ORGANISATIONAL BEHAVIOUR

Ans 1.

Introduction

Organizational Behavior describes how the behavior of individuals, groups, and structures
within an organization influences their own actions and each other's. OB helps understand
behavior, predict it, and manage it, which in turn will help enhance performance and create a
positive work environment. For instance, at Prism Properties, Sameer, its CEO, is working
towards changing the behavior of the employees, realizing that OB principles played a crucial
role in driving better productivity and job satisfaction.

What is Organizational Behavior (OB)?

OB views behavior on three levels:

1. Individual Level: It deals with the way personal attributes, such as motivation,
job satisfaction, and personality, influence the work behavior of an employee. For
instance, motivation may have an immediate effect on an employee's output or
productivity.

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 2. Group Level: OB also studies how individuals interact within groups at team
levels, incorporating communication, leadership, and even deciding. For example,
a cohesive team will complete its task more quickly than the less communicative
team along with poor conflict.

3. Organizational Level: This level deals with how the structure, culture, and
policies of an organization influence its overall behavior. The work environment,
management style, company values, etc., shape the way employees act and
interact.

These help determine better workplaces for organizations, such as Prism Properties, by
bringing organizational objectives and individual goals into alignment.

The Origin of Organizational Behavior

OB as a codified discipline started in the early 20th century but traces its history back to the
Industrial Revolution with the emergence of organizations that started growing and needed
more management. Some crucial developments brought about the birth of OB.

1. The Classic Approach

Classical management theories emerged during early 1900s, and these theories emphasized
efficiency and structure. There were quite a few, including Frederick Taylor, Henri Fayol,
and Max Weber, who made significant contributions to OB foundations:

 Frederick Taylor was the founder of scientific management, which he believed could
increase productivity by analyzing and optimally designing work processes. He
advocated for individuals to be trained on the most efficient ways of doing the task.

 This kind of bureaucracy was found by Max Weber to help define the understanding
of authority and roles and responsibilities by emphasizing a formalized, hierarchical
structure in organizations.

Although these approaches focused on efficiency and control, the human side was lost;
hence, it led to the next stage of OB development.

2. The Human Relations Movement

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The Hawthorne Studies by Elton Mayo in the 1920s and 1930s show that social and
psychological factors have a far more significant influence on productivity than the physical
working conditions, and how employees' morale and relationship with the work group
contributes. This developed the Human Relations Movement which emphasized the need for
human motivation and leadership at work.

Some of the most relevant theories are:

 Abraham Maslow introduced the Hierarchy of Needs, a framework that suggested

people are motivated by a sequence of needs, from basic survival needs to self-
actualization (personal growth). Based on Maslow's theory, a person seeks higher-
level needs, including job satisfaction and fulfillment once the lower-level needs are
fulfilled.

 McGregor advanced two theories of management, Theory X, in which employees are

assumed to be lazy and require close supervision, and Theory Y, in which employees
are considered motivated, responsible, and capable of working autonomously.

 Fredrick Herzberg designed the Two-Factor Theory, where factors separate hygiene
factors that prevent dissatisfaction (such as salary and working conditions) and
motivators that drive satisfaction and motivation (such as achievement and
recognition).

These theories went beyond simple control and accentuated the role of OB by understanding
the needs of employees and improving a more supportive working environment.

3. The Behavioral Science Approach

Ob grew further when OB insights from psychology, sociology, and anthropology were
considered during the middle period of the 20th century. This behavioral science approach
methodically examined the impact individual and group behaviors were having on
organizational outcomes using scientific methods.

 Psychology helped in understanding individual behavior, motivation, learning,

perception, etc. For example, B.F. Skinner's operant conditioning research
demonstrated how behaviors can be elicited through rewards and punishments.

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  Sociology explored group behavior and organizational culture. The related role theory
and social networks helped OB scholars realize that group interactions and
organizational norms influence behavior.

 Anthropology contributed knowledge about organisational culture, diversity and

cross-cultural management. Since organisations had become increasingly global,
knowledge of cultural differences was necessary to effective teamwork and
leadership.

The Contribution of Disciplines to OB

OB draws resources from a rich variety of academic disciplines each providing a different
type of insight into human behaviour in organisations.

1. Psychology: The area provides the study of individual behavior, feelings, and
cognitions. OB finds that it is necessary to understand motivation, job satisfaction,
and perception, which are part of the improvement of the performance of
employees. For instance, Maslow's Hierarchy of Needs, Herzberg's Motivation-
Hygiene Theory might explain why employees are motivated or dissatisfied with
their work.

2. Sociology: It helps OB to understand group dynamics, communication, and

organizational culture. For instance, the study of the groupthink scenario (where a
group may compromise critical thinking for consensus), and team cohesion can
help organizations improve teamwork and decision-making.

3. Anthropology: Anthropology explains why organizational culture and social

structures affect behavior. Understanding cultural difference is quintessential in a
globalized organization, especially when managing teams from different cultures.

Conclusion

In conclusion, OB draws from the general behaviors of individuals, groups, or even structures
to affect behavior in any organizational setup. It basically draws from psychology, sociology,
anthropology, political science, and management theory in an effort to fully understand how
to effectively manage people. To firms like Prism Properties, OB principles will apply
directly to increase motivation, teamwork, and overall effectiveness in the organization. The
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emphasis Sameer and the HR Director will attach to improving employee behavior and
creating a supportive work environment will enable the organization to stay competitive and
maintain a positive organizational culture.

Ans 2.

Introduction

The famous Hawthorne Experiments between 1924 and 1932 conducted at the Western
Electric Hawthorne Works, Chicago, are one of the most important studies that can be traced
back to the study of Organizational Behavior (OB). It was initiated with the purpose of
researching the change in physical working conditions affecting worker productivity. But
what these experiments revealed was far more than that. This resulted fundamentally in
shifting the focus of management away from mere efforts at controlling work conditions into
understanding the psychological and social factors that influence employee behavior.

The Hawthorne Experiments: Contribution to OB

The Hawthorne studies were one series of experiments over a number of years in which a
new perspective was introduced into the comprehension of employee behavior. They are
normally divided into four major phases:

1. The Illumination Studies (1924–1927)

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One related experiment was to determine the effect that a change in lighting conditions would
have on worker productivity. The idea is assumed to be that better lighting would increase
productivity and poor lighting decrease it. There resulted an unexpected outcome whereby
both improved as well as reduced lighting conditions increased productivity. The inference
concluded from this stage was that having workers under observation by the researchers
served to make them feel appreciated and motivated, and they worked better. Of course, it
was fundamentally important at that time since earlier opinion had suggested that the work
environment conditions, like lighting, are what affect the work. It underscored the relevance
of the Hawthorne Effect, which is simply a change in workers' behavior because they know
that they are being observed.

2. The Relay Assembly Test Room Experiment (1927–1932)

This is the phase of a controlled experiment involving a small group of female workers. The
researchers tested various work conditions, such as changes in pay, work hours, and rest
breaks. The purpose was to identify how changes in the physical working conditions affected
output. They found that productivity increased not because of the changes in any which way
but because the workers felt they were being cared for and included in the decision-making
process. For example, with the implementation of rest periods, the workers became not only
more productive but also happier. Along with the newfound camaraderie that the workers felt
because they worked together in a small group, close to each other, there was also brought
about a social bond that would further motivate them.

This experiment shows why social relationships and group dynamics are important in the
work place. The demonstration depicts how employees do not get motivated simply through
material factors such as pay but are also through social factors such as their feelings of being
associated with other individuals in the work place. Modern OB research continues to
examine how workgroup dynamics, team collaboration, and a sense of belonging affect
employee motivation and performance.

3. The Interviewing Program (1928–1930)

The interviewing program was yet another important part of the Hawthorne Studies, as it
interviewed thousands of workers to gather their opinions on working conditions,
management practices, and their very own experiences. Results from interviews showed that

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the problems of the workers were not limited to physical conditions, such as lighting or rest
breaks, but focused far more on interpersonal relations, job security, and recognition by
supervisors. The interviews reflected the emotional needs of the workers which entailed
being appreciated and respected and conversing with his or her supervisor. All these played
an influencing role for worker satisfaction and general productivity in terms of work.
Workers demonstrated being motivated whenever there was a good relationship with the
supervisor and the former was respected as well.

The Interviewing Program contributed to the understanding of employee motivation:

employees are not simply motivated by extrinsic variables such as money or physical
conditions but are, indeed deeply affected by how they feel about their relationships with
colleagues and managers. Positive relations between employees and management are very
important to organizational success in the foundation for today's focus on emotional
intelligence and leadership in OB.

4. The Bank Wiring Observation Room Experiment (1931–1932)

In the last stage of the Hawthorne Experiments, the Bank Wiring Observation Room
Experiment was targeted at the behaviors of a group of male workers assembled to assemble
products. This study differed from the earlier experiments because it found that most of the
employees tended to form informal social groups that influence their productivity. They
developed norms and values for the social groups, sometimes counter to management goals.

In fact, workers in the study consciously slowed down their rate of work because they had
collectively established a group norm which discouraged high productivity to maintain social
harmony and avoid standing out. This was in contrast to the goal of increasing output the
management had hoped for. The Bank Wiring experiment revealed how important informal
groups and social norms are in actually influencing the nature of workplace behavior. It
demonstrates a formal structure does not necessarily control behavior but that informal social
groups can be significant influencers of how work is accomplished. That is very important to
OB today as the organizations will pay more attention to managing group dynamics and
building a positive organization culture.

Conclusion

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The Hawthorne Experiments have provided lasting contributions to the Organizational
Behavior field because it let workers know that what makes them productive or non
productive cannot be attuned solely from physical conditions or even from financial
incentives but, indeed, by social and psychological factors, such as attention from
supervisors, interpersonal relationships, group dynamics, and emotional needs. These studies
had set their concepts in motion to contribute to OB practices being what they are today.
Current management, more than ever before, focuses on a positive work environment within
which workers are valued and connected with their teams. Companies are investing in
training leadership, team-building activities, and employee engagement initiatives to enhance
motivation and overall satisfaction - all lessons learned from the Hawthorne Studies.

Ans 3A.

Introduction

The personalities of individuals are formed over time in various ways as a result of different
factors. Personality refers to the unique set of characteristics and behaviors that define an
individual. One such theory explaining changes is the Social Learning Theory. According to
Albert Bandura, this theory illustrates the nature of how individuals learn behaviors and
attitudes from others through observation, imitation, and modeling, especially in their social
environment. Under the rubric of Social Learning Theory, one would thus understand
Rohan's change from an introverted child to an outgoing and more expressive individual as
he turns out in the social learning theory.

Concepts and Application

Social Learning Theory holds that social interaction and observation form integral parts of
the building process of personality. As per the theory, people learn by observing others,
especially models, and then imitate those behaviors. Reinforcement occurs when the behavior
results in desired outcomes or rewards. In Rohan's case, he was an introverted child which
meant a shy, reclusive kid who wouldn't really interact with other people. Yet, in return, his
interactions with the peers and social environments would change the behavior quite
significantly over time.

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Peers play a central role in personality development. The longer that Rohan stayed with
outgoing and expressive people, the more that he experienced their social behaviors, such as
how they could relate confidently to others or freely express their views. These behaviors
were models that Rohan emulated. Social Learning Theory confirms that Rohan's peers were
models that he had to observe and learn from. By associating with them, Rohan may have
begun to try new behaviors. Probably, he found that being outgoing and expressive made way
for positive responses such as acceptance, praise, or social approval, which encouraged the
behavior.

The self-efficacy, the other important element of Social Learning Theory, would also account
for why Rohan might have built up confidence in his ability to interact socially with other
people. With this arose a raised level of self-efficacy that made him take more risk as he
would be more adventurous and outgoing. The behavior from his friends and the
environmental factors of the social society were the positives reinforcing these changes.

Conclusion:

Social Learning Theory explains how Rohan's personality developed over time through social
interaction and observation. His transformation from an introverted child to a more outgoing
and expressive individual underscores the influence of peers and the social environment in
the personality formation process. Through observing others, imitating behaviors, and
acquiring reinforcement through those behaviors, Rohan's personality emerged. This, then is
an example of how personality is neither invariable nor simply malleable to the influences of
social experience and learning.

Ans 3B.

Introduction

Personality theories enlighten one on the complex ways persons think, behave, and make
decisions. Psychoanalytic theory, by Sigmund Freud, allows people to understand how
unconscious drives and inner conflicts determine a personality and decisions. This is
characterized by an interplay of three components: the id, ego, and superego that influence
the thoughts and actions of a person. Vishal's dilemma, to be promoted either due to hard

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work or by being the boss's favorite, can be explained using Psychoanalytic Theory, showing
how conflicts in the unconscious lead to decisions.

Concepts and Application:

Psychoanalytic Theory explains that personality and decision-making are shaped by the
interactions of three forces:

1. The Id: This represents the primal desires of an individual and operates on the
"pleasure principle." It is imperative for instant gratification, ignoring considerations
about consequences. In Vishal's case, the id might push him to become the boss's
favorite, as this could provide a quicker, easier path to promotion.

2. The Superego: This is a conscience of the mind, a social norm, value, and ideal. It
works with a "morality principle," nudging people to behave properly and be perfect.
Vishal's superego may impel him to be diligent and build his reputation because it
falls in line with virtues such as integrity and fairness.

3. The Ego: It mediates between the id and superego; it operates on the "reality
principle." It weighs the given situation and tries to find a practical solution that
would balance desires, morals, and reality. In Vishal's case, the ego would weigh all
pros and cons of each decision and would direct him toward a rational decision.

Vishal's dilemma is a perfect example of the id's demand for quick pleasure and,
consequently, the superego's insistence on morally appropriate action. If Vishal decides to
work hard to establish his reputation, then he would satisfy the superego, which makes long-
term thinking and respect for the moral values apparent. If he chose to please the boss, then
he would succumb to the id's demand for instant fulfillment.

Here, the ego comes into play. A middle ground may be found; for instance, Vishal works
assiduously while keeping up a good relationship with his boss, with both personal
gratification and professional gain. This does demonstrate the role played by the ego in
resolving internal conflict.

Conclusion

Psychoanalytic Theory gives a basis of understanding how unconscious forces and internal
conflicts contribute to personality and decision-making. The case scenario of Vishal describes
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the tug-of-war among his id, ego, and superego in resolving issues that have to do with ethics
and personal desires, which may clash with values and expectations within society. In the
end, what emerges is that the ego's function to mediate these forces ensures that decisions
made are practical and aligned with both individual values and social expectations. This
theory explains human behavior based on unconscious thought.

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