QUESTIONS FOR SEMESTER FINAL EXAMINATION:

From first mid and second mid:

1.
2.
3.
4.

What is power? Types of power.

Structure
System approach
Participative vs. consultative leadership

From final:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.

MBO
Performance appraisal
Organizational culture
Organizational behavior modification(Law of effect)
Levels of conflict
Job involvement
Organizational commitment
Role perception
Role conflict
Role ambiguity
360 degree feedback

1. What is power? Give the types of power.

1 | Page

Power
Power is frequently defined by political scientists as the ability to influence the behavior of others with or
without resistance. A good leader will likely be able to use power in a positive way but will still
accomplish slight resistance.
The five types of power are divided in two categories:
Formal Power
1. Coercive
Coercive power is the most primitive type of power in the workplace. Coercive power exists when a
person in authority threatens a subordinate with some type of punishment if a certain duty or activity is
not completed or performed correctly. It is important to note that coercive power is used most effectively
in scenarios where the business is in a crisis or is somehow threatened.
2. Reward
Reward power comes from authority. This arises from the ability to reward worthy behavior. The leader
has the power to give tangible rewards such as promotion, time off from work and attractive work
assignments to the subordinate. Also psychological rewards like praise, appreciation, approval and
recognition can be given by the leader to the subordinate.
3. Legitimate
Legitimate power comes from having a position of power in an organization, such as being the boss or a
key member of a leadership team. This power comes when employees in the organization recognize the
authority of the individual. For example, the CEO who determines the overall direction of the company
and the resource needs of the company.

Personal Power
1. Expert
Expert power is an individual's power deriving from the skills or expertise of the person and the
organization's needs for those skills and expertise. Unlike the others, this type of power is usually highly
specific and limited to the particular area in which the expert is trained and qualified.
2. Referent
Reward power is gained by the ability to reward favorable work. A rewarding leader uses his ability to
reward employees to encourage the completion of tasks. A rewarding leader not only rewards through
gifts, but also by privately or publically praising employees for successful work.
2. Structure

2 | Page

Structure is the formal or official relationships between superiors and subordinates and between
departments sections and between the workers and activities. Job and relationship make-up the structure
of the organization. Organizational structure determines how the roles, power and responsibilities are
assigned, controlled, and coordinated, and how information flows between the different levels of
management.
A structure depends on the organization's objectives and strategy. In a centralized structure, the top layer
of management has most of the decision making power and has tight control over departments and
divisions. In a decentralized structure, the decision making power is distributed and the departments and
divisions may have different degrees of independence.

3. Systems Approach
A system is an interrelated part of an organization or a society that interacts with everyone related to that
organization or society and functions as a whole. Within the organization people employ technology in
performing the task that they are responsible for, while the structure of the organization serves as a
basis for co-ordinating all their different activities. The systems view emphasizes the interdependence of
each of these elements within the organization, if the organization as a whole is to function effectively.
The other key aspect of the systems view of organization is its emphasis on the interaction between the
organization and its broader environment,, which consists of social, economic, cultural and political
environment within which they operate.

4. Difference between consultative and participative leadership.

Consultative leadership
1. Consultative leadership is a leader
who watches his subordinate jump
in the pool first and then asks him
how cold it is followed by
suggestions on how he may have
jumped in better.

Participative leadership
1. Participative leadership is a leader who
jumps in first and shows the way.

2. Consultative leaders consult with the

members and take the decision himself
with the information.
3. May create positive or negative impact
among the workers.

2. Participative leaders use inputs from the

followers and participation by them.

4. Employees has little chance to participate

in decision making.
5. Takes less time that participtive leaders to
take the decisions
3 | Page

3. Made with the equal participation of the

worker creates positive impact among the
workers.
4. Employees has borader chance to
participate indecision making
5. Decision takes time which often causes
loss to the company.

FROM FINAL
1. Management by objectives (MBO):
Management by objectives(MBO) is a cyclical process as a way to attain desired performance.
According to George Odiome, MBO is "a process whereby superior and subordinate managers of an
Organization jointly define its common goals, define each individual's major areas of responsibility in
terms Of results expected of him and use these measures as guides for operating the unit and assessing the
contribution of each of its members."
Steps In Management By Objectives Planning:1. Goal setting: The first phase in the MBO process is to define the organizational objectives. These
are determined by the top management and usually in consultation with other managers. Once
these goals are established, they should be made known to all the members. In setting objectives,
it is necessary to identify "Key-Result Areas' (KRA).
2. Manager-Subordinate involvement: After the organizational goals are defined, the subordinates
work with the managers to determine their individual goals. In this way, everyone gets involved
in the goal setting.
3. Matching goals and resources: Management must ensure that the subordinates are provided
with necessary tools and materials to achieve these goals. Allocation of resources should also be
done in consultation with the subordinates.
4. Implementation of plan: After objectives are established and resources are allocated, the
subordinates can implement the plan. If any guidance or clarification is required, they can contact
their superiors.
5. Review and appraisal of performance: This step involves periodic review of progress between
manager and the subordinates. Such reviews would determine if the progress is satisfactory or the
subordinate is facing some problems. Performance appraisal at these reviews should be
conducted, based on fair and measurable standards.

2. Performance appraisal(sheet page)

3. Organizational culture
Organizational culture is the set of assumptions, beliefs, values, and norms that are shared by organization
members. Also called corporate culture, it's shown in
(1) The ways the organization conducts its business, treats its employees, customers, and the wider
community,
(2) The extent to which freedom is allowed in decision making, developing new ideas, and personal
expression,
4 | Page

(3) How power and information flow through its hierarchy, and
(4) How committed employees are towards collective objectives.
Organizational culture is important because it gives an organizational identity to
employees and provides a sense of security to its members.

4. Organizational Behavior Modification (Law of effect):

The Organizational behavior modification theory or the Reinforcement theory deals with changing
behavior through rewards or punishments that are essentially contingent on performance. It is primarily
based on the following two principles.

5 | Page

5. Levels of conflict:
1. Intrapersonal Conflict
Intrapersonal conflict takes place within an individual. This sort of conflict is present wherever an
individual behaves in a way that is in direct contradiction to how they really think or feel. For instance, a
person trying drugs or alcohol in a social environment even though they don't really want to do it. In
short, if one find oneself doing something that one conscience says is morally wrong or that one don't feel
comfortable doing, then oneself are experiencing an intrapersonal conflict.
2. Interpersonal Conflict
Interpersonal conflict describes those clashes that occur when individuals who find themselves working
or living in the same location are unable to come together in order to accomplish a goal or objective.
Sources of interpersonal conflict include the lack of a common background, personality issues and
differences in lived experience. Interpersonal conflict is distinguished from intragroup conflict in that it
takes place between two individuals, rather than many.
3. Intragroup Conflict
Intragroup conflict occurs in the context of an organization or military command. It involves numerous
members of the group. Perhaps the most common symptom of intragroup conflict is severe failure in
communication. This results in the group being unable to combine to accomplish goals and objectives.
Intragroup conflict can also result from external problems, such as a lack or limit of resources. Such
conflict can also be caused or exacerbated by power dynamics within the group.

6. Job involvement
It represents the extent to which an individual is personally involved with his or her work role. Job
involvement is the degree to which employees immerse themselves in their jobs, invest time and energy
in them, and view work as their central part of their overall lives.
From an organizational perspective, it has been regarded as the key to unlocking employee motivation
and increasing productivity. From an individual perspective, job involvement constitutes a key to
motivation, performance, personal growth, and satisfaction in the workplace.

7. What is organizational commitment?

Organizational commitment
6 | Page

Strength of the feeling of responsibility that an employee has towards the mission of the organization.
Organizational commitment or employee loyalty is the degree to which an employee identifies with the
organization and wants to continue actively participating in it.
Organizational commitment can be divided into three definable components affective, continuance, and
normative commitment.
Affective commitment is the emotional attachment of an employee to organizational values
how much an employee likes the organization.
Continuance commitment is a measure of the willingness of an employee to continue working
for the same organization.
Normative commitment deals with the feelings of obligation, or sense of responsibility an
employee feels towards the organization.

8. Role perceptions:
Activities of managers and workers alike are guided by their role perceptions, that is, how they think they
are supposed to act in their own roles and how others should act in their roles. Since managers perform
many different roles, they must be highly adaptive in order to change form one role to another role
quickly.
Role Perception of the employees acts as one of the most critical components in the workplaces today. It
also plays a key role in an individual's performance. A misty perception of the role may also lead to
underperformance by and underutilization of the potential of the individual. Consequently, the
organization may lose not only some vital man-hours but also some of the most competent employees, in
the long run.

9. Role conflict
A conflict between or among the roles corresponding to two or more statuses in one individual.
Role conflict describes a conflict between or among the roles corresponding to two or more statuses
fulfilled by one individual. We experience role conflict when we find ourselves pulled in various
directions as we try to respond to the many statuses we hold. A situation in which a person is expected to
play two incompatible roles.
For example, a boss will suffer role conflict if forced to fire an employee who is also a close friend.
Many teachers prefer their own children not to be in their classes.

7 | Page

10. Role Ambiguity

When roles are inadequately defined or are substantly unknown, role ambiguity exists, because people are
not sure how they should act in situations of this type.
Role ambiguity occurs when people are unclear or uncertain about their expectations within a certain role,
typically their role in the job or workplace. Role ambiguity arises when the definition of the person's job
is vague or ill defined. Workers may be unclear regarding the goals, expectations, or responsibilities
associated with the performance of their positions.

11. 360-degree feedback

360-degree feedback is an evaluation method that incorporates feedback from the worker, his/her peers,
superiors, subordinates, and customers.
The primary reason to use this full circle of confidential reviews is to provide the worker with information
about his/her performance from multiple perspectives.
The popularity of 360-degree feedback is undeniable. Yet, the perceived benefits will help the personal
development of workers only in the right organizational climate. When this method is utilized in the
wrong environment, the results can be detrimental. With close consideration and evaluation of the
environment, the decision to employ this tool, or another, should be made carefully.

8 | Page