SCHOOL OF BUSINESS AND SOCIAL SCIENCES (SBSS)

BACHELOR OF SOCIAL DEVELOPMENT (BSD)

CONFIDENTIAL 2 HOURS
MID TERM TEST
SEMESTER 2, SESSION 2023/2024

Course Title : ORGANIZATIONAL BEHAVIOUR

Course Code : BBC 2123
Date : 1 JUN 2024
Time : 2.30 PM-4.30 PM

Instructions to Candidates
Please read CAREFULLY the instructions given below.
1. Your answer should be written in the answer booklet.
2. The question paper consists of FIVE (5) questions.
3. Please ensure that you answer ALL the questions on the answer booklet.
4. This question paper CANNOT be taken out of the examination hall.
5. Candidates are not allowed to leave the exam hall during the first THIRTY (30)
minutes and the last FIFTEEN (15) minutes.

STUDENT INDEX NUMBER :

DESK NUMBER :
Osamah Samer Ahmed Abdullah AL-Nadlhar AIU23032008
For Examiner’s use only
Section C Total
Questions
Essay 50
(50)
Marks

This question paper consists of two sections in 2 printed pages including this cover page.
 Index No.

Answer all the following structure questions.

(50 Marks)
1. Explain FIVE (5) application of Organizational Behavior in Management.
(10 Marks)

a) Responding to Globalization: Organizational Behavior will enable managers to understand the

culture, values, and attitudes of employees from around the world. Such knowledge will help respond
to and adapt to cross-cultural differences in managing a globally distributed workforce.

b) Managing Workforce Diversity: Organizational Behavior helps understand and manage a

diversified workforce from different backgrounds regarding ages, genders, and ethnicities. It thus
makes it easier for the managerial cadre to develop an environment at the workplace with a notion of
appreciation and support for the leveraging of strengths out of this diversified workforce.

c) Quality and Productivity Improvement: Beyond that, therefore, one who possesses knowledge
about such phenomena vis-a-vis individual and group behavior, motivation, job design, and
organizational culture would be expected to develop strategies that enhance significantly the level of
employee engagement, job satisfaction, and productivity in the long run, with the consequence, of
course, of materials and services of better quality.

d) Enhancement of People Skills: Organizational behavior helps the manager imbibe interpersonal
skills, including communication, leadership, conflicts, and team building. Without these skills, they
are most likely to mismanage other employees' motivation and productivity, hampering organizational
culture and systematic performances.

e) Innovation and Change Stimulation: Organizational Behavior helps a manager scan the dynamics
related to organizational change, resistance to change, and ways and means of overcoming barriers to
innovation. It allows the manager handle change effectively, be creative, and promote an
organizational climate that encourages innovations.

2. The first thing many recruiters look at is the person–job fit. This is not surprising,
because person–job fit is related to a number of positive work attitudes such as satisfaction
with the work environment, identification with the organization, job satisfaction, and work
behaviors such as job performance.
 a. How can a company assess person–job fit before hiring employees? What are the
methods you think would be helpful?

Companies can assess the fit between a person and a job in various ways before hiring:

1. Job analysis: Conduct job analysis and identify the skills, knowledge, abilities, and personal
characteristics of workers considered necessary.

2. Structured interviews: Consists of structured, behavior-based interviews, which emphasize

past experiences, behaviors, and competencies relevant to the job for which an individual is
being considered.

3. Work samples or simulations present a genuine picture of the job to be carried out by the
candidate about activities performed on the job.
4. Personality assessments: Issue the administration of personality tests to determine the
compatibility with personality traits and job demands.

5. Skill assessment: Test or evaluation of an individual based on some specific skills or

aptitudes that one might have to ensure that a person possesses predefined skills to be required
for the job.

(10 Marks)
b. What can organizations do to increase person–job and person–organization fit after
they hire employees?
(10 Marks)

Organizations can improve person-job fit and person-organization fit by:

1. Comprehensive orientation and training New employees should be given elaborate orientation and
training to ensure that an explanation of job requirements, organizational culture, and value to
employees is achieved.

2. Job rotation and cross-training: It is evident that the organization may give a chance to its members
for rotation in jobs and cross-training, which will expose individuals to different functional roles and
responsibilities, thus allowing them to settle for the best option.
3. Mentorship and coaching: Embrace mentorship and coaching programs that support employees to
grow professionally and guidance in ensuring that their goals and values align with the organization.

4. Career development: Skill and knowledge improvement or acquisition that aligns well with the
organization's values and objectives.

5. Continuous feedback and communication: This includes keeping open communication channels,
providing necessary feedback at well-timed intervals, making needed adjustments, and promptly
handling discrepancies between the person and the job or organization.

3. Motivation is a set of forces that causes people to behave in certain ways. There are
so many motivations theory in OB. If you a manager, choose TWO (2) of the best
theory and describe the reason why that theory is the best theory compared to another
theory.
(20 Marks)

As a manager, I would choose the following two theories on motivation to be the best theories, and
then explain below why these two theories are better than others:

1. Theory of Goal Setting (Locke

One of the convenient motivation theories that has a very wide application is the Goal-Setting Theory,
which suggests that employees are motivated by clear goals and feedback. The quality of goals set is
judged by their characteristics; per this theory, goals should be specific, measurable, attainable,
relevant, and time-bound (SMART).

This theory is taken as better than others because it gives a simple frame for setting practical goals,
which are to motivate employees. It allows goals to motivate employees, providing direction of
efforts, a basis for feedback, and performance review. In addition, this theory acknowledges the all-
inclusiveness of the subordinates in goal setting, which further enforces commitment and motivation.

2. Self-Determination

Self-determination theory is instead a modern motivation theory and concerns the satisfaction of
intrinsic motivation and the satisfaction of three basic psychological needs: autonomy, competence,
and relatedness.
This is a much better theory than the extrinsic theory since it captures the realization that intrinsic
motivation is self-driven and, therefore, more potent and enduring than extrinsic motivation, which
merely relies on external rewards or punishment. Managers can elicit inherent motivation to increase
engagement, creativity, and well-being by encouraging workers' autonomy, providing the
development of skills, and fostering a sense of belonging for the worker.

Self-determination theory is much more detailed on motivation about other theories, which are pretty
much tilted toward extrinsic motivators. This spells out a more holistic and sustainable approach to
motivation, aimed at addressing the psychological needs of the employees in arousing drives.

END OF QUESTIONS