Mock Exam, Organizational Behaviour

Finals Mock Exam: Organizational Behaviour

Leave a comment
Motivation
1. Explain Maslow’s hierarchy of needs and how it applies to employee motivation.
Maslow’s hierarchy of needs consists of five levels:

  1. Physiological Needs – Basic needs such as food and water.
  2. Safety Needs – Security and stability, such as job security.
  3. Social Needs – Relationships and belongingness, such as teamwork.
  4. Esteem Needs – Recognition and respect, such as promotions.
  5. Self-Actualization – Fulfilling one’s potential through personal growth.
    Employees are motivated to move up the hierarchy, with higher levels becoming relevant only after lower-level needs are met. For example, a worker struggling with financial security may not prioritize career development until their safety needs are satisfied.
2. Differentiate between Theory X and Theory Y and discuss how each view affects management styles.
Theory X assumes that employees dislike work, avoid responsibility, and require supervision. Managers with this view tend to use authoritarian management styles with strict controls.
In contrast, Theory Y assumes that employees enjoy work, accept responsibility, and are self-directed. Managers with a Theory Y perspective are more likely to delegate authority and promote participative management. These contrasting views influence leadership behavior, with Theory Y leading to more empowered and motivated employees.
3. Describe Herzberg’s two-factor theory and the difference between hygiene factors and motivators.
Herzberg’s two-factor theory divides workplace factors into:

  1. Hygiene Factors – Elements like salary, working conditions, and company policies. These do not motivate employees but can cause dissatisfaction if inadequate.
  2. Motivators – Factors such as achievement, recognition, and growth that enhance job satisfaction and motivate employees.
    The theory suggests that improving hygiene factors prevents dissatisfaction, but only motivators can increase job satisfaction and performance.
4. Explain expectancy theory and how it influences employee effort.
Expectancy theory states that motivation depends on three factors:

  1. Expectancy – The belief that effort will lead to good performance.
  2. Instrumentality – The belief that performance will result in rewards.
  3. Valence – The value an individual places on the reward.
    Employees will exert effort if they believe that their effort will result in good performance, that good performance will be rewarded, and that the reward is meaningful to them. For instance, a sales employee may be motivated to achieve targets if they expect a significant bonus.
5. What is self-efficacy, and what are the four ways to increase it according to Bandura?
Self-efficacy refers to an individual’s belief in their ability to succeed in a task. Bandura identifies four ways to enhance self-efficacy:

  1. Enactive Mastery – Gaining experience and mastering the task.
  2. Vicarious Modeling – Observing others successfully perform the task.
  3. Verbal Persuasion – Encouraging individuals by convincing them of their capabilities.
  4. Arousal – Generating excitement or energy to enhance performance.
    Higher self-efficacy leads to increased motivation and persistence in challenging tasks.
Foundations of Group Behaviour
1. Describe the five stages of group development and their significance in team dynamics.
The five stages of group development are:

  1. Forming – Group members meet and experience uncertainty as they explore relationships and leadership roles.
  2. Storming – Conflict arises as individuals express their opinions and struggle for group structure.
  3. Norming – The group establishes cohesion, norms, and shared expectations.
  4. Performing – The group becomes fully functional, focusing on tasks and achieving goals.
  5. Adjourning – For temporary groups, this final stage involves wrapping up activities and disbanding.
    These stages are essential for understanding how groups evolve and become effective over time, with each stage building on the previous one to foster teamwork and productivity.
2. What is social loafing, and what strategies can reduce its occurrence?
Social loafing refers to the tendency of individuals to exert less effort when working in a group than when working alone. This occurs because accountability is diffused, and individuals may rely on others to carry the workload.
Strategies to reduce social loafing include:

  1. Making individual contributions identifiable.
  2. Setting clear group goals and expectations.
  3. Increasing group cohesiveness and interdependence.
  4. Offering individual rewards based on contributions.
  5. Limiting group size to ensure every member’s participation is critical.
    Addressing social loafing helps improve group productivity and ensures fair effort distribution.
3. Explain the concept of groupthink and how it can affect decision-making within teams.
Groupthink occurs when the desire for consensus within a group overrides critical thinking and the realistic appraisal of alternatives. Symptoms include the suppression of dissent, an illusion of unanimity, and the pressure to conform.
Groupthink can lead to poor decisions as alternatives are not thoroughly evaluated. For example, a team might overlook risks due to overconfidence in their plan. Preventing groupthink involves encouraging open discussion, appointing a devil’s advocate, and welcoming diverse opinions to ensure balanced decision-making.
4. Compare the strengths and weaknesses of group decision-making.
Group decision-making offers several advantages:

  1. More complete information – Groups have access to diverse knowledge and experiences.
  2. Higher quality decisions – A variety of perspectives enhances accuracy.
  3. Greater acceptance of solutions – Involvement in decision-making increases buy-in.
    However, it also has disadvantages:
  4. Time-consuming – Reaching a consensus can be slow.
  5. Pressure to conform – Groupthink can stifle creativity.
  6. Domination by certain members – Strong personalities can influence outcomes disproportionately.
    Effective group decisions require balancing these strengths and weaknesses through structured processes and inclusive participation.
5. What are the different types of norms within groups, and how do they influence individual behavior?
The four main types of group norms are:

  1. Performance norms – Expectations regarding work output and quality.
  2. Appearance norms – Standards for dress code and presentation.
  3. Social arrangement norms – Rules about interpersonal interactions within the group.
  4. Allocation of resources norms – Guidelines for distributing tasks and rewards.
    Norms influence behavior by setting expectations and creating pressure to conform. For example, performance norms encourage individuals to meet productivity standards, while social norms foster harmony and cooperation within the group.
Understanding Work Teams
1. Differentiate between a work group and a work team, providing examples of each.
A work group interacts primarily to share information and help each member perform within their individual area of responsibility. An example is a group of salespeople sharing best practices but working independently on their sales targets.
In contrast, a work team generates positive synergy through coordinated efforts, with individual contributions combining to achieve a common goal. For instance, a product development team collaborates on designing, testing, and launching a new product, relying on each other’s skills and roles to succeed collectively.
2. Explain the different types of teams and their roles in organizations.
The main types of teams are:

  1. Problem-Solving Teams – Small groups of employees from the same department who discuss ways to improve efficiency and quality.
  2. Self-Managed Teams – Groups that take on the responsibilities of their supervisors, making decisions independently.
  3. Cross-Functional Teams – Teams composed of employees from different departments working toward a common goal.
  4. Virtual Teams – Teams that use technology to collaborate across geographical distances.
    Each team type serves a specific role in enhancing organizational performance through collaboration and knowledge sharing.
3. What factors contribute to team effectiveness, according to the team effectiveness model?
The team effectiveness model emphasizes three main categories:

  1. Context – Includes adequate resources, leadership and structure, climate of trust, and performance evaluation systems.
  2. Composition – Involves the abilities and personalities of team members, role allocation, and diversity.
  3. Process – Focuses on a common purpose, specific goals, team efficacy, conflict management, and reduced social loafing.
    Effective teams balance these elements to maximize performance, achieve goals, and maintain positive relationships among members.
4. Discuss the challenges of turning individuals into team players in organizations.
Turning individuals into team players involves overcoming resistance to teamwork, especially in cultures that emphasize individual achievement. Challenges include:

  1. Resistance to change – Individuals accustomed to working independently may find it difficult to adapt.
  2. Cultural barriers – Some cultures value individualism over collectivism, creating resistance to teamwork.
  3. Reward structures – Organizations with systems that reward individual performance may discourage team efforts.
    Solutions include selecting team-oriented employees, providing training in teamwork skills, and restructuring rewards to encourage collaboration.
5. What are the advantages and disadvantages of virtual teams?
Virtual teams offer several advantages:

  1. Flexibility – Members can work across time zones and locations.
  2. Cost savings – Reduces the need for physical office space.
  3. Access to talent – Allows organizations to leverage expertise from around the world.
    However, virtual teams also face challenges:
  4. Lack of nonverbal communication – Makes it harder to build trust and rapport.
  5. Limited social interaction – May reduce team cohesion.
  6. Technology dependence – Can lead to issues if communication tools fail.
    Successful virtual teams require clear communication, trust-building efforts, and effective use of technology.
Communication
1. Describe the communication process and its key elements.
The communication process involves several key elements:

  1. Sender – Initiates the message.
  2. Encoding – Converting the message into a symbolic form.
  3. Message – The information to be transmitted.
  4. Channel – The medium through which the message travels.
  5. Decoding – Interpreting the message.
  6. Receiver – The person receiving the message.
  7. Noise – Any interference that affects message clarity.
  8. Feedback – The receiver’s response that completes the communication loop.
    These components work together to ensure that meaning is transmitted and understood effectively.
2. Differentiate between formal and informal communication channels with examples.
Formal channels are established by organizations to transmit official information, such as emails or memos sent by management to employees. These channels follow hierarchical structures and aim to ensure clarity and documentation.
Informal channels, like the grapevine, develop spontaneously among employees and often involve personal conversations or rumors. For example, employees discussing company changes over lunch represent informal communication. Both channels are essential, with formal channels ensuring accountability and informal ones fostering social connections.
3. Explain the concept of channel richness and its importance in communication.
Channel richness refers to a channel’s ability to convey information effectively. Rich channels, such as face-to-face communication, allow for multiple cues (like body language), immediate feedback, and personal context. These are ideal for handling complex or emotional messages.
In contrast, lean channels, such as emails or memos, provide fewer cues and are more suited for straightforward or routine communication. Selecting the right channel based on the message’s nature ensures clarity and reduces miscommunication.
4. Identify common barriers to effective communication and suggest ways to overcome them.
Common barriers include:

  1. Filtering – Manipulation of information to present it favorably.
  2. Selective Perception – Interpreting messages based on personal interests and biases.
  3. Information Overload – Receiving more information than can be processed.
  4. Emotions – Affecting how messages are received and understood.
  5. Language differences – Creating misunderstandings through ambiguous wording.
    To overcome these barriers, organizations can promote open communication, use clear and concise language, provide feedback channels, and ensure cultural sensitivity in messages.
5. What are the advantages and disadvantages of different types of interpersonal communication?
Different types of interpersonal communication include:

  1. Oral communication – Fast and allows for feedback but may lead to message distortion.
  2. Written communication – Provides a tangible record but is time-consuming and lacks immediate feedback.
  3. Nonverbal communication – Adds depth to communication through gestures and expressions but can be misinterpreted.
    Each type has its advantages depending on the context. Oral communication is effective for real-time discussions, written communication ensures clarity and documentation, and nonverbal cues add emotional depth to interactions.
Power and Politics
1. Explain the difference between power and leadership in an organizational context.
Power refers to the capacity of an individual to influence others’ behavior to act in accordance with their wishes. It focuses on dependency and can be exerted in multiple directions—downward, upward, and laterally.
Leadership, on the other hand, involves aligning followers toward shared goals and emphasizes goal compatibility between leaders and followers. While leadership primarily involves downward influence to inspire others, power can involve both coercive and reward-based tactics to achieve compliance. Thus, power is broader, focusing on control and influence across hierarchies.
2. Identify and describe the bases of formal and personal power.
Formal power derives from an individual’s position within an organization:

  1. Coercive Power – Based on fear of punishment.
  2. Reward Power – Based on the ability to provide valued rewards.
  3. Legitimate Power – Derived from formal authority or role in the hierarchy.
    Personal power arises from individual characteristics:
  4. Expert Power – Based on specialized knowledge or skills.
  5. Referent Power – Based on admiration and personal traits that attract others.
    Personal power often results in greater commitment, while formal power may secure compliance but not necessarily loyalty.
3. What is dependency in the context of power, and how can it increase an individual’s power in an organization?
Dependency refers to the extent to which one party relies on another for resources or outcomes. According to the general dependency postulate, power increases with dependency. Key factors that create dependency include:

  1. Importance – The resource must be valuable to the organization.
  2. Scarcity – The resource should be limited or rare.
  3. Nonsubstitutability – There should be few alternatives to the resource.
    Managers or employees who control critical, scarce, and non-replaceable resources can leverage this dependency to enhance their power within an organization.
4. Discuss common power tactics used in organizations to influence others.
Power tactics are strategies employed to translate power into influence. These include:

  1. Rational Persuasion – Using logical arguments and evidence.
  2. Inspirational Appeals – Targeting values and emotions.
  3. Consultation – Involving others in decision-making.
  4. Ingratiation – Using praise or flattery before making requests.
  5. Exchange – Offering favors or rewards for compliance.
  6. Coalition Formation – Enlisting others for support.
  7. Pressure – Using threats or repeated demands.
    Each tactic varies in effectiveness depending on the situation, relationship dynamics, and cultural context.
5. How can political behavior affect organizational dynamics, and what strategies can organizations use to manage it?

Political behavior refers to actions taken within organizations to acquire, develop, or use power to achieve personal or organizational goals. It can manifest as both legitimate behaviors (e.g., networking, coalition-building) and illegitimate behaviors (e.g., sabotage or manipulation).
Political behavior can disrupt trust and morale if perceived negatively but may also foster creativity and change if managed well. Organizations can mitigate the negative impact by:

  1. Promoting transparency in decision-making.
  2. Aligning rewards with organizational goals.
  3. Encouraging open communication.
  4. Providing training in ethical leadership and conflict management.

Conflict Negotiation
1. Differentiate between functional and dysfunctional conflict, providing examples of each.
Functional conflict supports group goals and improves performance. For example, task conflicts—such as debates about the best approach to complete a project—can spark innovation and better decisions.
Dysfunctional conflict, on the other hand, hinders group performance. For instance, personal conflicts or relationship conflicts may create hostility among team members, reducing collaboration and productivity. Understanding the difference helps managers foster healthy conflict while mitigating negative impacts.
2. Describe the five conflict-handling intentions and explain when each should be used.
The five conflict-handling intentions are:

  1. Competing – Used when quick, decisive action is necessary, such as in emergencies.
  2. Collaborating – Appropriate when the goal is to find a win-win solution by addressing the concerns of all parties.
  3. Avoiding – Useful when the issue is trivial or when further discussion would cause more harm than good.
  4. Accommodating – Suitable when maintaining harmony is more important than winning, or when the other party’s concerns are more critical.
  5. Compromising – Applied when both parties are willing to give up something to reach a solution, often under time constraints.
    Each intention works best in specific scenarios, balancing assertiveness and cooperativeness.
3. Compare distributive bargaining and integrative bargaining, highlighting key differences.
Distributive bargaining is a competitive approach where parties aim to maximize their share of a fixed resource, often leading to a win-lose outcome. For example, negotiating the price of a car involves one party gaining at the other’s expense.
Integrative bargaining seeks to create win-win solutions by expanding the available resources. It focuses on mutual interests, building long-term relationships. An example would be two departments collaborating to share resources for mutual benefit.
The key difference lies in the approach: distributive bargaining focuses on positions, while integrative bargaining emphasizes shared interests and cooperation.
4. Explain the concept of BATNA and its importance in negotiation.
BATNA stands for the Best Alternative to a Negotiated Agreement. It represents the lowest acceptable value or outcome an individual is willing to accept during a negotiation.
Knowing your BATNA is essential as it provides leverage, ensuring that you do not settle for a less favorable outcome than your alternative. For example, if a job offer does not meet expectations, having another offer (BATNA) strengthens your position. Negotiators with a strong BATNA are less likely to make unnecessary concessions.
5. What are the roles of third parties in conflict resolution, and how do they differ?
The four primary types of third-party roles in conflict resolution are:

  1. Mediator – Facilitates negotiations by encouraging communication but lacks the authority to impose a solution.
  2. Arbitrator – Has the authority to dictate an agreement, often used when parties are unwilling to compromise.
  3. Consultant – Provides expertise and advice to help parties develop creative solutions.
  4. Conciliator – Acts as an informal link between conflicting parties, helping them communicate and reach a resolution.
    Each role differs in terms of authority and involvement, with mediators fostering voluntary solutions and arbitrators imposing binding outcomes.
Organizational Change and Stress Management
1. Explain Lewin’s three-step change model and how it addresses resistance to change.
Lewin’s three-step change model involves:

  1. Unfreezing – Preparing the organization to accept that change is necessary by breaking the existing status quo and overcoming resistance.
  2. Movement – Implementing the change by introducing new behaviors, processes, or practices.
  3. Refreezing – Stabilizing the change to ensure it becomes part of the organizational culture by reinforcing new norms and behaviors.
    This model emphasizes the importance of overcoming both individual and group resistance to change, ensuring that new practices are sustained over time.
2. Identify and explain the difference between challenge stressors and hindrance stressors.
Challenge stressors are pressures that motivate individuals to achieve goals, such as tight deadlines or complex tasks. While these stressors can enhance performance, they require effective management.
Hindrance stressors obstruct personal and professional growth, such as unclear job roles, office politics, or bureaucracy. These stressors are associated with negative outcomes, including frustration and reduced performance. Managing stress effectively involves recognizing these distinctions and promoting environments that focus on challenge stressors while minimizing hindrances.
3. What strategies can organizations use to reduce employee stress?
Organizations can adopt the following strategies to reduce employee stress:

  1. Improved personnel selection and job placement – Ensuring employees are well-suited to their roles.
  2. Training and development – Preparing employees to manage stress effectively.
  3. Goal setting – Setting realistic, achievable objectives.
  4. Job redesign – Adjusting roles to better match employees’ skills and preferences.
  5. Employee involvement – Encouraging participation in decision-making to foster control and reduce uncertainty.
  6. Corporate wellness programs – Promoting health and well-being through fitness programs and sabbaticals.
    These approaches help create a supportive work environment, reducing stress and improving employee well-being.
4. Describe Kotter’s eight-step plan for implementing change and its relevance to modern organizations.
Kotter’s eight-step plan outlines a structured approach for successful change:

  1. Establish a sense of urgency – Create a compelling reason for change.
  2. Form a guiding coalition – Assemble a team with enough power to lead.
  3. Develop a vision and strategy – Guide efforts with a clear vision.
  4. Communicate the vision – Spread the vision to employees at all levels.
  5. Empower others to act – Remove barriers and encourage risk-taking.
  6. Create short-term wins – Identify and celebrate early successes.
  7. Consolidate gains – Use wins to drive further change.
  8. Anchor the changes – Reinforce connections between new behaviors and success.
    This plan helps organizations navigate the complexities of change by addressing resistance, building momentum, and ensuring long-term sustainability.
5. How does a learning organization differ from traditional organizations, and what are its key characteristics?
A learning organization continually adapts to change by encouraging individual and collective learning. Key characteristics include:

  1. Shared vision – Employees are committed to common goals.
  2. Open communication – Information flows freely within the organization.
  3. System thinking – The organization views itself as interconnected parts working toward shared objectives.
  4. Employee participation – Members actively participate in shaping the organization’s future.
  5. Continuous development – The organization embraces change and encourages experimentation.
    In contrast to traditional organizations, learning organizations foster innovation and agility, equipping them to respond effectively to environmental challenges.

Leave a Reply

Your email address will not be published. Required fields are marked *