NAME : BINTOU KORA.
MAT NUMBER:22414080
SET: WEDNESDAY 5:00 TO 7:00 PM
COURSE: ORGANIZATIONAL BEHAVIOUR
QUESTION 1
Organizational culture is important because it shapes
how employees think, feel, and act. It’s like the
personality of the company. A strong culture can boost
employee engagement, motivation, and productivity. It
also helps with like teamwork, communication, and
how people handle conflicts.
To create good culture, companies can start by defining
their values and mission. They need to communicate
these values clearly and consistently.
Leaders play a huge role by modelling the desired
behaviours . They can also use things like training
programs, rewards, and recognition to reinforce the
culture.
To sustain the culture, companies need to keep
reinforcing it overtime. They can do this by hiring
people who fit the culture, providing ongoing training,
and celebrating successes. It’s also important to
regularly assess the culture and adjustments as
needed.
QUESTION 2
1 FIGUREHEAD: One of the roles of a manager is that
he must represent the organization in ceremonial and
symbolic duties . example, attending ribbon cutting
ceremonies, signing legal documents.
2 LEADER: A manager must motivate, direct, and
coordinate the work of subordinate, selecting and
training of employees.
3 MONITOR: A manager must seek and receive
information from various sources to understand the
organization and it’s environment.
4 SPOKEPERSON: A manager must communicate the
organization’s plans, policies actions ,and results to
external stakeholders.
5 ENTREPRENUER: A manager must initiate and
oversee new projects and improvements within the
organization.
6 RESOURCE ALLOCATOR: A manager must decide how
organizational resources will be distributed.
Essential skills for an effective manager
I. TECHNICAL SKILLS: These are skills and knowledge
needed to perform specific tasks and process
within a particular field.
II. HUMAN SKILLS: These involve the ability to work
effectively with, understand, and motivate
individual and groups. These are crucial at all levels
of management.
CONCEPTUAL SKILLS: These involve the ability to
think strategically, understand the picture, analyze
complex situation, and identify opportunities and
threats. These skills become increasingly important
at higher levels of management.
QUESTION 3
Organizational behavior pulls from many different
fields. It uses idea from;
I. PSYCHOLOGY: This is a foundational discipline for
organizational behavior. Psychology contributes
significantly to our understanding of individual
behavior, including ; learning, motivation,
personality, perception, and attitude and job
satisfaction.
II. SOCIAL PSYCHOLOGY: This field focuses on how
individuals’ thoughts, feelings, and behaviors are
influenced by the actual, imagined, or implied
presence of others. Organizational behavior
draws on social psychology for insights into
group dynamics, teamwork and collaboration,
communication, and leadership.
III. SOCIOLOGY: Sociology examines social
structures, institutions, and relationships.
Organizational behavior utilizes sociological
perspectives to understand organizational
structure and design, organizational culture, and
power and status.
IV. ANTHROPOLOGY: Anthropology, the study of
human societies and cultures, provides insights
into cultural differences, organizational culture,
and cross cultural management.
QUESTION 4
Personality refers to the relatively stable set of
psychological characteristics and behavioral
tendencies that determine how an individual think,
feel, and act in various situations. It encompasses a
unique pattern of traits, values, motives, habits, and
attitudes that distinguish one person from another.
Self-concept theory of personality
I. THE SELF: Rogers believed that the self is the
central construct of personality. It encompasses
all the thoughts, feelings, beliefs, and perception
that an individual has about themselves.
II. SELF CONCEPT: This is the individual’s overall
perception and evaluation of themselves. It’s a
dynamic and evolving construct that is
influenced by experiences and interactions with
others.
III. SELF-MONITORING: A personality trait that
measures an individual’s ability to adjust his or
her behavior to external, situational factors.
QUESTION 5
CLASSICAL CONDITIONING: Learning through
association between stimulus and response.
OPERANT CONDITIONING: Learning through
consequences of behavior reinforcement and
punishment.
SOCIAL LEARNING THEORY: Learning by
observing others and imitating behavior.
QUESTION 6
Personality is the enduring patterns of thoughts,
feelings, and behaviors that differentiate individuals.
DETERMINANTS OF PERSONALITY
HEREDITY: Genetic predispositions.
ENVRIONMENT: Culture, family, social groups, and
early experiences.
SITUATION: Contextual influences affect behavior.
The psychoanalytic theory says that our personality is
shaped by unconscious forces. It has three main parts;
ID: The impulsive, unconscious part that seeks
immediate gratification.
EGO: The rational part that mediates between the
id and the real world.
SUPEREGO: The moral part that represents our
internalized values.
QUESTION 7
Maslow’s Hierarchy of Need
1. PHYSIOLOGICAL NEEDS: Basic survival needs like
food, water shelter, sleep, and warmth.
2. SAFETY NEEDS: Security, stability, protection from
harm, and freedom from fear.
3. SOCIAL NEEDS: Affection, friendship, family,
intimacy, and social connections.
4. ESTEEM NEEDS: Self-respect, achievement,
recognition, status, and confidence.
5. SELF-ACTUALIZATION NEEDS: Realizing personal
potential, creativity, and self-fulfillment.
Needs at the lower level must be satisfied before
higher level needs become motivating.
Individual strive to fulfil these needs progressively.
The theory helps managers understand employee
motivation and design work environments accordingly.
