Organization and Management 1

S. M. Mahruf Billah

The Institute of Bankers, Bangladesh (IBB)

5th Banking Professional Examination, 2025
JAIBB
Organization And Management (OM)
Subject Code: 1 0 6
Time-3 hours
Full Marks-100
Pass marks-45
[N.B. The figures in the right margin indicate full marks. Answer any Five Questions.]
1. (a) Distinguish between informal and formal organization. 7
(b) Illustrate the concept of alternative work schedule. How does job 5+3=8
rotation reduce boredom of employees?
(c) “Organizational behavior examines human interaction within a 5
workplace setting”- Explain

2. (a) “The organizational environment is always dynamic and ever changing”- 7

Explain in the context of banking sector.
(b) What are the key elements of internal environment of a bank? 7
(c) How can a bank create a positive organizational climate to improve 6
satisfaction and performance of its employees?

3. (a) Discuss different types of organizational structures with suitable 7

examples.
(b) What are the advantages and disadvantages of a matrix organizational 6
structure?
(c) How can an organization choose the most appropriate organizational 7
structure for itself?

4. (a) Discuss the key roles human resource management plays in banks. 8
(b) What is stress? What are the causes of stress? 2+5=7
(c) What is the relationship between stress and job performance? 5

5. (a) Define and explain the concept of Quality of Work Life (QWL). 6
(b) Discuss various strategies for improving QWL in an organization. 6
(c) How can QWL initiatives contribute to employee motivation and 8
retention in banks?

6. (a) Briefly discuss the significant issues of managing human resources in 6

banks.
(b) What is performance appraisal? Distinguish between “On-the-job 3+6=9
training” and “Off-the job training”.
(c) “In order for an employee to feel motivated, three needs must be 5
satisfied; once subsistence need id fulfilled, this will provide motivation
for the employee to fulfill the need to relate with other people, and
perform meaningful work must be satisfied” – Do you agree with this
statement? Explain from the standpoint of ERG theory of motivation.

7. (a) Discuss Herzberg’s two factor theory and explain its implications for 6
employee motivation in banks.
(b) Explain the concept of employee engagement and its impact on 6
organizational performance.
(c) Discuss how banks can engage their employees in enhancing 8
productivity and customer satisfaction.
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8. (a) Define and explain different leadership styles. 7

(b) What are the key characteristics of an effective leader in the banking 6
sector?
(c) How can leaders in banks foster a culture of innovation ad adaptability? 7

9. (a) What is organizational ethics? Discuss the important characteristics of 3+5=8

organizational ethics.
(b) How ethics can be institutionalized in banks and non-bank financial 6
institutions?
(c) What should be the code of conduct for a bank? 6

10. Write short notes on any four of the following 4 20

5=
(a) Teamwork
(b) McGregor’s Theory X and Theory Y
(c) Stress Management
(d) Span of control
(e) Organizational Change
(f) Performance Management System
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1. (a) Distinguish between informal and formal organization. 7

A formal organization has a defined structure, hierarchical relationships, and official rules and
regulations, while an informal organization arises spontaneously within the formal structure and is
characterized by social connections and personal relationships. Formal organizations are designed to
achieve specific goals, while informal ones often focus on social and psychological needs.

Feature Formal Organization Informal Organization

Defined hierarchy, clear roles, and Unstructured, based on social connections
Structure
reporting lines and personal relationships
Adheres to official policies and Operates based on shared norms and
Rules
procedures mutual trust
To achieve specific organizational
Purpose To satisfy social and psychological needs
objectives
Formal channels, often
Communication Informal, can flow in any direction
hierarchical
Defined lines of authority, based Based on personal influence and social
Authority
on position dynamics
Generally permanent and
Permanence More fluid and may be temporary
intended to be long-lasting

1. (b) Illustrate the concept of alternative work schedule. How does job 5+3=8
rotation reduce boredom of employees?
An alternative work schedule, or AWS, deviates from the traditional 9-to-5, Monday-to-Friday work
model, offering flexibility in work hours and locations. This can include flextime, compressed
workweeks, remote work, and job sharing, allowing employees to balance their work and personal
needs.
Job rotation reduces employee boredom by exposing workers to new and varied tasks, breaking up
routine, and stimulating their minds. This can help revitalize their sense of curiosity, creativity, and
engagement, ultimately improving their job satisfaction and motivation.
1. (c) “Organizational behavior examines human interaction within a 5
workplace setting”- Explain
Organizational behavior is the study of how people interact and behave within a workplace,
encompassing individual actions, group dynamics, and the overall structure of an organization. It
examines how these interactions impact job performance, employee satisfaction, and the overall
effectiveness of the workplace. Here's a more detailed explanation:
Focus on Human Interaction:
 Organizational behavior investigates how individuals interact with each other, how groups
function, and how these interactions influence workplace outcomes.
Impact on Performance:
 By understanding these interactions, organizations can improve employee performance,
boost job satisfaction, and foster a more positive and productive work environment.
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Levels of Influence:
 Organizational behavior examines behavior at three levels: individual, group, and
organizational.
Key Areas of Study:
 It delves into areas like leadership, communication, motivation, decision-making,
organizational culture, and conflict resolution.
Practical Applications:
 The findings of organizational behavior studies are used to develop effective human
resources practices, improve workplace dynamics, and enhance organizational effectiveness.
Interdisciplinary Nature:
 Organizational behavior draws from various disciplines like psychology, sociology, and
economics to understand human behavior in the workplace.
2. (a) “The organizational environment is always dynamic and ever 7
changing”- Explain in the context of banking sector.
The organizational environment is indeed dynamic and constantly evolving, influencing an
organization's operations, strategies, and success. This environment encompasses both internal and
external factors, creating a complex web of influences that organizations must navigate.
The statement "The organizational environment is always dynamic and ever-changing" highlights
that the surroundings and factors influencing an organization are constantly in flux, making it a
challenging and evolving space. This environment encompasses various elements like economic
conditions, technology, social trends, political factors, and legal regulations, all of which can impact
how an organization operates.
2. (b) What are the key elements of internal environment of a bank? 7
The internal environment of a bank encompasses elements it can directly influence, including its
structure, culture, resources, and operations. Key elements include the bank's organizational
structure (hierarchy, departments), corporate culture (values, attitudes), human resources, financial
resources, technology, and internal control systems. The bank's management style, communication
structure, and employee morale also contribute to the internal environment.
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2. (c) How can a bank create a positive organizational climate to improve 6

satisfaction and performance of its employees?
To foster a positive organizational climate in a bank and boost employee satisfaction and
performance, banks should focus on creating a supportive and engaging work environment. This
includes providing competitive compensation and benefits, offering career development
opportunities, promoting work-life balance, improving communication, recognizing and rewarding
achievements, and enhancing the physical work environment. Additionally, encouraging employee
engagement, providing mental health support, and conducting regular job satisfaction surveys are
crucial for building a positive and productive workplace.
Here's a more detailed look at how a bank can achieve this:
1. Compensation and Benefits:
Competitive Salaries:
 Regularly assess and adjust salary structures to ensure they are competitive within the
banking industry.
Comprehensive Benefits:
 Offer a wide range of benefits, including health insurance, retirement plans, and other perks.
2. Career Development:
Training Programs:
 Invest in ongoing training and development programs to enhance employee skills and
knowledge.
Clear Career Pathways:
 Establish transparent career paths and opportunities for advancement.
3. Work-Life Balance:
Flexible Work Arrangements:
 Consider implementing flexible work arrangements to accommodate individual needs.
Encourage Time Off:
 Promote the use of vacation time and other leave options.
4. Communication and Leadership:
Open Communication:
 Encourage open and honest communication between management and employees.
Regular Feedback:
 Provide regular and constructive feedback to employees on their performance.
Leadership Support:
 Ensure managers lead by example and create a supportive and inclusive environment.
5. Recognition and Rewards:
Employee Recognition Programs:
 Implement programs to recognize and reward employee achievements and contributions.
Incentive Programs:
 Consider implementing incentive programs to motivate employees and boost performance.
6. Work Environment:
Positive Workplace Culture:
 Foster a culture of respect, collaboration, and trust.
Ergonomic Workspaces:
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 Ensure that workspaces are ergonomically sound and conducive to productivity.

7. Employee Engagement:
Involvement in Decision-Making:
 Include employees in decision-making processes to foster a sense of ownership and
responsibility.
Team Building Activities:
 Organize regular team-building activities to improve collaboration and morale.

3. (a) Discuss different types of organizational structures with suitable 7

examples.
Organizational structures vary, ranging from the traditional hierarchical model to more decentralized
forms like flat hierarchies and matrix structures. Each structure has its own advantages and
disadvantages, and the best choice depends on the organization's size, industry, and strategic goals.

Types of Organizational Structure:

1) Functional structure
2) Divisional structure
3) Matrix structure
4) Team structure
5) Network structure
6) Hierarchical structure
7) Flat organization structure
An organizational structure is based on a range of elements, including:
a) Work specialization
b) Departmentation
c) Chain of command
d) Span of control
e) Centralization/Decentralization
f) Formalization
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Centralized vs. Decentralized Organizational Structures:

All organizational structures are either centralized or decentralized. When designing an
organizational structure, leaders must decide which is best for your company. Here are the
differences between the two:
Centralized organizational structure:

Decentralized organizational structure:

3. (b) What are the advantages and disadvantages of a matrix 6

organizational structure?
Within a matrix organizational structure, team members report to several managers at once.
Having multiple supervisors allows for company-wide interaction and faster project delivery. For
instance, when answering to functional managers and project managers, employees have a chance
to collect experience outside their team. While functional managers can help to solve job-specific
issues, project managers can bring in knowledge or talents from other departments.
If you go after a matrix organizational structure, you’ll need to find a way to avoid authority
confusion and prevent conflicts between managers.
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Advantages:
 Flexibility and Resource Sharing: Matrix structures allow for efficient resource allocation
across multiple projects, improving overall utilization and potentially reducing costs.
 Enhanced Collaboration: The structure encourages collaboration between different
functional departments and teams, promoting knowledge sharing and innovation.
 Employee Development: Employees gain diverse experience by working on different
projects, leading to skill enhancement and increased engagement.
 Improved Communication: Open communication lines are established across departments,
breaking down traditional silos and facilitating better understanding.
 Adaptability to Change: The structure allows for quicker adjustments to changing market
conditions and project demands, making it suitable for dynamic environments.
Disadvantages:
 Confusion and Ambiguity: Dual reporting lines (functional and project managers) can lead to
confusion about authority and responsibilities, potentially creating ambiguity in decision-
making.
 Potential for Conflict: Employees reporting to multiple managers can experience conflicts in
priorities, leading to power struggles and reduced morale.
 Slower Decision-Making: Coordination among multiple managers and teams can slow down
the decision-making process, impacting project timelines.
 Overhead Costs: Implementing and managing a matrix structure can increase overhead
costs due to increased administrative tasks and potential conflicts.
 Resource Overload and Burnout: Employees may experience heavy workloads and burnout
due to the demands of multiple projects and managers.
 Complexity and Implementation Challenges: The structure can be complex to implement
and manage, requiring clear communication and well-defined roles.

3. (c) How can an organization choose the most appropriate 7

organizational structure for itself?
An organization should choose its organizational structure by assessing its needs, including business
objectives, size, industry, and desired decision-making processes. Considerations should also include
liability, taxation, and potential transfer of ownership. Key elements to analyze include: strategy,
size, technology, and the internal environment. A visual representation of potential structures can
help identify the best fit for the organization's goals.

4. (a) Discuss the key roles human resource management plays in banks. 8
Human Resource Management (HRM) plays a crucial role in banks, ensuring they have the right
people, skilled and motivated, to operate effectively. This involves managing the entire employee
lifecycle, from recruitment and hiring to training, development, and retention, while also ensuring
compliance with regulations and promoting a positive work environment.
HR or HRM department daily activities revolve around below areas:
 Recruitment
 Conducting interviews
 Designing training modules
 Staff planning
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 Taking care of departmental promotions and transfers

 Taking disciplinary actions
 Maintaining the records of employees
Let us discuss the various roles that an HR fulfills within the banking sector:
a) Plan in Advance for Recruitment
b) Commit To Employee Well-Being
c) Agile Response Teams
d) Reshape Performance Management Incentives
e) Maintain Work Culture in the Rapid Changing Environment
f) Retaining Top talents

4. (b) What is stress? What are the causes of stress? 2+5=7

Workplace stress is the harmful physical and emotional response that occurs when there's a
mismatch between job demands and an individual's abilities, resources, or needs. It's essentially
when the pressures of work exceed an individual's capacity to cope. Common causes include high
workloads, lack of control, poor relationships, bullying, and changes within the organization.
Workplace stress can stem from various sources, including heavy workloads, demanding deadlines, a
lack of control over one's work, poor work relationships, and a lack of support from supervisors or
colleagues. Other contributing factors can be a lack of clarity in roles and responsibilities, feeling
unclear about expectations, changes within the organization, and even a hostile work environment.

4. (c) What is the relationship between stress and job performance? 5

The relationship between stress and job performance is generally negative; excessive stress can lead
to decreased productivity, lower job satisfaction, and increased absenteeism, while moderate stress
can sometimes be a motivator.
Studies suggest that high levels of stress can negatively impact an individual's ability to concentrate,
manage time effectively, and make sound decisions, ultimately affecting their overall performance.
Effects of Work Stress on Job Performance:
a) Decreased Productivity
b) Lower Quality of Work
c) Increased Absenteeism and Turnover
d) Strained Interpersonal Relationships

5. (a) Define and explain the concept of Quality of Work Life (QWL). 6
Quality of Work Life (QWL) refers to the overall satisfaction and well-being of employees in their
work environment. It encompasses various factors that influence how employees feel about their
jobs and their workplace, ultimately affecting their productivity, job satisfaction, and overall well-
being.
Talking about importance, over the years, QWL has become a critical issue due to increasing
business demands and family structure. Many organizations have now considered the socio-
psychological needs of the employees. The aim remains improving the organizational climate by
humanizing work, individualizing organizations, and changing the structural and managerial systems.
The importance and key objectives of QWL include:
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 Enhancing productivity: Cultivate a work culture that promotes higher productivity and job
satisfaction.
 Improving job Satisfaction and personal goals: Create a conducive work environment
meeting socio-psychological needs to boost overall job satisfaction and motivation.
 Reducing absenteeism and turnover: Favorable QWL leads to psychologically and physically
healthier employees, decreasing absenteeism and turnover.
 Improving management-employee relationship: QWL involves joint decision-making,
collaboration, and mutual respect, enhancing relationships between management and
employees.
 Boosting brand image and reputation: A positive QWL improves corporate image,
potentially increasing customer loyalty and sales.

5. (b) Discuss various strategies for improving QWL in an organization. 6

To improve Quality of Work Life (QWL), organizations can implement strategies focused on
employee well-being, fostering a positive work environment, promoting work-life balance, and
encouraging professional development. This includes optimizing the workplace, implementing
flexible work arrangements, providing training opportunities, and engaging in regular
communication and feedback.
5 concrete & practical actions to improve the QWL in your company:
1) Optimize your office layout for better working conditions
2) Organize federative and convivial events
3) Adopt a benevolent management style
4) Make your workplace more accessible with your company car park
5) Prevent psychosocial risks (PSR) – an important point to improve the QWL

5. (c) How can QWL initiatives contribute to employee motivation and 8

retention in banks?
Quality of Work Life (QWL) initiatives in banks can significantly boost employee motivation and
retention by fostering a supportive and positive work environment. This can be achieved through
various measures like work-life balance programs, opportunities for skill development, and
recognition for contributions.
Here's how QWL initiatives can contribute to employee motivation and retention:
1. Improving Work-Life Balance:
 Flexibility: Offering flexible work hours, remote work options, and compressed workweeks
can help employees better manage their personal and professional lives.
 Generous Leave Policies: Providing ample vacation time, sick leave, and parental leave can
reduce stress and promote employee well-being, according to an analysis by the Arab
Journals Platform.
 Reduced Workload: Ensuring reasonable workloads and avoiding excessive overtime can
prevent burnout and improve employee satisfaction.
2. Fostering Career Development:
 Training and Development Programs: Investing in training programs that enhance skills and
knowledge can boost employee confidence and motivation.
 Mentoring and Coaching: Providing opportunities for employees to learn from experienced
colleagues can facilitate professional growth and development.
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 Clear Career Paths: Establishing clear career progression paths and providing opportunities
for promotion can create a sense of long-term commitment and encourage employee
retention.
3. Recognizing and Rewarding Performance:
 Recognition Programs: Implementing programs that acknowledge and reward employee
achievements can boost morale and demonstrate appreciation for their contributions.
 Performance-Based Bonuses: Offering bonuses tied to performance goals can motivate
employees to strive for excellence.
 Employee Appreciation Events: Organizing events that celebrate employee contributions
and foster a sense of community can create a positive and engaging work environment.
4. Creating a Positive Work Environment:
 Open Communication: Establishing open communication channels and providing feedback
to employees can create a sense of trust and transparency.
 Employee Involvement: Involving employees in decision-making processes can empower
them and make them feel valued.
 Respect and Fairness: Promoting a culture of respect and fairness can foster a positive work
environment where employees feel valued and appreciated.

6. (a) Briefly discuss the significant issues of managing human resources 6

in banks.
Managing human resources in banks presents unique challenges due to the industry's high-risk
nature and the need for specialized skills. Key issues include attracting and retaining skilled talent,
ensuring compliance with complex regulations, managing a diverse workforce, and adapting to
technological advancements.
Key Issues in HR Management for Banks:
 Talent Acquisition and Retention
 Skills Gap and Technological Change
 Employee Engagement and Motivation
 Compliance and Regulatory Requirements
 Diversity and Inclusion
 Conflict Resolution and Workplace Dynamics
 Employee Development and Training
 Measuring Performance and Feedback
 Remuneration and Benefits
 Strategic HR Planning
 Data Management and Analytics
6. (b) What is performance appraisal? Distinguish between “On-the-job 3+6=9
training” and “Off-the job training”.
Performance appraisal is a structured process of regularly evaluating an employee's job performance
and overall contribution to a company. It's a way to assess how well an employee's work aligns with
their job criteria, skills, achievements, and potential for growth. This process can also be referred to
as an annual review, performance review, or employee evaluation.
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On-the-job training involves learning and skill development within the actual workplace, during
normal working hours, and while performing actual job duties. Off-the-job training, on the other
hand, takes place outside the regular work environment, often at training centers or in classrooms,
and focuses on structured programs and courses.

6. (c) “In order for an employee to feel motivated, three needs must be satisfied; 5
once subsistence need id fulfilled, this will provide motivation for the
employee to fulfill the need to relate with other people, and perform
meaningful work must be satisfied” – Do you agree with this statement?
Explain from the standpoint of ERG theory of motivation.
These are the three basic needs that employees will try to satisfy. In the model, as one need is filled,
this will provide motivation for the employee to want to fulfill another need. All three needs must be
satisfied simultaneously in order for an individual to feel motivated. The best way to visualize ERG
Theory is in the context of the Hierarchy of Needs as shown below:
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Yes, the statement aligns with the principles of ERG theory, but with a slight refinement. While ERG
theory emphasizes the importance of fulfilling basic needs like existence (subsistence), it also
suggests that relatedness and growth needs can be concurrently pursued, not necessarily
sequentially. The statement's emphasis on fulfilling needs in a hierarchical order is partially accurate,
but ERG theory allows for a more flexible approach.
7. (a) Discuss Herzberg’s two factor theory and explain its implications 6
for employee motivation in banks.
Herzberg's Two-Factor Theory posits that employee satisfaction and dissatisfaction are influenced by
two separate sets of factors: motivators and hygiene factors.
 Motivators, like achievement and recognition, lead to job satisfaction and increased
motivation.
 Hygiene factors, such as salary and working conditions, prevent dissatisfaction but don't
necessarily motivate.
In a banking context, focusing on both motivators and hygiene factors is crucial for employee
motivation and overall organizational success.

7. (b) Explain the concept of employee engagement and its impact on 6

organizational performance.
Employee engagement refers to the level of an employee's emotional commitment and enthusiasm
towards their work and the organization they work for. It's about how invested they feel in their role
and the overall success of the company.
High employee engagement can significantly impact organizational performance, leading to
increased productivity, innovation, and customer satisfaction.
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7. (c) Discuss how banks can engage their employees in enhancing 8

productivity and customer satisfaction.
Banks can enhance employee engagement to boost both productivity and customer satisfaction by
fostering a positive and supportive work environment, offering opportunities for growth and
development, and recognizing employee contributions. This includes encouraging open
communication, providing transparent information, and empowering employees to make a
difference.
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8. (a) Define and explain different leadership styles. 7

Leadership styles describe how a leader directs, motivates, and manages a team. These styles vary in
how decisions are made, how much autonomy is given to team members, and how the leader
inspires and motivates. Common leadership styles include autocratic, democratic, laissez-faire, and
transformational.

1. Autocratic Leadership:
Leaders make decisions independently, with little input from team members.
Strengths: Quick decision-making, clear instructions.
Weaknesses: Can stifle creativity, may lead to low morale.
2. Democratic Leadership:
Leaders involve team members in decision-making, encouraging collaboration and inclusivity.
Strengths: Encourages innovation, boosts employee engagement.
Weaknesses: Slower decision-making processes.
3. Laissez-Faire Leadership:
Leaders take a hands-off approach, allowing team members significant autonomy.
Strengths: Empowers highly motivated teams, promotes independent problem-solving.
Weaknesses: Lack of direction can reduce productivity in unmotivated teams.
4. Transformational leadership is all about transforming the business or groups by inspiring team
members to keep increasing their bar and achieve what they never thought they were capable of.
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Transformational leaders expect the best out of their team and push them consistently until their
work, lives, and businesses go through a transformation or considerable improvement.
5. Transactional leadership is more short-term and can best be described as a “give and take” kind
of transaction. Team members agree to follow their leader on job acceptance; therefore, it’s a
transaction involving payment for services rendered. Employees are rewarded for exactly the work
they would’ve performed. If you meet a certain target, you receive the bonus that you’ve been
promised. It is especially so in sales and marketing jobs.
6. Bureaucratic leadership is a “go by the book” type of leadership. Processes and regulations are
followed according to policy with no room for flexibility. Rules are set on how work should be done,
and bureaucratic leaders ensure that team members follow these procedures meticulously. Input
from employees is considered by the leader; however, it is rejected if it does not conform to
organizational policy. New ideas flow in a trickle, and a lot of red tape is present. Another
characteristic is a hierarchical authority structure implying that power flows from top to bottom and
is assigned to formal titles.
7. Servant leadership involves a leader being a servant to the team first before being a leader. A
servant leader strives to serve the needs of their team above their own. It is also a form of leading by
example. Servant leaders try to find ways to develop, elevate and inspire people following their lead
to achieve the best results.
8. (b) What are the key characteristics of an effective leader in the 6
banking sector?
Key characteristics of an effective leader in the banking sector include integrity, emotional
intelligence, adaptability, communication skills, and a strong vision. They also need to be decisive,
able to empower their teams, and possess a strategic mindset to navigate the ever-changing
financial landscape.
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8. (c) How can leaders in banks foster a culture of innovation and adaptability? 7
To cultivate a culture of innovation and adaptability within a bank, leaders should lead by example,
encouraging open communication, risk-taking, and continuous learning. They should also foster
diverse perspectives through inclusive teams, provide resources for experimentation, and establish
reward systems that recognize and incentivize innovative efforts.

9. (a) What is organizational ethics? Discuss the important 3+5=8

characteristics of organizational ethics.
Organizational ethics, also known as business ethics, refers to the moral standards and principles
that guide an organization's behavior and decision-making. It encompasses how an organization
operates, treats stakeholders, and engages with the broader society. Key characteristics of
organizational ethics include integrity, fairness, honesty, accountability, and social responsibility.
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9. (b) How ethics can be institutionalized in banks and non-bank financial 6

institutions?
To institutionalize ethics in banks and non-bank financial institutions, it's crucial to embed ethical
principles into the organization's culture, policies, and practices.
This includes establishing a clear code of conduct, providing ethical training for employees, fostering
a culture of compliance, and ensuring transparency and accountability.
9. (c) What should be the code of conduct for a bank? 6
A comprehensive code of conduct for a bank should emphasize integrity, ethical behavior, and
adherence to laws and regulations. It should also address customer service, conflict of interest
avoidance, and safeguarding confidential information. Additionally, it should promote responsible
lending and investing practices, including considering environmental and climate change factors.

10. Write short notes on any four of the following 4 5= 20

(a) Teamwork
Teamwork refers to the collaborative effort of individuals working together to achieve a common
goal or complete a task effectively. It involves a team of interdependent people who coordinate
their efforts and leverage their individual strengths to achieve collective success.
10. (b) McGregor’s Theory X and Theory Y
McGregor's Theory X and Theory Y are contrasting management philosophies that explain how
managers view and manage employees based on their assumptions about human nature. Theory X
assumes employees dislike work, lack ambition, and need constant supervision and control. Theory
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Y, on the other hand, suggests employees are self-motivated, enjoy work, and are willing to take
responsibility.

10. (c) Stress Management

Stress management in the workplace involves a multifaceted approach, including individual coping
strategies, organizational support, and proactive interventions. Individuals can manage stress by
recognizing its signs, practicing relaxation techniques, and maintaining a healthy lifestyle.
Organizations can promote well-being by offering resources like employee assistance programs,
flexible work arrangements, and promoting a healthy work-life balance.
10. (d) Span of control
Span of control refers to the number of employees or subordinates that a manager or supervisor can
effectively oversee and manage at any given time. It's a key concept in organizational structure,
impacting communication, efficiency, and overall management effectiveness.
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10. (e) Organizational Change

Organizational change refers to any significant modification in how a company operates, including its
structure, culture, processes, strategies, and personnel. It involves adapting to internal or external
shifts to remain competitive and stay relevant.

10. (f) Performance Management System

A performance management system (PMS) is a structured process that helps organizations track,
evaluate, and improve employee performance. It aims to align individual achievements with
business goals, ensuring employees contribute effectively to the company's success. This system
typically involves setting clear expectations, monitoring progress, providing feedback, and facilitating
employee development.