Chapter-1(organization behavior)

Q-1. What is organization behavior?

Organization behavior is the systematic study and casefull application of knowledge
what/how/why -as individual and as groups-acts within the organization.
Different defined as according to Fred Luthans “Organization behavior is directly concerned
with the understanding, prediction, and control of human behavior in organizations”.

Q-2. Five models of organizational behavior:

1. Individuals
(Personality, feeling and motivation) affect how well people well do their jobs. Affect how well
people do their jobs, whether they like what they do, whether they get along with people.
Individual characteristics critical in understanding managing behavior in organizations;
personality and ability; attitudes, value and moods: perception and attricution: learning;
motivation; and stress and work-life linkage.
2. Interpersonal:
Interpersonal refers to something involving, or occurring among several
people. Interpersonal skills refer to our ability to get along with others. Interpersonal behavior
within the organization. Interpersonal behavior is the interaction between two or more persons. It
is imperative to building and maintaining any type of relationship in any organization. However,
when looking at interpersonal behavior in the workplace, things become a little more
complicated.
Interpersonal behavior represents a strong association among the individuals who work together
in the same workplace. To deliver their best, employees ought to share a special bond.
3. Small groups:
Small group has been defined as a collection of interacting individuals who have common goals,
similar values, and a structure of relationships. Groups come in a variety of forms, depending on
the classification schema utilized.
Small group refers to interactions among three or more people who are connected through a
common purpose, mutual influence, and a shared identity.

4. Inter group:
Inter group behaviour is any perception, cognition, or behaviour that is influenced by people's
recognition that they and others are members of distinct organization groups.
Intergroup relations refer to interactions between individuals in different organization groups,
and to interactions taking place between the groups themselves collectively. It has long been a
subject of research in social psychology, political psychology, and organizational behavior.
5. Whole system:
Very simply, a system is a collection of parts (or subsystems) integrated to accomplish an overall
goal (a system of people is an organization). Systems have input, processes, outputs and
outcomes, with ongoing feedback among these various parts.
Q-3. Models of organizational behavior:
Autocratic model
Autocratic model is the model that depends upon strength, power and formal authority.

In an autocratic organization, the people (management/owners) who manage the tasks in an

organization have formal authority for controlling the employees who work under them. These
lower-level employees have little control over the work function. Their ideas and innovations are
not generally welcomed, as the key decisions are made at the top management level.

Custodial model
The custodial model is based around the concept of providing economic security for employees –
through wages and other benefits – that will create employee loyalty and motivation.
In some countries, many professional companies provide health benefits, corporate cars,
financial packaging of salary, and so on – these are incentives designed to attract and retain
quality staff.

Supportive model
Unlike the two earlier approaches, the supportive model is focused around aspiring leadership.

It is not based upon control and authority (the autocratic model) or upon incentives (the custodial
model), but instead tries to motivate staff through the manager-employee relationship and how
employees are treated on a day-to-day basis.

Collegial model
The collegial model is based around teamwork – everybody working as colleagues (hence the
name of the model).
The overall environment and corporate culture need to be aligned to this model, where
everybody is actively participating – is not about status and job titles – everybody is encouraged
to work together to build a better organisation.

System model
The final organisational model is referred to as the system model. This is the most contemporary
model of the five models discussed in this article. In the system model, the organisation looks at
the overall structure and team environment, and considers that individuals have different goals,
talents and potential.
 Chapter-12(leadership)
Q-1. What is leadership?
The primary role of leader is to influence others to voluntarily seek defined objectives. (Probably
with enthusiasm).
Leadership is the process of persuading people to work willing and enthusiastically in order to
achieve goals.
Leadership defines as the process of directing and influencing people so that they will strive
willingly and enthusiastically towards the achievement of group objectives.

Q-2. Types/classes of leader/leadership or leadership styles based on authority.

Autocratic leadership: This types of leadership relies on coercion, and its style is paternalism,
arbitrariness, command and compliance. The autocratic leader gives orders which must be
obeyed by the subordinates. He determines policies for the group without consulting them and
does not give detailed information about future plans, but simply tells the group what immediate
steps they must take.

However, some autocratic leaders may happen to be “benevolent autocrats.”

Advantage: it is the speed with which decision can be made; the leader does not have to obtain
group members’ approval before deciding.
Disadvantage: Autocratic leadership does have negative impact upon group morale. Members
may resent the way in which decisions are made and thus support them in only a minimal
fashion.
Consultative leadership: Consultative leadership is also task oriented. It focuses on the end
result almost as much as the directive leadership style. However, the consultative leader also
does something over and above the directive leader, which is to ask his subordinates for
opinions.
Advantage: Consultative leadership promotes a deeper bond between leaders in corporate
structures and the people who work with and under them by imparting importance to the
opinions and input of every member of the team, according to Leadership.
Disadvantage: the majority of corporate cultures, the consultative leadership style are not
generally used. There are can’t good results garnered from democratic leaders,
Participative leadership: the style of leadership that uses legitimate power can be classified as
participative leadership. A participative leader usually gives instructions only after consulting the
group. He sees to it that polices are worked out in group discussion and with the acceptance of
the group. That means participation leadership solicits employees’ participation and respects
their opinions.

Advantage:
i. It often enhances morale of the employees.
ii. It increases acceptance of management ideas.
iii. It increases cooperation between management and employees.
iv. It leads to reduction in the number of complains, and grievances.
Disadvantage: Its accounts for slow decisions, diluted accountability for decisions, and possible
compromises that are designed to please everyone but does not give the best solution.