1.(a) Organizational Behavior (OB) deals with three levels of analysis.

What are these three levels? What factors are included in the three
levels ofanalysis? 4.5

(a) Three Levels of Analysis in Organizational Behavior (OB)

Organizational Behavior (OB) examines human behavior within organizations at three distinct levels:

1. Individual Level – Focuses on individual behavior, personality, perception, attitudes, motivation,

and decision-making. Key factors include:

o Personality and values

o Job satisfaction

o Motivation theories (e.g., Maslow’s Hierarchy of Needs, Herzberg’s Two-Factor Theory)

o Learning and perception

o Individual decision-making

2. Group Level – Examines how individuals interact within teams and groups. Important factors
include:

o Group dynamics and team structure

o Leadership styles and power dynamics

o Communication and conflict resolution

o Workgroup behavior and norms

o Decision-making in groups

3. Organizational Level – Focuses on how the overall organization functions and evolves. Key
factors include:

o Organizational structure and culture

o Policies and work environment

o Organizational change and development

o Strategy and human resource practices

o Technology and external influences

(b) What are the disciplines that contribute to the three levels of OB?

(b) Disciplines Contributing to Organizational Behavior

Several academic disciplines contribute to the three levels of OB:

1. Psychology (Individual Level) – Studies personality, motivation, learning, emotions, and

perception in individuals.

2. Social Psychology (Group Level) – Examines group behavior, leadership, team dynamics, and
communication.

3. Sociology (Group and Organizational Levels) – Focuses on organizational culture, structure,

power, and norms.

4. Anthropology (Organizational Level) – Studies cultural influences and organizational

environment.

5. Political Science (Organizational Level) – Explores power, conflict, and organizational politics.

6. Economics (Organizational Level) – Analyzes decision-making, incentives, and productivity.

(c) OB deals with human behavior at work, but human behavior is

unpredictable, so there is no need to formally study OB. Do you agree
with this statement? Justify your answer.

(c) Should OB Be Studied Even Though Human Behavior Is

Unpredictable?
Disagree – While human behavior is complex and sometimes unpredictable, studying OB is essential for
improving workplace interactions and organizational effectiveness.

Justification:

1. Patterns and Trends Exist – Even if individuals behave differently, research in OB helps identify
general patterns, such as how motivation influences performance.

2. Improves Leadership and Management – Understanding OB helps managers lead effectively,

resolve conflicts, and improve employee satisfaction.
 3. Enhances Productivity and Performance – OB principles guide organizations in designing better
work environments, improving teamwork, and fostering innovation.

4. Helps in Change Management – Organizations face constant change, and OB helps in adapting
to new challenges.

5. Better Decision-Making – Studying OB aids in making informed decisions based on behavioral

insights.

Thus, despite unpredictability, OB provides valuable frameworks for understanding and managing
human behavior in organizations.

2. (a) How is managerial decision-making different from a multiple-

choice test? Describe the link between perception and individual
decision making.

(a) Managerial Decision-Making vs. Multiple-Choice Test & Link

Between Perception and Decision-Making
Differences Between Managerial Decision-Making and a Multiple-Choice Test

1. Complexity & Ambiguity – Managerial decisions often involve uncertain situations with no
clear-cut answers, while multiple-choice tests have predefined answers.

2. Multiple Stakeholders – Managers must consider the impact on employees, customers, and
stakeholders, whereas test-takers focus only on selecting the correct answer.

3. Long-Term Consequences – Managerial decisions can have lasting effects, while a test answer
affects only the individual's score.

4. Creativity & Judgment – Managers rely on experience, intuition, and analysis, whereas tests
assess factual knowledge.

5. Ethical Considerations – Managers must consider ethical implications, while test answers are
usually morally neutral.

Link Between Perception and Individual Decision-Making

Perception influences how individuals interpret information and make decisions. Factors affecting
perception include:

 Selective Attention – Individuals focus on specific details while ignoring others.

  Past Experiences – Previous experiences shape how people evaluate situations.

 Cognitive Biases – Biases like confirmation bias influence decision-making.

 Emotional State – A person's mood can impact their risk-taking or cautiousness.

For example, if a manager perceives an employee as lazy based on a past mistake, they might overlook
their recent hard work when making promotion decisions.

(b) What causes people to have different perceptions of the same

situation? What can managers do to reduce the incidences of
stereotyping in the workplace?

(b) Causes of Different Perceptions & Reducing Stereotyping in the

Workplace

Causes of Different Perceptions of the Same Situation

1. Past Experiences – Different backgrounds lead to varied interpretations.

2. Cultural Differences – Cultural norms affect how people interpret behavior.

3. Personality Traits – Optimistic vs. pessimistic outlooks influence perception.

4. Social Environment – Friends, family, and colleagues shape viewpoints.

5. Emotional State – Stress or happiness can change how a situation is perceived.

How Managers Can Reduce Workplace Stereotyping

1. Diversity Training – Educate employees about unconscious bias.

2. Encourage Open Dialogue – Promote discussions about biases and assumptions.

3. Use Objective Criteria – Base decisions on measurable performance data.

4. Lead by Example – Managers should model inclusive behavior.

5. Implement Fair Policies – Ensure hiring, promotion, and evaluation criteria are fair and
unbiased.
(c) What is a heuristic, and when would it be appropriate to use a
heuristic for decision- making?
(c) Heuristics & When to Use Them in Decision-Making

What is a Heuristic?

A heuristic is a mental shortcut or rule of thumb that simplifies decision-making. It helps individuals
make quick judgments without analyzing every detail.

When to Use Heuristics for Decision-Making

1. Time Constraints – When decisions need to be made quickly, such as in emergencies.

2. Routine Decisions – When choosing based on experience, like hiring a candidate from a
consistently high-performing school.

3. Limited Information – When all data isn’t available, heuristics help make educated guesses.

4. Low-Stakes Choices – When the decision has minor consequences, such as choosing between
two office suppliers.

While heuristics save time, they can also lead to biases, so managers should balance their use with
critical thinking.

3. (a) What is attitude, and how does it impact on the work

environment?

(a) What is Attitude & Its Impact on the Work Environment

Definition of Attitude:
Attitude is a psychological tendency expressed through a person’s feelings, beliefs, and behaviors
toward a particular object, person, or situation. It consists of three components:

1. Cognitive Component – Beliefs or thoughts about something (e.g., "My job is meaningful").

2. Affective Component – Emotional response (e.g., "I enjoy my work").

3. Behavioral Component – The way one acts based on their attitude (e.g., "I work hard because I
love my job").

Impact on the Work Environment:

 Positive Attitude: Leads to higher job satisfaction, teamwork, motivation, and productivity.
  Negative Attitude: Can cause conflicts, absenteeism, low morale, and reduced performance.

 Influence on Workplace Culture: Employee attitudes shape the overall work environment and
company reputation.

(b) How can organizations foster positive job involvement and instill
positive attitudes in their employees?

(b) How Organizations Can Foster Job Involvement & Positive

Attitudes
1. Effective Leadership – Supportive and transparent leadership improves employee attitudes.

2. Recognition & Rewards – Acknowledging achievements boosts morale and commitment.

3. Employee Engagement Programs – Encouraging participation in decision-making increases

involvement.

4. Positive Work Culture – Creating a respectful and inclusive environment promotes job
satisfaction.

5. Career Development Opportunities – Offering training and growth opportunities enhances

motivation.

6. Work-Life Balance – Flexible schedules and wellness programs reduce stress and improve job
involvement.

(c) Describe how attitudes are formed and how they can be changed.

(c) How Attitudes Are Formed & How They Can Be Changed
How Attitudes Are Formed:

1. Personal Experience – Direct interactions shape attitudes (e.g., a supportive boss fosters a
positive attitude).

2. Social Influence – Family, friends, and colleagues impact beliefs and behaviors.
 3. Learning & Conditioning – Repeated exposure to situations reinforces attitudes (e.g., consistent
positive feedback leads to job satisfaction).

4. Cultural & Organizational Values – Company culture influences employee attitudes.

How Attitudes Can Be Changed:

1. Education & Training – Providing awareness about biases and behaviors.

2. Positive Reinforcement – Rewarding desired behaviors to encourage attitude shifts.

3. Role Models & Leadership – Leaders setting examples inspire change.

4. Cognitive Dissonance Reduction – Addressing conflicts between beliefs and actions encourages
attitude adjustments.

5. Organizational Policies – Implementing fair and inclusive policies promotes a shift in workplace
attitudes.

By actively shaping attitudes, organizations can create a motivated and committed workforce.

4.(a) What is personality and how does it affect behavior?. To what extent do people's personalities
affect how they are perceived

(a) What is Personality & How It Affects Behavior?

Definition of Personality:
Personality refers to a stable set of psychological traits and behavioral patterns that influence how
individuals think, feel, and interact with others. It develops through a combination of genetic,
environmental, and social factors.

How Personality Affects Behavior:

1. Work Ethic & Motivation – Highly conscientious individuals tend to be disciplined and
hardworking.

2. Communication & Social Interaction – Extroverts are more outgoing and collaborative, while
introverts may prefer independent tasks.

3. Reaction to Stress & Challenges – Neurotic individuals may struggle with stress, whereas
emotionally stable individuals handle pressure well.

4. Decision-Making & Leadership – Assertive individuals take initiative, while passive individuals
may avoid leadership roles.

How Personality Affects Perception by Others:

  First Impressions: Outgoing, confident individuals are often perceived as competent.

 Biases & Stereotypes: People with different personalities may be unfairly judged (e.g., introverts
might be seen as unfriendly).

 Cultural & Organizational Fit: Employees who align with company culture are often more
positively perceived.

(b) What behavioral predictions might you make if you knew that an
employee had external locus of control? And (ii) low self-esteem? (i))
an

(b) Behavioral Predictions Based on Personality Traits

(i) External Locus of Control

 Believes external forces (luck, fate, others) control their life.

 More likely to blame external factors for failures.

 May avoid taking initiative or responsibility for work outcomes.

 Less likely to be proactive in problem-solving.

 May struggle with motivation and adaptability in uncertain environments.

(ii) Low Self-Esteem

 More likely to seek approval and avoid risks.

 May fear criticism and be reluctant to share ideas.

 Prone to stress and self-doubt in high-pressure situations.

 Less likely to take on leadership roles or challenge authority.

 May be highly sensitive to feedback and require encouragement.

(c) Describe the Big Five personality traits, with particular emphasis
on the relationship with job performance

(c) Big Five Personality Traits & Relationship with Job Performance
1. Openness to Experience – Creativity, curiosity, and willingness to try new things.

o High Openness: Adaptable, innovative, suited for dynamic roles.

o Low Openness: Prefers routine, may struggle with change.

2. Conscientiousness – Responsibility, organization, and dependability.

o High Conscientiousness: Strong work ethic, goal-oriented, predicts high job

performance.

o Low Conscientiousness: Disorganized, may struggle with deadlines.

3. Extraversion – Sociability, assertiveness, and energy levels.

o High Extraversion: Good in leadership, sales, and team-based roles.

o Low Extraversion (Introversion): Prefer independent work, may avoid social

interactions.

4. Agreeableness – Cooperation, empathy, and trustworthiness.

o High Agreeableness: Team player, conflict-averse, excels in customer service roles.

o Low Agreeableness: May be competitive, skeptical, or less cooperative.

5. Neuroticism (Emotional Stability) – Anxiety, stress management, and emotional resilience.

o High Neuroticism: Easily stressed, may struggle under pressure.

o Low Neuroticism (High Emotional Stability): Handles stress well, resilient in challenging
jobs.

Impact on Job Performance:

 Conscientiousness is the strongest predictor of job performance across all fields.

 Extraversion is important for leadership, sales, and teamwork.

  Emotional Stability (Low Neuroticism) is crucial for handling high-stress roles.

 Openness is valuable for creative and problem-solving roles.

 Agreeableness is beneficial in teamwork and customer-facing jobs.

Understanding personality helps managers place employees in roles that align with their strengths,
improving job satisfaction and performance.

5.(a) Define organizational conflict. What are the factors that cause
conflict in an organization

(a) Definition of Organizational Conflict & Its Causes

Definition of Organizational Conflict:

Organizational conflict refers to disagreements, disputes, or clashes between individuals or groups

within a workplace. It arises due to differences in goals, values, interests, or perspectives. Conflict can be
constructive or destructive, depending on how it is managed.

Factors That Cause Conflict in an Organization:

1. Limited Resources – Competition for finances, office space, or promotions.

2. Communication Issues – Misunderstandings, lack of clarity, or poor listening skills.

3. Personality Differences – Clashes due to differing work styles, attitudes, or temperaments.

4. Unclear Roles & Responsibilities – Overlapping duties or lack of defined job roles.

5. Workplace Policies & Procedures – Disagreements over company rules or perceived unfair
treatment.

6. Leadership Styles – Differences between autocratic, democratic, and laissez-faire leadership.

7. Power Struggles – Competition for authority or control over decisions.

8. Cultural & Generational Differences – Varied perspectives based on cultural backgrounds or age
groups.

(b) What are the merits and demerits of organizational conflict?

(b) Merits & Demerits of Organizational Conflict
Merits (Positive Effects of Conflict):

1. Encourages Innovation & Creativity – Different perspectives lead to new ideas.

2. Improves Problem-Solving – Challenges outdated processes and encourages critical thinking.

3. Enhances Teamwork & Communication – When managed well, conflict strengthens

relationships.

4. Clarifies Roles & Expectations – Helps resolve misunderstandings about responsibilities.

5. Increases Employee Engagement – Encourages employees to voice opinions and contribute.

Demerits (Negative Effects of Conflict):

1. Reduces Productivity – Ongoing disputes distract employees from their tasks.

2. Creates a Toxic Work Environment – Increases stress, dissatisfaction, and turnover.

3. Damages Relationships – Can lead to hostility, resentment, and lack of cooperation.

4. Increases Absenteeism – Employees may avoid work due to unresolved conflicts.

5. Weakens Organizational Reputation – A culture of conflict can damage public perception and
employee morale.

(c) Interpersonal conflict is a common issue that we frequently encounter. How

would you handle interpersonal conflict?

(c) Handling Interpersonal Conflict

1. Identify the Root Cause – Understand the underlying issue rather than just addressing
symptoms.

2. Encourage Open Communication – Allow both parties to express their perspectives without
interruptions.

3. Use Active Listening – Show empathy and ensure both sides feel heard.

4. Remain Neutral & Objective – Avoid taking sides; focus on facts and fairness.

5. Seek Common Ground – Look for areas of agreement to build a solution.

 6. Implement Conflict Resolution Strategies –

o Compromise: Both parties give and take.

o Collaboration: Work together for a win-win outcome.

o Mediation: Involve a neutral third party if necessary.

7. Establish Clear Expectations – Define acceptable workplace behavior to prevent future conflicts.

8. Follow Up – Ensure the resolution is effective and that relationships remain professional.

Effectively managing interpersonal conflict fosters a healthy work environment, enhances teamwork,
and improves organizational performance.

(a) Define power. What are the sources of power?

(a) Definition of Power & Sources of Power

Definition of Power:

Power is the ability to influence or control the behavior, decisions, and actions of others in an
organization. It allows individuals to direct resources and achieve objectives.

Sources of Power:

According to French and Raven’s power model, there are five primary sources of power:

1. Legitimate Power – Authority derived from a formal position (e.g., a manager giving instructions
to employees).

2. Reward Power – The ability to provide incentives such as promotions, salary increases, or
recognition.

3. Coercive Power – The ability to enforce compliance through threats, punishments, or

disciplinary actions.

4. Expert Power – Influence gained through specialized knowledge, skills, or expertise.

5. Referent Power – Influence based on personal charisma, respect, or admiration (e.g., leaders
who inspire others).

Other sources of power include informational power (access to critical knowledge) and connection
power (influence through networks and relationships).
(b) Why do people engage in organizational politics? Mention the dysfunctional
consequences of organizational conflict.

(b) Why People Engage in Organizational Politics & Dysfunctional Consequences

of Organizational Conflict
Why People Engage in Organizational Politics:

1. Career Advancement – Employees may engage in politics to secure promotions, recognition, or

job security.

2. Influencing Decisions – Political behavior helps individuals shape organizational policies and
strategies.

3. Resource Control – Competition for limited resources leads individuals to seek power and
influence.

4. Survival & Self-Protection – Employees use politics to safeguard their interests or maintain their
position.

5. Building Alliances – Networking with key individuals can provide professional advantages.

Dysfunctional Consequences of Organizational Conflict:

1. Decreased Productivity – Frequent disputes distract employees from their tasks.

2. Low Morale & Job Dissatisfaction – A hostile work environment reduces motivation.

3. Increased Turnover & Absenteeism – Employees may leave or disengage due to unresolved
conflicts.

4. Poor Communication & Collaboration – Conflict can lead to mistrust and lack of cooperation
among teams.

5. Damaged Organizational Reputation – Ongoing conflicts may harm the company’s public image
and credibility.
(c) How would you use organizational politics positively?

(c) Using Organizational Politics Positively

Organizational politics can be used ethically to achieve beneficial outcomes. Strategies for positive
organizational politics include:

1. Building Strong Networks – Forming professional relationships based on trust and mutual
benefit.

2. Advocating for Positive Change – Using influence to improve workplace policies and processes.

3. Enhancing Teamwork & Collaboration – Encouraging cooperation rather than manipulation.

4. Being Transparent & Ethical – Ensuring fairness and integrity in decision-making.

5. Using Influence for Problem-Solving – Addressing workplace challenges constructively.

6. Mentoring & Supporting Others – Helping colleagues grow rather than engaging in harmful
competition.

When used ethically, organizational politics can enhance leadership effectiveness, foster innovation, and
contribute to a more engaged and motivated workforce.

Ended Organizational Behavior question

Rakib Hasan Niloy