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AEREN FOUNDATION’S Maharashtra Govt. Reg. No.: F-11724
AN ISO 9001 : 2008 CERTIFIED INTERNATIONAL B-SCHOOL
SUBJECT – ORGANIZATIONAL BEHAVIOUR

2. Q.1. Define organizational behavior, and organizational structure?
Answer: There are a variety of different models and philosophies of organizational behavior. Areas of
research include improving job performance, increasing job satisfaction, promoting innovation and
encouraging leadership. In order to achieve the desired results, managers may adopt different tactics,
including reorganizing groups, modifying compensation structures and changing the way performance is
evaluated. Organizational behavior is a study of the way people interact within groups. Normally this
study is applied in an attempt to create more efficient business organizations. The central idea of the
study of organizational behavior is that a scientific approach can be applied to the management of
workers. Organizational behavior theories are used for
Q.2. What is the difference between a manager and a leader? Do leaders need different skillsto be
effective?
Answer: Perhaps there was a time when the calling of the manager and that of the leader could be
separated. A foreman in an industrial-era factory probably didn’t have to give much thought to what he
was producing or to the people who were producing it. His or her job was to follow orders, organize the
work, assign the right people to the necessary tasks, coordinate the results, and ensure the job got done
as ordered. The focus was on efficiency.
But in the new economy, where value comes
Q.3. What is the difference between a group & a team? What are the different types of workteams?
Answer: Many people used the words team and group interchangeably, but there are actually a number
of differences between them in real world applications. A number of leadership courses designed for the
corporate world stress the importance of team building, not group building, for instance. A team's
strength depends on the commonality of purpose and interconnectivity between individual members,
whereas a group's strength may come from sheer volume or willingness to carry out a single leader's
commands.It is often much easier to form a group than a team. If you had a room filled with
professional accountants, for example, they could be
Q.4. How would you define conflict? Distinguish between functional & dysfunctional conflictsby giving
suitable examples?
Answer: We define conflict as a disagreement through which the parties involved perceive a threat to
their needs, interests or concerns. Within this simple definition there are several important
understandings that emerge:

3. Disagreement - Generally, we are aware there is some level of difference in the positions of the two (or
more) parties involved in the conflict. But the true disagreement versus the perceived disagreement
may be quite different from one another. In fact,
Q.5. Explain the different types of employee involvement and employee recognitionprograms with
the help of suitable examples.
Answer: An Employee involvement program -helps with building morale, fostering a spirit of teamwork
among management and employees and strengthening relationships with key stakeholders. Yet, there
have been limited studies focusing on the needs of corporations in order to help them conduct more
effective programs.
Employee Picnic-An employee picnic is a celebration! It's a celebration of their hard work, reaching goals
and most of all, togetherness. A picnic is a time-proven way to show your employees how much you
care for them and their families!
Holiday Party-reward your employees with some
Q.6. Select the most appropriate answer of the following: (20, each 2 marks)
1) The groups to which an individual aspires to belong, i.e. the one with which he or sheidentifies is
called
a) coalitions
b) committees
c) reference groups
d) task groups
2) One small drawback of the five-stage model is that it
a) ignores the organizational context
b) ignores the situational factors
c) ignores the individual attributes
d) ignores the formal structure

4. 3) Individual employees can be converted into team players through
a) appropriate feedback
b) training
c) monitoring
d) demonstration
4) One who tries to bring discipline and order through formal structures, plans andprocesses and tries
to monitor performance against plans is a
a) leader
b) manager
c) co-ordinator
d) team-player
5) If the followers are able and unwilling, then the leader will have to use the
a) authoritarian style
b) participative style
c) situational style
d) strategic style
6) According to situational leadership approach, the style that denotes a high-task and alow-relationship
style is
a) selling style
b) delegating style
c) participating style
d) telling style

5. 7) Decision-making heavily depends on the individual
a) understanding
b) creativity
c) perception
d) ability
8) In formal groups and organizations, an individual has maximum access to
a) referent power
b) reward power
c) legitimate power
d) coercive power
9) In an attempt to preserve their perceptions, people tend to
a) resist change violently
b) ignore the change process
c) create bottlenecks for change agents
d) process information selectively
10) The process, which is aimed at seeking change in attitudes, stereotypes andperceptions,
that groups hold of each other is called
a) Organizational development
b) Inter-group development
c) T-groups
d) Team-building

6. Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )