BPAE 142
ORGANISATIONAL BEHAVIOUR
IGNOU BPAE 142 Solved Free Assignment
BPAE 142 Solved Free Assignment July 2024 & January 2025
Assignment A
Q 1. Discuss the nature of Stress and bring out the various strategies of managing Stress.
Ans. Stress is a natural response of the human body to any demand or challenge that disturbs its physical or mental balance.
It can be triggered by both external situations, like work pressure or relationship issues, and internal factors such as self-doubt or overthinking. While short-term stress can be motivating, chronic stress becomes harmful over time.
The nature of stress is deeply rooted in our survival instincts, often referred to as the “fight or flight” response. When a person perceives a threat, real or imagined, the body releases stress hormones like adrenaline and cortisol.
These hormones prepare the body to respond quickly, but repeated activation can negatively impact health.
Stress manifests in various ways, including physical symptoms like headaches, fatigue, or chest pain.
On an emotional level, it can cause irritability, anxiety, or feelings of helplessness. Behaviorally, stress might lead to overeating, withdrawal, or reliance on substances like alcohol or tobacco.
Psychologists categorize stress into different types such as acute stress, episodic acute stress, and chronic stress.
Acute stress is short-lived and usually results from recent events or anticipated challenges. Chronic stress, however, stems from long-term problems and can seriously affect one’s mental and physical well-being.
Stress doesn’t affect everyone in the same way, as individuals perceive and cope with stress differently based on their personalities and life experiences.
For example, a student might feel overwhelmed by exams, while another sees them as a challenge to overcome. Personal coping capacity plays a key role in managing stress.
One of the most effective strategies for managing stress is time management. When individuals plan their schedules and set realistic goals, they reduce last-minute panic and improve productivity.
Prioritizing tasks and taking breaks between activities also help maintain mental clarity and reduce overload.
Physical activity is another powerful way to handle stress. Exercise helps in releasing endorphins—natural mood lifters—that improve emotional well-being.
Even a daily walk, yoga, or stretching routine can have a calming effect on the mind and body.
Mindfulness and meditation have also proven to be excellent tools for managing stress.
These practices involve focusing attention on the present moment and accepting it without judgment.
Regular meditation can lower stress levels, improve focus, and help people respond calmly to difficult situations.
Building strong social support systems is crucial in reducing stress. Sharing concerns with family members, friends, or support groups can ease the emotional burden.
Knowing that one is not alone in facing challenges often provides a sense of relief and strength.
Healthy lifestyle habits play a significant role in stress management. A balanced diet, adequate sleep, and limited caffeine or alcohol intake contribute to emotional stability.
When the body is physically well, it is better equipped to handle mental pressure.
Cognitive-behavioral strategies are also helpful in managing stress, especially for those dealing with negative thought patterns.
This involves recognizing irrational beliefs and replacing them with more realistic and positive ones. Such mental restructuring can empower people to view problems as manageable.
Engaging in hobbies and creative activities can provide a much-needed break from daily stressors.
Whether it’s painting, gardening, listening to music, or reading, such activities promote relaxation and bring joy.
They serve as a reminder that life consists of more than just responsibilities.
Professional help, such as therapy or counseling, becomes important when stress starts interfering with daily functioning. A mental health professional can provide guidance, coping strategies, and emotional support.
Seeking help is a sign of strength, not weakness, in dealing with ongoing stress.
Another strategy is maintaining a gratitude journal or practicing daily reflection. Taking a few minutes each day to note down things one is grateful for helps shift focus from problems to positives.
This mindset encourages hope and reduces feelings of helplessness or frustration.
In workplaces, promoting a healthy work culture that values employee well-being can reduce organizational stress.
Flexible work hours, open communication, and recognition of effort contribute to a supportive environment. Employers and employees both have roles in fostering mental wellness.
Q 2. Explain the various theories of Leadership.
Ans. Leadership is one of the most vital elements in any social group, organization, or nation.
It refers to the ability to influence, guide, and direct others towards the achievement of common goals. Over time, various theories have been developed to understand what makes an effective leader.
The Trait Theory of leadership suggests that leaders are born with certain traits that make them naturally suited to lead.
Characteristics such as intelligence, confidence, honesty, and determination are often highlighted. This theory assumes that possessing these traits inherently equips individuals to become successful leaders.
However, the Trait Theory has been criticized for ignoring the influence of environment and experience.
Many believe leadership is not just about inborn traits but also about learning and adapting. Therefore, modern thinkers argue that traits alone cannot explain effective leadership fully.
The Behavioral Theory shifts focus from traits to actual behaviors and actions of leaders.
It emphasizes that good leadership is based on learned behaviors rather than inherent qualities. According to this view, anyone can become a leader by adopting the right behavioral patterns.
This theory identifies two major styles of leadership behavior: task-oriented and people-oriented.
Task-oriented leaders focus on getting the job done efficiently, while people-oriented leaders prioritize the well-being of their team members. A balance of both is often considered ideal.
Contingency Theory adds another layer by proposing that leadership effectiveness depends on the context or situation.
It states that there is no one best way to lead, and a style that works in one situation may fail in another. Leaders must adapt their approach based on circumstances.
Fred Fiedler’s Contingency Model is one of the most well-known in this category.
It evaluates leadership based on the leader’s style and the favorableness of the situation. According to Fiedler, leaders are either task-oriented or relationship-oriented, and their success depends on the environment’s compatibility with their style.
Situational Leadership Theory, developed by Hersey and Blanchard, is closely related but more dynamic.
It argues that leaders should adjust their leadership style based on the maturity level of their followers. This theory emphasizes flexibility and sensitivity to the needs of team members.
There are four primary styles in Situational Leadership: directing, coaching, supporting, and delegating.
A leader using this model continually shifts their style depending on how capable and willing the followers are. This ensures the right level of guidance is provided at every stage.
The Transformational Leadership Theory brings a more inspirational and visionary perspective.
Transformational leaders motivate and uplift their followers by creating a strong sense of purpose and emotional connection. They lead by example and encourage innovation and personal growth.
Such leaders are known for their charisma, vision, and ability to inspire trust.
They focus on long-term goals, empower others, and foster deep loyalty within the team. Transformational leadership is especially effective in times of change and uncertainty.
In contrast, the Transactional Leadership Theory is more structured and based on exchanges or rewards. Leaders using this model set clear roles and expectations and reward performance accordingly.
It is built around discipline, supervision, and performance-based rewards and punishments.
Transactional leaders are often effective in highly organized settings where rules and targets are clear.
They are good at maintaining order and ensuring that tasks are completed efficiently. However, they may lack the emotional connection that transformational leaders build with their teams.
Servant Leadership Theory is rooted in the idea that true leaders serve their people first.
This theory puts the needs of employees or team members above the personal ambitions of the leader. A servant leader listens, empathizes, and builds a nurturing environment.
This approach has gained popularity for its ethical focus and the emphasis on humility and service.
It promotes strong community values, encourages collaboration, and builds long-term trust. Many social and non-profit leaders embody this philosophy.
Another significant model is Leader-Member Exchange (LMX) Theory, which emphasizes the relationship between a leader and each individual follower.
It proposes that leaders develop unique relationships with each team member rather than applying one leadership style to all. High-quality relationships often lead to better cooperation and job satisfaction.
The Great Man Theory, one of the earliest theories, claims that leaders are born and not made.
This theory glorifies historical figures like Napoleon and Gandhi, implying leadership is innate. However, it has largely been set aside for being overly simplistic and lacking scientific support.
Each leadership theory has its strengths and limitations and offers different insights into the leadership process.
Some focus on the leader’s traits, others on behavior or situation, while some delve into emotional intelligence and relationships.
Understanding these theories helps in developing more effective, adaptable, and humane leaders.
Assignment B
Q 3. Discuss the various Organizational Behaviour models.
Ans. Organizational Behaviour (OB) models are frameworks that explain how people behave in organizations and how managers can influence that behavior.
These models reflect the management’s assumptions about employees and determine leadership styles, communication patterns, and motivation techniques.
Understanding them is essential for creating productive and satisfying workplaces.
The Autocratic Model is the oldest and most traditional among OB models. It is based on power and authority, where the manager is seen as the boss and employees are expected to obey orders.
This model assumes that workers are lazy and need strict supervision to perform well.
While the autocratic model may ensure discipline and quick decision-making, it often leads to low morale and lack of creativity. Employees have little say in their work, which can result in frustration and high turnover.
This model works best in military or crisis situations where control is crucial.
The Custodial Model evolved as organizations realized that just obedience isn’t enough to keep employees satisfied.
It focuses on providing economic and job security to employees through good salaries, benefits, and facilities. The idea is that financial rewards will build employee loyalty.
This model helps in improving job security and reducing employee dissatisfaction.
However, it may still not fully engage workers or motivate them to go beyond the basics. People may become dependent on benefits and show passive cooperation rather than active involvement.
The Supportive Model is more humanistic and centers around leadership and motivation rather than control or money.
Managers in this model act as coaches, encouraging employees and building a positive work culture. The focus is on employee growth and job satisfaction.
In this model, employees feel valued, and their self-worth is recognized, leading to higher motivation and performance.
It promotes mutual trust between leaders and workers, resulting in a more dynamic and energetic workplace. This model is effective in organizations aiming for innovation and teamwork.
The Collegial Model takes the supportive idea further by promoting partnership between management and staff.
Here, the organization is seen as a team, and employees are considered responsible professionals. The relationship is built on collaboration, mutual respect, and shared goals.
Employees in a collegial model feel a sense of ownership and accountability for their work. It fosters self-discipline, creativity, and job satisfaction, leading to better performance.
This model is common in modern companies that rely on knowledge workers and decentralized decision-making.
Lastly, the System Model is a recent and comprehensive approach to OB.
It emphasizes not just cooperation and development but also a deep concern for employee well-being and work-life balance. The model is based on trust, shared values, and a sense of community.
The system model aims to meet both organizational and personal goals, encouraging employees to reach their full potential.
It creates an environment where individuals feel supported not just as workers but as whole persons. This approach is well-suited for socially responsible organizations.
Q 4. Write a note on negotiating techniques of BATNA and ZOPA.
Ans. Negotiation is an essential part of both professional and personal life, involving discussion to reach a mutually acceptable agreement.
Among the many techniques used in negotiation, BATNA and ZOPA are two core concepts that help individuals or groups to negotiate more effectively.
These techniques ensure clarity, reduce risk, and strengthen one’s position during the negotiation process.
BATNA, or Best Alternative to a Negotiated Agreement, refers to the most advantageous course of action a party can take if negotiations fail.
It acts as a fallback plan and gives negotiators a benchmark to determine whether the deal being offered is acceptable. The stronger the BATNA, the more power a person holds in the negotiation.
Understanding one’s BATNA is crucial before entering into a negotiation because it provides confidence and clarity.
It helps the negotiator to walk away from a poor deal without hesitation, knowing they have a better alternative. This approach prevents unnecessary compromises and reduces the risk of settling for less than what one deserves.
A well-developed BATNA involves researching other opportunities, preparing alternatives, and realistically assessing one’s own interests.
For example, if someone is negotiating a job offer, their BATNA might be a second job offer that pays better or offers better work-life balance. This gives them leverage during discussions with the first employer.
On the other hand, ZOPA, or Zone of Possible Agreement, is the range in which two or more parties may find common ground.
It represents the overlap between the lowest a seller is willing to accept and the highest a buyer is willing to pay. If such a zone exists, a successful agreement becomes possible.
ZOPA helps in identifying the scope for compromise and mutual satisfaction in negotiations.
It ensures that both parties remain realistic and do not waste time on deals that have no chance of agreement. Without a ZOPA, negotiation efforts may prove fruitless from the start.
Finding the ZOPA requires openness and sometimes a bit of trial and error during the conversation. Each party must assess their own expectations and estimate the other’s position carefully.
For instance, if a seller’s minimum price is ₹5,000 and a buyer’s maximum is ₹6,000, then the ZOPA is between ₹5,000 and ₹6,000, where negotiation can happen.
Effective negotiators use BATNA and ZOPA together to create informed strategies.
BATNA gives the negotiator strength and a backup, while ZOPA gives direction to where a deal may lie. These tools help negotiators to avoid emotional decision-making and rely on logic and planning instead.
BATNA also prevents one from settling within the ZOPA if the offer does not meet the minimum standards.
Similarly, knowing that a ZOPA exists encourages parties to keep negotiating until the best possible outcome is achieved. Together, they create a structured and confident approach to negotiation.
Q 5. Elucidate the different forces of Organizational Change.
Ans. Organizational change is a natural part of growth and adaptation in any business or institution. It reflects the shifts a company undergoes to stay relevant in a constantly evolving environment.
These changes can be influenced by various internal and external forces that compel organizations to realign their goals, processes, and structures.
One of the strongest external forces of organizational change is technological advancement. New technologies change the way companies operate, produce, and deliver their services.
To remain competitive, organizations must adopt new tools, systems, and automation processes regularly.
Economic forces also play a major role in driving change within organizations.
Fluctuations in inflation, interest rates, or economic slowdowns compel businesses to rework budgets, restructure departments, or downsize.
Companies often have to revise their strategies to survive tough market conditions or seize new opportunities.
Political and legal forces influence how an organization functions, especially in sectors bound by strict regulations.
New government policies, changes in taxation, or compliance standards can lead organizations to restructure operations. These changes ensure that businesses continue to operate within the legal framework.
The social and cultural environment is another force that prompts organizational change.
Shifting values, lifestyles, and work expectations—like diversity, inclusion, and work-from-home models—demand a flexible and responsive organization. Adapting to employee needs helps in retaining talent and boosting morale.
Internal forces like a change in leadership or management style can also drive transformation.
New leaders often bring fresh visions, set different priorities, and revamp old ways of working. Such changes are aimed at improving efficiency, culture, and overall performance.
Organizational growth itself becomes a reason for change. As a company expands, it needs new systems, more structured departments, and better communication channels.
This natural evolution is necessary to manage complexity and sustain productivity.
Competition is an ever-present external force that pushes organizations to innovate and adapt.
When rivals introduce better services or products, companies must respond swiftly to maintain their position. Ignoring competitors often results in loss of market share or customer trust.
Customer expectations have evolved, with a growing demand for personalized, fast, and high-quality service.
Organizations need to change their approach regularly to meet these changing needs. Customer feedback, reviews, and complaints often trigger updates in product or service delivery.
Assignment C
Q 6. Describe the significance of perceptions in Organization Behaviour.
Ans. Perception plays a vital role in shaping individual behavior within an organization. It refers to how people interpret and make sense of their surroundings, events, and others’ actions.
In the context of organizational behaviour, perception can influence everything from communication to decision-making.
Employees often respond not to reality, but to their perception of reality.
For example, if a worker perceives their manager as unfair, their motivation and performance may decline even if the manager is actually supportive.
Thus, perception directly impacts morale and work relationships.
The process of perception involves selecting, organizing, and interpreting information.
It is shaped by an individual’s experiences, beliefs, cultural background, and even emotions. This means that two people can view the same situation in entirely different ways.
In organizations, perception affects how roles, responsibilities, and intentions are understood.
Misunderstandings or conflicts often arise when perceptions are misaligned between team members or departments. Effective communication and clarity of goals help reduce such gaps.
Managers must be aware of how perception influences employee attitudes and behaviour.
By promoting transparency and encouraging feedback, they can build trust and reduce negative perceptions. Creating a positive organizational climate helps align perceptions with organizational goals.
Q 7. Differentiate between extrinsic and intrinsic Motivation.
Ans. Extrinsic motivation refers to doing something for external rewards or to avoid punishment.
For example, an employee might work hard to earn a bonus or promotion. The drive comes from outside the individual, not from the task itself.
Intrinsic motivation, on the other hand, comes from within the individual.
A person is motivated because they find the activity enjoyable, interesting, or personally rewarding. For instance, someone may write or paint simply because it brings them joy.
While extrinsic motivation is useful for achieving short-term goals, intrinsic motivation often leads to deeper satisfaction and long-term engagement.
Both types play a role in shaping behavior, but intrinsic motivation tends to foster creativity, independence, and persistence.
Q 8. What do you understand by Networks Communication?
Ans. Network communication refers to the pattern and flow of information between individuals or groups within an organization.
It can be formal, like through emails and meetings, or informal, like casual conversations among colleagues. These communication networks help share ideas, solve problems, and coordinate tasks.
There are different types of communication networks such as chain, wheel, and all-channel, each influencing how quickly and accurately messages are passed.
For example, in a wheel network, a central figure controls the flow of information, while in an all-channel network, everyone communicates freely. The structure chosen can affect decision-making and efficiency.
Effective network communication builds trust, enhances collaboration, and prevents misunderstandings in the workplace.
It ensures that the right information reaches the right people at the right time. Strong networks lead to better teamwork and smoother organizational functioning.
Q 9. List the different causes of Conflict.
Ans. Conflict in organizations can arise from poor communication, where unclear messages or misunderstandings lead to confusion and tension. When employees don’t know what is expected, frustration and errors can spark disagreements.
Miscommunication often causes mistrust among team members.
Differences in values, beliefs, or goals can also lead to conflict.
When individuals or departments have conflicting priorities or outlooks, it creates friction. These value clashes can be especially intense in diverse or multi-functional teams.
Competition for limited resources like budgets, workspace, or staff support is another major cause of conflict.
When resources are scarce, departments or individuals may compete, leading to resentment. This can hurt cooperation and collaboration across the organization.
Power struggles and role ambiguity can further ignite conflict. When people are unsure of their responsibilities or feel their authority is being challenged, tensions rise.
A lack of clarity in hierarchy or job roles makes conflicts more frequent.
Personality differences also play a role—everyone doesn’t get along naturally. Conflicting work styles, temperaments, or emotional reactions can lead to interpersonal issues.
Without mutual respect and understanding, small disagreements can quickly escalate.
Q 10. What are the characteristics of Organizational Culture?
Ans. Organizational culture is the collection of shared values, beliefs, and practices that shape the behavior of individuals within an organization.
One key characteristic is communication style, which includes how openly information is shared and how decisions are made, either hierarchically or collaboratively.
Clear communication promotes transparency and trust among employees.
Another important characteristic is leadership style, which reflects the way leaders interact with employees.
In organizations with a strong culture, leaders often serve as role models who guide behavior and inspire motivation.
A supportive leadership approach fosters a positive and empowering environment.
Work environment and employee behavior are also crucial elements of organizational culture. This includes the level of formality or informality, flexibility, and how employees are expected to engage with one another.
A collaborative environment encourages teamwork, while a competitive environment may push employees to perform at their best.
Norms and values play a central role in shaping how employees approach their work. Shared norms, such as punctuality or quality standards, set expectations for performance.
Core values like integrity, respect, and innovation influence decisions and the overall mission of the organization.
IGNOU BPAE 141 Solved Free Assignment