Organizational behavior Internal assessment BBA 1st year | Assignments Organization Behaviour

Subject - Major Paper-II Organizational Behavior

Assessment Type – Internal Assessment (Subjective Assignment)

1. Define Conflict. What are the sources of organizational conflict?

The events or conditions that cause goals to diverge are known as organizational sources of conflict.

Personality conflicts are as annoying as they are, not qualifying as a source of organizational conflict.

They may be the most inconvenient part of your day, and they're certainly something organizations

should be aware of if it interferes with daily operations, but these organizational sources cause far more

serious issues. These are the sources.

Differentiation and goal incompatibility

When departments' goals are dissimilar, organizational sources of conflict arise. For example, an

electronics company's research and development team might be tasked with coming up with the best

new, far-fetched idea for personal electronics—that thing consumers didn't realize they wanted. The R

and D team might come up with something excellent and to , complete with a plethora of bells with

whistles that the consumer will love.

The manufacturing team will meet to discuss the following new design. They've been instructed that

management approves of it and that they must construct it in the most cost-effective manner feasible.

They begin to make changes to the design, saving money by employing less expensive materials than the

R&D team proposed. There is a conflict.

The incidence of goal incompatibility and differentiation is fairly prevalent. Research and development

do not sit well with the manufacturing crew. The sales department believes that the legal department

exists to prevent them from closing transactions. Even though they're both operating under the notion

that their selections are beneficial for the company, departments within the organization feel like

they're working at cross-purposes.

Interdependence

Employees' interdependence describes how much they rely on one another to complete their tasks.

Everything would be OK if everyone had their own ambitions that were unrelated to one another. In

many organizations, however, this is not the case.

For example, a communication department may be tasked with developing speaking points to assist

front-line personnel in dealing with client inquiries. Because the communications department is capable

of providing clear directions but lacks subject matter expertise, they must wait for engineering to supply

product details that are critical to the final message. The communication department will not be able to

meet their goal of getting these speaking points out on time for their front-line workers to deal with

questions if those specifics are not provided.

A first-, second-, and third-shift assembly line are all the same. One shift takes on where the other has

left off. All three teams should adhere to the same work standards, production quantities, and clean-up

procedures. When one team deviates from such criteria, the other two groups become enraged.

Uncertainty and scarcity of resources

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Subject - Major Paper-II Organizational Behavior

Assessment Type – Internal Assessment (Subjective Assignment)

Define Conflict. What are the sources of organizational conflict? The events or conditions that cause goals to diverge are known as organizational sources of conflict. Personality conflicts are as annoying as they are, not qualifying as a source of organizational conflict. They may be the most inconvenient part of your day, and they're certainly something organizations should be aware of if it interferes with daily operations, but these organizational sources cause far more serious issues. These are the sources. Differentiation and goal incompatibility When departments' goals are dissimilar, organizational sources of conflict arise. For example, an electronics company's research and development team might be tasked with coming up with the best new, far-fetched idea for personal electronics—that thing consumers didn't realize they wanted. The R and D team might come up with something excellent and to , complete with a plethora of bells with whistles that the consumer will love. The manufacturing team will meet to discuss the following new design. They've been instructed that management approves of it and that they must construct it in the most cost-effective manner feasible. They begin to make changes to the design, saving money by employing less expensive materials than the R&D team proposed. There is a conflict. The incidence of goal incompatibility and differentiation is fairly prevalent. Research and development do not sit well with the manufacturing crew. The sales department believes that the legal department exists to prevent them from closing transactions. Even though they're both operating under the notion that their selections are beneficial for the company, departments within the organization feel like they're working at cross-purposes. Interdependence Employees' interdependence describes how much they rely on one another to complete their tasks. Everything would be OK if everyone had their own ambitions that were unrelated to one another. In many organizations, however, this is not the case. For example, a communication department may be tasked with developing speaking points to assist front-line personnel in dealing with client inquiries. Because the communications department is capable of providing clear directions but lacks subject matter expertise, they must wait for engineering to supply product details that are critical to the final message. The communication department will not be able to meet their goal of getting these speaking points out on time for their front-line workers to deal with questions if those specifics are not provided. A first-, second-, and third-shift assembly line are all the same. One shift takes on where the other has left off. All three teams should adhere to the same work standards, production quantities, and clean-up procedures. When one team deviates from such criteria, the other two groups become enraged. Uncertainty and scarcity of resources

Change. We discussed it as a source of stress, and now we'll discuss it as a source of organizational conflict. Managers find it difficult to set clear directions in the face of uncertainty, and a lack of clear direction leads to conflict. Conflict arises as a result of a lack of resources. If there isn't enough material and supplies for everyone, there will be conflict between those who obtain resources and those who don't. Departments will battle for resources as resources become scarce and an organization must make do with less. For example, if budgets are tight, the marketing department may believe that gaining new clients is the best way to stretch those expenditures. It's possible that the development team believes they can profit. by increasing the number of things available for sale. Conflict arises as a result of scarcity of resources. System of rewards The compensation structure of a company can be a cause of contention, especially if the company creates a win-lose scenario for employee incentives. For example, a company can set a requirement that only a specific percentage of employees are eligible for top raises and bonuses. This criterion, which is not uncommon, fosters fierce competition among the company's employees. This type of competition frequently leads to confrontation. Employee of the month or other large prizes provided on a competitive basis are examples of rewards that may cause conflict. Employees, teams, and organizations can cause conflict between two employees, between a group of employees, or across departments within an organization. Now that we've grasped the concept of conflict, we're ready to tackle negotiation. It's not the same as conflict, but it's easy to see how some of the same abilities might be applied. Consider how some of the abilities required to be a successful negotiator can be derived from dispute resolution.

What is Job stress? The impact of stress on human conduct inside an organization is referred to as the role of stress in organizational behavior. Workplace stress is a type of stress that can express in a variety of ways, all of which can have an impact on overall organizational behavior. Recognizing that work stress is caused by more than only work-related stresses, but also by outside stressors brought into the workplace by the individual, goes a long way toward understanding the role of stress in organizational behavior and possible treatments. Understanding the link between stress in organizational behavior and individual conduct requires first realizing that stress in the workplace cannot be avoided and is not always a bad thing. This is because minor stress at work, in varied degrees, can actually help an individual perform better. Mild stress may help to protect an employee from getting too complacent and encourage such a person to be more vigilant, thus forming a link between stress and organizational behavior. This will have a favorable impact on the employee's performance and production, as well as the company's bottom line. When workplace stress becomes excessive or escalated to the point that it has a detrimental impact on employee health and behavior, such stress may not be advantageous to the organization and may negatively influence the organizational behavior's balance. When stress in the workplace affects the relationship between the stressed individual and other members of the organization, it can have a

They are self-motivated to finish their tasks. Take pride in owning their work. Seek and embrace responsibility, and don't require much guidance. Consider employment to be both rewarding and demanding. Solve challenges in a unique and imaginative manner. Organizations are increasingly adopting Theory Y. This reflects workers' growing demand for more fulfilling jobs that offer them more than simply a paycheck. McGregor also thinks it's better than Theory X, which he claims turns workers to "cogs in a machine" and demotivates them in the long run.

Describe various models in understanding human behavior?
The Rational Economic Man: From an organizational standpoint, managers have long seen their personnel as rational individuals driven primarily by financial incentives. To comprehend and predict human behavior, they used the 'ECONOMIC MAN' and 'RATIONAL MAN' approaches. The foundation of this paradigm is traditional organizational theory. The Scientific Management Movement was founded on the premise that increasing organizational productivity could be achieved by rationally describing the one best method to do things and providing incentives to workers in the form of piece rates and bonuses. This model has also been investigated by psychologists for predicting human behavior. McGregor's assumptions in Theory X, for example, are based on this paradigm.
Social Man: As time passed, proponents of the human relations school realized that human behavior encompassed much more than merely being social, economic, and rational. The worker was regarded as a social man by supporters of this ideology. They understood that man is a member of a social group, that he is influenced by social factors, and that he seeks fulfillment of wants connected to maintaining his social relationships. When Eltan Mayo was researching Hawthorne between 1927 and 1932, he came up with the concept of the social man.
Organizational Man: An outgrowth of the social man is the organizational man. William Whyte was the first to coin the term "organization guy." He thought it was critical for employees to be loyal to their employers and helpful with their coworkers. An organization man is someone who believes in this value system and performs accordingly. This concept is based on the idea that each individual should surrender his or her individuality for the good of the group or organization. Henry Fayol first proposed this theory when he claimed that individual interests should be put aside in favor of the greater good. Whyte had outlined three major principles that underpin the organization man concept.
The Self-Actuating Man: The self-actuating man is a development of the social and organizational man models. Individual fulfillment is based on the establishment of social groupings, according to the social man notion. The self-actuating man, on the other hand, believes that man's basic desire is to use his

abilities and skills in such a way that he can enjoy the gratification of making specific things. The earlier models are unable to meet his self-actuating requirements.

Complex man: Complex man presents the real picture of human picture of human behavior. All the previous models make very simplistic assumptions about people and their behavior.
Describe various models in understanding human behavior?
The Rational Economic Man: From an organizational standpoint, managers have long seen their personnel as rational individuals driven primarily by financial incentives. To comprehend and predict human behavior, they used the 'ECONOMIC MAN' and 'RATIONAL MAN' approaches. The foundation of this paradigm is traditional organizational theory. The Scientific Management Movement was founded on the premise that increasing organizational productivity could be achieved by rationally describing the one best method to do things and providing incentives to workers in the form of piece rates and bonuses. This model has also been investigated by psychologists for predicting human behavior. McGregor's assumptions in Theory X, for example, are based on this paradigm.
Social Man: As time passed, proponents of the human relations school realized that human behavior encompassed much more than merely being social, economic, and rational. The worker was regarded as a social man by supporters of this ideology. They understood that man is a member of a social group, that he is influenced by social factors, and that he seeks fulfillment of wants connected to maintaining his social relationships. When Eltan Mayo was researching Hawthorne between 1927 and 1932, he came up with the concept of the social man.
Organizational Man: An outgrowth of the social man is the organizational man. William Whyte was the first to coin the term "organization guy." He thought it was critical for employees to be loyal to their employers and helpful with their coworkers. An organization man is someone who believes in this value system and performs accordingly. This concept is based on the idea that each individual should surrender his or her individuality for the good of the group or organization. Henry Fayol first proposed this theory when he claimed that individual interests should be put aside in favor of the greater good. Whyte had outlined three major principles that underpin the organization man concept.
The Self-Actuating Man: The self-actuating man is a development of the social and organizational man models. Individual fulfillment is based on the establishment of social groupings, according to the social man notion. The self-actuating man, on the other hand, believes that man's basic desire is to use his abilities and skills in such a way that he can enjoy the gratification of making specific things. The earlier models are unable to meet his self-actuating requirements.
Complex man: Complex man presents the real picture of human picture of human behavior. All the previous models make very simplistic assumptions about people and their behavior.

Organizational behavior Internal assessment BBA 1st year, Assignments of Organization Behaviour

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Download Organizational behavior Internal assessment BBA 1st year and more Assignments Organization Behaviour in PDF only on Docsity!

Subject - Major Paper-II Organizational Behavior

Assessment Type – Internal Assessment (Subjective Assignment)