Model Question Paper with Complete Solution

Candidates are required to give their answers in their own words as far as practicable.
The figures in the margin indicate full marks.

Group “A”

1. List out any two basic assumptions of organizational behavior.

→ There are two main categories of basic assumptions in organizational behavior – Assumptions about the Nature of People and Assumptions about the Nature of Organizations.

One basic assumption about the nature of people is that people have individual differences. In the same way, one basic assumption about the nature of organizations is that organizations should treat their members in an ethical and fair manner.

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2. Make a list of any four factors affecting the perception.

→ The four factors affecting perception are:
1. Personal experiences
2. Cultural background
3. Attitudes and beliefs
4. Physical and mental state

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3. What is meant by personality?

→ Personality refers to the unique qualities and behaviors that make each person different from others. It is how someone thinks, feels, and acts. It includes things like attitudes, values, preferences, and tendencies.

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4. Differentiate between functional and dysfunctional conflict?

→ The difference between functional and dysfunctional conflict are:

Functional Conflict	Dysfunctional Conflict
Functional conflict can lead to positive outcomes and improvements for the organization	Dysfunctional conflict causes negative consequences in the organization
It can enhance collaboration and teamwork	It damages relationships and morale
It focuses on finding solutions.	It may increase or remain unresolved
It can lead to growth and innovation	It blocks progress and organizational goals

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5. Define the social loafing?

→ Social loafing is when some team members don’t put in their full effort because they believe others will do the work or they think their efforts won’t be noticed or necessary in a group setting. It can harm team performance and cause unfairness among team members who are putting in more effort.

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6. What is meant by quality of life?

→ Quality of life in an organization means how happy and satisfied employees are with their job. It includes factors like salary, allowance, work-life balance, and job security.

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7. What is job description?

→ A job description is a detailed written document that outlines a job role in an organization. It includes the tasks, responsibilities, and qualifications required for the position. 

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8. Point out the importance of training in two points.

→ The two importance of training are:

1. Increased productivity
2. Reduced supervision cost

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9. What is reward?

→ Rewards are incentives given to employees when they do a good job at work. These can include both tangible rewards like salary, bonuses, promotions, and benefits, as well as intangible rewards like praise and opportunities for career growth. Rewards make employees want to work better, feel happier about their jobs, and do things that help the company do well.

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10. List out any four functions of HRM.

→ The functions of human resource management are:
1. Acquisition function
2. Development function
3. Utilization function
4. Maintenance function

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Group “B”

11. What is behavioral modification? Explain the reasons behind the behavioral modification. [3+7 = 10]

Definition of Behaviour Modification

Behavioral modification is a way to change behaviors by using learning principles. It is a method that focuses on visible actions. It uses techniques to promote positive behaviors and discourage negative ones. These techniques are based on the principles of operant conditioning, where behaviors are shaped by rewards and punishments. For good behaviors, we use rewards or positive things to make them happen again and again. For bad behaviors, we can use punishment or unpleasant things to make them stop. It is used in schools, clinics, and homes to help with different problems like learning difficulties, aggression, and anxiety. Managers in organizations utilize behavior modification techniques to shape employee behavior, enhance performance, and create a productive and peaceful work environment. The goal of behavioral modification is to improve behaviors, make life better, and see positive changes.

Reasons of Behaviour Modification

The reasons behind behavioral modification are:

1. Improved Performance: Organizations want their employees to perform at their best. Behavioral modification points out the key actions like being on time, following procedures, and staying focused that boost performance. By changing these behaviors, employees work better, leading to improved outcomes for the organization.

2. Effective Collaboration: Collaboration or working together is essential for a successful workplace. Behavior modification can tackle problems like poor communication. By encouraging open talk, attentive listening, and a readiness to work as a team, employees can cooperate better. This leads to smoother project work and higher productivity.

3. Conflict Resolution: Conflicts at work can mess up tasks and cause stress. Behavior modification teaches skills to solve conflicts, like listening with understanding and reaching compromises. This helps employees deal with disagreements in a helpful way, keep good relationships, and stop conflicts from getting worse. In the end, it makes the workplace healthier.

4. Leadership Development: Having strong leaders is really important for guiding a company. Behavior modification can teach managers to show effective leadership actions, like clear talking, making good choices, and helping employees develop. Getting better at leadership helps give employees better guidance, motivation, and support, making the whole organization do better.

5. Adaptation to Change: Companies have to keep up with changing markets and technologies. Behavior modification helps workers accept these changes by adjusting behaviors that stops welcoming new processes or technologies. This makes employees more adaptable and open to learning, making changes easier and keeping the company competitive.

6. Innovation and Creativity: Promoting creativity can bring out fresh ideas and solutions. Behavior modification encourages actions like brainstorming, taking calculated risks, and having an open mind. This creates an environment where employees feel confident to share creative thoughts, leading to continuous improvement and growth.

7. Employee Well-being: Employee satisfaction and well-being are vital for a healthy workplace. Behavior modification focuses on solving behaviors that contribute to stress, like poor time management or excessive workload. By promoting work-life balance, stress management techniques, and a supportive environment, employees’ mental and physical well-being improves. This results in higher job satisfaction and helps keep valuable team members.

12. State and explain different personality attributes influencing OB. [10]

There are various personality attributes that influence organizational behavior. An understanding of these attributes makes it easy to predict individual behavior in an organization. They are explained below:

1. Locus of Control: Locus of control is about how much someone thinks they can control their life and what happens to them. People with an “internal” locus think they control what they do and what happens because of their choices. They believe they can make things work through their efforts. In contrast, those with an “external” locus think luck or fate decides what happens to them. They feel less in control and depend more on outside factors.

2. Self-esteem: Self-esteem is about how people see and value themselves. Those with high self-esteem have a positive view of themselves, feel confident in what they can do, and believe they are valuable. In contrast, people with low self-esteem may doubt themselves, lack confidence, and see themselves negatively. They may often doubt their abilities.

3. Machiavellianism: Machiavellianism is a personality trait named after a philosopher Machiavelli, who believed in tricky strategies (manipulation and cunning tactics). People with high Machiavellianism are focused on themselves and will use tricks and lies to get what they want. They care most about their own benefit and act in ways that put them first. They plan their actions carefully and use others to help themselves succeed.

4. Risk-taking: Risk-taking is about how willing is someone to take risk in unpredictable situations. Risk-takers are fine with unpredictability, like new stuff, and are open to new ideas. They are not scared to try new things even if it is uncomfortable. On the other hand, risk-averse or people who are afraid to take risk like things to be stable. They avoid unsure situations, make careful choices, and stick to things they know well.

5. Self-monitoring: Self-monitoring means paying attention to how others view us and adjusting our behavior accordingly. High self-monitors are good at changing their behavior to fit different situations. They might act differently depending on who they are with. On the other hand, low self-monitors act the same way in most situations. They care more about being true to themselves than fitting in.

6. Self-efficacy: Self-efficacy is about believing in your own abilities to do well and achieve what you want. High self-efficacy means feeling confident in your skills, seeing challenges as opportunities to improve, and staying motivated even when things are hard. Low self-efficacy is doubting yourself, lacking confidence, and giving up easily.

7. Type A and Type B behavior: Type A people are energetic, competitive, and really want to succeed. They work hard and can get stressed. Type B people are more relaxed, patient, and care less about time pressure. They focus on having a good balance between work and personal life and value their well-being.

13. Describe the most recent issues in managing work teams. [10]

The major issues in managing work teams are:

1. Teams and Total Quality Management: Total Quality Management (TQM) is about improving the quality of work in a team. To do this, team members and leaders must work together to identify and fix problems. This helps the team do better work. However, applying TQM principles in teams can be difficult. Some team members may resist change because they are used to how things are done. Also, making sure everyone agrees with TQM goals can take extra time and effort for team leaders.

2. Teams and Workforce Diversity: Workforce diversity means having people from different backgrounds and cultures in a team. It is important to treat everyone with respect and make sure everyone feels included. Managing diverse teams can be an issue if not handled properly. Different communication styles, cultural norms, and perspectives can lead to misunderstandings and conflicts. Therefore, leaders must encourage involvement of all people and set clear rules for respectful communication. They should also offer diversity training to make sure teams benefit from diverse perspectives without harming collaboration.

3. Increasing Team Performance: To make a team do better, leaders should set clear goals and give feedback and support. It is also essential to have a positive team culture, where everyone works well together and helps each other. However, some teams may find it hard to set realistic goals or accept constructive feedback. Also, team members might struggle to balance their own contributions with the team’s overall responsibility. Team leaders must find a balance between giving support and holding team members accountable to achieve the best team performance.

4. Re-stimulating Maturing Teams: As teams mature, some teams may lose energy and motivation over time. To re-energize maturing teams, it is important to understand why their enthusiasm has decreased. Then, leaders can use strategies to get them excited again. They can give them new challenges or projects. They can also do team-building activities and make sure everyone feels important and valued in the team.

14. What is human resource planning process? Explain the process of HRP. [3+7 = 10]

Meaning of Human Resource Planning

Human resource planning is the process of forecasting (पूर्व अनुमान गर्ने ) the future needs of an organization regarding its human resources. It helps organizations to make sure that they have the right number and right quality of employees to meet their goals.

Process of Human Resource Planning

Human resource planning is a step-by-step process. The steps are explained below:

1. Determination of Organizational Goals: Human resource planning starts by understanding the organization’s overall objectives and strategic direction. This involves identifying what the company aims to achieve. Such aims may be expanding into new markets, increasing productivity, or launching new products, depending on the nature and type of organization.

2. Assessing Current Human Resources: The next step is to evaluate the existing workforce. Human resource managers analyze the skills, knowledge, and experience of employees. This is done to determine if they have the capabilities required to support the organizational goals.

3. Forecasting Human Resource Demand: Based on the organizational goals and business plans, human resource managers predict the future workforce needs. They estimate the number of employees and the specific skills needed to meet the company’s objectives.

4. Forecasting Human Resource Supply: In this stage, human resource managers assess the availability of human resources both internally and externally. They consider factors such as employee turnover, retirements, and potential new hires to determine the future supply of talent.

5. Matching Human Resource Demand and Supply: Human resource managers then compare the predicted demand for human resources with the estimated supply. If there is a surplus of employees with certain skills or a shortage in other areas, they identify areas for recruitment or internal development.

6. Preparation of Action Plan: Based on the analysis, human resource managers create an action plan to address the gaps between the demand and supply of human resources. This plan may include recruitment strategies, training and development programs, and succession planning.

7. Evaluation and Adjustment: The human resource planning process is not a one-time event. Human resource managers continuously monitor the effectiveness of their strategies and adjust the plans as needed to respond to changes in the business environment.

15. Describe in brief the most common performance appraisal practices in Nepalese organizations. [10]

In Nepalese organizations, performance appraisal is a common practice used to evaluate and assess employees’ work. It is a structured process where managers and supervisors review employees’ job performance and provide feedback. This is usually done annually or semi-annually. It is an important aspect of the organization’s human resource management. It helps in understanding how well employees are performing, identifying areas where they excel, and areas where improvement is needed. These appraisals play a vital role in decision-making processes such as promotions, salary adjustments, and training needs. They are also a way to match employees’ efforts with organizational goals, and promote their professional development.

Different methods of appraisal are used in Nepalese organizations based on individual organizations’ needs and resources. Some of the most common practices or methods of performance appraisal in Nepal are graphic rating scale, alternative ranking, critical incident method and checklist method. They are explained below:

1. Graphic Rating Scale: Graphic rating scale method uses a simple scale, like numbers or words, to rate employees on specific qualities related to their job performance. Supervisors assess employees on various criteria, such as communication, teamwork, or problem-solving, by choosing the appropriate rating. For example: A supervisor might rate an employee’s communication skills as “excellent” if they convey information clearly, “good” if they communicate well most of the time, “average” if there is room for improvement, “fair” if communication is often unclear, and “needs improvement” if it significantly affects work performance. A model of graphic rating is given below:

Criteria	Excellent (5)	Good (4)	Average (3)	Fair (2)	Needs Improvement (1)
Communication
Teamwork
Problem-solving

Employee’s name:
Rater’s Name:

2. Alternative Ranking: In this method, employees are ranked from best to worst based on their performance. Supervisors compare each employee to others in the group and decide who is the best performer, second best, and so on. This ranking helps identify the highest and lowest performers, but it may not provide a detailed view of individual strengths and weaknesses. For example: In a team of five employees, the supervisor ranks them based on their overall performance. The top performer is ranked as number one, the second-best as number two, and so on, until the lowest performer is ranked as number five.

Ranking	Employee Name
1	[Top Performer]
2	[Second Performer]
3	[Third Performer]
4	[Fourth Performer]
5	[Lowest Performer]

3. Critical Incident: In the critical incident method, supervisors write down examples of good or poor work by employees. These real-life situations are used for feedback during performance reviews. For instance, a supervisor might note when Employee A did well in problem-solving or when Employee B struggled with deadlines. These examples help evaluate overall performance.

4. Checklist Method: The checklist method uses a list to see if employees meet certain job standards. The supervisor checks off what applies, like being on time or working well with others. It’s simple, but it might not show everything about the employee. For instance, the supervisor has a list with things like “finishes work on time,” “talks well with the team,” and “tries new tasks.” They mark what fits for particular employee based on what they have seen.

Employee Name	Meets Deadlines Consistently	Communicates Effectively with Team Members	Shows Initiative in Taking on New Projects	[Additional Criteria]
[Employee Name]	[Yes/No]	[Yes/No]	[Yes/No]	[Yes/No]

16. What are the general guidelines in administrating employees’ disciplines? explain [10]

General guidelines in administering employees’ discipline are like rules that companies use to manage how employees behave. These rules help treat everyone fairly and solve problems. They make sure the workplace is nice and people are treated well.

1. Development of policy: An organization should have a clear policy on employee discipline. This policy should be developed in consultation with employees and should be fair. The policy should also be communicated to all employees so that they understand what behaviors are expected of them and what the consequences are for breaking the rules.
2. Consistency in disciplinary actions: It is important to be consistent in disciplinary actions. This means that employees should be treated fairly, regardless of their position or seniority. If one employee is given a warning for a certain behavior, then all employees who engage in that behavior should also be given a warning.
3. Corrective disciplinary action: The goal of disciplinary action should be to correct the employee’s behavior, not to punish them. When an employee engages in unacceptable behavior, the manager should first try to understand the reason for the behavior and then work with the employee to develop a plan to correct the behavior.
4. Progressive disciplinary action: In some cases, it may be necessary to take more serious disciplinary action, such as a written warning or suspension. But, it is important to start with a verbal warning. If the employee’s behavior does not improve after verbal warning, then strict action can be taken.
5. Tracking disciplinary cases: Disciplinary cases should be tracked carefully so that the organization can monitor the effectiveness of its disciplinary policy. This tracking should include the date of the offense, the type of disciplinary action taken, and the employee’s response to the disciplinary action. This tracking can help the organization to identify trends in employee behavior and to make changes to its disciplinary policy as needed.
6. Confidentiality of complaints: Complaints of employee misconduct should be kept confidential. This is important to protect the privacy of the employee who is making the complaint and to encourage other employees to come forward if they have concerns.
7. Complaints redressal system:  An organization should have a complaints redressal system so that employees can file complaints without fear. This system should be independent of the management team so that employees feel comfortable filing complaints. The complaints redressal system should also be fair and impartial.
8. Fairness and legal perspective: Disciplinary action should be fair and legal. This means that the disciplinary action should be based on the employee’s behavior, not on their personal characteristics. It should not be discriminatory or unfair. Disciplinary action should also be consistent with the law.

Group “C

17. Critically examine the emerging challenges for managers in OB. [15]

Challenges for Manager in OB

The major challenges faced by managers in organizational behavior are:

1. Managing a diverse workforce: Today’s workforce is made up of people from different backgrounds, experiences, and perspectives. This diversity can be a strength for an organization, but it can also be a challenge. Managers need to be aware of the different perspectives and needs of their employees. They should create a workplace that is welcoming to everyone. This means giving respect to different cultures and religions, and creating policies that are fair to everyone.

2. Managing change: The business environment is constantly changing. New technologies are emerging, new markets are opening up, and customer demands are constantly evolving. Managers need to be able to adapt to change quickly and effectively. This means being able to predict change, tell employees about it, and help them adjust to the new way of doing things.. This can be a challenge, but it is essential for the success of an organization.

3. Managing conflict: Conflict is normal in the workplace. It can happen for many reasons, like personality clashes, work disagreements, or competition for resources. Managers need to be able to handle conflict well so it doesn’t ruin the workplace or damage relationships. This means finding the cause of the conflict, helping the people involved communicate better, and finding a solution that works for everyone.

4. Managing employee performance: One of the most important responsibilities of a manager is to manage employee performance. This means setting goals, giving feedback, and helping employees improve when needed. It also means creating a workplace where employees feel motivated to do their best. This can be a challenge, but it is essential for the success of an organization.

5. Managing stress: The demands of the workplace can be stressful for employees. Stress can have a negative impact on employee health and productivity, so it is important for managers to take steps to help employees manage their stress levels. This means being aware of the signs of stress and providing resources such as stress management training, flexible work time, wellness programs etc. to help employees manage their stress levels.

6. Managing ethical behavior: Employees are expected to behave ethically in the workplace. This means being honest, fair, and respectful to all. Managers need to set a good example and create a culture where ethical behavior is valued. They should put clear policies in place, provide training on ethical behavior, and taking disciplinary action when necessary. Ethical behavior is essential for the success of an organization.

ल हेर्नुस् त:
Dai लाई Challenge नै Challenge छ नि, इ Sukera Esto भैसक्यो।

18. Give the concept of organizational development (OD). Discuss the different OD interventions for effective organizational behavior. [5+10 = 15]

Meaning of OD Intervention

Organizational Development (OD) intervention is a planned process used by organizations to bring positive changes in their structure, culture, and processes. It is a tool used to facilitate change. It involves activities like training, team-building, and cultural change to create a better work environment and achieve positive outcomes. The goal is to make the organization more productive. It aims to enhance effectiveness, productivity, and employee well-being.

For example, let’s consider a company that experiences a lack of collaboration and communication among its different departments. To address this issue, the company decides to conduct a team-building workshop as an OD intervention. In the workshop, employees from various departments participate in activities that promote better communication, trust-building, and problem-solving skills.
Through this intervention, employees start understanding each other’s perspectives, collaborate more effectively, and share information more freely. As a result, the company experiences improved decision-making, increased productivity, and a more positive work environment. The successful Organizational Development intervention contributes to overall organizational growth and employee satisfaction.

Types of OD Intervention

Organizational Development (OD) interventions are designed to improve organizational behavior and effectiveness. These interventions can be applied at three levels: individual, group, and organizational.

1. Individual Level Interventions: Individual-level interventions aim to improve the abilities and mindset of employees. They include training, coaching, performance management, and assistance programs. By investing in employees’ growth, organizations can create a skilled and motivated workforce. This then, leads to better organizational behavior.

2. Group Level Interventions: Group-level interventions focus on teams and groups to improve communication and teamwork. They include team-building exercises, conflict solving workshops, and group decision-making processes. Creating a positive and cooperative group environment can promote overall performance in the organization.

3. Organizational Level Interventions: Organizational-level interventions improve the whole organization by working on its structure, culture, and systems. For example strategic planning, culture change initiatives, and process reengineering. These efforts aim to create a flexible, innovative, and effective organization, leading to better overall behavior.

19. Critically evaluate the different off-the-job training methods with their application in an organization. [15]

Application and Critical Evaluation of Different Off-the-Job Training Methods

Off-the-job training is a type of training that takes place away from the workplace. It is often used to train employees on new skills or knowledge which they can apply to their work. In an organization, there are different methods of providing such off-the-job training. The most common methods are explained below.

1. Lecture and conference method

This is a traditional method of training where a trainer presents information to a group of trainees (तालिम पाउने समूह). It is a cost-effective way to train large groups of people, but it can be less inter-active than other methods.

This method is best for teaching factual information or concepts. It can also be used to introduce new employees to the organization or its culture. (यो method को application)

Lectures can be boring and passive, so it can be difficult to make the trainees attentive. Also it is difficult to address the specific needs of the trainees. (यो method को criticism)

2. Programmed instruction

This is a self-paced learning method where trainees progress through a series of steps . Each step is designed to teach a specific skill or concept.

This method is best for teaching skills that can be broken down into small steps, such as how to use a computer program or how to operate a machine. It can also be used to train employees on safety procedures or quality control standards. (यो method को application)

Programmed instruction can be effective in teaching specific skills, but it can be boring and repetitive. It can also be difficult to develop effective programmed instruction materials. (यो method को criticism)

3. Simulation

This is a method of training that uses a model or replica of a real-world situation (जस्तै त्यो आगलागी भएको जस्तो एउटा emergency scene create गर्छ नि, training को लागि भनेर). Trainees can practice skills and learn from their mistakes in a safe and controlled environment.

Simulations are best for training employees on how to handle emergencies, operate complex machinery, or make decisions under pressure. They can also be used to train employees on customer service skills or sales techniques. (यो method को application)

Simulations can be expensive to develop and maintain, although they can be very effective in teaching the necessary skills. (यो method को criticism)

4. Group discussion

This is a method of training where trainees discuss a topic or problem with each other. It can help trainees to learn from each other’s experiences and to develop their communication and problem-solving skills.

Group discussion is best for training employees on how to work together, solve problems, or make decisions. It can also be used to train employees on new policies or procedures. (यो method को application)

Group discussion can be time-consuming and difficult to manage, but it can be a very effective way to train employees on how to work together. (यो method को criticism)

5. Laboratory training

This is a method of training that combines group discussion, role-playing, and other activities. It is designed to help trainees develop their interpersonal skills, such as communication, teamwork, and conflict resolution.

Laboratory training is best for training employees on how to work effectively with others. It can also be used to train employees on how to handle difficult situations, such as customer complaints or workplace conflict. (यो method को application)

Critical evaluation: Laboratory training can be expensive and time-consuming, but it can be a very effective way to train employees on how to interact with others. (यो method को criticism)