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MCO-01 Organization Theory and Behaviour SOLVED ASSIGNMENT 2023 in PDF [IGNOU MCOM Solved Assignments 2023]

In this Page we have Provided Solved Assignment of Organisation Theory and Behaviour IGNOU M.COM Course for Session 2023

TUTOR MARKED ASSIGNMENT

Course Code : MCO - 01

Course Title : Organisation Theory and Behaviour 

Assignment Code : MCO - 01/TMA/2023

Coverage : All Blocks

Maximum Marks: 100

Attempt all the questions

Q.1 What do you mean by bureaucracy? Discuss its characteristics. Do you think that bureaucracy enhances efficiency in the organisation. Give your arguments. (20)

Q.2 (a) Explain process of perception. What are the factors those influence perception? (10+10)

(b) Discuss individual management strategies of stress. Do you think that they can reduce stress in the organisation? Discuss 

Q.3 Comment briefly on the following statements: (20)

(a) Persuasion is a fact of modern life

b) Stress is moderated by anxiety and burnout.

c) Job design is a continuous process.

d) Culture is the social glue that helps hold the organisation together.

Q.4 Difference between the following: (20)

a) Classical and neo-classical theory of management 

b) Classical conditioning and operant conditioning

e) Positive reinforcement and negative reinforcement. 

d) Evolutionary and Revolutionary strategies of change

Q.5 Write short notes on the following:(20)

a) Resistance to Change 

b) Work Related Attitudes 

c) Group Cohesiveness

d) Barriers to Communication

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Ans:- Bureaucracy refers to a system of management and administration in which decisions are made by a hierarchical structure of appointed officials who follow established rules and procedures. It is typically associated with government organizations, large corporations, and other formal institutions. Bureaucracies are designed to efficiently manage complex tasks and ensure consistency in decision-making. Here are some key characteristics of bureaucracy:

1. Hierarchy: Bureaucracies are structured in a hierarchical manner, with a clear chain of command. Authority and responsibility are distributed among various levels of officials, with each level having specific duties and powers.

2. Specialization: Bureaucratic organizations tend to have specialized roles and job descriptions. Employees are typically assigned specific tasks and responsibilities based on their qualifications and expertise.

3. Rules and Procedures: Bureaucracies rely on well-defined rules, regulations, and procedures to guide decision-making and operations. These rules are often written and documented to ensure consistency.

4. Impersonality: Bureaucratic decisions are made without favoritism or bias. Officials are expected to treat all individuals and cases equally, following established procedures and criteria.

5. Merit-based Hiring: Bureaucracies often employ a merit-based system for hiring and promoting employees. Qualifications and performance are key factors in determining advancement within the organization.

6. Formal Communication: Communication within a bureaucracy is typically formal and follows established channels. Information flows through the hierarchy, and written records are often maintained.

7. Division of Labor: Bureaucracies divide tasks and responsibilities among employees to increase efficiency. Each employee focuses on their specific role, which contributes to the overall functioning of the organization.

8. Stability: Bureaucracies are often resistant to rapid change and adapt slowly to external pressures. This stability can be an advantage in some situations but a disadvantage in others.

Now, regarding whether bureaucracy enhances efficiency in organizations, there are arguments on both sides:

Arguments in favor of bureaucracy enhancing efficiency:

1. Standardization: Bureaucratic rules and procedures can lead to consistency in decision-making and operations, reducing the likelihood of errors or favoritism.

2. Specialization: Bureaucratic organizations often have specialized roles, allowing employees to focus on tasks they are skilled at, which can lead to increased productivity.

3. Accountability: The hierarchical structure of bureaucracies can facilitate clear lines of authority and accountability. It's easier to identify who is responsible for a particular decision or outcome.

4. Predictability: Bureaucracies provide a stable and predictable environment for employees and stakeholders, which can lead to greater confidence in the organization's ability to deliver consistent results.

Arguments against bureaucracy as an efficiency-enhancing system:

1. Red Tape: Excessive rules and procedures can lead to bureaucratic red tape, slowing down decision-making and stifling innovation.

2. Rigidity: Bureaucracies can be slow to adapt to changing circumstances, which can be a disadvantage in fast-paced industries or during times of crisis.

3. Lack of Flexibility: The strict adherence to rules may limit an organization's ability to respond creatively to unique situations.

4. Bureaucratic Dysfunction: In some cases, bureaucracies can become inefficient and bloated, with excessive layers of management and unnecessary bureaucracy.

Advantages of Bureaucracy in Enhancing Efficiency:

Division of Labor: Bureaucracies allocate specific tasks and responsibilities to individuals based on their expertise. This specialization allows employees to become highly skilled in their roles, potentially leading to increased efficiency and productivity.

Consistency: Bureaucratic rules and procedures create a consistent framework for decision-making. This consistency can reduce errors, favoritism, and arbitrary decision-making, ultimately contributing to efficiency.

Accountability: Bureaucracies often have clear lines of authority and responsibility. Employees know who to report to and who is responsible for specific outcomes, which can promote accountability and ensure that tasks are completed efficiently.

Scalability: Bureaucratic structures can be scaled up or down relatively easily. As organizations grow, they can add new units or departments with standardized procedures, which can help maintain efficiency even as the organization expands.

Predictability: Bureaucracies provide a stable and predictable environment for both employees and stakeholders. This predictability can lead to greater confidence in the organization's ability to deliver consistent results.

Disadvantages of Bureaucracy in Hindering Efficiency:

Red Tape: Excessive bureaucracy can lead to red tape, where excessive rules and procedures slow down decision-making processes. This can result in inefficiencies, frustration among employees, and missed opportunities.

Rigidity: Bureaucracies can be slow to adapt to changing circumstances. The strict adherence to established rules and procedures may hinder an organization's ability to respond quickly to new challenges or opportunities.

Lack of Innovation: Bureaucracies may discourage innovation because employees may fear deviating from established procedures or may be resistant to change. This can stifle creativity and hinder the organization's ability to stay competitive.

Bureaucratic Dysfunction: In some cases, bureaucracies can become inefficient due to excessive layers of management, duplication of efforts, and a focus on administrative tasks rather than the organization's core mission.

Loss of Initiative: Employees in highly bureaucratic organizations may become passive and risk-averse, waiting for instructions rather than taking initiative. This can lead to a lack of ownership and innovation.

Complexity: Bureaucratic organizations can become overly complex, with many levels of hierarchy and communication channels. This complexity can make decision-making slower and more convoluted.

In conclusion , the impact of bureaucracy on efficiency varies depending on the specific context and how well it is managed. While bureaucracy can provide stability, accountability, and standardization, it can also become inefficient and hinder adaptability if not properly balanced and controlled. The effectiveness of a bureaucratic system ultimately depends on the organization's goals, its ability to adapt to changing circumstances, and the degree to which it can strike a balance between structure and flexibility.

Ans:- Perception is the process by which we interpret and make sense of sensory information from our environment. It involves the brain's ability to organize and understand the sensory input received through our five senses: sight, hearing, taste, touch, and smell. The process of perception can be broken down into several stages:

1. Sensation: Sensation is the first step in perception. It involves the detection of sensory stimuli from the environment through our sensory organs (e.g., eyes, ears, skin, tongue, nose). These sensory organs convert various forms of physical energy (such as light waves or sound waves) into neural signals that can be processed by the brain.

2. Selection: Not all sensory information is processed equally. Our brains selectively focus on certain aspects of sensory input while filtering out others. This selection is influenced by factors like attention, past experiences, and the importance of the information to our current goals and interests.

3. Organization: Once sensory information is selected, the brain organizes it into meaningful patterns and structures. This involves grouping and interpreting the sensory data to create a coherent perception of the world around us.

4. Interpretation: Interpretation is a crucial step in perception. It involves assigning meaning to the organized sensory information. Our past experiences, cultural background, beliefs, and expectations play a significant role in how we interpret sensory input. This is where individual differences in perception often arise, as people with different backgrounds and experiences may interpret the same stimulus differently.

5. Integration: The brain integrates the interpreted sensory information with existing knowledge and memory to create a comprehensive and meaningful perception of the situation. This integration helps us make sense of our surroundings and make decisions.

Factors that influence perception:

1. Attention: What we pay attention to can significantly affect our perception. When we focus on one aspect of our environment, we may miss or downplay other sensory information.

2. Expectations and beliefs: Our preexisting beliefs, stereotypes, and expectations can shape how we interpret sensory input. These mental constructs can lead to biases in perception.

3. Past experiences: Our previous encounters with similar situations or stimuli can influence how we perceive new experiences. Positive or negative experiences can create biases in our perception.

4. Culture and social norms: Cultural factors can influence how we interpret and make sense of sensory information. Different cultures may have different norms, values, and interpretations for various stimuli.

5. Emotional state: Our emotional state can impact perception. For example, when we are anxious, we may perceive neutral situations as threatening, and when we are happy, we may interpret the same situations as positive.

6. Physical and sensory limitations: Our physical and sensory capabilities, such as vision or hearing impairments, can affect our perception. These limitations may lead to differences in how we perceive the world compared to those with different sensory abilities.

7. Context: The context in which sensory information is presented can significantly influence perception. For example, the same facial expression may be interpreted differently depending on the context in which it occurs.

In summary, perception is a complex process involving the selection, organization, interpretation, and integration of sensory information. It is influenced by a variety of factors, including attention, expectations, past experiences, culture, emotions, physical limitations, and context, which together shape our individual perceptions of the world around us.

Ans:- Individual management strategies for stress are essential for maintaining personal well-being and productivity in the workplace. While these strategies can help individuals cope with stress, their effectiveness in reducing stress at the organizational level depends on several factors. Let's explore some common individual stress management strategies and their potential impact on reducing organizational stress:

1. Time Management: Effective time management can reduce stress by helping individuals prioritize tasks, set realistic goals, and avoid feeling overwhelmed. When employees manage their time well, they are less likely to experience the stress associated with tight deadlines and excessive workloads. However, this strategy may not directly reduce organizational stress if the overall work environment and demands remain unreasonable.

2. Stress Awareness and Self-Care: Encouraging employees to be aware of their stress levels and practice self-care techniques, such as exercise, meditation, and maintaining a healthy work-life balance, can help individuals better manage their stress. These practices can improve individual resilience and reduce the risk of burnout. While this can positively impact individuals, it may not address broader organizational stressors like toxic work cultures or excessive workload.

3. Conflict Resolution Skills: Equipping employees with conflict resolution skills can help reduce interpersonal stress within teams. When individuals can address and resolve conflicts effectively, it can lead to improved working relationships and a more harmonious work environment. However, this approach may not address systemic organizational issues contributing to stress.

4. Training on Stress Management: Providing employees with training on stress management techniques and resources can empower them to handle stress more effectively. This can include workshops on stress reduction, mental health awareness, and access to counseling services. While this can benefit individual employees, it may not address the root causes of stress within the organization.

5. Setting Realistic Expectations: Encouraging individuals to set realistic expectations for themselves and communicate their limits to their supervisors can help prevent excessive stress. When employees feel comfortable advocating for their well-being, it can lead to better work-life balance and reduced individual stress. However, this approach may not be effective if the organizational culture promotes overwork and unrealistic expectations.

6. Flexible Work Arrangements: Allowing employees to have flexible work arrangements, such as remote work or flexible hours, can help them better manage their personal and professional responsibilities. This flexibility can reduce commuting stress and provide a greater sense of control over one's schedule. Still, it requires organizational support to implement effectively.

7. Supportive Leadership: Leadership plays a crucial role in stress management. Supportive leaders who provide clear communication, recognition, and opportunities for growth can create a positive work environment. Conversely, unsupportive or toxic leadership can contribute to stress. Therefore, fostering leadership development and a positive leadership culture can indirectly reduce organizational stress.

In conclusion, individual stress management strategies can certainly help employees cope with and reduce their personal stress levels. However, their impact on reducing stress at the organizational level may be limited if not accompanied by broader efforts to address systemic stressors. To reduce stress effectively within an organization, it's essential to combine individual strategies with organizational changes such as creating a supportive work culture, managing workload, and addressing interpersonal issues. A holistic approach that considers both individual and organizational factors is often the most effective way to reduce overall workplace stress.

Ans:- Persuasion is indeed an undeniable and pervasive aspect of modern life. In a world inundated with information and choices, individuals and organizations continuously employ persuasion techniques to influence opinions, behaviors, and decision-making. This phenomenon is particularly evident in the realm of advertising and marketing, where companies invest substantial resources in crafting persuasive messages to attract consumers. Advertisements leverage emotional appeals, social proof, and various cognitive biases to encourage people to buy products, subscribe to services, or support particular causes.

Moreover, the digital age has ushered in a new era of persuasion through social media and online platforms. Social media algorithms are designed to keep users engaged, which often involves presenting content that aligns with users' existing beliefs and preferences. This can create echo chambers where individuals are exposed to information that reinforces their views, making it difficult to escape persuasive influences.

Ans:- The relationship between stress, anxiety, and burnout is complex and multifaceted. Stress is a physiological and psychological response to external pressures or demands, while anxiety is a specific emotional response often characterized by worry and apprehension. Burnout, on the other hand, is a state of chronic physical and emotional exhaustion, often resulting from prolonged exposure to high levels of stress.

Anxiety can indeed moderate the effects of stress. When individuals experience stress, their levels of anxiety can rise as they worry about their ability to cope with the stressor or the potential negative consequences. However, high levels of anxiety can also exacerbate stress, leading to a vicious cycle. It's essential to manage anxiety effectively to prevent it from becoming a chronic condition that contributes to burnout.

Burnout, while related to stress, is a distinct concept. It typically occurs when individuals feel overwhelmed and emotionally drained, often in the context of their work. Burnout can be influenced by chronic stress, but it is not solely moderated by anxiety. It involves a sense of cynicism, reduced effectiveness, and a detachment from work-related tasks.

In summary, while anxiety can moderate the effects of stress, and stress management is essential in preventing burnout, the relationship among these concepts is more nuanced. Recognizing and addressing each of these elements individually is crucial to maintaining mental well-being and preventing burnout in high-stress environments.

Ans:- This statement encapsulates the critical role of organizational culture in shaping and maintaining cohesion within a company or institution. Organizational culture represents the shared values, beliefs, norms, and practices that define the way people interact, work, and make decisions within an organization.

Culture serves as the social glue by fostering a sense of belonging and unity among employees. When individuals within an organization share a common culture, they are more likely to align their behaviors and actions with the organization's mission and values. This alignment enhances cooperation, teamwork, and a sense of purpose among employees, ultimately contributing to the organization's stability and success.

In conclusion, culture does indeed act as the social glue that binds individuals and teams together within an organization. It influences how people interact, make decisions, and contribute to the organization's overall success. A healthy and well-aligned culture can be a powerful asset in fostering unity, employee engagement, and long-term organizational stability.

Ans:- 

Classical Theory of Management:

1. Historical Perspective: Classical management theory emerged during the late 19th and early 20th centuries.

2. Focus: Classical management theory emphasizes principles of efficiency, organization, and hierarchy within an organization.

3. Key Figures: Prominent figures in classical management include Frederick Taylor, Henri Fayol, and Max Weber.

4. Principles: It emphasizes principles like division of labor, hierarchy, unity of command, and bureaucratic structure.

5. Human Element: Classical theory tends to view workers as rational and motivated primarily by monetary incentives.

6. Communication: Communication is typically top-down, following a strict chain of command.

7. Flexibility: It is relatively rigid and hierarchical in nature.

Neo-Classical Theory of Management:

1. Historical Perspective: Neo-classical management theory evolved as a response to the limitations of classical theory and gained prominence in the mid-20th century.

2. Focus: Neo-classical theory places more emphasis on the human aspect of management and social interactions within organizations.

3. Key Figures: Key contributors include Mary Parker Follett, Chester Barnard, and Elton Mayo.

4. Principles: It introduces concepts like human relations, employee motivation, and informal organization.

5. Human Element: Neo-classical theory recognizes the importance of employee needs, motivations, and social dynamics.

6. Communication: Communication is seen as a two-way process, and more importance is given to informal communication channels.

7. Flexibility: It is more adaptable and flexible in its approach to management.

Classical Conditioning:

1. Definition: Classical conditioning is a type of learning in which an organism associates two stimuli, leading to a change in behavior.

2. Key Figure: Ivan Pavlov is known for his experiments on classical conditioning.

3. Process: It involves the pairing of a neutral stimulus (conditioned stimulus) with an unconditioned stimulus to create a conditioned response.

4. Focus: Classical conditioning primarily deals with involuntary, reflexive responses.

5. Example: Pavlov's dog experiment, where a bell (neutral stimulus) was paired with food (unconditioned stimulus) to make the dog salivate in response to the bell alone.

Operant Conditioning:

1. Definition: Operant conditioning is a type of learning in which behavior is strengthened or weakened by the consequences that follow it.

2. Key Figure: B.F. Skinner is a prominent figure associated with operant conditioning.

3. Process: It involves the use of reinforcement (positive or negative) and punishment to shape and control behavior.

4. Focus: Operant conditioning is concerned with voluntary behaviors and the consequences that influence them.

5. Example: Giving a reward (positive reinforcement) for completing a task to encourage the behavior or imposing a penalty (punishment) for a specific behavior to discourage it.

In summary, classical and neo-classical theories of management differ in their historical context, focus on human aspects, and principles. Classical conditioning and operant conditioning are two different forms of learning, with classical conditioning focusing on involuntary responses and stimulus association, while operant conditioning deals with voluntary behaviors and consequences.

Ans:- Positive reinforcement and negative reinforcement are both concepts in psychology related to the consequences of behavior, but they operate differently:

1. Positive Reinforcement:

   - Positive reinforcement involves the addition of a favorable stimulus or reward to increase the likelihood of a specific behavior being repeated.

   - It strengthens a behavior by providing a positive consequence immediately after the behavior occurs.

   - For example, if a child receives a sticker (favorable stimulus) every time they complete their homework (behavior), and this leads to an increase in the child's homework completion, it is an example of positive reinforcement.

2. Negative Reinforcement:

   - Negative reinforcement involves the removal or avoidance of an aversive or unpleasant stimulus to increase the likelihood of a specific behavior being repeated.

   - It strengthens a behavior by removing or avoiding something unpleasant or discomforting after the behavior occurs.

   - An example of negative reinforcement is when a person fastens their seatbelt (behavior) to stop the annoying beeping sound of a car's seatbelt warning system (aversive stimulus).

In summary, positive reinforcement adds something pleasant to reinforce behavior, while negative reinforcement removes or avoids something unpleasant to reinforce behavior.

Ans:-   These terms are often used in the context of organizational change, but they can apply to other areas as well:

1. Evolutionary Change:

   - Evolutionary change is a gradual and incremental approach to making changes within an organization or system.

   - It involves making small, continuous improvements over time to adapt to changing circumstances or to address problems.

   - Evolutionary change is often characterized by a focus on preserving the existing structure and processes while making adjustments to enhance efficiency or effectiveness.

   - It is less disruptive and is typically better suited for organizations that want to maintain stability while making incremental improvements.

2. Revolutionary Change:

   - Revolutionary change, on the other hand, is a more dramatic and disruptive approach to change.

   - It involves making significant and often abrupt shifts in an organization's structure, processes, or strategies.

   - Revolutionary change is often necessary when an organization is facing a crisis or when incremental changes are insufficient to address major problems or adapt to a rapidly changing environment.

   - It can be challenging to implement because it disrupts established norms and requires a complete rethinking of how things are done.

In summary, evolutionary change is gradual and incremental, while revolutionary change is dramatic and disruptive. The choice between these two approaches depends on the specific circumstances, goals, and level of tolerance for disruption within an organization or system.

Ans:- Resistance to change refers to individuals or organizations resisting or opposing changes in processes, structures, or strategies. It is a common phenomenon in various contexts, including business, personal life, and society. Several factors contribute to resistance to change:

1. Fear of the Unknown: People often resist change because they are uncertain about the outcomes or implications of the change. This fear can paralyze individuals and hinder their acceptance of new ideas.

2. Loss of Control: Change can disrupt established routines and practices, making individuals feel a loss of control over their work or lives. This loss of control can trigger resistance.

3. Comfort Zone: People tend to prefer the familiar and comfortable, even if the status quo is not optimal. Change often takes individuals out of their comfort zones, leading to resistance.

4. Lack of Involvement: When individuals are not involved in the decision-making process regarding the change, they are more likely to resist it. Involving employees in planning and implementing changes can reduce resistance.

5. Past Experiences: Negative experiences with past changes can make individuals more resistant to future changes.

Effective change management strategies involve communication, employee involvement, training, and addressing concerns to mitigate resistance.

Ans:- Work-related attitudes are the beliefs, feelings, and evaluations individuals have about their jobs, organizations, and colleagues. Three key work-related attitudes are:

1. Job Satisfaction: This reflects an individual's overall contentment with their job. Factors such as work environment, compensation, job responsibilities, and relationships with colleagues can influence job satisfaction. Satisfied employees are more likely to be productive and committed to their organizations.

2. Organizational Commitment: Organizational commitment refers to an employee's emotional attachment and loyalty to their organization. High levels of commitment lead to greater effort, retention, and a willingness to go above and beyond in job performance.

3. Employee Engagement: Employee engagement signifies an employee's level of enthusiasm and dedication to their work. Engaged employees are passionate about their tasks and feel a sense of purpose, leading to improved productivity and innovation.

Work-related attitudes significantly impact job performance, employee turnover, and overall organizational success. Employers often aim to foster positive attitudes through various HR practices, including employee recognition, career development opportunities, and a supportive work culture.

Ans:- Group cohesiveness refers to the degree of unity and camaraderie among members within a group or team. It reflects the extent to which individuals are bonded together and committed to achieving common goals. High group cohesiveness is typically associated with positive outcomes, such as increased productivity and satisfaction, as members work collaboratively and support one another. Cohesive groups often share a strong sense of identity, trust, and mutual respect. Factors that contribute to group cohesiveness include shared objectives, effective communication, a sense of belonging, and positive group experiences. However, excessive cohesion can lead to groupthink, where members suppress dissenting opinions to maintain harmony, potentially hindering critical thinking and decision-making.

Ans:- Barriers to communication are obstacles that impede the effective exchange of information between individuals or groups. These barriers can be categorized into several types, including:

1. Physical Barriers: These include distance, noise, and environmental factors that hinder communication.

2. Semantic Barriers: Differences in language, jargon, or technical terms can lead to misunderstandings.

3. Psychological Barriers: Emotional states, biases, and preconceptions can affect how a message is received and interpreted.

4. Cultural Barriers: Differing cultural norms, values, and customs may lead to misinterpretations or conflicts.

5. Organizational Barriers: Hierarchical structures, rigid communication channels, and bureaucratic processes can slow down or distort communication.

6. Technological Barriers: Issues with communication tools or technology can disrupt the flow of information.

Overcoming these barriers requires awareness, active listening, clarity in communication, and adapting communication strategies to the specific context and audience. Effective communication is vital for successful interactions in both personal and professional settings.

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4.2 Work Attitudes

Learning objectives.

• Define “work attitudes”.
• Describe the relationship between attitudes and behaviors.
• Define and differentiate between job satisfaction and organizational commitment.
• List the factors related to job satisfaction and organizational commitment.
• Describe the consequences of job satisfaction and organizational commitment.
• Identify the ways in which companies can track work attitudes in the workplace.

Our behavior at work often depends on how we feel about being there. Therefore, making sense of how people behave depends on understanding their work attitudes. An attitude refers to our opinions, beliefs, and feelings about aspects of our environment. We have attitudes toward the food we eat, people we interact with, courses we take, and various other things. At work, two particular job attitudes have the greatest potential to influence how we behave. These are job satisfaction and organizational commitment. Job satisfaction refers to the feelings people have toward their job. If the number of studies conducted on job satisfaction is an indicator, job satisfaction is probably the most important job attitude. Institutions such as Gallup Inc. or the Society of Human Resource Management (SHRM) periodically conduct studies of job satisfaction to track how satisfied employees are at work. According to a recent Gallup survey, 90% of the employees surveyed said that they were at least somewhat satisfied with their jobs. The recent SHRM study revealed 40% who were very satisfied (What keeps employees satisfied, 2007). Organizational commitment is the emotional attachment people have toward the company they work for. There is a high degree of overlap between job satisfaction and organizational commitment, because things that make us happy with our job often make us more committed to the company as well. Companies believe that these attitudes are worth tracking because they are often associated with important outcomes such as performance, helping others, absenteeism, and turnover.

How strong is the attitude-behavior link? First of all, it depends on the attitude in question. Your attitudes toward your colleagues may influence whether you actually help them on a project, but they may not be a good predictor of whether you will quit your job. Second, it is worth noting that attitudes are more strongly related to intentions to behave in a certain way, rather than actual behaviors. When you are dissatisfied with your job, you may have the intention to leave. Whether you will actually leave is a different story! Your leaving will depend on many factors, such as availability of alternative jobs in the market, your employability in a different company, and sacrifices you have to make while changing jobs. In other words, while attitudes give us hints about how a person might behave, it is important to remember that behavior is also strongly influenced by situational constraints.

OB Toolbox: How Can You Be Happier at Work?

• Have a positive attitude about it . Your personality is a big part of your happiness. If you are always looking for the negative side of everything, you will find it.
• A good fit with the job and company is important to your happiness . This starts with knowing yourself: What do you want from the job? What do you enjoy doing? Be honest with yourself and do a self-assessment.
• Get accurate information about the job and the company . Ask detailed questions about what life is like in this company. Do your research: Read about the company, and use your social network to understand the company’s culture.
• Develop good relationships at work . Make friends. Try to get a mentor. Approach a person you admire and attempt to build a relationship with this person. An experienced mentor can be a great help in navigating life at a company. Your social network can help you weather the bad days and provide you emotional and instrumental support during your time at the company as well as afterward.
• Pay is important, but job characteristics matter more to your job satisfaction . Don’t sacrifice the job itself for a little bit more money. When choosing a job, look at the level of challenge, and the potential of the job to make you engaged.
• Be proactive in managing organizational life . If the job is stressful, cope with it by effective time management and having a good social network, as well as being proactive in getting to the source of stress. If you don’t have enough direction, ask for it!
• Know when to leave . If the job makes you unhappy over an extended period of time and there is little hope of solving the problems, it may be time to look elsewhere.

What Causes Positive Work Attitudes?

What makes you satisfied with your job and develop commitment to your company? Research shows that people pay attention to several aspects of their work environment, including how they are treated, the relationships they form with colleagues and managers, and the actual work they perform. We will now summarize the factors that show consistent relations with job satisfaction and organizational commitment.

Figure 4.2 Factors Contributing to Job Satisfaction and Organizational Commitment

Personality

Can assessing the work environment fully explain how satisfied we are on the job? Interestingly, some experts have shown that job satisfaction is not purely environmental and is partially due to our personality. Some people have a disposition to be happy in life and at work regardless of environmental factors.

It seems that people who have a positive affective disposition (those who have a tendency to experience positive moods more often than negative moods) tend to be more satisfied with their jobs and more committed to their companies, while those who have a negative disposition tend to be less satisfied and less committed (Connolly & Viswesvaran, 2000; Thoresen et al., 2003). This is not surprising, as people who are determined to see the glass as half full will notice the good things in their work environment, while those with the opposite character will find more things to complain about. In addition to our affective disposition, people who have a neurotic personality (those who are moody, temperamental, critical of themselves and others) are less satisfied with their job, while those who are emotionally more stable tend to be more satisfied. Other traits such as conscientiousness, self-esteem, locus of control, and extraversion are also related to positive work attitudes (Judge et al., 2002; Judge & Bono, 2001; Zimmerman, 2008). Either these people are more successful in finding jobs and companies that will make them happy and build better relationships at work, which would increase their satisfaction and commitment, or they simply see their environment as more positive—whichever the case, it seems that personality is related to work attitudes.

Person–Environment Fit

The fit between what we bring to our work environment and the environmental demands influences our work attitudes. Therefore, person–job fit and person–organization fit are positively related to job satisfaction and commitment. When our abilities match job demands and our values match company values, we tend to be more satisfied with our job and more committed to the company we work for (Kristof-Brown, Zimmerman, & Johnson, 2005; Verquer, Beehr, & Wagner, 2003).

Job Characteristics

The presence of certain characteristics on the job seems to make employees more satisfied and more committed. Using a variety of skills, having autonomy at work, receiving feedback on the job, and performing a significant task are some job characteristics that are related to satisfaction and commitment. However, the presence of these factors is not important for everyone. Some people have a high growth need. They expect their jobs to help them build new skills and improve as an employee. These people tend to be more satisfied when their jobs have these characteristics (Loher et al., 1985; Mathieu & Zajac, 1990).

Psychological Contract

After accepting a job, people come to work with a set of expectations. They have an understanding of their responsibilities and rights. In other words, they have a psychological contract with the company. A psychological contract is an unwritten understanding about what the employee will bring to the work environment and what the company will provide in exchange. When people do not get what they expect, they experience a psychological contract breach , which leads to low job satisfaction and commitment. Imagine that you were told before being hired that the company was family friendly and collegial. However, after a while, you realize that they expect employees to work 70 hours a week, and employees are aggressive toward each other. You are likely to experience a breach in your psychological contract and be dissatisfied. One way of preventing such problems is for companies to provide realistic job previews to their employees (Premack & Wanous, 1985; Wanous et al., 1992; Zhao et al., 2007).

Organizational Justice

A strong influence over our satisfaction level is how fairly we are treated. People pay attention to the fairness of company policies and procedures, treatment from supervisors, and pay and other rewards they receive from the company (Cohen-Charash & Spector, 2001; Colquitt et al., 2001; Meyer et al., 2002).

Relationships at Work

Two strong predictors of our happiness at work and commitment to the company are our relationships with coworkers and managers. The people we interact with, their degree of compassion, our level of social acceptance in our work group, and whether we are treated with respect are all important factors surrounding our happiness at work. Research also shows that our relationship with our manager, how considerate the manager is, and whether we build a trust-based relationship with our manager are critically important to our job satisfaction and organizational commitment (Bauer et al., 2007; Gerstner & Day, 1997; Judge, Piccolo, & Ilies, 2004; Kinicki et al., 2002; Mathieu & Zajac, 1990; Meyer et al., 2002; Rhoades & Eisenberger, 2002). When our manager and upper management listen to us, care about us, and value our opinions, we tend to feel good at work. Even small actions may show employees that the management cares about them. For example, Hotel Carlton in San Francisco was recently taken over by a new management group. One of the small things the new management did created dramatic results. In response to an employee attitude survey, they replaced the old vacuum cleaners housekeepers were using and established a policy of replacing them every year. This simple act of listening to employee problems and taking action went a long way to making employees feel that the management cares about them (Dvorak, 2007).

Not surprisingly, the amount of stress present in our job is related to our satisfaction and commitment. For example, experiencing role ambiguity (vagueness in relation to what our responsibilities are), role conflict (facing contradictory demands at work), and organizational politics, and worrying about the security of our job are all stressors that make people dissatisfied. On the other hand, not all stress is bad. Some stressors actually make us happier! For example, working under time pressure and having a high degree of responsibility are stressful, but they can also be perceived as challenges and tend to be related to high levels of satisfaction (Kinicki et al., 2002; Meyer et al., 2002; Miller, Rutherford, & Kolodinsky, 2008; Podsakoff, LePine, & LePine, 2007).

Work–Life Balance

In the 1950s, people’s work was all-consuming. Employees went to work, worked long hours, and the rest of the family accepted that work came first. As society changed, the concept of always putting work first became outdated. In modern times, more employees expect to lead balanced lives, pursue hobbies, and spend more time with their children while at the same time continuing to succeed at work. The notion of work–family conflict is one cause of job dissatisfaction. This conflict can be particularly strong for women because of the time necessary for pregnancy and giving birth, but men struggle with it as well. When work life interferes with family life, we are more stressed and unhappy with our jobs. Research shows that policies that help employees achieve a balance between their work and personal lives, such as allowing telecommuting, are related to higher job satisfaction. For example, the medical resources group of the pharmaceutical company AstraZeneca International does not have fixed working hours, and employees can work any hours they choose. Motorola’s technological acceleration group also has flexible hours and can work from anywhere (home, office, or a coffee shop) at anytime (Kossek & Ozeki, 1998; Gajendran & Harrison, 2007; Shellenbarger, 2007).

Consequences of Positive Work Attitudes

Why do we care about the job satisfaction and organizational commitment of employees? What behaviors would you expect to see from someone who has more positive work attitudes?

Work attitudes are often good predictors of work behavior, such as performance, citizenship behaviors, absenteeism, and turnover.

Pixabay.com – CC0 public domain.

If you say “higher performance,” you have stumbled upon one of the most controversial subjects in organizational behavior. Many studies have been devoted to understanding whether happy employees are more productive. Some studies show weak correlations between satisfaction and performance while others show higher correlations (what researchers would call “medium-sized” correlations of 0.30) (Iaffaldano & Muchinsky, 1985; Judge et al., 2001; Petty, McGee, & Cavender, 1984; Riketta, 2008). The correlation between commitment and performance tends to be even weaker (Mathieu & Zajac, 1990; Riketta, 2002; Wright & Bonnett, 2002). Even with a correlation of 0.30 though, the relationship may be lower than you may have expected. Why is this so?

It seems that happy workers have an inclination to be more engaged at work. They may want to perform better. They may be more motivated. But there are also exceptions. Think about this: Just because you want to perform, will you actually be a higher performer? Chances are that your skill level in performing the job will matter. There are also some jobs where performance depends on factors beyond an employee’s control, such as the pace of the machine they are working on. Because of this reason, in professional jobs such as engineering and research, we see a higher link between work attitudes and performance, as opposed to manual jobs such as assembly line work (Riketta, 2002). Also, think about the alternative possibility: If you don’t like your job, does this mean that you will reduce your performance? Maybe up to a certain point, but there will be factors that prevent you from reducing your performance: the fear of getting fired, the desire to get a promotion so that you can get out of the job that you dislike so much, or your professional work ethic. As a result, we should not expect a one-to-one relationship between satisfaction and performance. Still, the observed correlation between work attitudes and performance is important and has practical value.

Work attitudes are even more strongly related to organizational citizenship behaviors (behaviors that are not part of our job but are valuable to the organization, such as helping new employees or working voluntary overtime). Satisfied and committed people are absent less frequently and for shorter duration, are likely to stay with a company longer, and demonstrate less aggression at work. Just as important, people who are happy at work are happier with their lives overall. Given that we spend so much of our waking hours at work, it is no surprise that our satisfaction with our job is a big part of how satisfied we feel about life in general (Brush, Moch, & Pooyan, 1987; Carsten & Spector, 1987; Cohen, 1991; Cohen, 1993; Cohen & Hudecek, 1993; Fassina, Jones, & Uggersley, 2008; Hackett, 1989; Herschcovis et al., 2007; Kinicki et al., 2002; LePine, Erez, & Johnson, 2002; Mathieu & Zajac, 1990; Meyer et al., 2002; Organ & Ryan, 1995; Randall, 1990; Scott & Taylor, 1985; Tait, Padgett, & Baldwin, 1989; Tett & Meyer, 1993; Zimmerman, 2008). Finally, a satisfied workforce seems to be related to positive firm-level outcomes, such as customer satisfaction and loyalty, profitability, and safety in the workplace (Harter, Schmidt, & Hayes, 2002).

Assessing Work Attitudes in the Workplace

Given that work attitudes may give us clues as to who will leave or stay, who will perform better, and who will be more engaged, tracking satisfaction and commitment levels is a helpful step for companies. If there are companywide issues that make employees unhappy and disengaged, then these issues need to be resolved. There are at least two systematic ways in which companies can track work attitudes: through attitude surveys and exit interviews. Companies such as KFC Corporation and Long John Silver’s Inc. restaurants, the SAS Institute, Google, and others give periodic surveys to employees to track their work attitudes. Companies can get more out of these surveys if responses are held confidential. If employees become concerned that their individual responses will be shared with their immediate manager, they are less likely to respond honestly. Moreover, the success of these surveys depends on the credibility of management in the eyes of employees. If management periodically collects these surveys but no action comes out of them, employees may adopt a more cynical attitude and start ignoring these surveys, hampering the success of future efforts.

An exit interview involves a meeting with the departing employee. This meeting is often conducted by a member of the human resource management department. The departing employee’s manager is the worst person to conduct the interview, because managers are often one of the primary reasons an employee is leaving in the first place. If conducted well, this meeting may reveal what makes employees dissatisfied at work and give management clues about areas for improvement.

Key Takeaway

Work attitudes are the feelings we have toward different aspects of the work environment. Job satisfaction and organizational commitment are two key attitudes that are the most relevant to important outcomes. Attitudes create an intention to behave in a certain way and may predict actual behavior under certain conditions. People develop positive work attitudes as a result of their personality, fit with their environment, stress levels they experience, relationships they develop, perceived fairness of their pay, company policies, interpersonal treatment, whether their psychological contract is violated, and the presence of policies addressing work–life conflict. When people have more positive work attitudes, they may have the inclination to perform better, display citizenship behaviors, and be absent less often and for shorter periods of time, and they are less likely to quit their jobs within a short period of time. When workplace attitudes are more positive, companies benefit in the form of higher safety and better customer service, as well as higher company performance.

• What is the difference between job satisfaction and organizational commitment? Which do you think would be more strongly related to performance? Which would be more strongly related to turnover?
• Do you think making employees happier at work is a good way of motivating people? When would high satisfaction not be related to high performance?
• In your opinion, what are the three most important factors that make people dissatisfied with their job? What are the three most important factors relating to organizational commitment?
• How important is pay in making people attached to a company and making employees satisfied?
• Do you think younger and older people are similar in what makes them happier at work and committed to their companies? Do you think there are male–female differences? Explain your answers.

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Iaffaldano, M. T., & Muchinsky, P. M. (1985). Job satisfaction and job performance: A meta-analysis. Psychological Bulletin , 97 , 251–273.

Judge, T. A., & Bono, J. E. (2001). Relationship of core self-evaluations traits—self esteem, generalized self efficacy, internal locus of control, and emotional stability—with job satisfaction and job performance: A meta-analysis. Journal of Applied Psychology , 86 , 80–92.

Judge, T. A., Heller, D., & Mount, M. K. (2002). Five-factor model of personality and job satisfaction: A meta-analysis. Journal of Applied Psychology , 87 , 530–541.

Judge, T. A., Piccolo, R. F., & Ilies, R. (2004). The forgotten ones? The validity of consideration and initiating structure in leadership research. Journal of Applied Psychology , 89 , 36–51.

Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. T. (2001). The job satisfaction—job performance relationship: A qualitative and quantitative review. Journal of Applied Psychology , 127 , 376–407.

Kinicki, A. J., McKee-Ryan, F. M., Schriesheim, C. A., & Carson, K. P. (2002). Assessing the construct validity of the job descriptive index: A review and meta-analysis. Journal of Applied Psychology , 87 , 14–32.

Kossek, E., & Ozeki, C. (1998). Work-family conflict, policies, and the job-life satisfaction relationship: A review and directions for organizational behavior-human resources research. Journal of Applied Psychology , 83 , 139–149.

Kristof-Brown, A. L., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of individuals’ fit at work: A meta-analysis of person-job, person-organization, person-group, and person-supervisor fit. Personnel Psychology , 58 , 281–342.

LePine, J. A., Erez, A., & Johnson, D. E. (2002). The nature and dimensionality of organizational citizenship behavior: A critical review and meta-analysis. Journal of Applied Psychology , 87 , 52–65.

Loher, B. T., Noe, R. A., Moeller, N. L., & Fitzgerald, M. P. (1985). A meta-analysis of the relation of job characteristics to job satisfaction. Journal of Applied Psychology , 70 , 280–289.

Mathieu, J. E., & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin , 108 , 171–194.

Meyer, J. P., Stanley, D. J., Herscivitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior , 61 , 20–52.

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Organizational Behavior Copyright © 2017 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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Question 3. Write short notes on the following : (c) Work related attitudes

3.5 Work-Related Attitudes

• How can managers and organizations develop a committed workforce?

When we apply the concept of attitudes to work settings, we have to specify which attitude we are concerned with. Although a variety of work-related attitudes can be identified, the one receiving the most attention is job satisfaction. As this is one of the most widely studied concepts in organizational behavior, we will examine it here in some detail.

Job Involvement and Organizational Commitment

First, however, we should introduce two job attitudes that should also be recognized: job involvement and organizational commitment. Job involvement refers to the extent to which a person is interested in and committed to assigned tasks. This is not to say that the person is “happy” (or satisfied) with the job, only that they feel a certain responsibility toward ensuring that the job itself is done correctly and with a high standard of competence. Here the focus of the attitude is the job itself. 30

Organizational commitment , on the other hand, represents the relative strength of an individual’s identification with and involvement in an organization. 31 Commitment can be characterized by three factors: (1) a strong belief in and acceptance of the organization’s goals and values, (2) a willingness to exert considerable effort on behalf of the organization, and (3) a strong desire to maintain membership in the organization. When viewed this way, commitment represents something beyond mere passive loyalty to the company. Instead, it involves an active relationship with the organization in which individuals are willing to give something of themselves in order to help the company succeed and prosper. A careful reading of the research on keys to the success of many Japanese firms will highlight the importance played by a committed work force. Now we turn to the third work attitude of job satisfaction.

Job Satisfaction

Job satisfaction may be defined as “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience.” 32 It results from the perception that an employee’s job actually provides what they value in the work situation.

Several characteristics of the concept of job satisfaction follow from this definition. First, satisfaction is an emotional response to a job situation. It can be fully understood only by introspection. As with any attitude, we cannot observe satisfaction; we must infer its existence and quality either from an employee’s behavior or verbal statements.

Second, job satisfaction is perhaps best understood in terms of discrepancy. Several writers have pointed to the concept of job satisfaction as being a result of how much a person wants or expects from the job compared to how much they actually receive. 33 People come to work with varying levels of job expectations. These expectations may vary not only in quality (different people may value different things in a job), but also in intensity. On the basis of work experiences, people receive outcomes (rewards) from the job. These include not only extrinsic rewards, such as pay and promotion, but also a variety of intrinsic rewards, such as satisfying coworker relations and meaningful work. To the extent that the outcomes received by an employee meet or exceed expectations, we would expect the employee to be satisfied with the job and wish to remain. On those occasions when outcomes actually surpass expectations, we would expect employees to reevaluate their expectations and probably raise them to meet available outcomes. However, when outcomes do not meet expectations, employees are dissatisfied and may prefer to seek alternative sources of satisfaction, either by changing jobs or by placing greater value on other life activities, such as outside recreation.

Dimensions of Job Satisfaction. It has been argued that job satisfaction actually represents several related attitudes. So, when we speak of satisfaction, we must specify “satisfaction with what?” Research has suggested that five job dimensions represent the most salient characteristics of a job about which people have affective responses. These five are:

• Work itself . The extent to which tasks performed by employees are interesting and provide opportunities for learning and for accepting responsibility.
• Pay . The amount of pay received, the perceived equity of the pay, and the method of payment.
• Promotional opportunities . The availability of realistic opportunities for advancement.
• Supervision . The technical and managerial abilities of supervisors; the extent to which supervisors demonstrate consideration for and interest in employees.
• Coworkers . The extent to which coworkers are friendly, technically competent, and supportive.

Although other dimensions of job satisfaction have been identified, these five dimensions are used most often when assessing various aspects of job attitudes in organizations.

Measurement of Job Satisfaction. Probably the most common attitude surveys in organizations today focus on job satisfaction. Satisfaction is considered by many managers to be an important indicator of organizational effectiveness, and therefore it is regularly monitored to assess employee feelings toward the organization. By far the most common means of assessing satisfaction is the rating scale. Rating scales represent direct verbal self-reports concerning employee feelings; they have been widely used in companies since the 1930s. Several job satisfaction scales exist. One of the most popular is the Minnesota Satisfaction Questionnaire (MSQ). This instrument uses a Likert-response format to generate satisfaction scores on 26 scales, including satisfaction with compensation, promotion opportunities, coworkers, recognition, and so forth. You can assess your scoring on a short version of this instrument in the assessment section of this chapter.

The MSQ and similar rating scales have several advantages for evaluating levels of job satisfaction. First, they are relatively short and simple and can be completed by large numbers of employees quickly. Second, because of the generalized wording of the various terms, the instruments can be administered to a wide range of employees in various jobs. It is not necessary to alter the questionnaire for each job classification. Finally, extensive normative data (or norms) are available. These norms include summaries of the scores of thousands of people who have completed the instruments. Hence, it is possible for employers in other organizations to determine relative standings.

However, although rating scales have many virtues compared to other techniques, at least two drawbacks must be recognized. First, as with any self-report inventory, it is assumed that respondents are both willing and able to describe their feelings accurately. As noted by several researchers, 34 people often consciously or unconsciously distort information that they feel is damaging and enhance information that they feel is beneficial. For example, it is possible that employees who think their supervisors may see the results of their questionnaire may report overly favorable job attitudes.

A second problem with rating scales is the underlying assumption that questionnaire items mean the same thing to all people. There may, in fact, not be a common interpretation across individuals. Even so, rating scales have proved to be helpful in assessing satisfaction in various aspects of the job situation. Managers can use the results to identify potential problem areas and to generate discussions and action plans of how to correct aspects of jobs or the organization that are causing unacceptable levels of dissatisfaction.

Customer Satisfaction and Quality

How satisfied are employees.

If you’ve ever flown on Southwest Airlines, you can tell something is different just from the first interaction with their employees. From the flight attendants, to the pilot’s announcements, and even to their customer service representatives, they have a cheerful disposition, and contrary to popular belief, this isn’t an act.

In 2017, Southwest Airlines announced that it would be sharing their $586 million in profits with its 54,000 employees, given them a bonus of approximately 13.2 percent on average. This doesn’t account for the extra $351 million that they contributed to the employee’s 401(k) plans either. This is just one of the many ways that Southwest has given back to their employees in a day and age when minimum wage for even qualified candidates seems like a fight.

Southwest CEO Gary Kelly reflects that “Our people-first approach, which has guided our company since it was founded, means our company does well, our people do really, really well. Our people work incredibly hard and deserve to share in Southwest’s success.” With this attitude, it is no wonder the employees on and off your flight are showing their satisfaction in their everyday attitudes. The year 2017 was the 43rd year that Southwest shared its profits with their people. While compensation ranks among one of the most attributed traits of a company to help with employee satisfaction, it goes much deeper than that to keep motivation high.

At Southwest, they rank employees first and customers second. They create a culture of fun and inclusive core values that help to give their employees a sense of community and belonging. When their employees are motivated and take pride in what they do, they are able to give their best to their customers every day, which accounts for their highly ranked customer satisfaction results on surveys each year.

Sources: Dahl, Darren, “Why do Southwest Employees Always Seem so Happy,” Forbes , July, 28, 2017, https://www.forbes.com/sites/darrendahl/2017/07/28/why-do-southwest-airlines-employees-always-seem-so-happy/#3cba8dbc59b0; Martin, Emmie, “A major airline says there's something it values more than its customers, and there's a good reason why,” Business Insider , July 29, 2015, https://www.businessinsider.com/southwest-airlines-puts-employees-first-2015-7; Ramdas, Shreesha, “The Southwest Way to Employee Satisfaction: Flying High Like the High Flier,” Customer Think , May 12, 2018, (http://customerthink.com/the-southwest-way-to-employee-satisfaction-flying-high-like-the-high-flier/.

• Oftentimes it is hard to stay at the top. What considerations should Southwest take to maintain their employee satisfaction and keep improving?
• Not all companies can share profits. What would you suggest to a new company that is just starting off to help gain high employee satisfaction?

Concept Check

• How can organizations foster positive job involvement and instill positive attitudes in their employees?
• What are the dimensions of job satisfaction?

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Thursday, September 24, 2020

Ignou : m.com : mco 1 : unit 7 : q - 3. for a manager, what are the uses of learning about attitudes .

Ans.   WORK RELATED ATTITUDES

Field of Psychology deals in hundreds of attitudes. Organisational Behaviour is concerned with work-related attitudes and behaviour. There are primarily three work-related attitudes which have significant influence on the organisation.

• Job Satisfaction: The various attitudes people hold towards their jobs are referred to as job satisfaction. It is individuals’ cognitive, affective, and evaluative reactions towards their jobs.

• Job Involvement: It indicates how far individuals identify themselves with the job, and whether outcome of the work is attached to self worth.

• Organisational Commitment : It explains how people feel toward their organisations. It is an attitude, which reflect the extent to which people identify with and are involved with their organisations and are unwilling to leave them.

Organisations should attempt to continuously gauge the attitudes of personnel at work place, so that corrective measures may be taken in proactive manner, for ensuring desirable behaviour at work place.

It is important to study attitudes, as attitudes influence behaviour. Now we shall focus our attention toward another issue -values- that influences attitudes, and in turn also determine choice of action as well as behaviour.

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MCO 01 ORGANISATION THEORY AND BEHAVIOUR Solved Assignment 2020-21

MCO 01 ORGANISATION THEORY AND BEHAVIOUR

Solved Assignment 2020-21

Maximum Marks: 100

Attempt all the questions:

1. How does learning influence the performance of an individual? Discuss the different theories of learning. (adsbygoogle = window.adsbygoogle || []).push({}); 2. ‘A host of factors influence the personality development’ Discuss and explain the different personality types. 3. Write short notes on the following : (adsbygoogle = window.adsbygoogle || []).push({}); (a)System theory (b)Process of perception (c) Work related attitudes (d)Team Building 4. Differentiate between the following : (adsbygoogle = window.adsbygoogle || []).push({}); (a)Project and Matrix structure of organisation (b)Rational economic man model and Organisational man model (c) Maslow’s and Herzberg’s motivation theory (d) Job enrichment and Job enlargement 5. Comment briefly on the following statement : (a)The impact of departmentation is a delineation of executive responsibilities and a grouping of operating activities (b)Attribution is an important concept for understanding perception. (c) Stress is both negative and positive (d)When there is a resistance to change, the management has to take appropriate steps to overcome the resistance.

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MCO-01 Organization Theory and Behaviour in English Solved Assignment 2024

Mco-01 organization theory and behaviour solved assignment 2024.

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Course Code : MCO – 01 Course Title : Organisation Theory and Behavior Assignment Code : MCO & 01 /TMA/2024 Coverage : All Blocks

Attempt all the questions Q. 1 What are various principles of management? How are modern organisations different from typical classical organisations, in terms of practices of various principles of management? (20) Q. 2 (a) How do principles of organisation facilitate smooth functioning of the organisation? (b) How is team building useful for organisational development interventions? (10+10) Q. 3 Comment briefly on the following statements: (a) Study of OB lead to managerial effectiveness. (b) Learning results in change in behaviour and it also enhance the performance. (c) Attitude influence behaviour, and behaviour also influences attitude. (d) Social learning theory help in shaping of personality. (4×5) Q. 4 Difference between the following: (a) Maslow’s Need Hierarchy and Herzberg’s Two Factors Theories (b) Job enrichment and Job enlargement. (c) Formal Communication and Informal Communication (d) Autocratic leadership style and Democratic leadership style (4×5) Q. 5 Write short notes on the following: (a) Group cohesiveness (b) Legitimate and Illegitimate Political Behaviour (c) Factor influencing organisational culture (d) Stress Management

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Work-related attitudes and behaviors are concerned with various aspects of the job itself, the setting (and organization) in which the work is conducted, and the people involved in it. — Greenberg and Baron (2000, p. 170)

Types of Work Related Attitudes

Attitudes may be defined as an individual’s evaluative statements—either favorable or unfavorable —about objects, people, or events.

Attitudes reflect how we feel about something. They encompass such affective feelings as likes and dislikes, and satisfactions and dissatisfactions.

• For example, when I say “I like my job,” I am expressing my attitude about work.

Attitudes are complex. Our needs, past experiences, self-concept, and personality shape the beliefs, feelings, and opinion we hold towards the perceived world. If you were to ask others about their attitude toward religion, sport, or the organization they work for, you may get a simple response, but the reasons underlying the response are probably complex. In order to fully understand attitudes, we need to consider their fundamental components.

Components of Attitudes

Traditionally, behavioral scientist have proposed three components of attitudes . They are briefly discussed below.

• The Cognitive Component — Cognition is the aspect of an attitude that is based in description of or belief in the way things are. For example, the statement “my pay is low” is a description. The cognitive component of an attitude sets the stage for the more critical part of an attitude—its affective component.
• The Affective Component — Affect is the emotional or feeling segment of an attitude and is reflected in the statement “I am angry over how little I’m paid”. Affect can lead to behavioral outcomes.
• The Behavioral Component — The behavioral component of an attitude refers to an intention to behave in a certain way toward someone or something (to continue the example, “I’m going to look for another job that pays better”).

Viewing attitudes as being made up of three components—cognition, affect, and behavior— is helpful in understanding their complexity and the potential relationship between attitudes and behavior.

Note that these components are closely related, and cognition and affect in particular are inseparable in many ways. For example, imagine you concluded that someone had just treated you unfairly.

Aren’t you likely to have feelings about that, occurring virtually instantaneously with the thought? Therefore, cognition and affect are intertwined.

The figure below illustrates how the three components of an attitude are related.

As example in the figure indicates, an employee didn’t get a promotion he thought he deserved; a co-worker got it instead. The employee’s attitude toward his supervisor is illustrated as follows:

• the employee thought he deserved the promotion (cognition),
• the employee strongly dislikes his supervisor (affect), and
• the employee is looking for another job (behavior).

Although we often assume that cognition causes affect, which then causes behavior, in reality these components are often difficult to separate.

Types of Job Attitudes

A person can have thousands of attitudes, but within the sphere of organizational behavior, researchers focus their attention on three types of work-related attitudes. They include job satisfaction, job involvement, and organizational commitment.

1.     Job satisfaction

The term job satisfaction describes a positive feeling about a job, resulting from an evaluation of its characteristics. A person with a high level of job satisfaction holds positive feelings about his or her job, while a dissatisfied person holds negative feelings tending to job dissatisfaction. See Job Satisfaction Opens in new window

2.     Job involvement

Related to job satisfaction is job involvement , which measures the degree to which people identify psychologically with their job and consider their perceived performance level important to self-worth. Employees with a high level of job involvement strongly identify with and really care about the kind of work they do. See Job Involvement Opens in new window

3.     Organizational commitment

The third majob job attitude is organizational commitment , a state in which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization.

While high job involvement means identifying with your specific job, high organizational commitment means identifying with your employing organization. See Organizational Commitment Opens in new window

A few other attitudes attracting attention from researchers include perceived organizational support and employee engagement.

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