BBA Leadership and Organizational Behavior

What do you mean by cognitive dissonance?

State levels of organizational behavior.

Explain the basic assumptions of organizational behavior.

Describe the major causes of resistance to change.

Behavioral management is a challenging task to a corporate manager. Discuss the statement based on challenges and opportunities of OB.

Write two assumptions of organizational behavior.

Define the term cognitive dissonance.

Describe the various levels of OB analysis.

Organizational behavior is significant but challenging management in today's workplace. On this line, explain the challenges for OB managers. Also suggest, how managers can turn these challenges into opportunities.

Read the following case carefully and answer the questions that follow:

Nokia, the Finnish multinational telecommunications firm, was once a global powerhouse in the mobile phone business, famed for its innovative technologies and market supremacy. Nokia's journey began in the late twentieth century, when it emerged as a pioneer in mobile communications. By the early 2000s, Nokia had established itself as the world leader in mobile phones, with a startling market share of more than 40%. This amazing achievement can be attributed to a number of factors, including a strong commitment to organizational learning, visionary leadership, and a culture that encouraged innovation and excellence.

Nokia's journey to supremacy was defined by its commitment to constant learning and adaptability. The organization encouraged employees at all levels to experiment and take calculated chances, fostering a culture that valued learning from both achievements and failures. This strategy enabled Nokia to swiftly develop and perfect its mobile phone technology.

Under the direction of Jorma Ollila, Nokia maintained a clear strategic strategy centered on customer satisfaction and product excellence. Ollila's leadership style stressed long-term thinking and strategic planning, which allowed the company effectively manage the volatile mobile phone industry.

As the industry turned toward smartphones, Nokia's leadership was forced to make difficult decisions. Adapting to emerging technological trends and overcoming internal opposition to change were among their problems. Some critical individuals inside the firm were averse to embracing cellphones, resulting in market entry delays and missed opportunities.

As Nokia's market share decreased, the business cut expenses through numerous rounds of restructuring and layoffs. These policies had a considerable negative influence on staff morale, resulting in a decrease in job satisfaction. Reduced job satisfaction has a negative impact on productivity, creativity, and the overall work environment.

The growth and collapse of Nokia provides a fascinating case study that demonstrates the intricate interplay between leadership, organizational learning, personality attributes, job satisfaction, and their impact on an organization's trajectory. This case emphasizes the significance of adaptation, visionary leadership, and a continual learning culture in sustaining corporate performance.

Questions:

a. Examine the significance of leadership in Nokia's climb to prominence, particularly under Jorma Ollila. What impact did Ollila's leadership style and strategic decisions have on the company's success during its peak years?
b. How did the company's reorganization and layoffs effect staff morale?
c. To what extent did personality traits hinder Nokia's transition to the smartphone era?
d. Suggest specific learning approaches and frameworks that the organizations can use to promote creativity and adaptability based on the case.

Mention any four factors that influence learning.

Distinguish between sensation and perception.

Show the linkage between perception and decision making.

Discuss major factors affecting perception. Explain the process of perception.

Make a list of attribution error.

What is locus of control?

Explain the determinants of personality.

How do you measure job satisfaction of employees?

Write any four aspects influencing job satisfaction.

Write any four factors influencing personality.

Explain big five personality traits.

State and explain the single global rating and summation score technique to measure job satisfaction.

Define functional conflict.

Define the term conflict. Explain the types of conflict.

Differentiate between functional and dysfunctional stress.

Define employees' innovative work behavior.

Describe how employee stress affects their innovative work behavior.

Write any four attributes of effective leader.

Distinguish between leadership and management. Describe major skills required to become an effective manager.

Read the following case carefully and answer the questions that follow:

The Board of Directors of Shakya battery recommended the creation of a new marketing department taking into account the increasing sales of battery all over the country. The Board was looking for a person who was capable of leading the department, instead of hiring from outside, the Board decided to make an internal promotion from among the qualified senior employees who could take over the responsibility and were capable of leading the department. After scrutinizing the profile of different possible candidates , the director put forward two main choices in the Board: Ram and Shyam.Mr.Ram is recognized as an employee having a good track record of working in the company for 5 years. He is a person with a great drive and initiative in all of his endeavors". From the beginning of his career in Shakya battery, he has worked aggressively and received the nick name of "go getter" in the department where he has worked. He is more concerned with ends rather than means. Many other people who have worked with recognized him as a good leader who is always concerned with the result and actions. He always keeps performance records of his subordinates and acknowledges immediately who works with the best effort and commitment. Upon good performance, he decides immediately to reward his subordinates. In fact , he is a quick decision maker who takes full responsibility for his decisions and actions in the company.

The next person behind Mr. Ram in the race is Mr. Shyam who has been working in the company for 10 years. He is an open minded person. There is respect for him in the department where he is working. In terms of performance, he is rated first by the top management and by his subordinates. However, he is different from Mr. Ram. He is not aggressive and quick in comparison to Mr. Ram. While making any decision he prefers to consult with his seniors and juniors and keeps them informed on what he really wants to achieve. He looks for co operations and shares ideas on how to use resources appropriately. unlike Mr. Ram ,he is more concerned with means. He emphasizes the workers participation inorder to raise individual contribution at work. When he was the head of employees in the past, production had increased.

Questions:

a. Highlight the main issues of this case.

b. What types of personality traits do you find in Mr. Ram and Mr. Shyam?

c. Which personality traits are important to work as the head of Marketing department?

d. If you are given the opportunity to choose either Mr. Ram or Mr. Shyam whom do you prefer? And why?

Why is leadership behavior crucial in organizations? Justify

What is transactional leadership?

Write two uses of contingency theory.

What is transformational leadership? Explain any four features of transformational leadership.

Explain the path-goal leadership model explaining the leadership styles.

Write a note on servant leadership.

Explain any five contemporary leadership issues.

Justify the application of path-goal theory of leadership in organizational success.

Distinguish between transactional and transformational leadership. Which leadership style is suitable for employee's productivity and why?

Show difference in experiential learning and mentoring.

Write significance of experimental learning.

How does counseling differ from mentoring?

Explain experimental learning as leadership development process.

Each organization should develop leadership qualities in employees. What mechanism do you suggest to develop leadership? Justify.