Model question Flashcards
(24 cards)
linkage between perception and decision making?
Perception Shapes Problem Identification:
How we perceive a problem or opportunity affects whether we recognize it as an issue that requires a decision. For example, if a manager perceives a dip in sales as a temporary issue, they may make a quick decision to ignore it. If perceived as a serious problem, the decision-making process will be more thoughtful.
Perception Influences Information Interpretation:
People interpret the information they gather based on their perceptions, which can lead to different conclusions. Two people may look at the same data but make different decisions because they perceive the data in different ways (e.g., seeing a market trend as either a risk or an opportunity).
Bias in Decision-Making:
Perception is often influenced by biases (like confirmation bias or overconfidence), which can cloud judgment and lead to suboptimal decisions. For instance, if a person has a positive perception of a particular solution, they may overlook potential risks or alternative options.
In short, how we perceive information—whether it’s about people, situations, or data—greatly impacts the choices we make in the decision-making process.
Determinants of personality in points.
Genetics: Inherited traits from parents that influence temperament, behavior, and predispositions.
Environment: The surroundings, culture, and social influences (family, peers, society) that shape personality.
Life Experiences: Events and interactions throughout life that influence how one perceives and responds to the world.
Social and Cultural Factors: Cultural norms, values, and societal expectations that affect personality development.
Psychological Factors: Internal factors such as emotions, thoughts, and coping mechanisms that shape personality traits.
Biological Factors: Brain structure, hormonal influences, and neurological processes that impact personality.
Education: Formal and informal learning experiences that shape knowledge, skills, and behaviors, influencing personality.
How do you measure job satisfaction of employees?
Surveys and Questionnaires:
Standardized surveys like the Job Descriptive Index (JDI) or Minnesota Satisfaction Questionnaire (MSQ) assess satisfaction with various job aspects (e.g., pay, work conditions, coworkers, supervision)..
* Interviews:*
One-on-one or group interviews provide in-depth insights into employee feelings about their job, work environment, and management.
Employee Feedback and Suggestion Systems:
Regular collection of informal feedback through suggestion boxes, digital platforms, or meetings can gauge job satisfaction and identify areas for improvement.
360-Degree Feedback:
. Collecting feedback from peers, supervisors, and subordinates to understand an employee’s satisfaction from multiple perspectives.
Turnover and Absenteeism Rates:
High turnover or frequent absenteeism may indicate low job satisfaction, although other factors could also be at play.
Employee Engagement Metrics:
Measuring how motivated and committed employees are through surveys and performance metrics, which are often linked to job satisfaction.
Focus Groups:
Small, guided discussions where employees can express their views about their work environment, job responsibilities, and company culture.
Explain the types of conflict.
. Interpersonal Conflict
Definition: Conflict between two or more individuals due to differences in personalities, values, or communication styles.
Example: Disagreements between coworkers over how to approach a project.
* Intrapersonal Conflict*
Definition: Conflict within an individual, often involving internal struggles, choices, or values.
Example: A person feeling torn between personal goals and work obligations.
* Intergroup Conflict*
Definition: Conflict between different teams, departments, or groups within an organization.
Example: A sales team and a marketing team disagreeing on campaign strategies or resource allocation.
Organizational Conflict
Definition: Conflict within an organization that arises from structural or systemic issues, such as unclear roles, lack of resources, or competition for power.
Example: Disputes between management and employees regarding policies or changes in the company.
Task Conflict
Definition: Disagreements related to the content of the work, such as differences in viewpoints, ideas, or approaches to tasks.
Example: A team debating over which method to use for a specific project or how to solve a technical problem.
* Process Conflict*
Definition: Conflict about how tasks are to be carried out, including disagreements over procedures, methods, or roles within a team.
Example: Disputes over who should take responsibility for certain tasks in a project.
Role Conflict
Definition: When an individual faces conflicting expectations from different people or groups regarding their role.
Example: A manager being expected to support both their team members and higher management, leading to conflicting demands.
Value or Ethical Conflict
Definition: Conflict arising from differences in beliefs, values, or ethics, where people have contrasting views on right and wrong.
Example: Employees disagreeing on ethical decisions made by the company (e.g., environmental practices or labor standards).
Conflict of Interest
Definition: When an individual or group’s personal interests clash with the interests of the organization or other individuals.
Example: A manager making decisions that benefit their own financial interests rather than the company’s goals.
Major causes of resistance to change?
Fear of the Unknown
People resist change due to uncertainty.
Example: Employees unsure about new technologies or role changes.
Loss of Control
Change may lead to a perceived loss of autonomy.
Example: Employees feel powerless due to changes in workflow.
Lack of Trust in Management
Resistance occurs if trust in leaders is low.
Example: Change without clear communication or transparency.
Fear of Failure
People worry about not adapting or succeeding.
Example: Fear of not learning a new system or meeting standards.
Poor Communication
Lack of clear communication breeds confusion.
Example: Employees resist if they don’t understand the change’s purpose.
Disruption of Habits
Change disrupts routines, causing discomfort.
Example: Resistance to learning a new software system.
Perceived Negative Impact
Employees resist if they believe change negatively impacts them.
Example: Fear of job loss due to downsizing or restructuring.
Involvement in the Change Process
Resistance rises when employees aren’t involved in decision-making.
Example: Resistance to policy changes when not consulted.
Organizational Culture
A rigid culture may strongly resist change.
Example: Struggles in adopting new processes or technology.
Previous Experiences with Change
Past poorly managed change leads to skepticism.
Example: Negative outcomes from previous changes cause resistance.
four features of transformational leadership.
Idealized Influence: Leaders serve as ethical role models, earning trust and respect.
Inspirational Motivation: Leaders inspire followers with a compelling vision and enthusiasm.
Intellectual Stimulation: Leaders encourage creative thinking and innovation by challenging assumptions.
Individualized Consideration: Leaders offer personalized support and development for each follower.
explain the prerequisites of organizational leader.
**Vision and Strategic Thinking: **Clear future vision and strategic guidance.
**Effective Communication Skills: **Clear communication and active listening.
Emotional Intelligence: Managing emotions and fostering strong relationships.
**Decision-Making and Problem-Solving Skills: **Making informed decisions under pressure.
**Integrity and Ethics: **Acting with honesty and upholding ethical standards.
**Adaptability and Flexibility: **Ability to adapt to change and uncertainty.
**Conflict Management Skills: **Handling conflicts constructively.
**Team Building and Delegation: **Building teams and delegating tasks effectively.
**Accountability and Responsibility: **Taking responsibility for actions and decisions.
Continuous Learning and Development: Willingness to learn and grow.
Point out any four differences between a leader and a manager.
Vision: Leaders inspire with a vision; managers focus on goals and execution.
Change: Leaders drive change; managers maintain stability.
Focus: Leaders prioritize people; managers prioritize processes.
Influence: Leaders rely on influence; managers use formal authority.
What do you understand by professional development toa leader?
Professional development to a leader refers to the continuous process of improving a leader’s skills, knowledge, and competencies to become more effective in their role. It includes activities like:
* Attending leadership training or workshops
* Gaining new qualifications or certifications
* Learning from mentors or coaches
* Reflecting on experiences to grow
* Keeping up with industry trends and best practices
Make a list of individual approaches to reduce stress.
*Set realistic goals and expectations
*Listen to calming music or read
*Take breaks and rest
*Engage in hobbies or leisure activities
State classical conditioning theory of learning.
Classical Conditioning Theory of Learning, developed by Ivan Pavlov, is a learning process that occurs through associations between an environmental stimulus and a naturally occurring stimulus.
Key concept:
A neutral stimulus becomes associated with an unconditioned stimulus to produce a conditioned response.
Example:
Pavlov rang a bell (neutral stimulus) before feeding dogs (unconditioned stimulus). After repeated pairings, the dogs began to salivate (conditioned response) at the sound of the bell alone, even without food.
Conclusion:
Classical conditioning shows that behavior can be learned through association.
Howcan you prove that perception is the source of decision making?
Perception is how individuals interpret and make sense of the world around them. Since decisions are based on how a person understands a situation, perception directly influences the choices they make.
- What type of information does a manager get from the study of individual level analysis of OВ?
From the individual level analysis in Organizational Behavior (OB), a manager gains information about:
- Personality traits – Understanding how different personalities affect work behavior.
- Motivation – Insights into what drives individual performance and how to enhance it.
- Perception – How individuals interpret situations, which affects decision-making.
- Attitudes and job satisfaction – Knowing how employees feel about their work and organization.
- Learning styles – How individuals acquire and apply knowledge or skills.
- Values and ethics – The personal principles guiding behavior and decision-making.
Purpose: This information helps managers to better lead, communicate, motivate, and manage individuals effectively in the workplace.
What is value-based leadership?
Value-based leadership is a leadership style that is guided by core ethical principles and personal values such as integrity, respect, accountability, and honesty. A value-based leader aligns their actions and decisions with these values and inspires others to do the same.
Key Features:
* Leads by example
* Builds trust and credibility
* Focuses on doing what is right, not just what is profitable
* Encourages ethical behavior and shared values within the team or organization
Goal: To create a positive and principled organizational culture that promotes long-term success and meaningful impact.
2.What are different theories of learning? Explain the cognitive and operant conditioning theories of learning.
The main theories of learning include:
1. Classical Conditioning Theory (by Ivan Pavlov)
2. Operant Conditioning Theory (by B.F. Skinner)
3. Cognitive Learning Theory (by Jean Piaget and others)
4. Social Learning Theory (by Albert Bandura)
5. Experiential Learning Theory (by David Kolb)
Cognitive Theory of Learning:
* Definition: This theory focuses on internal mental processes like thinking, memory, problem-solving, and perception.
* Key Idea: Learning occurs through understanding, insight, and reorganizing information in the mind.
* Example: A student understands a math concept by analyzing patterns rather than memorizing formulas.
Operant Conditioning Theory:
* Definition: Proposed by B.F. Skinner, this theory explains learning as a result of consequences (rewards or punishments) following behavior.
- Key Concepts:
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Positive reinforcement: Adding a reward to increase behavior
- Negative reinforcement: Removing something unpleasant to increase behavior
- Punishment: Applying negative consequences to reduce behavior
- Extinction: Removing reinforcement to stop behavior
- Example: An employee works harder after receiving praise or a bonus.
These theories help explain how individuals acquire and modify behavior through different processes, whether by internal thought (cognitive) or external rewards (operant conditioning).
Explain major personality attributes influencing OB.
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Locus of Control
* Internal: Belief that one controls their own fate.- External: Belief that external forces control outcomes.
- Impact: Internals tend to take initiative and responsibility at work.
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Machiavellianism
* Degree to which a person is pragmatic, emotionally distant, and manipulative.- Impact: High “Mach” individuals may prioritize self-interest and influence others for personal gain.
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Self-Esteem
* Individual’s overall self-worth or self-value.- Impact: High self-esteem individuals are more confident and perform better under stress.
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Self-Monitoring
* Ability to adjust behavior to fit external situations.- Impact: High self-monitors adapt well socially and may succeed in roles needing flexibility.
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Risk-Taking
* Willingness to take chances.- Impact: High risk-takers may make faster decisions, but with less information.
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Type A and Type B Personality
* Type A: Competitive, aggressive, time-conscious.- Type B: Relaxed, patient, easy-going.
- Impact: Type A individuals may excel in fast-paced environments but face more stress.
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The Big Five Personality Traits
* Openness to Experience: Creative, curious- Conscientiousness: Responsible, dependable
- Extraversion: Sociable, assertive
- Agreeableness: Cooperative, warm
- Neuroticism (Emotional Stability): Calm vs. anxious
- Impact: These traits help predict job performance, teamwork, and leadership potential.
. Define stress and explain organizational causes of stress.
Stress is a physical and emotional response that occurs when an individual perceives a mismatch between the demands placed on them and their ability to cope. In the workplace, stress affects both performance and well-being.
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Work Overload
* Too many tasks or unrealistic deadlines cause pressure and fatigue. -
Role Ambiguity
* Unclear job expectations or responsibilities lead to confusion and anxiety. -
Role Conflict
* Conflicting demands from different roles or supervisors create tension. -
Poor Working Conditions
* Noise, overcrowding, poor lighting, or unsafe environments contribute to discomfort and stress. -
Lack of Control
* Limited autonomy or decision-making power can make employees feel powerless. -
Job Insecurity
* Fear of losing one’s job or future career uncertainty creates ongoing worry. -
Poor Management and Leadership
* Lack of support, unfair treatment, or ineffective communication from supervisors increases stress. -
Interpersonal Conflicts
* Tension with coworkers or supervisors leads to emotional strain. -
Organizational Change
* Mergers, restructuring, or policy shifts can create uncertainty and resistance.
. Explain the concept of OB and describe its basic assumptions.
Organizational Behavior (OB) is the study of how individuals, groups, and structures affect behavior within an organization. Its goal is to understand, predict, and influence human behavior to improve organizational effectiveness and employee well-being.
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Behavior is Caused
* People behave in certain ways for specific reasons; behavior is not random. -
Behavior is Goal-Oriented
* Individuals act to achieve personal or organizational goals. -
Organizations are Social Systems
* Organizations consist of people interacting in structured ways to achieve objectives. -
The Whole Person is Involved
* Employees bring their emotions, values, needs, and personal lives to the workplace. -
Mutual Interest
* There is a shared interest between the organization and its members—success depends on both parties benefiting. - Human Behavior is Predictable
- By studying patterns and responses, OB aims to predict future behavior in similar situations.
.What is charismatic leadership? Discuss the key characteristics and dark side of
charismatic leadership.
Charismatic leadership is a leadership style where the leader uses personal charm, confidence, and persuasive communication to inspire and influence followers. Such leaders often have a strong vision and the ability to emotionally connect with people.
Key Characteristics of Charismatic Leadership:
1. Visionary Thinking – They offer a compelling and inspiring vision of the future.
2. Confidence – High self-belief and assurance in their actions and decisions.
3. Communication Skills – Strong, persuasive, and emotionally engaging communication.
4. Personal Magnetism – Ability to attract and emotionally connect with followers.
5. Sensitivity to Environment and Followers – Awareness of followers’ needs and the external context.
6. Risk-Taking – Willingness to take bold actions to achieve goals.
Dark Side of Charismatic Leadership:
1. Overdependence – Followers may rely too heavily on the leader, reducing their own initiative.
2. Ego-Driven Decisions – Leaders may become arrogant or self-centered, focusing on personal power.
3. Manipulation – Charisma can be used to manipulate followers for selfish or unethical purposes.
4. Resistance to Criticism – Charismatic leaders may ignore feedback or dissenting views.
5. Short-Term Focus – Emotional influence might lead to impulsive decisions lacking long-term planning.
In summary, while charismatic leadership can inspire high performance and loyalty, it must be balanced with ethical behavior, accountability, and shared leadership to avoid its negative effects.
The Single Global Rating Scale is a simple and direct methodof measuring job satisfaction using one overall question.
Example Question:
“On a scale of 1 to 5 (or 1 to 10), how satisfied are you with your job overall?”
Key Features:
* Quick and easy to administer
* Provides a general sense of how satisfied employees feel
* Useful for surveys and large organizations
Advantages:
* Time-saving
* Easy to interpret
* Good for identifying overall job satisfaction trends
Limitation:
* Doesn’t explain why an employee feels satisfied or dissatisfied
* Lacks depth compared to more detailed methods
What is locus of control?
Locus of control is a psychological concept that refers to an individual’s belief about the extent to which they can control events that affect their life.
Types of Locus of Control:
Internal Locus of Control
Belief that one’s own actions, efforts, and decisions determine outcomes.
Example: “I succeeded because I worked hard.”
External Locus of Control
Belief that external forces like luck, fate, or other people control outcomes.
Example: “I failed because the situation was unfair.”
What do you mean by learning?
Learning is the process by which individuals acquire new knowledge, skills, behaviors, or attitudes through experience, study, or training.
What is behavior modification and explain the necessary process of it.
Behavior modification is a technique used to change or shape individual behavior through the use of positive or negative reinforcement, punishment, and extinction. It is based on operant conditioning theory developed by B.F. Skinner.
Process of Behavior Modification (5 Steps):
1. Identification of Behavior
* Clearly define the specific behavior that needs to be changed or encouraged.
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Measurement of Behavior (Baseline)
* Observe and record how often the behavior occurs before any intervention. -
Analysis of Antecedents and Consequences
* Identify what triggers the behavior and what results follow it. -
Development and Application of Intervention
* Apply suitable techniques:
* Positive reinforcement (rewarding desired behavior)- Negative reinforcement (removing unpleasant consequences when behavior improves)
- Punishment (applying negative outcomes for undesirable behavior)
- Extinction (removing reinforcement to reduce unwanted behavior)
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Evaluation and Follow-up
* Monitor the behavior after the intervention to ensure it has changed as intended and make adjustments if necessary.
Example:
If an employee is regularly late, behavior modification might involve recognizing punctuality with praise (positive reinforcement) and removing privileges for lateness (punishment).
This structured approach helps organizations promote desirable behaviors and reduce unproductive ones effectively.
define functional conflict
Functional conflict is a healthy and constructive disagreement that supports group goals and improves performance.
