ORAGANISATIONAL BEHAVIOUR

ANSWER 1:
INTRODUCTION:
Organisational Behaviour (OB) is the study of human behaviour in an organisation’s
work environment. It is the study of both group and individual performance within an
organisation. This area of study determines its impact on job structure, communication,
performance, leadership etc. There are three levels of organisational behaviour that are
Individual Level, Group Level, and Organisational Level. Individual-level deals with the
personality, motivation, and learning of the employees in an organisation. The group level is
the next level of organisational behaviour as it includes the study of leadership, power and
politics, and group formation. The organisational level is the third level of organisational
behaviour it includes the change in the organisation’s culture, management and effort in groups
and individuals.
Organisations have people with different backgrounds, interests and understanding. It
is run by following certain rules and regulations, formal and informal rules to coordinate the
actions of individuals. In an organisation power and politics play an important concept in the
study of organisational behaviour. Power and Politics are two faces of a single coin and they
move parallel together. The impact of power is contingent upon the type of power employers
use to influence others in the workplace. Power can be positive or negative. Organisation
politics involves the use of power and social networking within a workplace to achieve changes
that benefit the organisation.

CONCEPT and APPLICATION:

Power is the capacity or ability to direct or influence the behaviour of others. It is an
exchange relationship between the subordinate and the supervisor in an organisation. The
supervisor is the person who uses the power and the subordinate is the person on whom the
power is used. Power is required for providing proper directions and assisting the subordinate
in performing better, it helps in assisting in the management process, and articulating the goals.
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Sources of Power are as follows:

 Legitimate Power: It is also known as positional power and it comes from the person’s
position that he has in the organisation’s hierarchy. This type of power is unstable and
if the person loses that position, their power disappears. In an organisation, managers
are given some role or authorised to make decisions related to production, marketing
and finance or customer service. This area of responsibility defines the manager’s
influence in which he may exercise legitimate power to influence behaviour. The person
who holds this power has earned it through the time in the role, experience in the role
and the results that they have delivered. The CEO of the organisation is the right
example of this.
 Expert Power: It is based on the proverb “Knowledge is Power”. Expert power is
power based upon employees’ perception that a manager or some other member of an
organisation has a high level of knowledge or a specialized set of skills that other
employees or members of the organisation do not possess. Expert power means having
expertise in a particular area. People with expert power come in the top lists of
promotions in the organisation.
 Referent Power: It is based on the interpersonal relationships that a person builds with
others in the organisation. Referent power is the power of an individual over the team
based on a high level of identification with, admiration of, or respect for the power
holder /leader. People who respect and like them is the person that has referent power.
It influences the behaviour of other people as a consequence of being respected and
admired. For example movie stars, famous people, and mass leaders.
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 Reward Power: This power is based on the proverb “Wealth is Power”. Reward power
is based on the manager’s ability to reward their employees. It’s simply the power to
give some type of reward to influence the employee to act. Rewards can be tangible
and intangible. Tangible rewards can be monetary awards, bonuses, salary increases, or
gifts. Intangible rewards are not physical things but can be more effective like Praise, a
rise in status, and recognition. This power can be used to motivate employees and team
members. The problem with this power is that a single person cannot always make these
decisions about rewards or incentives by themselves. They need to seek the permission
who makes the final decisions as to whether the reward can be given or not.
 Coercive Power: It is the opposite of reward power. Coercive Power is the ability of a
manager to influence an employee to follow an order by threatening the employee with
punishment if the employee does not comply with the order. This helps that other to
stick to the rules, policies and procedures of the organization. In organizational
situations, it may be by threats, punishment, suspension and demotion for the people
working in the organization. This type of power is a short burst. It cannot be used too
much otherwise the people can leave the organization.

CONCLUSION:
Hence, Power plays a vital role in the organisation having various powers can influence
the interpersonal relationship between the supervisors and the subordinates. Supervisors with
such power must use it when it is needed as it can become a drawback if it is used for the wrong
thing.
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Answer 2:
INTRODUCTION:
One of the first things that strike us when we observe people around us is how different
they are from one another. Some people are outgoing, while others are reserved. Some people
are physically active, while others are slackers. When we use one of these words to describe
everyone around us, like "outgoing," "silent," "lively," or "nervous," we are describing a
person's personality. Personality makes a person unique through its different characteristic
patterns of thoughts, feelings, and behaviour. It is believed that personality differs from person
to person and remains consistent throughout his life. The word "personality" is derived from
the Latin word "persona," which refers to a theatrical mask worn by actors to project multiple
parts or conceal their identity. To successfully execute his or her function and obligations in an
organization, a person needs certain skills and character traits. As a result, personality plays an
important part in deciding whether or not a person is capable of carrying out
organizational tasks.

CONCEPT and APPLICATION:

A personality trait is one that fits three criteria: consistency, stability, and individual
variability. A trait, according to this definition, is a reasonably stable property that leads people
to behave in certain ways. Employers are interested in personality traits because they can
predict how you'll interact with co-workers. Personality traits can also predict how a person
will react to various situations and pressures that they may face in their career. Trait psychology
is based on the idea that people differ in their positions on a set of basic trait dimensions that
persist over time and across situations.
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The Five Major Personality Traits affecting Organisational Behaviour are as follows:

Personality
Traits

Openness
Extroversio Conscientio Agreeablen Emotional
to
n usness ess Stabilty
Experience

 Extroversion: Characteristics like sociability, energy, assertiveness, and positive

emotionality are examples of an active approach to the social and material environment.
This element includes pleasant feelings, a hardworking demeanour, and the capacity to
get along with others. Extroverts enjoy being in the company of others and are often
very involved in group projects. Introverts, on the other hand, are reserved, timid, and
reserved. Extroverted people are likely to be friendly and outgoing. Employees that
exhibit this personality trait are more assertive in social situations and get a boost from
engaging with others. As a result, they do well at the workplace since they are capable
of being effective managers and salespeople.
 Conscientiousness: Conscientiousness describes socially mandated impulse control
that aids task and goal-directed behaviour, such as thinking before acting, deferring
gratification, according to norms and regulations, and planning, organising, and
prioritising tasks. This personality attribute assesses someone's dependability. To get a
better score in this area, you must be well-organized, goal-oriented, and able to control
your emotions. Because of their high levels of drive and effort, employees with this
trait are more likely to achieve success in the workplace and excel as leaders. Goal-
directed activities, high levels of thinking, and good impulse control are found in the
conscientiousness trait.
 Agreeableness: Agreeableness means people that are highly pleasant are helpful,
warm, and trustworthy. This demonstrates how well a person can deal with other
people. People that have this attribute are typically warm, kind, and compassionate. As
a result, they flourish at work because of their willingness to serve others and their
ability to work well with others. Caring, empathic, and eagerness to assist others are
found in the agreeableness trait. In jobs where teamwork is involved agreeableness is
very important.
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 Emotional Stability: Emotional stability defines calmness combined with unpleasant

emotions including anxiety, nervousness, sadness, and tenseness. Individuals with a
low Emotional stability score will have mood swings driven by small employment
concerns. Emotional stability attribute that assesses a person's capacity to cope with
negative feelings like depression and stress. Employees with this feature become more
dynamic and can more accurately examine themselves and their surroundings.
Emotional stability is critical at all levels of an organization's workforce.
 Openness to Experience: Openness to Experience represents an individual's mental
and experiential life in terms of its scope, depth, uniqueness, and complexity. This
characteristic distinguishes conventional people from those who are inventive in some
way. Intellectual curiosity, sensitivity to beauty, and response to art are all traits
associated with people who are open to new experiences. This is a personality trait that
relates to a person's creativity and includes the willingness to attempt new things. To
perform better, it needs people who are curious and artistic. This personality attribute
allows you to accomplish and adjust effectively to unplanned shifts, which adds to
meaningful workplace behaviour.

CONCLUSION:
Personality traits are important in the workplace because it determines how an individual
interacts with co-workers and reacts to various situations. Its teaching methods in the
workplace bring out the best in people and encourage them to give it their all. Exuding
confidence and a positive attitude at the workplace pays off. Understanding one's personality
may assist an employee change their work behaviour, playing to their strengths, improving on
their deficiencies, connecting with co-workers more successfully, and eventually leading to
professional success.
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ANSWER 3a:
INTRODUCTION:
An individual's or a group's capacity to influence and guide followers or other members
of an organisation is known as leadership. Making smart and often tough decisions,
communicating a clear vision, defining attainable objectives, and equipping followers with the
information and skills they need to reach those goals are all part of leadership. A leader is aware
that obstacles will arise in the middle of a project and must be prepared to overcome them.
Pitfalls in Leadership are as follows:

Leadership
Pitfalls

Personal Organisational Environmental

Pitfalls Pitfalls Pitfall

Criticism Dictatorship Role Confusion

 Personal Pitfalls: A leader's efforts may face several challenges. Individuals who
disagree with a leader, for example, may create obstacles for him. The following
personal pitfalls can happen or affect a leader.
 Criticism: A leader takes many actions to guide an organization. Prior
endeavours, on the other hand, are often forgotten in the middle of fresh ones.
People affiliated with previous projects feel betrayed in this circumstance and
try to make a personal issue of the leader. The leader should manage criticism
without taking it personally, keeping in mind the function he or she plays.
 Dictatorship: If leaders become dictatorial rather than cooperative in their
approach, they may face a personal leadership mistake. A leader should work
with everyone involved in an initiative to achieve the desired results.
 Role Confusion: The job of a leader is to serve and strive for the good of
others. However, in their desire to complete an initiative, leaders frequently
overlook the other people involved.
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 Organisational Pitfalls: A leader may make the mistake of not taking the time to learn
about the organization's culture. These rules form the foundation of the organisation,
and the leader must be aware of them, as well as why they are necessary.
 Environmental Pitfalls: Social changes, legislative changes, changes in political
leadership, and economic changes in a state or town may all cause systems and
organisations to change. Environmental impacts frequently originate outside of
organisations and would need the development of a strategy by one or more
organisations.
As per the given case, Ms Riya did not get the welcome or support she expected from
the team. Her plans were not implemented with the same vigour that she had imagined?
In this scenario, the common organisation pitfall in leadership is described as
experiencing leadership changes. As Ms Riya Talwar was the newly appointed CEO of the
organisation. It's very difficult to transfer an organisation from a founding leader to a new
leader, especially if the formal leader left on good terms and was seen as a successful leader.
Many members of the workforce will be loyal to the formal leader and the way he or she
conducted business. Another pitfall to anticipate is that the employees may see any
adjustments or orders from the new leader as a criticism of the current leader, even if this
is not the case. Another area of leadership change for which one must prepare is getting
promoted to the position of leader from inside the organisation, and moving from coworker
to boss.

CONCLUSION:
Hence, we can conclude that Ms Riya Talwar the new appointed CEO was not very
much welcomed in the organisation. As she had planned to implement new ideas and
procedures without knowing the culture or know-how of the organisation or how the system
was working during the time of the previous CEO. She had fallen into criticism and dictatorship
as she was planning to do everything in her capacity without the involvement of her
subordinates.
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ANSWER 3b:
INTRODUCTION:
Emotional intelligence is the ability to recognise, control, and evaluate emotions
Some academics believe emotional intelligence may be taught and improved, while others
believe it is a natural trait. The capacity to express and manage emotions is crucial, but so is
the ability to comprehend, interpret, and respond to others' emotions. Emotional intelligence is
critical for leaders to succeed. After all, who is more likely to succeed: a leader who yells at
his team when he's stressed, or a leader who keeps his cool and assesses the situation calmly?
There are four main aspects of emotional intelligence that is.

Self-
awaren
ess

Relatio
Self-
nship Emotional
manage
Manage Intelligence
ment
ment

Social
Awaren
ess

 Self-awareness: Individuals' ability to notice their emotions and how they influence
their thoughts and behaviour. It also involves people's ability to recognise their
strengths and weaknesses, as well as their ability to create self-confidence.
 Self-management: Individuals' ability to regulate impulsive emotions and behaviours,
manage emotions, take initiative, keep promises, and adapt to changing circumstances.
 Social Awareness: Individuals' ability to comprehend their feelings, desires, and
concerns, as well as those of others. It also includes the capacity to be socially
acceptable and understand group or organisational dynamics.
 Relationship Management: Individuals' ability to form and maintain positive
connections with others, as well as communicate with and encourage people in a team
to collaborate and avoid conflicts.
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Emotional Intelligence at Workplace:

Emotional intelligence is vital at work because it allows you to perceive, reason with,
comprehend, and regulate your own and others' emotions. Several organisations now evaluate
individuals for emotional intelligence before hiring them. Emotional Intelligence gives leaders
an advantage over their competitors. Even in well-organized environments, the most valued
and productive leaders are those who possess strong emotional intelligence traits.
Emotional Intelligence can help the new CEO Ms Riya Talwar to get the support of the
employees by following these steps:
 Begin with becoming more aware of your own emotional intelligence strengths and
weaknesses.
 Find techniques to keep calm and focused in challenging situations, and encourage your
team to do the same. Simply acknowledging your team's anxiety can sometimes lift
everyone's spirits.
 To grasp the team dynamics, one must first become acquainted with their
communication style. It's critical to improve your self-awareness or self-knowledge so
that you may better grasp the communication styles of your co-workers.
 Recognize that disagreements and conflict aren't necessarily bad.
 Recognize and reduce your own and others' stress and anxiety. Stress is not only
unhealthy, causing absenteeism, but it also causes a breakdown in communication,
resulting in mistakes and misunderstandings, causing even more stress.
 It's unavoidable that team members take different approaches to the same subject.
 Encourage employee engagement and innovation by promoting both good and bad
ideas.
 Have everyone on your team take the DISC assessments, which will give you a profile
to help you better understand yourself, improve relationships, confirm you’re natural
tendencies, change your behaviour to better relate to others and form better teams.

CONCLUSION:
Hence, by implementing these steps of Emotional Intelligence (EI), the new CEO Ms Riya
Talwar can help employees change their behaviour.