2.
Change, Stressors, Power, Leadership & Personality
a. Planned Change and Change Agents:
Planned change refers to a deliberate and structured approach to transitioning individuals,
teams, or organizations from a current state to a desired future state. Change agents are
individuals or groups who facilitate and manage this transformation by guiding, motivating,
and supporting others through the change process.
b. Challenge Stressors vs Hindrance Stressors:
Challenge stressors are demands perceived as opportunities for growth and achievement (e.g.,
tight deadlines or high responsibility). Hindrance stressors, in contrast, are obstacles that
block personal growth or goal attainment, such as red tape, role ambiguity, or interpersonal
conflicts, and are typically demotivating.
c. Intellectual or Cognitive Ability and OB:
Intellectual or cognitive ability is the mental capacity to learn, reason, solve problems, and
adapt to new situations. In OB, it influences decision-making, learning capacity, job
performance, and adaptability, making it vital for selecting and developing employees for
cognitively demanding roles.
d. Coercive vs Expert Power:
Coercive power relies on fear and the threat of punishment to influence others, while expert
power is derived from one’s knowledge, skills, or expertise in a particular field. Expert power
earns respect and voluntary compliance, whereas coercive power can lead to resentment and
resistance.
e. Contribution of McGregor to OB:
Douglas McGregor contributed significantly through his Theory X and Theory Y. He
proposed that managers’ assumptions about employee motivation affect their leadership
style—Theory X assumes workers dislike work, needing control; Theory Y assumes people
are self-motivated and thrive on responsibility, encouraging a participative style.
f. Employee-Oriented Leader:
An employee-oriented leader focuses on building strong interpersonal relationships,
supporting team members, and showing concern for their well-being and development. This
leadership style improves job satisfaction, trust, and morale by creating a supportive and
respectful work culture.
g. Importance of HALO Effect in Perception:
The halo effect occurs when one positive trait of a person (like appearance or communication
skills) overly influences the observer's overall perception, potentially overshadowing other
attributes. In OB, it can affect appraisals, hiring, or promotions, leading to biased decisions
and unfair treatment.
h. Determinants of Personality:
Personality is shaped by various factors including heredity (genetic traits), environment
(culture, upbringing), situational factors (experiences), and social interactions. These
determinants influence how individuals behave, communicate, and respond to different
situations within the workplace.
i. Relevance of Johari Window in OB:
The Johari Window model promotes self-awareness, interpersonal understanding, and
effective communication by dividing awareness into four quadrants: open, hidden, blind, and
unknown self. In organizations, it improves trust, team dynamics, and feedback mechanisms
through transparency and mutual discovery.
j. Justification of Self-Actualization in Maslow’s Theory:
According to Maslow’s hierarchy of needs, self-actualization is the highest level, where
individuals seek personal growth, purpose, and fulfillment. It becomes relevant once basic
needs are met. In OB, fostering creativity, autonomy, and meaningful work supports
employees in achieving self-actualization.
3. Advanced Concepts and Power Dynamics
a. Essence of Attribution Theory:
Attribution theory explains how individuals interpret the causes of behavior—either as
internal (personal traits) or external (situational factors). In OB, it influences performance
evaluations, teamwork, and conflict resolution by shaping how managers perceive employee
actions and outcomes.
b. Group Size and Decision-Making:
Group size significantly impacts decision-making. Small groups enable faster communication
and consensus, while large groups bring diverse perspectives but may suffer from
coordination issues, social loafing, and decision delays. The ideal size balances diversity of
input with manageable interaction.
c. Concept of Transactional Analysis (TA):
Transactional Analysis is a psychological framework that examines social interactions
through three ego states—Parent, Adult, and Child. In OB, TA helps understand
communication styles, resolve conflicts, and improve relationships by fostering mature,
constructive dialogues and reducing emotional reactivity.
d. Major Determinants of Personality Development:
Key determinants include genetic inheritance, family background, culture, life experiences,
and social interactions. These factors collectively shape an individual’s traits, attitudes, and
behavioural tendencies, influencing how they function and interact within an organizational
setting.
e. McGregor's Theory X and Theory Y (Short Note):
Theory X assumes employees are inherently lazy and need close supervision, leading to
authoritarian management. Theory Y sees employees as self-motivated and capable of
responsibility, promoting participative management. These theories highlight how managerial
beliefs affect leadership styles and employee motivation.
f. Types of Organizational Power:
Organizational power can be classified as:
• Legitimate Power: Based on position or authority.
• Reward Power: Ability to distribute rewards.
• Coercive Power: Power through punishment or fear.
• Expert Power: Based on expertise and knowledge.
• Referent Power: Based on personal charisma or admiration.
These powers shape interactions and decisions, both positively and negatively.
g. Halo Effect (Revisited):
The halo effect causes overall judgments to be disproportionately influenced by one positive
trait. For example, a well-dressed employee may be perceived as more competent. This
cognitive bias affects performance appraisals, hiring decisions, and interpersonal dynamics,
often unconsciously.
h. Values vs Attitude:
Values are deep-rooted beliefs that guide behavior across all life situations, while attitudes
are evaluations or feelings toward specific people, objects, or events. Values are broader and
more stable; attitudes are more situational and can change with experience or information.
i. Leadership Style (Laissez-Faire):
The style described is Laissez-Faire Leadership, where the leader provides minimal
guidance, allowing subordinates complete autonomy. This style is suitable for highly skilled,
self-motivated teams but may lead to confusion or lack of direction in less mature or
dependent groups.
j. Organizational Politics (Revisited):
Organizational politics involves informal efforts to influence decision-making for personal or
group advantage. It may include networking, lobbying, or strategic alliances. While
sometimes disruptive, politics can also be a tool for navigating organizational challenges and
advancing positive change if used ethically.
Certainly, Samandeep! Here's a refined and conceptually rich version of each definition and
explanation, using clear, precise, and professional language for better understanding (each
around 40–50 words):
1. Definitions and Core Concepts of Organizational Behaviour
a. Organizational Behaviour:
Organizational Behaviour (OB) is a multidisciplinary field that studies how individuals,
groups, and organizational structures influence behaviour within workplaces. It aims to
enhance employee performance, motivation, job satisfaction, and leadership effectiveness to
achieve organizational goals while fostering a positive and productive work environment.
b. Perception:
Perception is the cognitive process through which individuals interpret and make sense of
sensory information from their environment. It shapes how people see situations, form
judgments, and behave in organizations. Personal experiences, attitudes, and cultural
backgrounds can significantly influence one’s perception and subsequent actions at work.
c. Motivation:
Motivation refers to the internal psychological processes and external factors that stimulate
individuals to initiate, direct, and sustain goal-oriented behavior. In organizations, motivation
is essential for enhancing employee productivity, engagement, and satisfaction, often driven
by rewards, recognition, needs, values, and individual aspirations.
d. Organizational Politics:
Organizational politics involves informal, often strategic, behaviors used by individuals or
groups to influence decisions, gain power, or achieve personal or organizational objectives.
While sometimes viewed negatively, when used ethically, politics can aid in navigating
complex workplace dynamics and driving positive organizational change.
e. Strategies for Stress Management:
Effective stress management in organizations includes both personal and organizational
strategies such as time management, relaxation techniques, regular physical activity,
supportive leadership, counseling programs, and workload adjustments. These methods help
reduce physical and emotional strain, improve mental well-being, and enhance employee
productivity and morale.
f. Group:
A group is a collection of individuals who interact regularly and share a common purpose or
goal. In organizational settings, groups can be formal (like departments or teams) or informal.
Effective group functioning requires coordination, communication, shared norms, and
interdependence among members.
g. Personality:
Personality refers to the unique and consistent patterns of thinking, feeling, and behaving that
distinguish one individual from another. In OB, personality traits like openness,
conscientiousness, and emotional stability influence workplace attitudes, communication
styles, leadership effectiveness, and job performance.
h. Emotional Intelligence (EI):
Emotional Intelligence is the capacity to perceive, understand, manage, and regulate emotions
in oneself and in interactions with others. High EI enhances leadership, conflict resolution,
team collaboration, and adaptability, making it a crucial skill for personal and organizational
success.
i. Learning Organization:
A learning organization is one that actively fosters continuous learning and knowledge
sharing among its members to adapt and innovate in a changing environment. It encourages
openness, critical thinking, and collaboration to improve processes, solve problems, and
achieve sustainable competitive advantage.
j. Attitude:
Attitude is a psychological tendency expressed by evaluating a particular entity with some
degree of favor or disfavor. It comprises cognitive (beliefs), affective (feelings), and
behavioral (actions) components and strongly influences workplace behavior, motivation, job
satisfaction, and interpersonal relationships.
