External Factors

1. Competition: There is now competition on a global scale. Mergers and acquisitions are becoming increasingly common. In order to respond to the demands of the competition, businesses must make appropriate modifications. They should develop the ability to quickly develop new items and market them. To meet these competitive challenges, quick manufacturing runs and product cycles will be necessary, as well as equally adaptable and responsive systems.

2. Economic Fluctuations: Changes in the stock market, interest rates, and exchange rates, among other things, have continued to force organisations to adapt. Increased college enrolment; delayed marriages by young couples; economic upliftment of women and backward populations, among other social trends, offer improvements that organisations should address. As a result of all of this, the demand for products utilised by various groups fluctuates.

3. Global Politics: The collapse of the Soviet Union, Germany's reunification, WTO policies, and the US invasion of Afghanistan and Iraq, among other events, have an impact on the business of various organisations whose activities are tied to such events.

When change is implemented in an organisation, it is possible that members of the organisation will fight it. Individuals and organisations may both be resistant to change. Education and communication, participation and involvement, facilitation and assistance, negotiation and incentives, manipulation and co-optation and coercion are all ways that organisations can deal with opposition to change.

Change is a process that must be managed carefully and methodically. For this reason, the factors that influence the management of organisational change should be considered. Human resources, functional resources, technical skills, and organisational capacities are the main goals of change. Both evolutionary and revolutionary changes should be considered when developing a plan for implementing the change. An efficient organisation is necessary to maximise the value created by its resources. For this goal, the organisation should concentrate on external resource effectiveness, internal system effectiveness, and technical effectiveness. Sensitivity training, survey feedback, process consulting, team building, intergroup growth, innovation, and developing a learning organisation are all things to consider while constructing an effective organisation.

Q2) “Stress is psychological concept leading to both biological and behavioural disorders and is caused by a host of factors”. Discuss and explain the different stressors. (20)

Ans) When people are under internal, physical, or mental stress, they experience internal stress. Although it's acceptable to experience some internal stress from time to time, those who taste significant levels of internal stress or who taste it every day over a long period of time are more likely to develop health problems (both internal and physical). Stress can be brought on by everyday responsibilities and events, as well as new and unexpected situations, such as a trauma or disease in oneself or a close family member.

Stress is a psychological notion that leads to bodily and behavioural issues and is brought on by a variety of events. People are tortured when they believe they are unqualified to manage or control alterations brought on by cancer or normal life exertion. Torture is now well recognised as a factor that can lower cancer patients' quality of life. There is some evidence that harsh torture is linked to inferior clinical outcomes. Clinical guidelines are offered to assist croakers and nursers in assessing the severity of torture and assisting cases in dealing with it.

This information length serves as a general introduction to the stress that people may experience as they cope with cancer. More in-depth information concerning specific internal stress circumstances can be found in the Related Finances and Handpicked References sections at the end of this fact sheet. When the body is under physical, mental, or emotional stress, stress hormones (such as adrenaline and norepinephrine) are released, raising blood pressure, heart rate, and blood sugar levels. These modifications enable a person to respond with junior strength and speed in order to flee an imagined danger.

"Stress is a psychological concept leading to both biological and behavioural disorders and is caused by a host of factors such as fertility problems, urinary problems, and a weakened pure system," according to research. "Stress is a psychological concept leading to both biological and behavioural disorders and is caused by a host of factors such as fertility problems, urinary problems, and a weakened pure system." People who are stressed to the bone are more prone to viral infections such as the flu or the common cold, as well as headaches, sleep problems, depression, and anxiety.

Although stress has been linked to a variety of medical ailments, there is little evidence that it causes cancer. Some studies have found a correlation between colourful cerebral variables and an increased risk of cancer, whereas others have found no link. Internal stress and cancer may appear to be linked in a variety of ways. For example, persons who are stressed may acquire habits such as smoking, overeating, or drinking alcohol, all of which raise a person's risk of cancer. "Stress is a psychological notion that leads to biological and behavioural issues and is brought on by a variety of events." Alternatively, someone who has a cancer-stricken relative may develop a developed imminence for cancer as a result of a genetic imminence factor rather than the stress brought on by the family member's death.

Cancer patients may find the physical, emotional, and social aspects of their illness distressing. Those who try to cope with stress by engaging in risky behaviours such as smoking or drinking alcohol, or who become more sedentary, may have a lower quality of life after cancer treatment. People who are capable of using effective coping strategies to deal with stress, such as relaxation and stress management techniques, have been proven to have reduced levels of despair, anxiety, and cancer-related symptoms. Regardless, there is no evidence that successfully managing inner stress increases cancer survival.

Experimental evidence suggests that emotional stress can influence a tumour’s ability to develop and spread. Some studies have found that when mice with natural neoplasms were kept confined or isolated from other mice – stress-inducing situations — their neoplasms were more likely to grow and spread (metastasize). "Stress is a psychological notion that leads to biological and behavioural issues and is brought on by a variety of events." In one series of studies, neoplasms implanted in the mammary fat pads of mice migrated to the lungs and lymph nodes at a considerably slower rate when the mice were persistently stressed than when they weren't. The stress hormone norepinephrine, which is part of the body's fight-or-flight response system, has been shown to enhance angiogenesis and metastasis in mice and natural cancer cells cultured in the lab.

Q3) Write short notes on the following: (4X5)

(a) Bureaucratic theory

Ans) Bureaucracy is a social invention that was refined during the industrial revolution for organising and directing a company's activities. It refers to a system in which bureaucrats, either directly or indirectly, run the government. Bureaucracy is defined as a type of organisation in which duties, tasks, and connections among individuals and positions are precisely defined, thoroughly regulated, and controlled by formal authority, and any violations from rules and regulations are taken very seriously. Max Weber systematically developed the bureaucratic theory. Weber coined the phrase "ideal type" to describe his approach to organisation. To maximise efficiency and output, every organisation establishes a system of specialisation and a set of methodical rules and processes.

Weber emphasised that the bureaucratic structure could achieve the highest level of efficiency, and that it is, in this sense, the most reasonable known method of controlling human beings in any organisation. It outperforms all other forms in terms of precision, stability, discipline, and dependability. Regardless of its inherent flaws, bureaucracy is required for the smooth operation of complex organisations. Second, the function of developing technical knowledge and the development of contemporary technology is a significant component in the dominance of bureaucracy. To achieve a high level of organisational efficiency, regardless of whether the economic system is capitalistic or communist, a significant degree of bureaucratic specialisation is essential. Third, Weber constantly emphasised how the capitalist system has unavoidably influenced the creation of modern bureaucracy.

(b) Team effectiveness

Ans) In a company, you may discover that certain teams are more successful and productive than others. What is the definition of team effectiveness? Team effectiveness, according to Steven and Mary Ann Von, is the degree to which a group achieves its goals, meets the needs and goals of its members, and maintains itself over time. This indicates that a successful team must have the following criteria:

1. The extent to which the team's objectives have been met.

2. The extent to which the team meets its members' needs and ensures their well-being; and

3. The team's ability to stay alive.

Steven and Mary Ann Von have suggested following elements of team effectiveness:

Organisational and Team Environment

Organisational and team environment relates to the following elements:

1. Communication Systems with Reward Systems

2. Organizational Environment Physical Space

3. Structure of the Organization

4. Leadership in the Workplace

Team Design

It involves following elements:

1. Task Characteristics

2. Team Size

3. Team Composition

Team Processes

It includes:

1. Team Development

2. Team Norms

3. Team Roles

4. Team Cohesiveness

These are the primary factors that influence the effectiveness of a team. Furthermore, the efficacy of the team may be influenced by a number of things. Managers must conduct in-depth analyses of these elements in order to gain a better understanding of the team's effectiveness. The right management and application of these factors can significantly increase the team's effectiveness.

(c) Theory of Attribution

Ans) As it relates to assessing the causes of others' behaviour, attribution is a fundamental topic for understanding perception. Incorrect attribution can lead to erroneous perception. Our impressions of what is going on in the world are heavily influenced by the attributions we make. When people see behaviour, they try to figure out whether it is caused inwardly or externally, according to attribution theory. Internally caused behaviour is defined as behaviour that is regarded to be under the individual's personal control. Externally caused behaviour is defined as behaviour that is the outcome of external factors over which the individual has no control.

The degree to which a person responds in the same way in different situations is referred to as distinctiveness. Distinctiveness is low if one behaves the same way in diverse contexts; distinctiveness is strong if one behaves differently. If a behaviour is out of the ordinary, an observer is likely to assign it an external attribution. If the conduct is not out of the ordinary, it may be classified as internal.

The extent to which other people behave in the same way as the person we're judging is referred to as consensus. Consensus is deemed high if others behave similarly; if they do not, consensus is considered low. If there is a lot of agreement, you should offer external attribution; if there isn't much agreement, you should give internal attribution.

The tendency to respond in the same way throughout time is known as consistency. The level of consistency can either be great or low. The more constant the behaviour, the more likely the observer is to blame it on internal factors, and vice versa.

(d) Models of men (4X5)

Ans) Men's role models are as follows:

Model of a Rational Economic Man

An individual, according to this paradigm, strikes a balance between the costs and benefits of his actions. Economic incentives control behaviour. The rational economic model assumes that man is motivated by economic rewards and that changes in economic rewards may regulate his behaviour. As a result, it's important to consider while developing motivation and control tactics. It's useful for deciding on reward systems. It implies that greater monetary rewards are used to extract human energy.

Model of the Organizational Man

Individual behaviour is directed toward loyalty, belonging, conformity, and sacrifice of personal interests in order to achieve organisational goals, according to the organisational man model. As a result, each person's approach toward resolving disagreements develops. The organisational man model aids in the development of an organisational structure that provides individual fulfilment. As a result, organisational methods protect people's interests.

Model of a Social Man

The social man paradigm arose from empirical behavioural research and the evolution of the human relations movement. This model has been popularised and used by Elton Mayo, Kurt Lewin, and Ewan McGregor. It's built on the idea of social connections. Individual activities are directed by collective pressures, norms, and sanctions, according to this approach. Individuals are motivated by social rewards, and their happiness is judged in terms of their social standing. As a result, if management commands are consistent with group norms, employees will accept them.

Self-Actualizing Man Model

The concept of self-actualization was developed from the organisation man model and the social man model. Self-actualization refers to a person's ability to become everything that he or she is capable of. As a result, it was advised that men engage in creativity, invention, and dynamism. Individual expends all of his potential energy in order to reach his ultimate goal. According to the self-actualizing paradigm, the organisational structure should be founded on autonomy.

Model of a Complex Man

The concept of a complex man is relatively new. It is assumed that a person's behaviour is unpredictable. Human beings, according to the concept, are a complicated mix of wants, objectives, aspirations, perceptions, attitudes, learning, values, and beliefs. Human behaviour is influenced by a plethora of complicated and unpredictable elements. As a result, organisational architecture and management philosophy must be adapted to meet the needs of the circumstance.

Q4) Differentiate between the following: (4X5)

(a) Classical conditioning and Operant conditioning

Ans) The following are the distinctions between classical and operant conditioning:

1. Classical Conditioning is a type of learning in which the association between two stimuli is generalised, i.e. one indicates the appearance of another. Operant Conditioning, on the other hand, posits that living beings learn to behave in a certain way as a result of the consequences of their previous behaviour.

2. The conditioning process in which the researcher learns to correlate two stimuli based on involuntary reactions that occur before it is known as classical conditioning. With contrast, in operant conditioning, the organism's behaviour is modified in response to the consequences that follow.

3. Classical conditioning is based on involuntary or reflexive behaviour, or physiological and emotional responses such as thoughts, emotions, and sentiments. Opportunistic conditioning, on the other hand, is based on voluntary behaviour, i.e. active responses of the organism.

4. In classical conditioning, the stimulus controls the responses of the organism, whereas in operant conditioning, the organism controls the responses.

5. Classical conditioning distinguishes between conditioned and unconditioned stimuli, whereas operant conditioning does not distinguish between the two, and can only be generalised.

6. When it comes to the occurrence of the unconditioned stimulus, the experimenter is in charge, and the organism is a passive participant. The occurrence of the reinforcer, on the other hand, is under the control of the organism, and so the organism acts actively.

(b) Formal and Informal Work Groups

Ans) The following are the distinctions between formal and informal work groups:

1. Formal groups are those that are formally created for the purpose of formal communication. Casual groups are those that are organised informally for the purpose of informal communication.

2. Only the organization's administration has authority in formal groupings. People, on the other hand, have authority in informal groups.

3. Formal groups are formed by management and have a hierarchical structure with specific tasks assigned to them based on their role. Informal groups, on the other hand, are formed outside of the organization's official hierarchy, based on social and personal connections.

4. Members of formal groups follow the rules and regulations established by the organization's management. Members of informal groupings act in accordance with the group's and their own personal interests.

5. In comparison to informal groups, supervising formal groups is easier because there are definite procedures to follow. It's tough to supervise an informal group because it revolves around the members' personal and group interests.

6. Formal groups are formed when management assembles two or more individuals of an organisation with the objective of achieving a certain goal.

7. Two or more people join informal groups with the goal of meeting their personal and psychological needs.

8. Within a formal group, there are rules and regulations, as well as an official leader who is responsible for enforcing the laws and regulations while also providing direction and guidance to the group.

9. An informal organisation has no set pattern, rules, or norms, and there is no official leader in charge. At any point, anyone can take the reins of leadership.

(c) Power and Authority

Ans) The basic distinctions between power and authority can be drawn simply as follows:

1. Power is described as an individual's ability or potential to influence and control the behaviour of others. The legal and formal right to issue instructions and directions, as well as make choices, is known as authority.

2. Authority is a formal right that vests in the hands of high officials or management staff, whereas power is a personal feature, i.e. a learned skill.

3. Knowledge and expertise are key sources of power. Position and office, on the other hand, determine a person's authority.

4. Power can flow in any direction: upward, downward, across, diagonally, or laterally. In contrast to authority, which only runs in one direction, namely downward.

5. The power is in the person; in other words, a person gains it; but authority is in the designation; whoever receives the designation also receives the authority associated with it.

6. Power is not lawful, but authority is.

7. Authority is defined as a person's legal and formal right to give orders and directions, as well as make choices, whereas power is defined as a person's ability or capability to influence and control the actions of others.

8. Power is a personality characteristic, i.e. an acquired ability, whereas authority is an official privilege that vests in the hands of high-ranking officials or management professionals.

9. Power is fluid and adaptive, but authority is complex and inflexible.

10. Because authority travels downwards, it can be portrayed on an organisational chart, whereas power flows in various directions and cannot be adequately depicted.

11. Power, on the other hand, can be obtained illegally. Authority is legitimate power.

(d) Organisation Culture and Organisation Climate (4X5)

Ans) The following are the fundamental distinctions between organisational culture and organisational climate:

1. Individual judgments of the quality and characteristics of the organisational culture can be clearly linked to organisational climate.

2. Although there may be variances between each of their views, culture represents the genuine picture of the company, whereas climate represents individual opinions.

3. Organizational culture is concerned with the organization's macro vision, whereas organisational climate is primarily concerned with the organization's micro image.

4. Organizational research has primarily been based on psychology, whereas organisational culture research has primarily been based on anthropology and sociology.

5. In most circumstances, organisational environment has little to do with values and standards. Organizational culture, on the other hand, is frequently defined as the means by which people in an organisation learn and communicate what is acceptable and unacceptable in the organisation, based on the organization's history and traditions, and focusing on values and norms regarding teacher behaviour.

6. The term "organisational climate" usually refers to the current state of affairs in a company, as well as the relationships between work groups, personnel, and job performance. The term "organisational culture" usually refers to the historical context in which a problem happens, as well as the impact that context has on employee behaviour.

7. Management can usually more easily modify the organisational climate to directly influence teacher behaviour. Organizational culture, on the other hand, is often thought to be considerably more difficult to change/modify in short-term conditions because it has been developed over many years of tradition and history.

Q5. Comment briefly on the following statement: (4X5)

(a) Redesigning jobs based on feedback is also a technique of job redesign.

Ans) Another method of job redesign is job reengineering. It refers to re-designing jobs in response to customer input. Jobs are done on a constant basis. The responses, level of satisfaction, and contribution to the goals are all constantly assessed. There may be inconsistencies between organisational objectives, job goals, and job outputs. As a result, jobs should be reengineered to better suit employees. Job reengineering is described as the reallocation of employment to meet individual and organisational goals that are in sync.

Job reengineering, according to Michel Hammer, is the fundamental rethinking and radical redesign of business processes through the use of a variety of tools and techniques focused on related customer-oriented core business processes in order to achieve dramatic improvements in critical and contemporary performance measures such as cost, quality, service, and speed. Although job reengineering can be applied at any level of management, he believes that customer-oriented design and reengineering are more crucial for the company's survival and success. Job reengineering entails the application of new technology as well as improvements to the work process. Job reengineering's main goal is to achieve business objectives and goals by increasing employee satisfaction. Customer happiness, profit maximisation, expansion, and improving corporate image are some of the corporate aims attained by job reengineering.

Job nature, personality, employee experience, job performance, and satisfaction are some of the aspects that are taken into account while reengineering jobs. It differs from one person to the next, from one position to the next, and from one organisation to the next. As a result, it varies depending on the job's degree and nature. Organizations, according to Edward E Lawler, must recognise the necessity of treating people differently and placing them in locations and work scenarios that are tailored to their specific needs, skills, and capacities. Job enrichment occurs as a result of job reengineering.

(b) Informal channel is the result of the operation of social forces at work place.

Ans) The grapevine, or informal channel of information, is the consequence of the interaction of social forces at work. During the American Civil War, the name "grapevine" was coined. Intelligence telephone cables were hung haphazardly from tree to tree like a grapevine at the period, and the message therein was frequently garbled, therefore any gossip was said to come from the grapevine. While formal communication serves the organization's utilitarian needs, informal communication is the means by which people engage in social, non-programmed activities inside the system's formal confines. As a result, it exists outside of the official network while still communicating with it. This informal route is usually multi-faceted in character, with the same person having social contacts with several people in the same company.

Informally communicated information, on the other hand, has certain fundamental constraints. It is also less ordered and static. Messages communicated through the informal channel can be so irregular at times that any action taken in response to them could result in a challenging scenario in the organisation. The most essential factor in this scenario is the recklessness of those interacting through the informal route. It's tough to assign blame for incorrect information or rumours that weaken morale because the source and direction of information flow are difficult to establish. Furthermore, because each individual relaying the information has the freedom to add, subtract, or amend the original message according to his or her motivation, informal communication issues proliferate. There's a potential that a communication will be utterly warped by the time it reaches the end of a long voyage.

(c) Organisation Development is the modern approach to management of change for human resources development.

Ans) Organization Development (OD) is a new subject that encompasses a wide range of concepts, tools, and methodologies. As a result, OD is a long-term effort led by top management to improve an organization's problem-solving and renewal processes, particularly through better and more collaborative diagnosis and management of organisational culture. It focuses on the formal work team, the temporary work team, and the inter-group culture. According to the preceding description, OD has the following characteristics:

1. It's a type of instructional method that aims to bring about a specific change.

2. Instead of hypothetical classroom scenarios, it deals with real-world organisational issues.

3. It emphasises the relevance of experiment-based teaching and incorporates sensitivity training methods.

4. Its change agents are essentially outside consultants who work for the company.

5. External change agents and internal organisation executives form a collaborative relationship based on mutual trust, influence, and mutually agreed-upon objectives.

6. Humanists attempting to promote a social and altruistic philosophy within an organisation are known as external change agents.

7. The change agent's goals for OD tend to reflect a human approach, with a focus on better conflict resolution, increased understanding, and more significant leadership.

8. The desired organisational changes are frequently the outcome of a short-term crisis, but it is a three- to five-year strategy.

9. The term organisational development (OD) is used to denote a wide range of transformation initiatives. It aims to alter people's organisational beliefs, abilities, and attitudes.

10. OD is a dynamic process that requires a significant time and financial effort.

11. It is founded on open and adaptive system concepts and holds that organisational design and managerial effectiveness are inextricably linked.

12. OD is an activity that is based on research. Its goal is to conduct surveys, collect data, and assess the situation.

(d) The components of organisational effectiveness are managerial policies and practices, employee characteristics, organisational characteristics, and the environmental characteristics.

Ans) Managerial policies and procedures integrate the entire organisation, maintain balance among the organization's interest groups, and adapt to the external environment. Managerial policies and practises have a direct impact on the effectiveness of an organisation.

Employee Characteristics

1. Goals: The organization's goals outline where it wishes to go. Goals are the objectives that an individual or an organisation wishes to accomplish throughout their working hours. People's behaviour is guided by goals, which lend a directive aspect to their thoughts and activities.

2. Skill is defined as the ability to participate in a collection of behaviours that are functionally related to one another and result in a desired outcome in each area. It could be a technical, managerial, or behavioural talent.

3. Motives: A motivation is a person's inner condition that energises, activates, or moves and leads them toward achieving a pre-determined goal. Employees who are motivated have a strong desire to improve their performance and meet their goals.

4. Attitudes are evaluative comments about items, events, or people that are either positive or negative. Attitudes have an impact on job performance and, as a result, on the success of an organisation.

5. Values: Values are fundamental beliefs or a certain way of acting. It has a general impact on a person's mood and behaviour. A person's motivation and, as a result, behaviour are influenced by the value he or she holds.

Organisational Characteristics

1. Structure: An organisational structure establishes the formal division, grouping, and coordination of job responsibilities. Six things must be addressed while designing an organization's structure for it to be effective.

2. Technology: The term technology, and how it is used in organisations, refers to how an organisation converts its inputs into outputs. At least one technology exists in every organisation for transforming financial, human, and physical resources into products or services. The effectiveness of technology selection.

3. Size: In a strict sense, organisational size refers to the total number of employees in a company. However, in a larger sense, size relates to an organization's physical capacity, its staff, its organisational inputs and outputs, and its discretionary resources.

Environmental Characteristics

1. Predictability: Predictability refers to how certain or uncertain an organisation is about obtaining certain resources, such as people and raw materials. It's a part of the surrounding environment.

2. The heterogeneity and breadth of activities that are significant to an organization's operations are referred to as environment complexity. How many different groups from the outside world do the organisations have to deal with?

3. Hostility: A hostile atmosphere is one in which the organization's foundations are jeopardised.