Select College of Business and Technology

Masters OF Business Administration (MBA)

Ayertena Campus

Course: - Organizational Behavior and Development

Assignment Type:-Critical Chapter Review Assignment

Individual Assignment Section-J

Name Netsanet kentiba

ID/MBAR/9674

Submitted To: - Alazer (PHD)

June, 2024

ADDIS ABABA, ETHIOPIA

Answer

The three levels of analysis in the organizational behavior model are:

Individual Level: This level focuses on understanding the behavior and attitudes of individual employees within an organization. It
examines factors such as personality, perception, motivation, decision-making, and job satisfaction.

Group Level: The group level of analysis examines the dynamics and interactions among groups of individuals within an
organization. It looks at factors such as team dynamics, communication patterns, leadership styles, group decision-making, and
conflict resolution

Organizational Level: The organizational level of analysis focuses on the overall structure, culture, and systems within an
organization. It examines factors such as organizational structure, communication channels, power and authority relationships,
organizational culture, and the impact of organizational policies and procedures on employee behavior.

Select and briefly explain one of the three levels of analysis in OB model

The group level of analysis in organizational behavior (OB) focuses on understanding the dynamics, interactions, and behaviors
within groups or teams in an organization. It examines how individuals come together to form groups, how they communicate,
collaborate, make decisions, and resolve conflicts within those groups.

At the group level, various factors come into play, including team structure, roles and responsibilities, leadership styles,
communication patterns, and group norms. These elements shape the functioning and effectiveness of the group. Understanding the
dynamics at this level is crucial because groups are fundamental units within organizations, and their performance has a significant
impact on organizational outcomes.

One key concept at the group level is teamwork. Effective teamwork involves members working together, utilizing their diverse
skills and knowledge, towards a common goal. The group level of analysis explores factors that influence teamwork, such as group
cohesion, trust among members, and the presence of shared goals and values.

Group-level analysis also examines how groups make decisions. It considers factors like group decision-making processes, the
influence of leadership, the presence of groupthink (where members conform to group opinions without critical evaluation), and the
impact of diversity within the group on decision outcomes.

Additionally, the group level of analysis explores interpersonal relationships, communication patterns, and conflict resolution
strategies within the group. It examines how these factors affect cooperation, collaboration, and overall group performance.

2. What are various fields that have contributed to the field of organizational behaviour? Briefly explain their
contributions. (Chapter: chapter one: Topic: 1.6)
Answer

Several fields have contributed to the development and understanding of organizational behavior (OB). Here are a few key fields
and their contributions:

Psychology: Psychology has greatly influenced OB by providing insights into individual behavior, motivation, perception,
learning, and personality. Psychological theories and research help understand how individuals think, feel, and behave in
organizational settings. Concepts such as motivation theories, personality traits, and cognitive processes have been applied to
explain employee behavior, job satisfaction, and performance.

Sociology: Sociology contributes to OB by examining social structures, groups, and organizations. It provides insights into how
social interactions, norms, and roles influence behavior within organizations. Sociological theories help understand organizational

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culture, power dynamics, socialization processes, and the impact of social factors on employee behavior and organizational
outcomes.

Anthropology: Anthropology brings a cultural perspective to OB. It explores the influence of culture on behavior, communication,
and organizational practices. Anthropological studies contribute to understanding diversity, cross-cultural interactions, and the
impact of cultural values on organizational behavior and practices.

Economics: Economics contributes to OB by studying how individuals and organizations make decisions in resource allocation
and the impact of incentives on behavior. Economic theories and concepts, such as cost-benefit analysis, game theory, and agency
theory, have been applied to understand topics such as employee motivation, compensation systems, and organizational decision-
making.

Management: Management studies and theories provide practical insights into organizational behavior and practices. Management
principles, leadership theories, organizational structure, and strategic management concepts contribute to understanding how
organizations are structured, managed, and how they impact employee behavior and performance.

Communication: Communication studies contribute to OB by examining how communication processes, both verbal and
nonverbal, influence interactions, collaboration, and information flow within organizations. It helps understand effective
communication strategies, conflict resolution, and the impact of communication on employee engagement and organizational
culture.

Industrial-Organizational (I-O) Psychology: I-O psychology specifically focuses on applying psychological principles and
research to improve work performance, productivity, and employee well-being. It contributes to OB through its research on
employee selection, training and development, performance appraisal, and job satisfaction.

3. One recent study found no link between age and performance of employees. The study’s author expressed surprise at the
findings. Do the findings surprise you? Why or why not? (Chapter: chapter one: Topic: 1.7, few absolutes in OB)
Answer

No link between age and employee performances finding is not surprise me because a subject of ongoing research and debate.
While age can be a factor that influences performance, it is important to note that individual differences and contextual factors play
significant roles as well.

Some potential links between age and performance include:

Experience and Expertise: Older employees often have more experience and expertise in their respective fields due to their longer
tenure in the workforce. This can positively impact their performance as they possess a wealth of knowledge, skills, and insights
gained over time.

Cognitive Abilities: Certain cognitive abilities may decline with age, such as processing speed or working memory. However,
older employees can compensate for these declines through accumulated knowledge and experience. Furthermore, they may exhibit
strengths in areas such as problem-solving, decision-making, and emotional intelligence.

Adaptability and Learning: Younger employees may have an advantage in terms of adaptability to new technologies and
changing work environments. However, older employees can still learn and adapt, especially if provided with training and
development opportunities. Their experience and maturity can contribute to effective problem-solving and decision-making in
complex situations.

Motivation and Job Satisfaction: Motivation and job satisfaction can impact performance across all age groups. Older employees
may have different motivations, such as seeking fulfillment, work-life balance, or mentoring opportunities. When these needs are
met, they can maintain high levels of engagement and performance.

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Physical Factors: Age-related physical changes can potentially impact performance, including reduced physical stamina or
increased health issues. However, the impact varies among individuals, and lifestyle choices, overall health, and support systems
play crucial roles in mitigating these effects.

4. After six months in his new position as a manager, Binyam was faced with the task of having to conduct
performance evaluation of his staffs. He was worried because he had never done performance evaluation and is not sure
how to do it. However, in order to easy his ways, he decides to start with Abinet, Mekdes and Samrawit who were hired by
himself. Binyam felt that Abinet is the most outstanding performer in his department. Mekdes is a recent hire in his
department and he felt that she is the most cooperative lady he had hired since he became a manager. Samrawit is also a
recent hire in his department but he felt that the university that she graduated from mostly produces incompetent students.

a) What perceptual biases (kind of misperceptions) do you expect likely to come into play while Binyam evaluate the
performance of Mekdes? Justify your answer.

b) What perceptual biases (kind of misperceptions) do you expect likely to come into play while Binyam evaluate the
performance of Samrawit? Justify your answer.

c) What Binyam needs to do to prevent perceptual biases (misperceptions) in conducting of staff performance evaluation?

Answer
A, in evaluating the performance of Mekdes, Binyam may be susceptible to several perceptual biases or misperceptions.
Halo Effect: Binyam may be influenced by the halo effect, where his overall positive impression of Mekdes as a cooperative
employee could lead him to attribute all positive qualities to her work performance. This bias may cause him to overlook or
downplay any areas where Mekdes may need improvement.
Contrast Effect: The contrast effect could also come into play. If Binyam has a negative perception of other employees'
performance, he may perceive Mekdes as performing better than she actually is, simply because she stands out in comparison to
others. This bias may inflate his evaluation of Mekdes' performance.
Similar-to-Me Bias: Binyam's perception of Mekdes may be influenced by the similar-to-me bias. If he sees similarities between
himself and Mekdes (e.g., shared background, interests, or work habits), he may unconsciously favor her and perceive her
performance more positively than it objectively deserves.
Stereotyping: Binyam's perception of Samrawit, who graduated from a university he believes produces incompetent students, may
lead to stereotyping. This bias might influence his perception of Mekdes as a recent hire, as he may inadvertently associate her with
the negative stereotype of Samrawit's university. This could result in lower expectations and a biased evaluation of Mekdes'
performance.
It's important for Binyam to be aware of these potential biases and strive for an objective, fair, and comprehensive evaluation of
Mekdes' performance. Implementing standardized evaluation criteria, seeking input from multiple perspectives, and focusing on
specific performance metrics can help mitigate these biases and ensure a more accurate assessment.
B, in evaluating the performance of Samrawit, Binyam may be susceptible to several perceptual biases or misperceptions:
Stereotyping: Binyam's perception of Samrawit's performance may be influenced by the stereotype associated with the university
she graduated from. He may hold a bias that assumes graduates from that university are generally incompetent. This stereotype
could negatively impact his evaluation of Samrawit's performance, leading him to have lower expectations or unfairly attribute any
shortcomings to her.
Confirmation Bias: Binyam may inadvertently exhibit confirmation bias when evaluating Samrawit. This bias occurs when
individuals seek information or interpret it in a way that confirms their pre-existing beliefs or expectations. If Binyam already
believes that graduates from Samrawit's university are incompetent, he may unconsciously pay more attention to and give more
weight to any evidence that supports his belief while ignoring or discounting evidence to the contrary.
Contrast Effect: The contrast effect could also come into play when evaluating Samrawit. If Binyam perceives Abinet, who he
considers the most outstanding performer, as the benchmark for excellence, he may unconsciously compare Samrawit's
performance to Abinet's. As a result, Samrawit's performance may be unfairly judged as relatively weaker due to the contrast effect.

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It is crucial for Binyam to be aware of these biases and strive for an objective and fair evaluation of Samrawit's performance. It is
important to assess performance based on specific criteria, objective metrics, and evidence rather than relying on stereotypes or
subjective judgments. Providing constructive feedback, offering development opportunities, and considering a holistic view of
Samrawit's performance can help reduce the impact of biases and ensure a more accurate evaluation.

C, to prevent perceptual biases and ensure a fair and accurate staff performance evaluation, Binyam can take the following
steps:

Establish Clear Evaluation Criteria: Binyam should define specific evaluation criteria and performance metrics that are relevant
to each employee's role and responsibilities. Clear and objective criteria help provide a consistent basis for evaluating performance,
minimizing the influence of subjective biases.
Use Multiple Sources of Data: Binyam should gather performance data from multiple sources to gain a comprehensive
understanding of each employee's performance. This can include self-assessments, peer feedback, customer/client feedback, and
objective performance metrics. Gathering diverse perspectives helps mitigate biases by providing a more holistic view of an
employee's performance.
Provide Training and Guidelines: Binyam can seek training or guidance on conducting performance evaluations effectively and
impartially. This can involve learning about common biases and how to minimize their impact. Providing clear instructions and
guidelines to all employees about the evaluation process can help ensure consistency and fairness.
Avoid Comparative Evaluation: Binyam should evaluate each employee independently, rather than comparing them to one
another. Comparative evaluation can lead to biases, such as the contrast effect or favoritism. By focusing on individual
performance against pre-established criteria, Binyam can make more objective assessments.
Regular Feedback and Communication: Binyam should maintain regular feedback and open communication with his staff
throughout the evaluation period. Providing ongoing feedback allows employees to understand expectations and make necessary
improvements. It also helps ensure that the evaluation process is not based solely on a single moment in time, reducing the impact
of biases.
Monitor and Reflect on Biases: Binyam should be aware of potential biases and monitor his own thought processes during the
evaluation. Reflecting on personal biases and seeking feedback from others can help identify and mitigate any biases that may be
influencing the evaluation process.
By implementing these strategies, Binyam can minimize perceptual biases and promote a fair and objective performance evaluation
process, leading to more accurate assessments and better development opportunities for his staff.

5. Let assume you are a head of sales department of Dashen beer and charged with a direct supervision of three junior sales
staff i.e., Ermiyas, Alemu and Meseret. You found that all of them were failed to meet the sales target that you assigned to
each this year. The last three years performance record of these junior staff revealed that Alemu and Meseret never failed
to meet sales target for the last three years. Nevertheless, Meseret has poor record of meeting dead line while she was
worked in personal sales project last year. Ermiyas performance record showed that he always failed to meet assigned sales
target.

a) What do you do regarding Alemu? Do you give him the benefit of the doubt and place the blame on the difficulty of the sales
target? Or do you think that he is irresponsible? Justify your answer in light of the three main determinants of attribution.

b) What do you do regarding Ermiyas? Do you give him the benefit of the doubt and place the blame on the difficulty of the sales
target? Or do you think that he is irresponsible? Justify your answer in light of the three main determinants of attribution.
c) What do you do regarding Meseret? Do you give her the benefit of the doubt and place the blame on the difficulty of the sales
target? Or do you think that she is irresponsible? Justify your answer in light of the three main determinants of attribution.
Answer

A, In light of the three main determinants of attribution (consistency, distinctiveness, and consensus), the evaluation of
Alemu's performance can be approached as follows:

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Consistency: Alemu's consistent success in meeting sales targets for the past three years suggests that his failure to meet the target
this year may not be due to a lack of effort or ability. The consistency of his past performance indicates that he has the capability to
achieve the assigned sales targets.

Distinctiveness: It is important to consider whether Alemu's failure to meet the sales target is specific to him or if other factors,
such as changes in market conditions or increased competition, have affected the performance of all sales staff. If Alemu is the only
one who failed to meet the target while the others performed well, it may indicate that his performance is not solely a result of
external circumstances.

Consensus: Evaluating the performance of other sales staff members can provide insights into whether Alemu's performance is an
isolated case or if there is a broader issue within the sales team. If Alemu is the only one who failed to meet the target while others
were successful, it suggests that his performance is not influenced by external factors or the difficulty of the sales target alone.

Based on these determinants, it would be appropriate to give Alemu the benefit of the doubt and consider that the difficulty of the
sales target may have contributed to his failure to meet it. However, it is also essential to have a conversation with Alemu to
understand any challenges or obstacles he faced during the year and assess his commitment and responsibility. This discussion can
help identify any underlying issues, provide support if needed, and determine the best course of action to improve Alemu's
performance going forward.

B, In light of the three main determinants of attribution (consistency, distinctiveness, and consensus), the evaluation of
Ermiyas's performance can be approached as follows:

Consistency: Ermiyas's consistent failure to meet the assigned sales targets indicates a pattern of performance over time. Unlike
Alemu and Meseret, who consistently met their targets in the past three years, Ermiyas has a track record of underperformance.
This consistency suggests that his inability to meet sales targets may not be solely due to the difficulty of the targets.

Distinctiveness: It is important to consider whether Ermiyas's failure to meet the sales target is specific to him or if external
factors, such as changes in market conditions or increased competition, have affected the performance of all sales staff. If Ermiyas
is the only one who consistently fails to meet targets while others perform well, it indicates that his performance is distinct from
external circumstances and may be influenced by his own abilities or actions.

Consensus: Evaluating the performance of other sales staff members can provide insights into whether Ermiyas's performance is
an isolated case or if there is a broader issue within the sales team. If Ermiyas is the only one consistently failing to meet targets
while others are successful, it suggests that his performance is not influenced by external factors or the difficulty of the sales targets
alone.

Based on these determinants, it is reasonable to attribute Ermiyas's failure to meet sales targets to his own performance and actions
rather than solely blaming the difficulty of the targets. The consistent pattern of underperformance and the lack of distinct external
factors affecting the rest of the sales team suggest that Ermiyas may be responsible for his inability to meet the assigned targets.

C, In light of the three main determinants of attribution (consistency, distinctiveness, and consensus), the evaluation of
Meseret's performance can be approached as follows:

Consistency: Meseret's consistent success in meeting sales targets for the past three years indicates a pattern of performance.
Unlike Ermiyas, who consistently failed to meet targets, Meseret has a track record of meeting the assigned sales targets. This
consistency suggests that her failure to meet the sales target this year may not be due to a lack of effort or ability.

Distinctiveness: It is important to consider whether Meseret's failure to meet the sales target is specific to her or if external factors,
such as changes in market conditions or increased competition, have affected the performance of all sales staff. If Meseret is the
only one who failed to meet the target while others performed well, it may indicate that her performance is distinct from external
circumstances.

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Consensus: Evaluating the performance of other sales staff members can provide insights into whether Meseret's performance is an
isolated case or if there is a broader issue within the sales team. If Meseret is the only one who failed to meet the target while others
were successful, it suggests that her performance is not influenced by external factors or the difficulty of the sales target alone.

Based on these determinants, it may be reasonable to give Meseret the benefit of the doubt and consider that the difficulty of the
sales target may have contributed to her failure to meet it. Her consistent performance in meeting sales targets in the past three
years indicates that she has the capability to achieve the assigned targets. However, it is also important to address her poor record
of meeting deadlines in the personal sales project last year.

As the head of the sales department, it would be appropriate to have a conversation with Meseret to understand any challenges she
faced during the year, including the reasons behind her failure to meet the sales target and her poor record of meeting deadlines.
This discussion can help identify any underlying issues, provide support if needed, and determine the best course of action to
improve Meseret's performance in terms of meeting targets and deadlines. It may involve additional training, guidance, or
providing resources to help her improve her time management and prioritize tasks effectively.

6. One recent study regarding the status of corruption in Ethiopian Inland Revenue Authority revealed that 90 % of
the authority staff has a high level of corruption seeking behavior. In fact, the study reports that most of the authority
employees consider bribe and kickback as a prerequisite to do their jobs. As per the study report, only 10% of the authority
employees were found with high level of integrity and anti-corruption behavior. The top management of the authority was
shocked by this study report and currently looking for your recommendations regarding strategies that help to reduce
corrupt behavior and encourage anti-corrupt behavior of employees within the authority.

a) Drawing on your knowledge of reinforcement theory, recommend strategies that help to reduce corrupt behavior of
employees within the authority. Justify your answer with appropriate reinforcement strategies.

b) Drawing on your knowledge of reinforcement theory, recommend strategies that help to encourage anti-corrupt behavior
of employees within the authority. Justify your answer with appropriate reinforcement strategies.
Answer

A, Drawing on reinforcement theory, several strategies can be implemented to reduce corrupt behavior and encourage anti-
corruption behavior among employees within the Ethiopian Inland Revenue Authority:

Positive Reinforcement: Implement a system of positive reinforcement to reward employees who exhibit integrity and anti-
corruption behavior. This can include recognition, praise, and incentives for employees who consistently demonstrate ethical
conduct in their work. For example, publicly acknowledging and rewarding employees who refuse bribes or report corrupt
activities can help create a culture that values integrity.

Performance-Based Incentives: Tie performance evaluations and incentives to ethical behavior and compliance with anti-
corruption policies. By incorporating ethical conduct as a criterion for performance assessments, employees will understand that
their commitment to integrity is directly linked to their career advancement and potential rewards. This can motivate employees to
prioritize ethical behavior over engaging in corrupt practices.

Training and Education: Provide comprehensive training programs on ethics, anti-corruption, and the negative consequences of
corrupt behavior. Ensure that employees understand the legal and ethical implications of engaging in corrupt practices. Training
should also emphasize the importance of maintaining a high level of integrity and the potential benefits of adhering to ethical
standards.

Clear Policies and Procedures: Establish clear and well-communicated policies and procedures that explicitly prohibit corrupt
practices. Ensure that employees are aware of these policies, understand their implications, and have easy access to information and
resources to report any unethical behavior they witness. Regularly reinforce the importance of adhering to these policies through
reminders, updates, and training sessions.

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Whistleblower Protection: Create a safe and confidential reporting mechanism for employees to report corruption or unethical
behavior without fear of retaliation. Establish a strong whistleblower protection program to encourage employees to come forward
with information about corrupt practices. Assure employees that their identities will be protected, and take swift action to
investigate and address reported incidents.

Leadership by Example: Top management should lead by example and demonstrate a strong commitment to integrity and anti-
corruption behavior. When employees observe their superiors consistently acting with integrity and holding themselves accountable
to high ethical standards, it sets a powerful example for the organization. Leaders should actively promote a culture of integrity and
serve as role models for ethical behavior.

By implementing these reinforcement strategies, the Ethiopian Inland Revenue Authority can create a culture that discourages
corrupt behavior and promotes a strong commitment to integrity and anti-corruption practices among its employees.

B, drawing on reinforcement theory, several strategies can be implemented to encourage anti-corrupt behavior among
employees within the Ethiopian Inland Revenue Authority:

Positive Reinforcement: Implement a system of positive reinforcement that rewards employees for demonstrating integrity and
engaging in anti-corrupt behavior. This can include providing recognition, praise, and incentives, such as financial rewards or
career development opportunities, to employees who consistently adhere to ethical standards and actively combat corruption.

Peer Recognition and Social Norms: Foster a culture of anti-corruption by encouraging peer recognition and establishing social
norms that promote integrity. Create platforms or programs where employees can acknowledge and appreciate colleagues who
display anti-corruption behavior. By highlighting and celebrating these individuals as positive role models, it encourages others to
follow suit and promotes a sense of collective responsibility towards combating corruption.

Transparent Accountability: Establish transparent accountability mechanisms where employees are aware of the consequences of
engaging in corrupt behavior. Clearly communicate the disciplinary actions and penalties for corruption, ensuring that employees
understand the potential negative outcomes. This reinforces the message that corrupt behavior will not be tolerated and that
individuals will be held accountable for their actions.

Training and Education: Provide comprehensive training programs on ethics, anti-corruption, and the detrimental effects of
corruption on the organization and society. Offer workshops, seminars, or e-learning modules that enhance employees'
understanding of ethical decision-making, the importance of integrity, and the role they play in combating corruption. This
knowledge empowers employees to make ethical choices and resist corrupt practices.

Whistleblower Protection and Reporting Mechanisms: Establish a robust whistleblower protection program that safeguards
employees who report corruption or unethical behavior. Ensure that employees have access to confidential reporting channels, and
assure them that their identities will be protected. Encourage individuals to come forward with information about corruption, and
promptly and transparently address reported incidents, reinforcing the importance of reporting and the organization's commitment
to fighting corruption.

Leadership and Organizational Culture: Leadership plays a crucial role in shaping the organizational culture and values. Top
management should demonstrate a strong commitment to integrity, transparency, and anti-corruption practices. Leaders should
communicate and emphasize the organization's zero-tolerance policy towards corruption, consistently act ethically, and hold
themselves accountable. This sends a powerful message that anti-corruption behavior is valued and rewarded within the authority.

By implementing these reinforcement strategies, the Ethiopian Inland Revenue Authority can create an environment that promotes
anti-corruption behavior, encourages employees to uphold integrity, and contributes to the overall fight against corruption within
the organization.

7. You have received the following email from a junior colleague: ‘As I understand group behaviour, ‘there are conditions
in which group can result in 2+ 2 =3, process loss. Please explain to me reasons behind this process loss in group dynamics
and how to overcome the problem?’ Drawing on your knowledge of managing group behaviour, draft a helpful reply to the
junior colleague
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 Answer

Subject: -----------------------------------

Dear [----------------------------],

Thank you for reaching out and expressing your interest in understanding the concept of process loss in group dynamics. I'm glad
you're exploring this topic, as it plays a significant role in managing group behavior effectively. I'll be happy to explain the reasons
behind process loss and provide strategies to overcome this challenge.

Process loss refers to a phenomenon in which group performance falls short of the potential expected from the combined abilities
and resources of individual group members. It occurs due to various factors, such as:

Coordination and Communication Challenges: In groups, coordinating individual efforts and maintaining effective
communication can be complex. Miscommunication, lack of clarity, and difficulties in synchronizing actions may lead to process
loss.

Social Loafing: When individuals perceive their efforts as less noticeable or essential within a group, they may reduce their own
contributions, resulting in process loss. This phenomenon, known as social loafing, can occur when individual accountability is
unclear or when individuals believe their efforts will not significantly impact the group's overall outcome.

Groupthink and Conformity: Groupthink occurs when group members prioritize consensus and harmony over critical thinking
and diverse perspectives. This can lead to a loss of creative ideas and alternative viewpoints, limiting the group's potential.

To overcome process loss and maximize group performance, consider implementing the following strategies:

Clear Goals and Roles: Establish clear and specific goals for the group, ensuring that each member understands their
responsibilities and contributions. Clearly defining individual roles helps minimize confusion and enhances coordination.

Effective Communication: Encourage open and transparent communication within the group. Foster an environment where all
members feel comfortable sharing their ideas, concerns, and perspectives. Implement active listening techniques and promote
constructive feedback to enhance understanding and minimize miscommunication.

Encourage Individual Accountability: Emphasize the importance of individual accountability within the group. Clearly
communicate expectations for each member's contribution and hold them responsible for their assigned tasks. This reduces the
likelihood of social loafing and promotes a sense of ownership and commitment.

Foster Diverse Perspectives: Encourage diverse viewpoints and constructive dissent within the group. Create a culture that values
critical thinking, encourages respectful debate, and welcomes alternative ideas. This helps mitigate groupthink and enhances the
quality of decision-making and problem-solving processes.

Effective Leadership: Strong leadership plays a vital role in managing group dynamics. A leader should facilitate discussions,
establish a positive group atmosphere, and promote collaboration. Leaders should also monitor the group's progress, address
conflicts, and provide guidance when needed.

Regular Evaluation and Feedback: Implement a system of regular evaluation and feedback to track the group's performance.
Assess individual and group progress towards goals, acknowledge achievements, and provide constructive feedback to address
areas of improvement. This helps maintain accountability and allows for continuous learning and development.

By considering these strategies, you can mitigate process loss in group dynamics and create an environment where the collective
efforts of the group lead to outcomes that surpass individual capabilities. Remember that every group is unique, so adapt these
strategies to suit your specific context and challenges.

Please let me know if you have any further questions or if there's anything else I can assist you with. I appreciate your interest and
initiative in exploring group behavior, as it contributes to our overall growth and success as a team.

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8. You have received the following email from a junior colleague: ‘As I understand group development ‘there are stages via
which the group developments evolve. Please explain to me the main stages of group development?’ Drawing on your
knowledge of Tuckman’s five stage model of group development, draft a helpful reply to the junior colleague.
Answer

Subject: [------------------------------------------------],

Dear [----------------------],

Thank you for your email regarding the main stages of group development. I'm glad you're interested in understanding the
dynamics of how groups evolve and progress. In this context, Tuckman's five-stage model of group development provides valuable
insights. Allow me to explain the main stages of group development according to Tuckman's model:

Forming: The forming stage is the initial phase when a group comes together. During this stage, members are often polite and
cautious as they get to know one another. They may explore the purpose of the group, set goals, and clarify expectations.
Individuals may rely on existing roles and seek guidance from the leader to understand their place within the group.

Storming: In the storming stage, conflicts and disagreements may arise as members begin to express their opinions, ideas, and
individuality. Power struggles, differences in communication styles, and competing perspectives can lead to tension within the
group. It is common for there to be some resistance to authority or challenges to the established norms. This stage is crucial for the
group to establish a foundation for collaboration and resolve conflicts constructively.

Norming: During the norming stage, group members start to establish norms, values, and shared expectations. They develop a
sense of cohesion, build trust, and begin to work collaboratively. Roles and responsibilities become clearer, and group cohesion
strengthens. There is a growing sense of unity, and members start to appreciate each other's strengths and contributions. This stage
sets the groundwork for effective teamwork and cooperation.

Performing: The performing stage is when the group achieves high levels of productivity and effectiveness. Members have
established strong relationships, trust, and open communication. They work together seamlessly, leveraging their individual skills
and talents to achieve the group's goals. Decision-making becomes more efficient, and conflicts are resolved quickly and
constructively. The group demonstrates self-management and autonomy in achieving its objectives.

Adjourning: The adjourning stage, also known as the mourning or dissolution stage, refers to the conclusion of the group's work or
project. This stage involves reflecting on achievements, celebrating successes, and acknowledging the contributions of group
members. It is a time for closure, expressing gratitude, and transitioning to new endeavors. This stage is particularly relevant for
temporary or project-based groups.

It's important to note that while Tuckman's model depicts a linear progression through the stages, group development is not always
a straightforward process. Groups may experience setbacks or regress to earlier stages temporarily before moving forward.
Additionally, different groups may progress through the stages at varying paces based on their unique dynamics and circumstances.

9. What does ‘Ringelman’ effect mean? How it relates with group productivity? (Chapter: chapter three: Topic: 3.5,
Social loafing)
Answer

The Ringelmann effect, also known as social loafing, refers to the phenomenon where individual effort decreases as the size of the
group increases. It was first studied by French engineer Maximilien Ringelmann in the early 20th century. The effect suggests that
as more people are added to a group, each individual tends to exert less effort on a task compared to when they are working alone.

The Ringelmann effect is related to group productivity because it highlights the potential decline in individual effort and
performance when working collectively. When people perceive their efforts as less noticeable or less essential within a group, they
may reduce their own contributions, leading to a decrease in overall group productivity.

Several factors contribute to the Ringelmann effect:

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Diffusion of responsibility: In larger groups, individuals may feel less accountable for the outcome because the responsibility is
shared among many. This diffusion of responsibility can lead to a decrease in personal effort, assuming others will compensate.

Social comparison: People tend to compare their performance to that of others in a group. When they perceive that others are
exerting less effort, they may also reduce their own effort to match the perceived norm.

Coordination and motivation challenges: As group size increases, coordinating individual efforts and maintaining motivation
becomes more challenging. Communication and coordination may become less efficient, leading to decreased productivity.

To mitigate the Ringelmann effect and enhance group productivity, several strategies can be implemented:

Clearly define individual roles and responsibilities within the group, ensuring that each member has a specific contribution to
make. When individuals have explicitly assigned tasks, they are more likely to take ownership and exert effort.

Establish clear performance expectations and goals for the group. When individuals understand what is expected of them and
have specific targets to achieve, they are more likely to stay motivated and focused.

Encourage individual accountability by providing regular feedback and evaluation of individual contributions.
Acknowledge and recognize individual effort and achievements, reinforcing the importance of personal responsibility within the
group.

Foster a positive and supportive group culture that values cooperation and collaboration. Encourage open communication, trust-
building, and a sense of shared purpose within the group.

Provide opportunities for smaller group work or subgroups within larger groups. Breaking down tasks into smaller units allows for
increased individual participation and reduces the diffusion of responsibility.

By implementing these strategies, the negative impact of the Ringelmann effect can be minimized, and group productivity can be
enhanced. It is important to create an environment that promotes individual engagement, accountability, and collaboration to
achieve optimal group performance.

10. Briefly explain the drawback of Maslow’s hierarchy of needs theory of motivation on the base of “frustration-
regression” hypothesis. (Chapter: chapter four: Topic: 4.2, Maslow’s need hierarchy theory
Answer

The "frustration-regression" hypothesis is a criticism or drawback associated with Maslow's hierarchy of needs theory of
motivation. According to this hypothesis, when an individual is unable to satisfy a higher-level need, they may regress or return to
focusing on lower-level needs that have already been fulfilled.

Maslow's hierarchy of needs theory suggests that individuals are motivated by a progression of needs, starting from basic
physiological needs (such as food, water, and shelter) and progressing to higher-level needs like self-esteem and self-actualization.
The theory implies that individuals must satisfy lower-level needs before they can be motivated by higher-level needs.

However, the frustration-regression hypothesis challenges this notion by suggesting that if an individual's higher-level needs are
repeatedly frustrated or unfulfilled, they may regress or revert to focusing on lower-level needs. For example, if someone
consistently fails to achieve self-esteem needs due to setbacks or external factors, they may become more preoccupied with
satisfying their lower-level needs, such as safety or belongingness.

The drawback of this hypothesis is that it undermines the linear progression of Maslow's hierarchy of needs. It suggests that
individuals may not always follow a strict sequence of needs satisfaction, and the fulfillment of higher-level needs is not
guaranteed even if lower-level needs are satisfied. The frustration-regression hypothesis highlights the complex and dynamic nature
of human motivation, where individuals may fluctuate between needs based on their experiences and circumstances.
11. Mr. Alebachew is the Chief Executive of a medium- sized food processing company in Gonder. Though turnover is not a
problem for the company, Mr. Alebachew and his senior colleagues noticed that the workers on hourly basis are not working up to
their full potential. It is well known fact that they filled their days with unnecessary and unproductive activities and worked only
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for the sake of a pay cheque. In the recent past the situation has become quite alarming as the organization began to crumble under
the weight of uneconomical effort. The situation demanded immediate managerial attention and prompt remedial measures. Mr.
Alebachew knew very well that the only way to progress and prosper is to motivate workers to peak performance through various
motivational plans.
One fine morning, Mr. Alebachew contacted the Personnel Manager and enquired: “What is the problem with the workers on
hourly basis? The wage bill shows that we pay them the highest in the industry. Our working conditions are fine. Our fringe
benefits are excellent. Still these workers are not motivated. What do they require really?” The Personnel Manager gave the
following reply: “I have already informed you a number of times, that money, working conditions and benefits are not enough.
Other things are equally important. One of workers in that group recently gave me a clue as to why more and more workers are
joining the bandwagon of ‘non-performers’. He felt bad that hard work and efficiency go un-noticed and un-rewarded in our
organization. Our promotion and benefit plans are tied to length of service. Even the lazy workers, accordingly, enjoy all the
benefits in the organization, which, in fact according to workers, should go only to those who work hard.” Mr. Alebachew then
wanted the Personnel Manager to look into the problem more closely and find out a solution to the problem of workers on hourly
basis (Chapter: chapter four: Topic: 4.2, Herzberg’s theory, Equity theory.)

Answer

The situation described in the scenario highlights the issue of low motivation and productivity among the hourly workers in Mr.
Alebachew's food processing company. The Personnel Manager has indicated that the problem lies in the organization's promotion
and benefit plans being tied solely to length of service, which disincentivizes hard work and efficiency. To address this problem
and find a solution for the workers on an hourly basis, the following steps can be taken:

Performance-Based Incentives: Introduce performance-based incentives to reward and recognize the hard work and efficiency of
employees. Develop a system that links rewards, promotions, and benefits directly to individual and team performance. This would
create a sense of fairness and motivation among the workers, as their efforts would be acknowledged and appropriately rewarded.

Clear Performance Evaluation: Implement a fair and transparent performance evaluation system that assesses employees based on
key performance indicators (KPIs) and predetermined criteria. This evaluation should be conducted periodically, providing
constructive feedback and identifying areas for improvement. Clear communication about performance expectations will help align
individual efforts with organizational goals.

Career Development Opportunities: Create opportunities for career development and growth within the organization. Establish a
clear career progression plan that is not solely based on length of service but takes into account performance, skills development,
and competence. This allows employees to see a clear path for advancement and provides motivation to improve their skills and
productivity.

Recognition and Appreciation: Implement a system of regular recognition and appreciation for outstanding performance. This can
be done through public recognition, rewards, certificates, or other forms of acknowledgment. Recognizing and appreciating the
hard work and achievements of hourly workers will boost their morale, job satisfaction, and motivation to perform at a higher level.

Training and Development: Provide opportunities for training and development to enhance employees' skills and knowledge.
Offering relevant training programs, workshops, or seminars can improve their job performance and equip them with new skills to
handle tasks more effectively. This investment in their professional growth also demonstrates the organization's commitment to
their development.

Employee Feedback and Involvement: Encourage and value employee feedback and involvement in decision-making processes.
Regularly solicit input from the workers on hourly basis regarding their work environment, challenges, and suggestions for
improvement. Involving employees in decision-making processes empowers them and gives them a sense of ownership and
responsibility.

By implementing these strategies, Mr. Alebachew can address the issue of low motivation and productivity among the workers on
hourly basis. It is essential to create an environment where hard work and efficiency are recognized, rewarded, and valued. This, in
turn, can lead to improved performance, increased job satisfaction, and a more productive workforce
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12. Victor Vroom developed a powerful theory for motivation. His theory known as expectancy theory. This theory
describes motivation as a product of three important elements. a) Briefly explain Vroom expectancy theory of motivation b)
Why the theory relies on the arithmetic operation of multiplication than other arithmetic operations like addition,
subtraction or division? (Chapter: chapter four: Topic: 4.3, Expectancy Theory
Answer

Vroom's expectancy theory of motivation is based on the idea that an individual's motivation to exert effort towards achieving a
goal is influenced by three key factors:

Expectancy: This refers to the individual's belief that their effort will lead to successful performance. It is the perception of the
likelihood that their actions will result in the desired outcome. If an individual believes that their effort will be ineffective in
achieving the desired outcome, their motivation to exert effort will be low.

Instrumentality: Instrumentality refers to the belief that successful performance will lead to certain outcomes or rewards. It is the
perception of the link between performance and outcomes. If individuals believe that their performance will not be rewarded or that
the rewards are insufficient, their motivation to exert effort will be diminished.

Valence: Valence represents the value or desirability an individual places on the outcomes or rewards associated with successful
performance. It reflects the personal importance and attractiveness of the outcomes. The higher the valence, the more motivated an
individual will be to exert effort to achieve the outcomes.

According to Vroom's expectancy theory, motivation is a product of these three elements. Individuals assess the expectancy,
instrumentality, and valence of a particular goal or outcome, and their motivation is determined by the multiplication of these
factors. In other words, motivation is calculated as follows: Motivation = Expectancy × Instrumentality × Valence.

b) Vroom's expectancy theory relies on the arithmetic operation of multiplication rather than addition, subtraction, or division
because it emphasizes the interdependence and combined influence of the three factors on motivation. Multiplication signifies that
all three factors are essential and must be present for motivation to occur.

Multiplying the three factors suggests that if any one of them is zero (i.e., no expectancy, no instrumentality, or no valence), the
overall motivation will be zero as well. This demonstrates that all three elements are necessary ingredients for motivation to be
present. If any of the factors is low or lacking, it can significantly diminish the overall motivation.

Using addition, subtraction, or division would not capture the interactive and simultaneous influence of the three factors. Addition
would suggest that the factors are independent and can be summed up, which overlooks their interdependence. Subtraction or
division would oversimplify the relationship between the factors and fail to account for their combined effect.

By utilizing multiplication, Vroom's expectancy theory highlights the importance of considering and addressing all three elements
—expectancy, instrumentality, and valence—in order to maximize motivation and enhance performance.

13. Briefly explain Managerial Grid Leadership Theory (Chapter: chapter five: Topic: 5.3, The Managerial Grid
Answer
The Managerial Grid Leadership Theory, also known as the Leadership Grid or Blake and Mouton's Managerial Grid, is a model
that assesses leadership styles based on two dimensions: concern for people and concern for production. Developed by Robert
Blake and Jane Mouton in the 1960s, the theory provides a framework for understanding different managerial leadership styles.
The Managerial Grid depicts these two dimensions on a grid, resulting in a matrix of leadership styles. The concern for people
dimension represents the leader's focus on the well-being, satisfaction, and development of their team members. The concern for
production dimension represents the leader's emphasis on achieving tasks, goals, and organizational objectives.
Based on the combination of these dimensions, five leadership styles are identified:
Country Club Management (1,9): Leaders with a high concern for people and a low concern for production prioritize creating a
harmonious work environment and fostering positive relationships. They aim to satisfy and please their team members, often at the
expense of achieving high productivity.

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Impoverished Management (1,1): Leaders with low concern for both people and production exhibit a passive and indifferent
approach. They tend to disengage from their responsibilities, exerting minimal effort in both people management and task
accomplishment.
Authority-Compliance (9,1): Leaders with a high concern for production and a low concern for people emphasize achieving results
and meeting targets. They focus on task completion and may prioritize efficiency over the well-being and satisfaction of their team
members. This style can be autocratic and directive.
Middle-of-the-Road Management (5,5): Leaders with a moderate concern for both people and production aim for a balance
between the two dimensions. They seek to maintain a satisfactory level of performance while also showing some level of concern
for their team members. However, this style may not fully maximize either productivity or employee satisfaction.
Team Management (9,9): Leaders with a high concern for both people and production adopt a collaborative and participative
approach. They value the contributions and development of their team members, while also emphasizing goal achievement and
productivity. This style encourages teamwork, fosters open communication, and seeks to create a positive work environment.
The Managerial Grid Leadership Theory suggests that the most effective leadership style is the Team Management style, which
achieves a balance between concern for people and concern for production. This style promotes employee engagement, high-
performance standards, and positive relationships.
However, the theory acknowledges that leadership styles can vary depending on the situation, organizational context, and
individual preferences. It highlights the importance of adapting leadership behaviors to meet the needs of the situation and the
people involved.
14. Briefly explain Hersey and Blanchard’s Situational Leadership Theory (Chapter: chapter five: Topic: 5.4, The Hersey
and Blanchard’s Situational Leadership Theory (SLT)
Answer
Hersey and Blanchard's Situational Leadership Theory, also known as the SLT or the Hersey-Blanchard Model, is a leadership
theory that emphasizes the importance of adapting leadership styles to match the needs and development levels of subordinates in
different situations.
The theory proposes that effective leadership is not a one-size-fits-all approach but rather depends on the readiness or maturity of
the followers. Readiness is defined as a combination of the follower's competence (knowledge, skills, and experience) and their
willingness or motivation to perform a specific task or role.
Based on the concept of readiness, Hersey and Blanchard identified four leadership styles:
Directing (S1): This style is suitable when followers have low readiness levels. In this stage, followers may lack the necessary
skills or experience and require clear instructions and guidance. The leader takes a directive approach, providing specific
instructions and closely supervising the work.
Coaching (S2): The coaching style is appropriate when followers have moderate readiness levels. At this stage, followers may
have some basic skills but lack the confidence or motivation to perform the task independently. The leader provides guidance,
support, and feedback to develop their skills and boost their confidence.
Supporting (S3): The supporting style is suitable when followers have moderate to high readiness levels. Followers at this stage
have developed the necessary skills and competence but may still need some encouragement and support. The leader facilitates and
empowers the followers, allowing them to take on more responsibility while providing support as needed.
Delegating (S4): The delegating style is appropriate when followers have high readiness levels. At this stage, followers are both
competent and motivated to perform the task independently. The leader provides minimal guidance and allows the followers to
make decisions and take ownership of their work.
According to the Situational Leadership Theory, effective leaders are those who can assess the readiness level of their followers
and adapt their leadership style accordingly. They are flexible and able to adjust their approach based on the needs of the situation
and the development level of their subordinates.

15. Individuals vary in the way that they handle conflicts. There are five common styles of handling conflicts. These are
avoidance, accommodation, compromise, competition, and collaboration. Briefly explain each conflict handling style in light
of degree of cooperation and assertiveness each style entails. (Chapter: chapter six: Topic: 6.5, Conflict Handling Styles )
Answer

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Each conflict handling style represents a different approach to managing conflicts, varying in the degree of cooperation and
assertiveness involved. Here's a brief explanation of each conflict handling style:

Avoidance: The avoidance style is characterized by low assertiveness and low cooperation. Individuals adopting this style tend to
ignore or evade conflicts, avoiding confrontation or any form of engagement. They may choose to withdraw from the situation,
postpone addressing the conflict, or simply avoid discussing it altogether. While this style may provide temporary relief, it often
fails to resolve the underlying issues and can lead to unresolved tensions.

Accommodation: Accommodation involves high cooperation and low assertiveness. Individuals using this style prioritize
maintaining harmony and relationships over asserting their own needs or viewpoints. They are willing to yield or give in to the
other party's desires or demands, often at the expense of their own interests. This style may be appropriate when the issue is not
significant or when preserving relationships is crucial, but it can result in personal dissatisfaction or exploitation.

Compromise: The compromise style combines moderate levels of cooperation and assertiveness. Individuals using this style seek a
middle ground or a mutually acceptable solution. They are willing to give up some of their preferences or goals in exchange for
concessions from the other party. Compromise involves negotiating and finding a solution that both parties can agree on, although
it may not fully satisfy everyone's needs or desires.

Competition: The competition style is characterized by high assertiveness and low cooperation. Individuals adopting this style
focus on their own interests and winning the conflict, often at the expense of the other party's needs or desires. They assert their
viewpoints forcefully, pursue their goals aggressively, and may be less concerned about maintaining relationships. This style can be
effective in certain situations that require quick decisions or when there are clear winners and losers, but it can also strain
relationships and lead to negative outcomes.

Collaboration: Collaboration involves high levels of both cooperation and assertiveness. Individuals using this style strive to find
a mutually beneficial solution that satisfies the needs and interests of all parties involved. They actively engage in open
communication, listen to others' perspectives, and work together to generate creative solutions. Collaboration relies on a win-win
mindset and requires high levels of trust, effective communication, and problem-solving skills. While it may take more time and
effort, collaboration can lead to long-term satisfaction and stronger relationships.

It's important to note that the most appropriate conflict handling style depends on the specific situation, the nature of the conflict,
and the individuals involved. Effective conflict resolution often involves a flexible approach, using different styles as needed to
address conflicts and achieve positive outcomes.

16. Research on banking industry in Ethiopia revealed that the sector is characterized by excess supply of skilled labour as
well as highly dependent on IT professionals. After graduating in accounting (BA degree) from Addis Ababa University at
the top of his class, Bedilu was ready to set the banking industry in Ethiopia on fire. Soon after landing a job in a top
government owned bank, he was determined to move up the bank ladder as fast as possible. As always, Bedilu liked to
influence people and get them to see and do things his way. Unfortunately, He soon found that nobody really cared about
what he had to say. Bedelu could not understand how he went from being so influential in university to being a no body at
work. Drawing on your knowledge of the concept of dependency in power, explain the possible reasons as to why Bedilu
lacks power and influence in the organization.
Answer
Based on the scenario provided, it appears that Bedilu is experiencing a lack of power and influence in his workplace. One possible
explanation for this could be the concept of dependency in power. Dependency refers to the degree to which an individual or group
relies on another for resources, support, or expertise. In the case of Bedilu, several reasons could contribute to his lack of power
and influence:
Lack of expertise: While Bedilu graduated at the top of his class in accounting, the banking industry in Ethiopia is highly
dependent on IT professionals. If Bedilu's skills and knowledge in IT are limited, he may not possess the expertise that is highly
valued and sought after in the industry. Consequently, his ability to contribute to critical decision-making or strategic discussions
may be limited, reducing his power and influence within the organization.

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Organizational structure and hierarchy: Bedilu's description of working in a top government-owned bank suggests a
bureaucratic organizational structure. Such structures often have clearly defined hierarchies, formal decision-making processes, and
established power dynamics. As a new employee, Bedilu may be at a lower position in the hierarchy, which limits his authority and
influence. The established power structure within the organization may require him to prove himself and gain the trust of senior
employees before his ideas and opinions are valued.
Lack of social capital: Social capital refers to the network of relationships, trust, and connections that an individual possesses
within an organization. Bedilu's description of being influential in university suggests that he had a strong social network and
influence in that context. However, in his new work environment, he may lack the social capital necessary to influence others.
Building relationships, establishing trust, and understanding the informal networks within the organization are important for
gaining power and influence.
Cultural and contextual factors: Cultural norms, values, and practices within the banking industry in Ethiopia may differ from
Bedilu's previous experiences. There might be cultural expectations regarding seniority, respect for authority, or decision-making
processes that Bedilu needs to adapt to. Failing to understand and navigate these cultural and contextual factors can limit his ability
to exert power and influence in the organization.
To enhance his power and influence in the organization, Bedilu could consider the following strategies:
Acquiring additional skills: Given the industry's dependence on IT professionals, Bedilu could invest in developing his IT skills.
By expanding his expertise and knowledge in areas relevant to the organization's needs, he can position himself as a valuable
resource and enhance his power and influence.
Building relationships and networks: Bedilu should focus on building relationships with colleagues, supervisors, and influential
individuals within the organization. Actively engaging in team projects, seeking mentorship, and participating in formal and
informal networking opportunities can help him establish social capital and increase his influence.
Understanding the organizational culture: Bedilu should take the time to understand the specific cultural dynamics and norms
within the organization. Adapting his behaviors and approaches to align with these cultural expectations can help him navigate the
power dynamics more effectively.
Demonstrating value and expertise: Bedilu can work on showcasing his knowledge, skills, and abilities within the organization.
By consistently delivering high-quality work, taking initiative, and actively contributing to the bank's goals and objectives, he can
establish himself as a competent and valuable employee, increasing his power and influence over time.
It's important to note that power and influence dynamics can be complex and multifaceted, and individual experiences may vary.
Therefore, it is crucial for Bedilu to further assess his specific situation and adapt his strategies accordingly.
17. There are a number of potential individual antecedents of political behavior within organization (organizational
politics). Briefly explain at least four of such individual antecedents of organizational politics.
Answer

Individual antecedents of organizational politics refer to personal factors that can contribute to the occurrence of political behavior
within an organization. Here are four common individual antecedents:

Ambition and Career Orientation: Individuals who are highly ambitious and have a strong career orientation may be more inclined
to engage in political behavior. They may strategically navigate organizational dynamics, form alliances, and engage in self-
promotion to advance their own interests and climb the organizational ladder.

Perceived Injustice: When individuals perceive unfairness or injustice in the organization, they may resort to political behavior as a
means to seek redress or protect their own interests. This could stem from feelings of being overlooked for promotions, receiving
unequal treatment, or experiencing favoritism. They may engage in tactics such as forming coalitions, spreading rumors, or
undermining others to address perceived injustices.

Need for Power and Influence: Individuals with a strong need for power and influence may be more likely to engage in political
behavior. They seek to acquire control and authority within the organization, leveraging their influence for personal gain or to
shape decisions in their favor. They may engage in tactics such as manipulation, coalition-building, or information withholding to
satisfy their need for power.

Low Trust and Organizational Support: When individuals perceive low levels of trust and support from the organization, they may
resort to political behavior as a way to protect their own interests and ensure their voice is heard. A lack of trust in the
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organization's leadership or perception of inadequate support can lead individuals to engage in secretive tactics, engage in
information hoarding, or form alliances to safeguard themselves against potential negative outcomes.

It's important to note that these individual antecedents are not exhaustive, and individuals may exhibit a combination of these
factors or be influenced by other personal characteristics and circumstances. Additionally, the presence of individual antecedents
does not necessarily indicate negative intentions or actions. Political behavior can manifest in both positive and negative forms,
depending on the motivations and actions of individuals within the organization.

18. What is domino effect of change meant? What is its implication in managing of organizational change? Chapter:
chapter Eight: Topic: 8.4, Change options and Domino Effect)
Answer
The domino effect of change refers to the idea that when one change occurs within an organization, it can trigger a series of
subsequent changes. Similar to a line of falling dominoes, the initial change sets off a chain reaction, impacting various aspects of
the organization.
Implications in managing organizational change:
Interconnectedness: The domino effect highlights the interconnected nature of organizational systems and processes. It
emphasizes that changes in one area can have ripple effects on other areas. This understanding is crucial in managing
organizational change because it necessitates considering and anticipating the potential consequences and impacts of a change
beyond its immediate scope.
Planning and Communication: Managing change requires careful planning and effective communication. Recognizing the
domino effect helps in identifying potential areas of impact and enables proactive planning to mitigate any negative consequences.
It allows organizations to anticipate and address potential resistance or conflicts that may arise from subsequent changes triggered
by the initial change.
Change Sequencing: Understanding the domino effect helps in sequencing changes effectively. By identifying the order in which
changes should occur, organizations can minimize disruptions and optimize the effectiveness of each change. Strategic sequencing
allows for smoother transitions and reduces the likelihood of conflicting changes or confusion within the organization.
Change Readiness and Adaptability: The domino effect emphasizes the need for organizational readiness and adaptability.
Organizations must be prepared to deal with the subsequent changes that arise from an initial change. This includes having the
necessary resources, skills, and support systems in place to manage the cascade of changes and effectively navigate any challenges
that may arise.
Change Management Agility: The domino effect highlights the dynamic and evolving nature of change. It underscores the
importance of being agile and responsive in managing change, as subsequent changes may require adjustments to the initial change
plan. Organizations need to be flexible and capable of adapting their change management strategies to accommodate the unfolding
domino effect.
By considering and managing the domino effect of change, organizations can enhance their change management efforts, minimize
disruptions, and foster a smoother transition. It allows for a more holistic approach to change, considering the interdependencies
and potential consequences of changes within the organization.

19. You have received the following email from a junior colleague: ‘As I understood organizational change management
‘When it comes to organizational change, one of the biggest obstacles is individual level resistance to change a) Please
explain to me why individuals within organization resist change b) what strategies are available for dealing with individual
level of resistance to change and c) which strategy is best in dealing with individual level of resistance? Why?’ Drawing on
your knowledge of managing resistance to change, draft a helpful reply to the junior colleague (Chapter: chapter Eight:
Topic: 8.10, Managing resistance)

Answer

Subject: ----------------------------------------------

Dear [-----------------------------],

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Thank you for reaching out with your questions about individual resistance to change in organizations. It's an important topic, and
I'm glad you're seeking to deepen your understanding. Below, I've provided explanations for why individuals may resist change,
strategies to deal with individual resistance, and insights on the most effective approach.

A) Reasons for Individual Resistance to Change:

Individuals within organizations may resist change due to various factors, including:

Fear of the Unknown: Change disrupts familiar routines and introduces uncertainty. Some individuals may resist change out of
fear of the unknown, preferring the security of the current state.

Loss of Control: Change often involves shifts in roles, responsibilities, or power dynamics. Individuals may resist change if they
perceive a loss of control or a threat to their autonomy or status within the organization.

Disruption to Habits and Comfort Zones: People tend to develop routines and comfort zones within their work environment.
Change requires individuals to step out of their comfort zones, which can be met with resistance.

Lack of Trust or Communication: If there is a lack of trust in leadership or inadequate communication about the reasons and
benefits of the change, individuals may resist due to skepticism or a feeling of being left in the dark.

B) Strategies for Dealing with Individual Resistance to Change:

When it comes to managing individual resistance to change, a range of strategies can be employed, including:

Communication and Transparency: Open and honest communication is critical. Clearly explain the reasons for the change, its
benefits, and the potential impact on individuals. Encourage two-way communication to address concerns and provide
opportunities for feedback.

Involvement and Participation: Involving individuals in the change process can help alleviate resistance. Seek their input, listen
to their perspectives, and involve them in decision-making and planning to make them feel valued and included.

Education and Training: Provide training and support to individuals to develop the skills and knowledge necessary to adapt to the
change successfully. This can reduce resistance by increasing confidence and competence.

Addressing Concerns and Providing Support: Actively address individual concerns and provide support during the change
process. Offer guidance, resources, and assistance to help individuals navigate the transition and alleviate their fears and
uncertainties.

C) Best Strategy for Dealing with Individual Resistance:

The most effective strategy for managing individual resistance to change depends on the specific situation, context, and individuals
involved. However, a combination of strategies is often beneficial. By prioritizing open communication, involving individuals in
the process, providing support, and addressing concerns, organizations can create a conducive environment for change acceptance.

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