Organisational Behaviour Managing Resources

Fixation, regression, withdrawal, and aggression are all forms of job dissatisfaction. Fixation refers to being stuck in a negative mindset about one's job, unable to see any positive aspects. Regression involves reverting to less mature or productive behaviors as a response to job dissatisfaction. Withdrawal refers to distancing oneself mentally or physically from the job, disengaging and becoming less committed. Aggression involves expressing frustration and dissatisfaction through hostile or negative behaviors towards colleagues or the organization. These forms of job dissatisfaction can have a significant impact on an individual's overall job experience and well-being.

The correct answer is when an individual removes themselves from the organization and can include absenteeism, extended breaks, or seeking employment elsewhere. This explanation is based on the given information that withdrawal refers to an individual removing themselves from the organization. This can manifest in various ways such as absenteeism, taking extended breaks, or actively seeking employment elsewhere.

Externally caused behavior refers to behavior that is not under the control of the individual. This means that the individual is not able to determine or influence this behavior, as it is influenced by external factors or circumstances. These external factors can include environmental conditions, social pressures, or other people's actions. In contrast, behavior that is under the control of the individual is determined by their own choices, thoughts, and actions.

Internally caused behavior refers to behavior that is under the control of the individual. This means that the individual has the ability to consciously choose and control their behavior. They are aware of their actions and have the power to make decisions and act accordingly. This is in contrast to externally caused behavior, which is influenced by external factors and not entirely within the individual's control.

An instrumental value refers to the types of behaviors that are expected by the organization. This means that it represents the actions, conduct, and attitudes that individuals are required to exhibit in order to align with the organization's goals and values. It focuses on the means or methods used to achieve desired outcomes rather than the outcomes themselves.

Fixation refers to the behavior of an individual who continuously presents the same arguments or attempts to solve problems using solutions that are already known to be ineffective in addressing the current situation. This behavior can hinder progress and prevent the exploration of new and more effective alternatives. It is not related to nasty gossip, absenteeism, extended breaks, seeking employment elsewhere, or exhibiting immature or childish behavior such as sulking, tantrums, depression, or feeling exceptionally low.

Visionary leadership fits this description because it involves the ability to develop the organization beyond its current situation and communicate a credible vision for its development. Visionary leaders are able to articulate their vision in a clear and articulate manner, ensuring that it is understood by stakeholders. They have the ability to inspire and motivate others to work towards the vision and drive change within the organization. This type of leadership is focused on long-term goals and has a strong emphasis on innovation and forward-thinking.

Consensus refers to a situation where all individuals involved in the same or similar situation behave or respond in the same way. It implies a general agreement or harmony among the group, indicating a shared understanding or common decision-making. The given answer accurately captures this concept, highlighting the key aspect of consensus as the uniformity of behavior or response in a given situation.

Terminal values refer to the ultimate goals or desired outcomes that individuals or organizations strive to achieve. These values represent the end result and reflect what is considered important and desirable. They serve as guiding principles and influence decision-making and behavior. Terminal values can vary between individuals and organizations, as they are based on personal or collective aspirations and objectives.

Hygiene factors refer to the factors that are associated with job dissatisfaction, rather than job satisfaction. These factors include aspects such as salary, working conditions, company policies, and job security. They are considered essential for preventing job dissatisfaction but do not necessarily lead to job satisfaction. On the other hand, motivating factors are related to job satisfaction and include aspects such as recognition, achievement, responsibility, growth opportunities, and the work itself. The correct answer states that motivating factors associated with job satisfaction are separate from those linked with dissatisfaction, emphasizing the distinction between the two.

The stage described in the question is "storming." This stage occurs when individuals in a group start to assert their opinions and ideas, leading to conflicts and power struggles. During this stage, members may jockey for positions of leadership, control, and influence within the group. They may also have different priorities and goals, causing differences and tensions among the members. This stage is crucial for the group to move forward and establish a clear direction.

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Job involvement refers to the extent to which a person identifies with and is engaged in their job. It reflects the level of enthusiasm, dedication, and absorption an individual has towards their work. Job involvement goes beyond job satisfaction, which is a broader concept that encompasses overall feelings and attitudes towards one's job. Organizational commitment, on the other hand, refers to an individual's emotional attachment and loyalty to their organization. Therefore, job involvement is the most appropriate term to describe the level of identification and engagement an individual has with their job.

The correct answer is "forming, storming, norming, performing, and mourning". This sequence represents the five stages of group development. In the forming stage, the group comes together and individuals get to know each other. This is followed by the storming stage, where conflicts and disagreements arise as members establish their roles and assert themselves. The norming stage is when the group establishes norms, rules, and values to guide their behavior. In the performing stage, the group works together effectively towards their goals. Lastly, the mourning stage represents the end of the group, where members may experience a sense of loss or sadness.

The correct answer describes aggression as the act of spreading nasty and unfounded gossip and rumors about the organization, blaming them for causing frustration through physical aggression such as punching managers or sabotaging. This behavior is characterized by violent and destructive actions towards others.

Charismatic leadership fits this description because it emphasizes the leader's ability to inspire and motivate others through their own personal qualities and vision. The leader in this type of leadership is positive, self-confident, and committed to achieving a better future for the organization. They are willing to take personal risks and bear costs to achieve their vision, which aligns with the description provided.

The stage that follows the stage described is "performing". In this stage, the group is able to work together effectively and efficiently. They have resolved any conflicts and have developed a sense of trust and cooperation. They are now able to allocate tasks and work towards achieving their goals as a cohesive unit.