TYBCOM Psychology of Human Behaviour at Work Semester 5
Psychology of Human Behaviour at Work (IP ) TYBCOM Semester 5 Important Questions of Mumbai University 2022
If you are searching for an Important question about TYBCOM Psychology of Human Behaviour at Work IP subject semester-5 and TYBCOM Psychology at Work semester-5, I must say you are right place. I have added an important question module-wise check below with notes and old Mumbai university question papers of Psychology of Human Behaviour at Work.
- Define the terms’ manager and organization. Discuss the various managerial skills that differentiate effective from ineffective managers.
- Organisational Behaviour is an applied behavioural science built on the contributions from a number of behavioural disciplines”. Explain.
- Discuss how nowadays managers have to deal with workplace diversity and cope in a world of temporariness.
- How do organizations help their employees achieve work-life balance in a bid to motivate them?
- Define attitude. Discus job involvement and organizational commitment as major job attitudes.
- Define job satisfaction. Examine the responses of employees to job dissatisfaction.
- Explain how job satisfaction is related to organizational citizenship behaviour and employee turnover.
- Examine Herzberg’s two-factor theory of motivation.
- Describe the three elements of motivation. Explain the theory of needs by McClelland.
- Explain inequity and discuss the six choices that employees make to resolve the inequity
- Discuss the detail of the Expectancy theory of motivation.
Module/ unit 4
- Discuss Fred Fiedler’s contingency model of leadership.
- Write a detailed note on transformational leadership.
- How can people be trained to become charismatic leaders? What is the dark side of charismatic leaders?
Write short notes on (Any Four)
- Mintzhergs managerial roles.
- Theory X and Y
- detailed notes on goal setting theory
- Disciplines that contribution to the OB field
- Components of attitudes.
- Type of organizational justice.
- Michingan State studies of leadership
- Behavioural Theories of Leadership.
- Importance of mentorship.
The above important questions are based on the syllabus and previous year’s Mumbai university papers so I request to all students look into the IP syllabus and paper pattern or old university papers below:
Unit/Module-1 What is Organizational Behaviour?
- The importance of interpersonal skills.
- What do managers do with management functions, roles, and skills?
- Defining organizational behaviour; Disciplines that contribute to the OB field.
- Challenges and Opportunities for OB Responding to Globalization; managing workforce diversity; coping with “temporariness”; helping employees balance work-life conflicts; creating a positive work environment; improving ethical behaviour.
Unit/Module-2 Attitudes and Job Satisfaction:
- Attitudes Main components of attitudes; Major Job Attitudes.
- Job Satisfaction Measuring job satisfaction. What causes job satisfaction? The impact of satisfied and dissatisfied employees on the workplace.
Unit/Module-3 Motivation Concepts:
- Defining Motivation; 4 early theories of motivation.
- Contemporary theories of motivation Goal Setting Theory, Equity Theory/ Organizational justice, Expectancy Theory.
- What is Leadership? Trait theories, Behavioural theories.
- Contingency Theory-The Fiedler Model.
- Charismatic Leadership Leadership- Key characteristics of a charismatic leader; characteristics of transactional leaders; characteristics of transformational leaders. and Transformational
- Leading for the future: Mentoring
Paper pattern of IP subject
|Q.1 Objectives||20 Marks|
|Q.2 Answer any two of the following (three questions will be given in form a,b,c)||15 marks|
|Q. 3||15 Marks|
|Q.6 Write a Short Notes (Any four ) six questions will be asked||20 Marks|
How to write long answers to theory papers:
(1)Start with an introduction (2) draw a diagram or mind mapping of points (3) explain the points (4) conclusions
Q MAJOR JOB ATTITUDES:
Individuals have many different types of job-related attitudes. Organizational Behavior focuses on only a limited number of job-related attitudes. Most research has studied the following important types of job-related attitudes in detail
- Job Satisfaction
- Job Involvement
- Organizational Commitment
- Perceived Organizational Support
- Employee Engagement or Job Engagement
Job Satisfaction: It refers to positive feelings about one’s job resulting from an evaluation of its characteristics. An individual who has high levels of job satisfaction will hold positive feelings about his/her job. Very often, job satisfaction is equivalent to employee attitude.
Job Involvement: It is related to job satisfaction. Job involvement refers to the degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth. It can be defined as the degree to which employees immerse themselves in their jobs, invest time and energy in them and view work as a central part of their overall lives.
Organizational Commitment: It refers to a state in which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization. Organizational commitment reflects the extent to which an individual identifies with and is involved with his/her organization and is unwilling to leave it. High job involvement means identifying with your specific job. On the other hand, high organizational commitment means identifying with your employing organization.
Perceived Organizational Support (POs): It is defined as the degree to which employees believe the organization values their contribution and cares about their well-being. People perceive their organization as supportive when: Rewards are deemed fair. When employees have a voice in decisions. When their supervisors are seen as supportive.
Employee Engagement and Job Engagement: Employee engagement can be defined as an individual’s involvement with, satisfaction with, and enthusiasm for, the work he/she does. Highly engaged employees have a passion for their work and feel a deep connection to their company. Disengaged employees do not put in their energy or effort, they only put in their time. It has been observed that employees who demonstrate higher than average levels of engagement showed:
(a) Higher levels of customer satisfaction
(b) Were more productive
(c) Had higher levels of profits and
(d) Had lower levels of turnover and accidents
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