SECTION C SHORT ANSWER QUESTIONS [30 marks]
Answer all questions in this Section.
1. Outline the characteristics of effective work group. (5 marks)
2. Differentiate how Type A personalities and Type B personalities experience stress. (4 marks)
3. Distinguish between the terms personality and perception. (4 marks)
4. Name and explain Kurt Lewin’s model of change. (6 marks)
5. Outline strategies that are suitable to overcome resistance to change. (6 marks)
6. ‘One way to recognise why people behave as they do at work is to view an organisation as an iceberg’. Explain this statement
1. Characteristics of an effective work group include:
- Clear goals and objectives: The group should have a shared understanding of their purpose and what they need to accomplish.
- Trust and cooperation: Members should trust and support each other, and work collaboratively towards their goals.
- Effective communication: Open and honest communication is essential for sharing ideas, resolving conflicts, and making decisions.
- Defined roles and responsibilities: Each member should have a clear understanding of their role and what is expected of them.
- Diversity and inclusion: A diverse group with different perspectives and skills can bring fresh ideas and enhance problem-solving.
- Leadership and accountability: A strong leader can guide the group and hold members accountable for their actions and performance.
- Positive and supportive environment: A supportive and inclusive atmosphere encourages creativity, innovation, and motivation.
2. Type A personalities are characterized by competitiveness, impatience, and a high need for achievement. They tend to experience stress in a more intense and frequent manner. They may take on more responsibilities and work long hours, leading to physical and mental exhaustion, and higher levels of stress. They also tend to be more prone to aggressive and hostile behavior, which can further worsen their stress levels.
On the other hand, Type B personalities are more laid-back, relaxed, and less competitive. They tend to experience stress in a more manageable and moderate way. They are less likely to take on excessive workloads or feel the need for constant achievement. Type B individuals are generally more patient, have better time management skills, and are less likely to engage in aggressive or hostile behavior.
3. Personality refers to a set of stable and enduring traits, characteristics, and behaviors that define an individual's distinctive patterns of thinking, feeling, and behaving. It is the relatively stable and consistent aspects of a person that influence how they interact with others and respond to different situations.
Perception, on the other hand, refers to the way individuals interpret and make sense of the world around them. It includes the process by which individuals select, organize, and interpret information from their environment. Perception is subjective and can be influenced by an individual's values, beliefs, experiences, and expectations.
In summary, personality is the internal characteristics that shape an individual's behavior, while perception is the process of interpreting and making sense of the external world.
4. Kurt Lewin's model of change is known as the "unfreeze-change-refreeze" model. It consists of three stages:
- Unfreeze: This stage involves creating a readiness for change by preparing individuals and the organization for the change. It requires breaking down the existing behaviors, attitudes, and structures that are resistant to change. Unfreezing typically involves communicating the need for change, addressing resistance, and creating a sense of urgency.
- Change: This stage involves implementing the actual change. It may involve introducing new systems, processes, technology, or strategies. The change should be managed effectively, with clear communication, training, and support for individuals.
- Refreeze: This stage involves solidifying the change and integrating it into the organization's culture. It includes reinforcing new behaviors, providing ongoing support, and aligning systems and structures with the change. The goal is to ensure that the change becomes the new normal and is sustained over time.
5. Strategies to overcome resistance to change include:
- Communication and transparency: Clear and open communication can help employees understand the reasons for the change, address concerns, and reduce uncertainty.
- Participation and involvement: Involving employees in the change process, seeking their input and feedback, and giving them a sense of ownership can increase their acceptance and commitment to the change.
- Education and training: Providing training and development opportunities to enhance employees' skills and knowledge in relation to the change can help alleviate fear and resistance.
- Incentives and rewards: Offering incentives and rewards for embracing and adapting to the change can motivate employees and make the change more attractive.
- Support and coaching: Providing support, guidance, and coaching to employees during the change process can help them navigate through the challenges and uncertainties.
- Gradual implementation: Implementing the change in phases or gradually can help employees adjust and adapt to the change more easily.
6. The statement "One way to recognize why people behave as they do at work is to view an organization as an iceberg" suggests that there are visible and surface-level aspects of an organization that can be seen by everyone, but there are also hidden and deeper aspects that are not easily visible.
In this analogy, the visible part of the organization represents the formal structure, policies, procedures, and observable behaviors. It includes things like job titles, reporting relationships, and physical spaces. This visible part is what most people see and interact with on a daily basis.
However, just like an iceberg, there is a larger and more significant part of the organization that is hidden below the surface. This hidden part represents the informal culture, norms, values, beliefs, and attitudes that shape individuals' behaviors and decision-making. It includes things like communication styles, power dynamics, and group dynamics. These hidden aspects may not be immediately apparent and may require deeper exploration to understand why people behave the way they do.
By viewing an organization as an iceberg, one can gain a deeper understanding of the underlying factors that influence employee behavior and performance. It highlights the importance of considering both the visible and hidden aspects of an organization to effectively manage and lead people in the workplace.