Q1. List the types of organizational structure?

Mention the basic elements

of Organizational Structure.
Explain any three elements.
The three types of organizational structure are
a. Line organization
b. Staff organization
c. Functional organization
The basic elements of Organizational Structure are
a.
b.
c.
d.
e.
f.

Hierarchy
Division of work or specialization
Unity of command
Authority and responsibility
Centralization and Decentralization
Departmentation

a) Hierarchy It is also known as the chain of command. As we know, an organization is

sliced into three levels viz, top, middle and bottom level. Across these levels are many
positions that are held by people. Depending upon these positions people enjoy their
authority and responsibilities. people placed at the top in the pyramid enjoy a large
amount of authority. The moment we climb down the pyramid, employees start having
more of obligations to be fulfilled towards their seniors and enjoy minimum amount of
authority. This unbroken line of authority and responsibility establishes the pattern of
hierarchy in every organization. It is helpful in establishing the relationship between a
senior and his subordinates.
b) Division of work or Specialization being human beings we have our own physical as
well as mental limitations. Due to this, a person needs to perform the task where he is
well qualified/skilled/experienced. F.W.Taylor has introduced the concept of
specialization in his scientific management theories. Since then companies have
universally practiced this system. Division of work is also required to bring about
efficiency in performing a task. By repeating the task again and again, the person
becomes specialized in it. Thus, to increase productivity, to reduce complexities and
confusions at work, division of work is very essential. It not only trains a person at work,
also provides satisfaction to him. By specializing a task, segregation of activities becomes
easier and it becomes simple to form a structure.
c) Unity of command no man can serve two masters alone, Henri Fayol borrowed this
idea from Bible and implemented in his principles of administrative management. Unity
of command means that a subordinate has to be responsible to one senior only. He will be
getting the orders from one boss and will be answerable to that boss. This is done to

minimize misunderstandings and chaos. By providing a single source of authority

through which the instructions and orders will flow towards the subordinates, they will
get proper guidance and will be easily managed and controlled by their senior.

unity of Command

Q2. Explain the nature of interpersonal behavior. Describe the johari

window model.

Interpersonal behaviour determines the depth of relationships. A relationship is normally viewed

as a connection between two individuals such as parentchild relationship, teacher-student
relationship or employer-employee relationship. People in a relationship influence others, share
their thoughts and feelings, and tend to engage in common activities together. These relationships
usually involve some level of interdependence on the part of each member of the group. This
interdependence results in positive behaviour shown by group members towards each other,
which at last develops good interpersonal relationships.
George Levinger has proposed a model of relationship development that consists of five stages:
(a) Acquaintance- at this stage, two people come in contact with each other and start interacting.
If they start liking each other their interactions will move to the next stage,
(b) Buildup-this stage is marked by trust, care and sensitivity towards each other. Continuity of
relationships depends upon the degree to which each member shares common habits,
background, interests, likes, dislikes etc.,
(c) Continuation this stage follows mutual trust and understanding to form long term
relationships.
(d) Deterioration not all relationships pass through this stage but those where mistrust, betrayal,
bitterness, dislike creeps in cease to exist
(e)Termination the final stage is marked by the end of relationship.
The Johari Window is a communication model that can be used to improve understanding
between individuals. The model was named as window for the purpose that we can see others
clearly through the window, and others can also view us from the other side of the window. The
Johari Window comprises four quadrants which represent an individuals personal awareness
across four different stages- open, hidden, blind, and unknown. The lines dividing the four
quadrants are like window shades, which can move as communication progresses. Individuals
are compared with others on the basis of their behaviour, motivation, feelings, needs, interest,
etc. There are two techniques used in Johari window - feedback and disclosure. Feedback is used
to make people aware about their behaviour of which they are unaware and disclosure is used to
disclose our own information to others.

Illustrates the model of Johari Window

Johari Window can be used to:

Assess and improve a group's relationship with others.

Improve self-awareness and mutual understanding among individuals of a group.

Build trust between individuals by disclosing and providing feedback.

Q3. Define the term learning. Explain the

theories of learning.
Theories of Learning
There are several approaches to learning. They are as follows:
I. Classical conditioning
II. Operant conditioning
III. Social learning
IV. Cognitive learning
V. Programmed learning
I. Classical Conditioning: This approach explains the learning of reflex behaviour. An example
of a reflex behaviour is- when stuck with a pin we flinch without thinking. Pavlov a Russian
scientist conducted a remarkable experiment on his dog. Pavlov observed that his dog began to
salivate as soon as food was offered to it. It did not salivate when a bell was rung. Thereafter he
trained his dog by ringing a bell and then offering food to the dog. After sometime he noticed
that dog would salivate as soon as the bell was rung.
II. Operant conditioning: B. F Skinner is closely associated with this learning theory. Operant
conditioning is based on the fact that voluntary behaviours are learnt. As human beings we learn
behaviour because we find it rewarding. In the same way we can unlearn behaviour if its
consequence becomes unrewarding or punishing. Thus a child learns to become obedient because
he is rewarded with parental love and appreciation. Similarly a child stops bad behaviour when
punished.
III. Social learning: This theory of learning is an extension of operant conditioning. Albert
Bandura demonstrated that people learn or unlearn behaviours even by watching others being
rewarded or punished for a particular behaviour. We decide on our behaviour by watching others.

In other words we keenly watch others around us then develop a mental picture of a behaviour
and its result and finally we try the behaviour ourselves.
IV. Cognitive learning: So far in the theories discussed that the learner plays merely a passive
role. Cognitive learning is built around what happens within the individual while learning and it
investigates the motives, feelings, attitudes, memory and cognition of the learner. In cognitive
learning analysis and interpretation of data helps us to learn new patterns of thoughts and
relationships.
V. Programmed learning: Ever since you entered school and then college you have undergone a
very structured learning process in which you played a very active role. This learning also
involves successive steps and immediate feedback.

Q4. Define personality. Explain the personality traits

influencing organizational behavior.
The word personality has been derived from the Latin word per sona that
means to speak through. The concept goes back to the people of ancient
Greece and Rome. During those days the public of Greece and Rome entertained
themselves through stage shows. The actors of the show used to wear huge
masks for representing their ideas very sharply. Thus, it was treated as a way to
influence people. From there the term personality got evolved. Personality refers
to individuals personal traits that can be both external and internal. It helps in
differentiating between two individuals as the individuals are unique, personal
and a major determinant of personality.

Personality Traits influencing Organizational Behaviour

The various personality traits that influence the behaviour of people in organizations are:
Locus of Control locus of control is of two types: Internal locus of control and external locus of
control. People with internal locus of control believe that what all happens in their life can be
controlled by them and they are the masters of their destiny. Whereas, the people with external
locus of control believe that whatever happens to them is due to their destiny or luck. They give
up everything very easily. Internals are more satisfied than externals as they establish a link
between their efforts and performance.
Authoritarianism it refers to the belief that power and status differences should prevail in
organizations. Such people are fascinated by jobs and positions that demand high status and a
great amount of authority. Authoritarian people give more respect to their seniors who exercise
more control over others. They stick to their beliefs and work with rigidity. Such people follow
autocratic or directive leadership to command others.

Self-Esteem refers to the degree to which an individual likes or dislikes himself. The way a
person interacts with others largely depends on how he perceives himself. A person who is
confident and happy about himself will always interact with others happily. People with high
self-esteem are self-assertive, courageous, seek responsibility, and are optimistic and very openminded. Whereas, people having low self-esteem are introverts, lack confidence, and are
submissive and pessimistic in nature.
Machiavellianism Niccolo Machiavelli proposed a brutal strategy in the early 1500 for seizing
and holding political power. Such people are known as high mach people. According to Niccolo
if a person wants something, he can get it at the cost of exploiting and manipulating others.
Introversion and Extroversion these terms are associated with an individuals interpersonal
orientation. Extroverts as discussed are expressive, sociable, out-going, and friendly in nature,
whereas Introverts are shy, submissive, quiet, timid and retiring. The career patterns of both
introverts and extroverts are totally different. Extroverts are suitable for jobs where frequent
interaction with others is required such as in sales, marketing, Human Resource. On the other
hand, introverts can perform the tasks well that are analytical in nature and require less
interaction with others, such as that of a finance officer, research analyst, quality controller etc.

Q5 How is a leader different from a manager? Describe

the styles of leadership.
The terms leader and manager are generally used interchangeably. A leader influences others
whereas a manager can manage also. A manager can be a leader but a leader may not be a
manager. In other words all managers are leaders but all leaders are not managers. We can
differentiate leaders and managers on the following points.

Leadership is a narrow term, but a manager is more than a leader.

Leadership doesnt require any organized structure. It exists in unorganized groups.

Managers have need of an organized structure.

Leader influences others to make every effort for group goals, whereas managing
includes planning, organizing, staffing, directing and controlling. Leadership is one
aspect of it.

The authority of the leader depends upon the followers who give consent to be
influenced. A manager has formal authority from the top management.

Styles of Leadership: Leadership style refers to the behaviour of the leader. It is a pattern which
a leader is reflecting. There are three different types of leadership styles: Autocratic, Participative
and Laissez-faire.
a) Autocratic Style: Autocratic leadership style is also known as authoritarian style. An
autocratic leader believes in strict commands. He passes orders and relies on negative influences.
He gives orders which must be obeyed by his subordinates. He determines policies of the group
without consulting them. He passes orders to the group without revealing their future plans. In
this style, the leader remains aloof from the group. He gives criticism and praise individually.

Autocratic style
b) Participative style: Participative style is also known as democratic style. In this style the
decision making power is dispersed among the group members. Policies are worked out in group
discussions and with the acceptance of the group. Praises or blames are a group factor. Decisions
are not unilateral as they arise out of group consensus.

Participative style
c) Laissez- faire style: This leadership style is also known as free-rein leadership. The leader
acts as a supervisor. Generally self managed teams have this kind of leadership. It is also called

permissive leadership. A free rein leader does not lead but leaves the group entirely to itself. We
can understand it from the following figure.

Laissez-faire style
Free rein leaders avoid power. In this leadership style the group establishes its own goal and
works out its problems on its own. The leader leaves all responsibilities to his subordinates.

Q6. Explain the characteristics of a team. Discuss

different types of teams.
Characteristics of a Team:

A team comprises people who are mutually accountable to each other.

There is a high level of interdependence among members of the team and each member is
motivated enough to contribute towards the group goals.

Members of the team are able to examine errors without having personal attacks.

A team produces positive synergy due to the coordinated efforts extended by team
members.

The members of the team share complementary skills. For example, imagine a hospital
where there are only doctors with no nurses, lab technicians, attenders or clerks to assist.
In this case, the doctors cannot manage the hospital.

In a team, the rewards and punishments are given to all the members of the team. If only
the captain is appreciated or rewarded on winning a match, then it will definitely
demoralize the other team members.

The leader of the group holds good people skills and adopts a team approach. Greg Chappell, the
former coach of the Indian cricket team was criticized as very autocratic and dominant and thus,
failed to be a good coach for the team.

Types of Teams
There are four types of teams commonly found in organizations.
(a) Problem solving teams These teams comprise 5-12 employees from the same department.
The team members are informed about the departmental problems such as problems related to
cost, quality, absenteeism of workers, dissatisfaction among employees, delayed delivery of
finished goods, inadequate working conditions, poor supervision, etc.
(b) Self-managing teams- These comprise 5 to 20 multiskilled members. The team works on its
own once the team members receive targets to be achieved. The team members nominate their
own leader, lay down plans, formulate strategies, allocate the resources, hold meetings to control
group proceedings, give and take feedback, check out deviations, take their own decisions,
choose members for their team, etc.
(c) Cross-functional teams These teams consist of employees from the same hierarchical
levels, but from different sections/units/ departments of the organization. These teams are created
for specific purposes, and once the target is achieved, the team is disbanded.
(d) Virtual teams- The members of virtual teams are geographically dispersed across the
organization/nation or world. The team members are linked together through electronic devices
or internet. There is absence of face-to-face interaction between the team members. Virtual teams
are helpful where the group members cannot meet each other, and thus, speed up the pace of
activity.