Orgnaizational behaviour part 01

Ch Muhammad Irfan +92-345-4426176 2015
PRESTON
UNIVERSITY
Ch Muhammad Irfan +92-345-
4426176
+92-345-4426176
Skype id: ch.irfan786
Facebook.com/chmuhammedirfan
01/04/2015
The study of the way people interact within groups. Normally this study is applied in an attempt to create
more efficient business organizations. The central idea of the study of organizational behavior is that a
scientific approach can be applied to the management of workers. Organizational behavior theories are used
for human resource purposes to maximize the output from individual group members.

Important Questions of Organizational Behavior-I
By Professor
Muhammad Hussnain
 Managerial Roles, Skills and Functions
 Challenges & Opportunities for OB
 Major Behavior Science discipline to OB
 Diversity Management Strategies at work place strategies
 Dimensions of Intellectual abilities
 Biographical characteristics
 Major Job Attitudes
 Job Satisfaction
 Moods, Emotions, Affects
 Emotional Intelligence
 Emotional labor
 Personality
 Instrumental and Terminal Values
 Common short cuts to judging others
 Big Five personality traits
 Factors that influence perceptions
 Self Efficacy theory
 Motivation and Equity theories
 Job characteristics model
 Motivates to employees
Ch Muhammad Irfan
+92-345-4426176

Topic: What is intellectual Ability, and how is it relevant to OB?
Ability refers to an individual’s capacity to perform the various tasks in a job. An individual’s overall abilities
are essentially made up of the following factors:
1. Intellectual Abilities, and
2. Physical Abilities.
Intellectual ability commonly refers to the ability measured by performance on an intelligence test. It is also
sometimes used in the situation of discussing the performance of someone in an academic or real world
setting.
Intellectual Abilities are those that are needed to perform mental activities usually involving thinking and
reasoning. Mental activities can be measured by intelligent quotient (IQ) tests that are designed to ascertain
one’s general mental abilities. Some familiar examples of such tests are Common Admission Tests (CAT),
Management programs admission tests (GMAT), law (LSAT), and medical (MCAT), etc. Usually these tests try
to measure and evaluate one’s mental abilities on various academic areas pertaining to the success in the
relevant courses, such as mathematics, English, General knowledge etc.
It is believed that there are a few different dimensions of mental abilities. Some of the most frequently cited
dimensions of intellectual capacities are: Number Aptitude (Mathematics), Verbal Comprehension (English),
Perceptual Speed, Reasoning, Deductive Reasoning, Spatial Visualization and Memory. Generally speaking, the
more information processing is required in a job, the more general intelligence and verbal abilities will be
necessary to perform the job successfully. Of course, a high IQ is not a prerequisite for all. In Fact, for many
jobs in which employee behavior is highly routine and there are little or no opportunities to exercise
discretion, a high IQ may be unrelated to performance. On the other hand, a careful review of the evidence
demonstrates that tests that assess verbal, numerical, spatial, and perceptual ability are valid predictors of job
proficiency at all levels of jobs. Therefore, tests measure specific dimensions of intelligence have been found
to be strong predictors of future job performance.
Relevance of Intellectual Ability to OB
Organizational behavior is traditionally considered as the study of human behavior in the work place.
Employee performance is enhanced when an employee and position are well matched—what we call a high
ability–job fit. If we focus only on the employee’s abilities or the ability requirements of the job, we ignore the
fact that employee performance depends on the interaction of the two. What predictions can we make when
the fit is poor? If employees lack the required abilities, they are likely to fail. If you’re hired as a word
processor and you can’t meet the jobs basic keyboard typing requirements, your performance is going to be
poor in spite of your positive attitude or your high level of motivation. When an employee has abilities that far
exceed the requirements of the job, our predictions would be very different. The employee’s performance
may be adequate, but it may be accompanied by organizational inefficiencies and possible declines in
employee satisfaction because the employee is frustrated by the limitations of the job. Additionally, given that
pay tends to reflect the highest skill level that employees possess, if an employee’s abilities far exceed those
necessary to do the job, management will be paying more than it needs to pay. In a nutshell, an employee’s
job specifications should be in line with his intellectual abilities. That way, he’ll be able to execute his duties
excellently and effortlessly, as well as obtaining maximum job satisfaction.
Dimensions of Intellectual Ability:
Intellectual Ability:
1. Intellectual abilities are abilities needed to perform mental activities like, thinking, reasoning, problem
solving etc.
2. Smart people generally earn more money & attain higher levels of education.
3. Tests such as SAT, CAT, GMAT etc. are designed to ascertain a person’s general intellectual abilities.

Followings are the dimensions of intellectual ability:
 Number Aptitude:
Ability to do speedy and accurate arithmetic.
 Verbal Comprehension:
Ability to understand what is read or heard and the relationship of words to each other.
 Perceptual Speed:
Ability to identify visual similarities & differences, quickly & accurately.
 Inductive Reasoning:
Ability to identify a logical sequence in a problem & then solve a problem.
 Deductive Reasoning:
Ability to use logic & assess the implications of an argument.
 Spatial Visualization:
Ability to imagine how an object would look if its position in space would change.
 Memory:
Ability to retain and recall past experiences.
PHYSICAL ABILITIES:
The capacity to do tasks that demand stamina, dexterity, strength, and similar characteristics.
Nine Physical Abilities:
Dynamic Strength:
Ability to exert muscular force repeatedly or continuously over time.
Trunk Strength:
Ability to exert muscular strength using the trunk muscle.
Static Strength:
Ability to apply force against external objects.
Explosive Strength:
Ability to expend a maximum amount of energy in one or a series of explosive acts.
Extent Flexibility:
Ability to move the trunk and back muscles as far as possible.
Dynamic Flexibility:
Ability to make rapid, repeated flexing movements.
Body Coordination:
Ability to coordinate the simultaneous actions of different parts of the body
Balance:
Ability to maintain equilibrium despite forces pulling off balance.
Stamina:
Ability to continue maximum effort requiring prolonged effort over time.
Forms of Diversity at work place/ Level of diversity:
Surface Level Diversity:
Difference in easily perceived characteristics, such as gender, race, ethnicity, age or disability, that do not
necessarily reflect the ways people think or feel but that may activate certain stereotypes.
Deep Level Diversity:
Differences in values, personality, and work preferences that become progressively more important for
determining similarly as people get to know one another better.
Age

At any given time, there may be three or four generations at work. That is, people whose ages could
make them grandparents, parents and children if they were related, all bring different experiences,
World views and strengths to the modern workplace. Also, many people delay retirement and stay in
the workforce longer.
Religious
People of all faiths -- and of no organized religious faith at all -- clock in workday mornings. Religious
diversity in the workplace can have a particular set of challenges. For example, someone may want to
not participate in a mandatory company event that has religious overtones. In another case, a worker
who has exhausted all personal days may want to take a day off for a holiday that is central to his
religion but not recognized by the company.
Racial/Ethnic
People of color have always been a part of the U.S. workforce, even if they were not treated fairly as such.
Blacks, Asians, Native Americans and Latinos all played early roles in developing various industries. Now, they
are more widely hired in professional, service, corporate and public places of employment.
Disability
The U.S. government encourages the hiring of people with physical, mental or emotional disabilities through
federal laws and by making funding available to companies to employ these workers. Even so-called invisible
disabilities, such as depression, dyslexia and fibromyalgia, require workplaces to provide reasonable
accommodations. These accommodations help workers adequately perform their duties without lowering
performance expectations or standards.
How to Manage Diversity in a Workplace:
Diversity in the workplace means bringing together people of different cultural backgrounds, religions and age
groups into a cohesive and productive unit. Advances in communication technology, such as the Internet and
cellular phones, have made the marketplace a more global concept. In order to survive, a company needs to
be able to manage and utilize its diverse workplace effectively. Managing diversity in the workplace should be
a part of the culture of the entire organization.
Step 1
Confirm that all of your personnel policies from hiring to promotions and raises are based on employee
performance. Avoid allowing tenure, ethnic background or any other kind of category into your human
resources policies. Managing a diverse workplace begins with strong policies of equality from the company.
Once these policies are in place, the company can begin implementing diversity measures throughout the
entire organization.
Step 2
Rate the qualifications of the candidate based on the quality of his experience, not age or any other category,
when hiring. When you hire a diverse but qualified workforce, you are on the right track towards being able to
manage the diversity in your company.
Step 3
Encourage diversity when creating teams and special work groups within the company. If a manager creates a
work group that does not utilize the skills of the most qualified employees, then insists that the group be
changed to include all qualified staff members.
Step 4

Treat complaints of favoritism or discrimination seriously. Encourage employees to report all instances of
discriminatory behavior, and have a definitive process in place for investigating and dealing with these issues.
Step 5
Hold quarterly trainings for the entire staff on the benefits of diversity in the workplace. Encourage discussions
at these meetings on how the company can better manage workplace diversity.
Cultural Diversity Training & Education in the Workplace:
Or how organizations manage cultural diversity effectively.
Employers that invest in cultural diversity training can benefit from improved employee relations as well as an
enhanced ability to interact and manage employees from several perspectives.
Ethics:
Business ethics is a matter of moral values and has a direct effect on how different cultures treat one another
in the workplace. Diversity training can help employers and employees identify the values that are important
in supporting cultural differences.
Customer Service:
Cultural diversity training and education is important to support the customer service efforts of an
organization. Providing quality customer service across many cultures requires a solid understanding of what
different cultures consider appropriate behavior.
Supervisor Training:
Supervisors are in a position where they have to manage the diverse perspectives of workers and customers.
Managers are obligated to treat their people equally, but sometimes fall short of communicating effectively
with individuals from diverse backgrounds or experiences. Training that focuses on managing a diverse
workforce will help supervisors connect with all team members and include every worker in the activities that
support the company from Bottom line to end.
Employee Training:
Cultural diversity training can help employees improve their performance by creating a workplace free of
judgments and stereotypes. Although employees may have certain opinions about their co-workers, diversity
training will help employees recognize the behaviors that could possibly create a hostile or uncomfortable
work environment.
Multi-Cultural Workforce:
Finding common ground in an environment rich with varying opinions and perspectives can be challenging to
some employees. Education initiatives that teach employees how to succeed and perform optimally across a
multi-cultural workforce can directly support diversity efforts in the workplace. Diversity education
encourages thoughtfulness and consideration between co-workers of different nationalities and backgrounds.
Implementing Diversity Management Strategies:
Having a diverse workplace can help improve productivity and create a synergetic environment. The
combination of different cultures, experiences and ideas can enhance the workplace environment and help
drive creativity. Unfortunately, the downside of a diverse workplace is the possibility of culture clashes and
misunderstandings due to disparate thinking. Management must adopt creative strategies to effectively
handle workplace diversity. Effective management is the key to unlocking the synergy that a diverse workplace
provides.

The Hiring Process:
Building diversity into the hiring process is an important component of a strategic management plan. A
company's hiring policy should incorporate federal Equal Employment Opportunity guidelines. This is a
starting point for ensuring that hiring procedures effectively encourage a diverse applicant pool. Going above
and beyond federal guidelines is an effective strategy for building diversity.
Education:
It's not sufficient to simply put up a few posters regarding diversity in the workplace or to update the
employee manual. An effective strategy incorporates diversity training in the workplace. Before starting
training, however, managers should meet and decide on key areas to focus on and discuss what they expect to
achieve. There are many companies that provide speakers and corporate presentations on diversity, so
businesses don't have to rely on their in-house Human Resources departments. Of course, training is just a
part of the overall strategy, and points covered during the training should be reinforced in office policies and
procedures. Mission statements and core values should also reflect a company’s diversity strategy.
Policy Review:
While company policies in general tend to be all-inclusive, ensuring the same treatment for all, this doesn't
always contribute to encouraging diversity. To embrace a more diverse workplace, companies must review
polices on holidays, time off and employee communication. While most companies acknowledge standard
holidays, a company that wants to embrace the diversity in its workforce will recognize various religious
holidays and allow for more flexible leave for employees to celebrate them. Also, while most office
communications may be in Standard English, those with a more diverse workforce may need to come up with
different ways to communicate to employees who speak other languages. This ensures that the messages are
properly conveyed to all employees. This also shows employees that the company is actively supportive of a
diverse workforce.
Long Term Strategies:
As we move toward a more global economy the need for workplace diversity grows. In the future diversity in
the workplace may be required for companies that want to be competitive, because diverse ideas help create
new solutions to help overcome obstacles. To take advantage of the synergy that diversity brings to the
workplace, companies must develop long term goals and strategies.
Chapter No: 001
What is organizational Behavior?
TOPIC: EFFECTIVE VERSUS SUCCESSFUL MANAGERIAL ACTIVITES:
Luthans (1988), on the basis of his study, found that all managers engage in four managerial activities.
Traditional management:
This activity consists of planning, decision making, and controlling. The average manager spent 32 percent of
his or her time performing this activity, whereas successful managers spend 13% and effective managers
spend 13% of their time in this activity.
Communication:
This activity consists of exchanging routine information and processing paperwork. The average manager
spent 29 percent of his or her time performing this activity while successful manager spends 28% and effective

managers spend 44% of their time in this activity.
Human resource management:
This activity consists of motivating, disciplining, managing conflict, staffing, and training. The average manager
spent 20 percent of his or her time performing this activity, while successful manager spends 11% and
effective managers spend 26% of their time in this activity.
Networking:
This activity involves socializing, politicking, and interacting with outsiders. The average manager spent 19
percent of his or her time performing this activity; while successful manager spends 48% and successful
manages spend 11% of their time in this activity.
It was found that successful managers spent more time and effort in socializing, interacting and networking.
They did not spend much time to the traditional management activities or to the human resource
management activities (Luthans, 1988).
Topic: Challenges and Opportunities for OB:
Following are the challenges & opportunities of the OB:
Responding to Globalization:
Globalization can be described as a process by which the people of the world are unified into a single
society. This process is a combination of economic, technological and political forces.
Managing work-force diversity:
The organizations are becoming more diverse in terms of gender, race, age, national origin and other
diverse groups. Diversity, if positively managed, can increase creativity and innovation and also improve
decision making. If not managed properly, then there is a potential for higher turn-over, difficult
communication and interpersonal conflicts.
Improving Quality & Productivity:
Quality Management is the stable achievement of customer satisfaction through the continuous
improvement of organizational processes.
Responding to the coming labor shortage:
In times of labor shortage, managers will need sophisticated recruitment and retention strategies.
Improving Customer Service:
OB can contribute to improving an organization's performance by showing managers how employee
attitudes and behaviors are associated with customer satisfaction.
Improving People Skills:
Ability to explain and guess the behavior of people at work is important for managerial effectiveness.
Improving Ethical Behavior:
Situations in which individuals are required to define right and wrong conduct.
Coping with Temporariness:
Workers need to update their knowledge and skills continually to perform new job requirements.
Managers must learn to live with flexibility, artlessness and unpredictability.

Topic: How organizational behavior can respond the globalization:
Responding to Globalization:
Globalization can be described as a process by which the people of the world are unified into a single
society. This process is a combination of economic, technological and political forces.
Managing work-force diversity:
The organizations are becoming more diverse in terms of gender, race, age, national origin and other
diverse groups. Diversity, if positively managed, can increase creativity and innovation and also improve
decision making. If not managed properly, then there is a potential for higher turn-over, difficult
communication and interpersonal conflicts.
Increased foreign Assignment:
If you are manager you are increasingly likely to find yourself in a foreign assignment transferred to your
employer’s operating division or subsidiary in another country. Once there you will have to manage a
workforce very different in needs.
Working with people of different cultures:
Even in your own country you will find yourself working with bosses, peers and other employees born and
raised in different cultures. What motivates your but not motivate them. To work effectively with people from
different cultures you will have to understand their culture values.
Overseeing movement of jobs to countries with low cost labor:
It’s increasingly difficult for managers in advanced managers in advanced nations. Where minimum wages are
typically $6 or more an hour to compete against firms that relay on workers from china and other developing
nations where labor is available for 30 cents an hour. That’s why most of developed countries establish their
production units in developing countries for low cost labor.
Topic: Managers function, roles & Skills:
Following are the functions of managers:
– Planning:
Planning is primary function of management. It is process of thinking in advance the future course of actions.
It involves what to do, when to do, where to do and by whom it is to be done.
– Organizing:
Organizing is process of dividing work into duties, grouping of these duties in the form of positions and
grouping of these positions in the form of departments.
– Staffing:
Staffing involves manning the positions created by the organizing process. Hiring right kind of people and
develop them for well being of organization.
– Directing:
Directing is called management in action. It is concerned with commanding the people at work for
achievement of desired organizational goals.
– Controlling:

Controlling is process of seeing whether the activities have been performed according to the plans or not. It is
checking actual performance against the agreed or given standards.
Following are the roles and skills of mangers:
– Interpersonal role:
The roles in this category involve providing information and ideas.
 Figurehead
 Leader
 Liaison
– Informational Role:
The roles in this category involve processing information.
 Monitor
 Disseminator
 Spokesperson
– Decisional Role:
The roles in this category involve using information.
 Entrepreneur
 Disturbance Handler
 Resource Allocator
 Negotiator
Technical Skills:
Technical skills are the skills necessary to accomplish or understand the specific kind of work being done in an
organization. Technical skills are especially important for first line managers. These managers spend most of
their time training subordinates and answering question about work related problems. They must know how
to perform tasks assigned to those they supervise if they are to be effective managers.
Interpersonal Skills:
Managers spend considerable time interacting with people both inside and outside the organization. For
obvious reasons then the manager also needs interpersonal skills- the ability to communicate with,
understand and motivate both individuals and groups.
Conceptual Skills:
Conceptual skills depend on the manager’s ability to think in the abstract. Managers need the mental capacity
to understand the overall working of the organization and its environment, to grasp how all the part of the
organization fit together, and view the organization in a holistic manner. This allows them to think
strategically, to see the ‘big picture’, and to make broad based decisions that serve the overall organization.
Human Skills:
The ability to work with, understand, and motivate other people, both individually and in groups.
Topic: Identify the Major Behavioral Science Disciplines That Contribute to OB

Organizational behavior is an applied behavioral science that is built upon contributions from a
number of behavioral disciplines:
 Psychology
 Social psychology
 Sociology
 Anthropology
 Psychology:
Psychology seeks to measure, explain, and
sometimes change the behavior of humans and
other animals.
 Social Psychology:
Social psychology blends the concepts of psychology and sociology.
 Sociology:
Sociology studies people in relation to their social environment or culture.
 Anthropology:
Anthropology is the study of societies to learn about human beings and their activities.

What Is Job Satisfaction?
Job satisfaction refers to the general attitude of employees towards their jobs.
When the attitude of an employee towards his or her job is positive, there exists job satisfaction. Dis-
satisfaction exists when the attitude is negative.
Determinants of Job Satisfaction:
Organizational Factors:
1) Salaries and Wages
2) Promotion Chances
3) Equitable Rewards
Personal Factors:
1) Age
2) Level of Education
Work Environmental Factors:
1) Supervisions
2) Work Groups
3) Working conditions
Theories of Job Satisfaction:
Herzberg’s Motivator-Hygiene Theory:
 Every worker has two sets of needs or requirements: motivator needs and hygiene needs.
 Motivator needs refers to the achievement, recognition, responsibility etc., the presence of which
causes satisfaction but their absence does not result in dissatisfaction.
 Hygiene needs are associated with the salary, working conditions, job security etc., the absence of
which causes dissatisfaction but their presence does not result in job satisfaction.
The Discrepancy Model:
To determine how satisfied they are with their jobs, workers compare their job to some “ideal job.” This
“ideal job” could be
 What one thinks the job should be like
 What one expected the job to be like
 What one wants from a job
 What one’s former job was like
The Steady-State Theory
 Each worker has a typical or characteristic level of job satisfaction, called the steady state or
equilibrium level.

 Different situational factors or events at work may move a worker temporarily from this steady state,
but the worker will eventually return to his or her equilibrium level.
Consequences of Job Satisfaction:
 Performance: Satisfied workers are only slightly more likely to perform at a higher level than
dissatisfied workers.
 Absenteeism: Satisfied workers are only slightly less likely to be absent than dissatisfied workers.
 Turnover: Satisfied workers are less likely to leave the organization than dissatisfied workers
Topic: Major Job Attitudes and how it affects organization
Major Job Attitudes:
Organizational commitment:
The degree to which an employee identifies with a particular organization
and its goals and wishes to maintain membership in the organization.
DIMENSIONS:
Affective commitment: An emotional attachment to an organization and a belief in its values.
Continuance commitment: the perceived economic value of remaining with an organization compared with
leaving it.
Normative commitment: An obligation to remain with an organization for moral or ethical reasons.
Job Involvement:
The degree, to which a person identifies with a job, actively participates in it, and considers
performance important to self-worth.
Perceived Organizational Support:
The degree to which employees believe an organization values their
contribution and cares about their well-being.
Employee Engagement:
An individual’s involvement with, satisfaction with, and interest for the work he or
she does.
Job Satisfaction:
A positive feeling about one’s job resulting from an evaluation of its characteristics or an
individual’s emotional response to work or workplace.
Measurement of job Satisfaction: Two measures:
Global Rating– an individual’s response to the question, that is, how satisfied he is with job
Summation score of job facets.
Topic: Explain basic moods with diagram of structure of moods?
There are dozens of emotions , including anger, contempt, interest, envy, fear, frustration, disappointment,
embarrassment, disgust, happiness, hate, hope, jealousy, joy, love, pride, surprise, and sadness. Numerous
researchers have tried to limit them to a fundamental set.
But some argue that it makes no sense to think in terms of “basic” emotions because even emotions we rarely
experience, such as shock, can have a powerful effect on us.

The Basic Moods: Positive and Negative Affect
One way to classify emotions is by whether they are positive or negative.
Positive emotions—such as joy and gratitude—express a favorable evaluation or feeling.
Negative emotions—such as anger or guilt—express the opposite.
Keep in mind that emotions can’t be neutral. Being neutral is being none motional.
When we group emotions into positive and negative categories, they become mood states because we are
now looking at them more generally instead of isolating one particular emotion.
Nervous is a pure marker of high negative affect; relaxed is a pure marker of low negative effect. Finally, some
Emotions—such as contentment (a mixture of high positive affect and low negative affect) and sadness (a
mixture of low positive affect and high negative affect)—are in between. You’ll notice this model does not
include all emotions. Some, such as surprise, don’t fit well because they’re not as clearly positive or negative.
More will be cleared by Diagram:
Topic: How affect, Emotions and moods are intertwined:
The Basic Moods: Positive and Negative Affect
1) AFFECTS
It is generic term that covers a broad range of feelings that people experience. It
encompasses both emotions and moods.
2) EMOTIONS
Intense feelings that are directed at someone or something.
3) MOODS
Feelings that tend to be less intense than emotions and that lack a contextual stimulus.

Topic: What are personalities Determinants explain in detail?
Personality can be described as: the collective qualities, characteristics, disposition and values of a person
which distinguish him or her from others, and which will affect the manners he/she reacts toward or interacts
with other people and his /her environment.
 A person’s personality should be seen as on-going development process.
 Every person has a different personality and set of traits.
DETERMINANTS OF PERSONALITY:
 BIOLOGICAL FACTORS
 CULTURAL FACTORS
 SOCIAL FACTORS
 SITUATIONAL FACTORS
BIOLOGICAL FACTORS:
 BIOLOGICAL FACTORS
Brain is one of the most important factors of personality determinant. It is generally
believed that the father and the child adopt almost the same type of brain stimulation and the later
differences are the result of the environment in which the child has been grown up.
 PHYSICAL FACTORS
One of the most important factors in determining personality is the ‘Physical Characteristics’ of an individual.
It is believed that this factor plays a vital role in determining one’s behavior in any organization. Physical
features may involve the height of a person (short or tall), his color (white or black), his health status (fat or
skinny) and his beauty (handsome or ugly).

These factors are involved when interacting with any other person and thus contribute in the personality
development in many ways.
 Heredity (Genetics) Factors
Last, but not the least, the heredity factors play a very important role as the major determinants and factors of
personality. Heredity factors are the ones that are determined at the time of conception. These factors not
only affect the physical features of a person, but the intelligence level, attentiveness, gender, temperament,
various inherited diseases and energy level, all get affected by them.
The example of how heredity factors determine such a huge and significant part of an individual’s personality
can easily be observed in children. Many children behave exactly how their parents do. Similarly, twin siblings
also have a lot of things in common.
 Social Factors
Social factors also play a vital role in determining one’s personality. The things that revolve and evolve around
us on a regular basis determine our personality. The society that we live in, the cultural environment that we
face daily, the community we get interacted to, all are included in this factor. Relationships, co-ordination, co-
operation, interaction, environment in the family, organizations, workplaces, communities, societies all
contribute in way or another as personality determinants.
 Cultural & Religious Factors
The culture in which one life in that may involve traditional practices, norms, customs, procedures, rules and
regulations, precedents and values, all are important determinants of personality.
Moreover, the creed, religion and believes are also very important factors of personality determinants.
Topic : The Big Five Personality Model or Personality Traits
Definition: The characteristics which are exhibited in a large number of situations are called personality
traits.
The traits could help in employee selection, matching people to jobs, and in guiding carrier development
decisions.
 Extraversion
The extraversion dimension captures our comfort level with relationships. Extraverts tend to be gregarious,
assertive, and sociable. Introverts tend to be reserved, timid, and quiet.
 Agreeableness (Consideration)
The agreeableness dimension refers to an individual’s propensity to defer to others. Highly agreeable people
are cooperative, warm, and trusting. People who score low on agreeableness are cold, disagreeable, and
antagonistic.
 Conscientiousness (Attention to detail)
The conscientiousness dimension is a measure of reliability. A highly conscientious person is responsible,
organized, dependable, and persistent. Those who score low on this dimension are easily distracted,
disorganized, and unreliable.

 Emotional stability
The emotional stability dimension—often labeled by its converse, neuroticism—taps a person’s ability to
withstand stress. People with positive emotional stability tend to be calm, self-confident, and secure. Those
with high negative scores tend to be nervous, anxious, depressed, and insecure.
 Openness to experience
The openness to experience dimension addresses range of interests and fascination with novelty. Extremely
open people are creative, curious, and artistically sensitive. Those at the other end of the category are
conventional and find comfort in the familiar.
OR
Traits of the Big Five personality test
Human resources professionals often use the Big Five personality dimensions to help place employees. That is
because these dimensions are considered to be the underlying traits that make up an individual’s overall
personality. The Big Five traits are Openness, Conscientiousness, Extroversion, Agreeableness,
and Neuroticism or OCEAN:
 Openness
People who like to learn new things and enjoy new experiences usually score high in openness. Openness
includes traits like being insightful and imaginative and having a wide variety of interests.
 Conscientiousness
People that have a high degree of conscientiousness are reliable and prompt. Traits include being organized,
methodic, and thorough.
 Extraversion
Extraverts get their energy from interacting with others, while introverts get their energy from within
themselves. Extraversion includes the traits of energetic, fluent, and self-confident.
 Agreeableness
These individuals are friendly, cooperative, and concerned. People with low agreeableness may be more far-
off. Traits include being kind, affectionate, and sympathetic.
 Neuroticism
Neuroticism is also sometimes called Emotional Stability. This element relates to one’s emotional stability and
degree of negative emotions. People that score high on neuroticism often experience emotional instability
and negative emotions. Traits include being moody and tense.
Topic: What are the main components of attitudes explain in
detail:

Attitude can be described as a tendency to react positively or negatively to a person or circumstances. Thus
the two main elements of attitude are this tendency or predisposition and the direction of this predisposition.
Following are the main components of attitudes:
Experts have pointed out three basic components of attitude. These are:
 Emotional :
Emotional components include the feelings of a person about and object. These
feeling could be positive, negative or neutral. While customer service representative displays positive feelings,
a police officer or a bill collector would exhibit negative feelings. Similarly while discharging administrative
duties public servants are required to show neutral feelings.
 Informational :
The beliefs and information that the individual has about the object are the
informational component of attitude. Here it makes little difference if the information is correct or incorrect.
 Behavioural:
These components of attitude consist of a tendency of an individual to behave in a
particular way towards and object. Only this component of attitude is visible as the other two can only be
inferred.
Topic:Difference between Mood and Emotion
Mood and emotion are words that are used interchangeably. Both emotion and mood are related to each
other that makes the distinction a bit hard.
One of the main differences between mood and emotion can be seen in the expression. Mood is something a
person may not express whereas emotions may be expressed. Another difference is that moods may last
longer than the emotions.
Emotions are aroused in people by some specific objects or situations. On the other hand, moods are not
created in someone because of any specific object or any particular situation. For example, if a person gets
angry, he expresses that emotion towards someone. If a person is in a sad mood, he cannot express it to
others. The concept that emotion is object- based has been proven even during Aristotle’s times.
Mood may for a long period whereas emotions only last for the time being. An anger or happiness pertains to
the time it is felt. On the other hand, sadness or any other mood is something that can be felt for many days.
When compared to moods, emotions are more extreme.
Summary
1. Mood is something a person may not express whereas emotions may be expressed.
2. Mood may last for a long period whereas emotions may last only for the time being.
3. Emotions are aroused in people by some specific objects or situations. On the other hand, moods are not
created in someone because of any specific object or any particular situation.
4. If a person gets angry, he expresses that emotion towards someone. If a person is in a sad mood, he cannot
express it to others.
5. When compared to moods, emotions are more extreme.

6. Emotion is a word that has been derived from the French emouvoir.
7. Mood is a word that is derived from the Old English word of Mod, which represented military courage.
Topic: What is Emotional Intelligence (EQ)?
For most people, emotional intelligence (EQ) is more important than one’s intelligence (IQ) in attaining
success in their lives and careers. As individuals our success and the success of the profession today depend on
our ability to read other people’s signals and react appropriately to them.
Your EQ is the level of your ability to understand other people, what motivates them and how to work
cooperatively with them,” says Howard Gardner, the influential Harvard theorist. Five major categories of
emotional intelligence skills are recognized by researchers in this area.
Understanding the Five Categories of Emotional Intelligence (EQ)
 Self-awareness
The ability to recognize an emotion as it “happens” is the key to your EQ.
Developing self-awareness requires tuning in to your true feelings. If you evaluate your emotions, you can
manage them.
 Self-regulation
You often have little control over when you experience emotions. You can, however, have some say in how
long an emotion will last by using a number of techniques to alleviate negative emotions such as anger,
anxiety or depression. A few of these techniques include recasting a situation in a more positive light, taking a
long walk and consideration or prayer.
 Motivation
To motivate you for any achievement requires clear goals and a positive attitude. Although you may have a
tendency to either a positive or a negative attitude, you can with effort and practice learn to think more
positively. If you catch negative thoughts as they occur, you can reframe them in more positive terms — which
will help you achieve your goals.
 Empathy
The ability to recognize how people feel is important to success in your life and career The more skillful you
are at discerning the feelings behind others’ signal the better you can control the signals you send them.
 Social skills
The development of good interpersonal skills is tantamount to success in your life and career. In today’s
always-connected world, everyone has immediate access to technical knowledge. Thus, “people skills” are
even more important now because you must possess a high EQ to better understand, empathize and
negotiate with others in a global economy.
Topic: What is perception and factors that influence / affect the perception.

 PERCEPTION:
A process by which individuals organize and interpret their sensory impressions in order to give
meaning to their environment
Factors that influence perception
 Factors in the Perceiver
 Attitudes
 Motives
 Interests Experience
 Expectations
For Example if you expect Police officers to be convincing, young people to be lazy, or politicians to be
dishonest, you may perceive them as such, regardless of what they may actually be.
 Factors in the situation
 Time
 Work setting
 Social setting
For Example at a nightclub on Saturday night, you might not notice a young man “dressed to the nines”. Yet
that same person dressed in the same manner in the afternoon O.B. class would warrant a lot of attention.
 Factors in the target
 Novelty
 Motion
 Sounds
 Size
 Backgrounds
 Proximity
 Similarity
For Example we have a tendency to group close or similar things together. We often perceive women, men,
whites, African Americans, Asians, or members of any other group as alike in other, unrelated ways as well.
Topic: Explain what self efficacy theory is
According to Albert Bandura, self-efficacy is "the belief in one’s capabilities to organize and execute the
courses of action required to manage prospective situations." In other words, self-efficacy is a person’s belief
in his or her ability to succeed in a particular situation. Bandura described these beliefs as determinants of
how people think, behave, and feel (1994).
According to Bandura, there are four major sources of self-efficacy.
 Mastery Experiences
"The most effective way of developing a strong sense of efficacy is through mastery experiences," Bandura
explained. Performing a task successfully strengthen our sense of self-efficacy. However, failing to sufficiently
deal with a task or challenge can undermine and weaken self-efficacy.
 Social Modelling
Witnessing other people successfully completing a task is another important source of self-efficacy. According
to Bandura, "Seeing people similar to oneself succeed by sustained effort raises observers' beliefs that they
too possess the capabilities master comparable activities to succeed."
 Social Persuasion

Bandura also assert that people could be persuaded to believe that they have the skills and capabilities to
succeed. Consider a time when someone said something positive and encouraging that helped you achieve a
goal. Getting verbal encouragement from others helps people overcome self-doubt and instead focus on
giving their best effort to the task at hand.
 Psychological Responses
Our own responses and emotional reactions to situations also play an important role in self-efficacy.
Moods, emotional states, physical reactions, and stress levels can all impact how a person feels about their
personal abilities in a particular situation. A person who becomes extremely nervous before speaking in public
may develop a weak sense of self-efficacy in these situations.
Total: What is creativity? What is three components model of creativity? Explain.
 Creativity:
Creativity is defined as the tendency to generate or recognize ideas, alternatives, or
possibilities that may be useful in solving problems, communicating with others, and entertaining ourselves
and others.
Three- Component Model of Creativity:
 Expertise the foundation for all creative work. Film writer, producer, and director Quentin Tarantino
spent his youth working in a video rental store, where he built up an encyclopedic knowledge of
movies. The potential for creativity is enhanced when individuals have abilities, knowledge,
proficiencies, and similar expertise in their field of endeavor. You wouldn’t expect someone with
minimal knowledge of programming to be very creative as software engineer.
 The second component is creative thinking skills. This encompasses personality characteristics
associated with creativity, the ability to use analogies, and the talent to see the familiar in a different
light.
 Creative people often love their work, to the point of seeming obsession. The final component in the
three component model creativity is intrinsic task motivation. This is the desire to work on something
because it’s interesting, involving, exciting, satisfying, or personally challenging. It’s what turns
creativity potential into actual creative ideas.
Topic: What are some of component decision biases or errors that people make?
Explain.

Following are the errors of
Common Biases and Errors in Decision Making
 Overconfidence Bias
Believing too much in our own ability to make good decisions. Especially when
outside of own expertise.
 Anchoring Bias
Using early, first received information as the basis for making subsequent judgments.
 Confirmation Bias
Selecting and using only facts that support our decision.
 Availability Bias
Emphasizing information that is most readily at hand
--- Recent --- Vivid Copyright
 Escalation of Commitment
Increasing commitment to a decision in spite of evidence that it is wrong especially if responsible for the
decision perhaps they have invested too much time, resources, energy. Determined to prove they were right.
 Representative Bias
 Mixing apples with oranges
 Assessing the likelihood of an occurrence by trying to match it with a preexisting category using only
the facts that support our decision.
 Hindsight Bias
Looking back, once the outcome has occurred, and believing that you accurately
predicted the outcome of an event
 Winner’s Curse
 Highest bidder pays too much.
 Likelihood of “winner’s curse” increases with the number of people in auction.
Topic: What are contemporary theories of motivation?
 Motivation:
The processes that account for an individual’s intensity, direction, and persistence of effort toward
attaining a goal
Following are the contemporary theories of motivation:
 Self-Determination Theory
People prefer to feel they have control their actions, so anything that makes a previously enjoyed
task feel more like an obligation than a freely chosen activity will undermine motivation much research

focused on Cognitive Evaluation Theory, which hypothesizes that extra rewards will reduce inherent interest in
task.
 Goal-Setting Theory
Do your best vs. Goal setting
 Intentions to work toward a goal are a major source of work motivation.
 Factors influence the goals: feedback, goal commitment, task characteristics and national
culture.
 Self-Efficacy Theory
An individual’s belief that he/she is capable of performing task
Four ways self-efficacy can be increased
 Enactive mastery
 Vicarious modeling
 Verbal persuasion
 Arousal
 Reinforcement Theory
 Reinforcement conditions behavior.
 People learn to behave to get something they want or to avoid something they don’t want.
 Behaviorism: people learn to associate stimulus and response, but their conscious awareness of this
association is irrelevant.
 Social-learning theory
Behavior is a function of consequences.
 Intentional processes
 Retention processes
 Motor reproduction processes
 Reinforcement processes
 Equity Theory/Organizational Justice
 Individuals compare their job inputs and outputs with those of others and then respond to eliminate
any inequities.
 Four referent comparisons: self-inside/ outside, other inside/outside.
Expectancy Theory
Strength of a tendency to act in a certain way depends on the strength of our
expectancy of a given outcome and its attractiveness.
Topic: Three Key Elements of motivation:
Motivation is not that hard to achieve and initiate.
However, successful motivation is not that easy. Whether you want to motivate yourself to achieve something
better, or you want to motivate someone else, there are three key elements that you should take care of.
These three key elements of successful motivation are:
1. Intensity
2. Direction
3. Persistence

If any of the above 3 elements is missing, motivation will fail, so all of them are equally important. Let’s discuss
each of these three key elements one by one.
 Intensity:
During the motivation process, a person tries to achieve a certain goal. Intensity is a key element that refers to
the dedication and hard-work that is put into that process. Successful motivation is significantly dependent on
how hard a person tries to achieve his goal. Sometimes, being motivated is just not enough;
being really motivated is.
The intensity of motivation is greatly dependent on your goals and rewards. If you really want something, the
intensity of motivation will be high. This is where picking the right motive out of the many different types of
motives becomes such a crucial factor.
 Direction:
Assume that you have to put a bed into your bedroom and you are trying really hard to do that by putting all
your energy into it. The only problem is that you are pulling the bed towards the kitchen, not the bedroom. I
don’t think you would be doing a very good job, would you?
The point is that intensity and hard-work does not always guarantee success – especially in the case of
motivation. Direction is also an equally important element of successful motivation. The quality and direction
of your motivational efforts should be well-channeled, if you are to achieve your goals.
If you are motivating yourself, you need to be very clear in your goals and rewards. Moreover, you should also
believe in what you are trying to achieve. On the other hand, if you are trying to motivate someone else, you
should direct your motivational efforts to trigger the right emotions, so you can make the entire process more
effective and well-directed.
 Persistence:
The last key element of successful motivation is that motivation should be long and persistent enough to
achieve the desired results. It is simply not enough if you are working hard and in the right direction, if you do
not do it for long enough. Therefore, the third key element of successful motivation is persistence, which is a
measure of how long a person is motivated.
If the persistence is long enough – along with the intensity and right direction – the goal will be achieved.
During the motivation process, the individual has to be completely determined and committed to his
objective. Constantly reminding yourself of why you set your goal in the first place is a good technique to stay
devoted and persistent to your task.
Topic: How emotions and moods predict our selection process?
In this article we are confining our discussion of emotions and moods by considering their specific application
to OB. In this article, we assess how an understanding of emotions and moods can improve our ability to
explain and predict the selection process in organizations, decision making, creativity motivation, leadership,
interpersonal conflict, negotiation, customer service, job attitudes and deviant workplace behaviors. We also
look at how managers can influence our moods.
 Selection:

One implication from the evidence to date on Emotional Intelligence (EI) is that
employers should consider it a factor in hiring employees, especially in jobs that demand a high degree of
social interaction. In fact, more and more employers are starting to use EI measures to hire people. A study of
US Air Force recruiters showed that top performing recruiters exhibited high levels of EI. Using these findings,
the Air Force revamped its selection criteria, a follow up investigation found that future hires who had high EI
scores were 2.6 times more successful than those who didn’t. By using EI in selection, the Air Force was able to
cut turnover rates among new recruiters in one year by more than 90 percent and save nearly $3 million in
hiring and training costs. At L’Oreal, salespersons selected on EI scores outsold those hired using the
company’s old selection procedure. On an annual basis, salespeople selected on the basis of emotional
competence sold $91,370 more than other salespeople did, for a net revenue increase of $ 2,558,360.
 Creativity:
People who are in good moods are more creative than people in bad moods, say some
researchers. They produce more ideas, others think their ideas are original, and they tend to identify more
creative options to problems.
It seems that people who are experiencing positive moods or emotions are more flexible and open in their
thinking, which may explain why they’re more creative. Supervisors should actively try to keep employees
happy because this will create more good moods. Employees like their leaders to encourage them and provide
positive feedback on a job well done, which in turn leads people to be more creative.
 Motivation:
Motivation theories propose that individual’s are motivated to the extent that their behavior is expected to
lead to desired outcomes. The employee essentially trades effort for pay, security promotions, and so forth.
But as the Affective Events theory demonstrated, people aren’t cold, feeling machines. Their perceptions and
calculations of work events are filled with emotional content that significantly influences how much effort
they exert. Moreover, when see people who are highly motivated in their jobs they’re emotionally committed.
People who are engaged in their work become physically, cognitively, and emotionally immersed in the
experience of activity in the pursuit of a goal.
 Leadership:
The ability to lead others is fundamental quality that organizations look for in employees.
Corporate executives know that emotional content is critical if employees are to buy into their vision of their
company’s future and accept change. When higher-ups offer new visions especially when the visions contain
distant or vague goals, it is often difficult for employees to accept those visions and the changes they’ll bring.
So when effectively leaders want to implement significant changes they rely on the emotion framing and
Topic: Adams’ Equity Theory
Adams' Equity Theory calls for a fair balance to be struck between an employee's inputs (hard work, skill level,
tolerance, enthusiasm, and so on) and an employee's outputs (salary, benefits, intangibles such as recognition,
and so on).
 Understanding the Theory

Adams' Equity Theory is named for John Stacey Adams, a workplace and
behavioral psychologist, who developed his job motivation theory in 1963. Much like many of the more
prevalent theories of motivation (such as Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory ),
Adams' Equity Theory acknowledges that slight and variable factors affect an employee's assessment and
perception of their relationship with their work and their employer.
The theory is built-on the belief that employees become de-motivated, both in relation to their job and their
employer, if they feel as though their inputs are greater than the outputs. Employees can be expected to
respond to this is different ways, including de-motivation (generally to the extent the employee perceives the
disparity between the inputs and the outputs exist), reduced effort, becoming disgruntled, or, in more
extreme cases, perhaps even disruptive.
 How to Apply the Adams' Equity Theory
It is important to also consider the Adams' Equity Theory factors when striving to improve an employee's job
satisfaction, motivation level, etc., and what can be done to promote higher levels of each.
To do this, consider the balance or imbalance that currently exists between your employee's inputs and
outputs, as follows:
Inputs typically include:
 Effort.
 Loyalty.
 Hard work.
 Commitment.
 Skill.
 Ability.
 Adaptability.
 Flexibility.
 Tolerance.
 Determination.
 Enthusiasm.
 Trust in superiors.
 Support of colleagues.
 Personal sacrifice.
Outputs typically include:
 Financial rewards (such as salary, benefits,
perks).
 Intangibles that typically include:
 Recognition.
 Reputation.
 Responsibility.
 Sense of achievement.
 Praise.
 Stimulus.
 Sense of advancement/growth.
 Job security.
While obviously many of these points can't be quantified and perfectly compared, the theory argues that
managers should seek to find a fair balance between the inputs that an employee gives, and the outputs
received.
And according to the theory, employees should be content where they perceive these to be in balance.
Topic: Write a note on Job Characteristics Model and how does it motivates
employees/ five core job dimensions?
THE JOB CHARACTERISTICS MODEL (JCM) proposes that any job can be described in terms of 5 core job
dimensions:
1. Skill variety 2. Task identity

3. Task significance
4. Autonomy
5. Feedback
 Skill variety:
The degree to which a job requires a variety of different activities
Example:
The work of a garage owner-operator, who does electrical repairs, rebuilds engines, does bodywork, and
interacts with customer’s scores high on skill variety. The job of a body shop worker who sprays paint 8 hours
a day scores low on skill variety.
 Task identity:
The degree to which a job requires completion of a whole and identifiable piece of work
Example:
A cabinet maker who designs a piece of furniture, selects the wood, builds the object, and finishes it to
perfection – high task identity. Only making the legs of the table- low task identity.
 Task significance:
The degree to which a job has a substantial impact on the lives or work of
other people
Example:
A nurse in an I C U score high on task significance.
 Autonomy:
The degree to which a job provides substantial freedom and discretion to the
individual in scheduling the work and in determining the procedures to be
used in carrying it out
 Feedback:
The degree to which carrying out the work activities required by a job results in the individual obtaining direct
and clear information about the effectiveness of his or her performance.
How Does Motivate Employees:
From a motivational standpoint, the JCM proposes that individuals obtain internal rewards when they learn
(knowledge of results) that they personally (experienced responsibility) have performed well on a task that
they care about (experienced meaningfulness). The more these 3 states are present, the greater will be
employees’ motivation, performance and satisfaction and the lower their absenteeism and likelihood of
leaving.
To be high on motivating potential, jobs must be high on at least
One of the 3 factors that lead to experienced meaningfulness and
High on both autonomy and feedback
JCM is strongly supported by evidence.
Topic: How can flexible benefits motivate employees?
JCM

 Flexible benefits:
A benefits plan that allows each employee to put together a benefits package individually modified to
his or her own needs and situation.
Three popular types are:
1Modular plans.
2. Core-plus plans.
3. Flexible spending accounts.
 Modular Plan:
 Modular plans are predesigned packages or modules of benefits, each of which meets the needs of
specific groups of employees.
 A module designed for single employees with no dependents might include only essential benefits.
 A module designed for single parents might have additional life insurance, disability insurance and
expanded health coverage.
 Core – Plus Plans:
 Core-plus plans consist of a CORE of essential benefits and a menu like selection of others from which
employees can select.
 Typically, each employee is given benefit credits, which allow the “purchase” of additional benefits that
uniquely meet his or her needs.
 Flexible Spending Plan:
 Flexible spending plans allow employees to set aside pretax money up to the amount offered in the
plan to pay for particular benefits, such as healthcare premiums.
 Take home pay is increased as taxes are not levied on the money spent on these heads.
Common Shortcuts for judging others:
Following are the common shortcuts to judge others
 Selective Perception
People selectively interpret what they see on the basis of their interests, background,
experience, and attitudes.
 Halo Effect
Drawing a general impression about an individual on the basis of a single characteristic
 Contrast Effects
Evaluation of a person’s characteristics that are affected by comparisons with other people
recently encountered who rank higher or lower on the same characteristics
 Projection
Attributing one’s own characteristics to other people
 Stereotyping
Judging someone on the basis of one’s perception of the group to which that person
belongs.

Specific Applications in Organizations for judging others:
 Employment Interview
Perceptual biases of raters affect the accuracy of interviewers’ judgments of applicants.
 Performance Expectations
The lower or higher performance of employees reflects preconceived leader expectations
about employee capabilities.
 Ethnic Profiling
A form of stereotyping in which a group of individuals is singled out—typically on the basis
of race or ethnicity—for intensive inquiry, scrutinizing, or investigation.
 Performance Evaluations
Appraisals are often the subjective (judgmental) perceptions of appraisers of another
employee’s job performance.
Topic: Emotional Labor
Emotional Labor:
 Effort, planning and control needed to express organizationally desired emotions during interpersonal
transactions.
 Emotional labor higher when job requires:
 frequent and long duration display of emotions
 displaying a variety of emotions
 displaying more intense emotions
Emotional Labor Challenges
 Difficult to display expected emotions accurately, and to hide true emotions
 Emotional dissonance
 Conflict between true and required emotions
 Potentially stressful with surface acting
 Less stress through deep acting
Emotional Labor across Cultures
 Some cultures expect people to display a neutral emotional demeanor, with minimal emotional
expression and monotonic voice (e.g. Korea, Japan, Austria)
 Other cultures allow or encourage emotional expression, where emotions are revealed through voice
and gestures (e.g. Kuwait, Egypt, Spain, Russia)
INSTRUMENTAL VALUES and TERMINAL VALUES
THE TWO TYPES OF VALUES
Values are of two types, both in the personal and organizational domains.

INSTRUMENTAL VALUES
Instrumental Values are core values, permanent in nature, comprise personal characteristics and character
traits.
Instrumental Values refer to preferable modes of behavior and include values like honesty, sincerity, ambition,
independence, obedience, courageousness, competitiveness, and also some negative traits too.
Organizations also have Instrumental Values (which can be ascertained from the organizational culture) and
these are permanent in nature and difficult to change.
For example, the instrumental values of a PSU will differ from that of an MNC though both may be in the same
business.
Instrumental Values are difficult to change.
TERMINAL VALUES
In our personal lives, Terminal Values are those things that we can work towards or we think are most
important and we feel are most desirable – terminal values are desirable states of existence.
 Terminal Values include things like happiness, self respect, family security, recognition, freedom, inner
harmony, comfortable life, professional excellence, etc
 In a nutshell, Terminal Values signify the objectives of the life of a person – the ultimate things the
person wants to achieve through his or her behavior (the destination he wants to reach in life)
whereas Instrumental Values indicate the methods an individual would like to adopt for achieving his
life’s aim (the path he would like to take to reach his destination).This applies to organizations as well,
and organizations too exhibit Terminal Values. However, Terminal Values can be changed and this can
be seen when there is a change of top management or CEO.
WISH U
BEST OF LUCK

Orgnaizational behaviour part 01

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Orgnaizational behaviour part 01