Organizational Behavior December 2026
Q.1: At GreenLeaf Logistics, the CEO is concerned that several high-performing employees have recently displayed unpredictable work behavior, ranging from bursts of enthusiasm and collaboration to episodes of withdrawal and missed deadlines. Follow-up conversations suggest that emotional reactions to organizational changes, such as new technology rollouts and process updates, may be a driving force. The management team wants to understand how emotional functions impact employee adaptation and motivation during change initiatives. Based on established models of emotions and their functions in organizational behavior, how should GreenLeaf’s management team apply these concepts to promote adaptive responses and sustained motivation among employees during periods of significant change?
Answer:
Introduction:
Organizational change can be stressful for employees. They may experience different emotions such as insecurity or threat or, on the contrary, excitement or hope about the upcoming transformations. That is why the apparently dysfunctional behavior of Greenleaf Logistics’s top performers could be the result of their emotions deriving from the planned changes. Emotions are very critical in organizational behavior. There is a strict connection between these two elements. For instance, Affective Events Theory (AET) focuses on the fact that different events generate emotional responses which, in turn, affect one’s attitude towards the work and one’s behavior. In the same way, emotions seem to be essential mediators of the change process. They are present at every stage of it, shaping one’s opinions and level of adaptability and, eventually, the final outcome. That is why the management of Greenleaf Logistics should pay attention to the impact of emotions on the change process and decision-making.
This is partially solved sample answer
Buy complete NMIMS solved assignments for the December 2026 session.
General/Generic Assignment at just ₹180 per assignment.
Customized/ Unique Assignment at just ₹500 per assignment.
Contact No: +91 9741410271 (WhatsApp)
OR
Mail to: smu.assignment@gmail.com
Q.2 (A): At an international financial services company, the CEO introduces a bonus structure that rewards the top 10% of performers annually. Despite clear criteria and competitive monetary rewards, survey data indicate that employees just below the cut-off feel demotivated and start reducing their discretionary effort. Team leaders report increasing complaints about collaboration and resource sharing as employees compare their input-output ratios. Assess the bonus structure through the lens of Equity Theory and discuss its potential long-term effects on organizational culture and collaboration.
Answer:
Introduction:
Equity theory was proposed by J. Stacy Adams and is used to understand how employees compare their inputs and outputs with other workers. When the bonuses were introduced, only 10% of international financial services company employees were selected to receive them. Although the criteria for selection and the size of the payments are clear and defined, there is a chance that people who did not reach the 10th percentile feel deceived or experience issues of injustice. The theory helps recognize the consequences of the discussed bonus policy on the motivation and productivity of the workers contacted.
Q.2 (B): A multinational organization is facing rising tensions between its marketing and finance departments. The marketing head consistently requests increased funds for new campaigns, while the finance head insists on cost control due to limited budget. Meetings have become unproductive, with both sides defending their perspectives and failing to reach consensus. The CEO wants to foster a collaborative climate and resolve this interdepartmental impasse to ensure both strategic innovation and financial sustainability. Evaluate the effectiveness of different conflict management strategies (competition, compromise, collaboration, avoidance, and accommodation) that the CEO might employ in this scenario.
Answer:
Introduction:
However, conflict is inevitable between the two departments because they have different aims, responsibilities, and interests. In the case of departments’ conflict, marketing wants to obtain additional funds to ensure campaign progress, innovate, and expand, but finance wants to limit costs and ensure stability. If the conflict between finance and marketing departments is not resolved, it will lead to dysfunction and, as a consequence, decrease in the overall performance of the organizational system. Thus, the CEO should choose a strategy to resolve the conflict. Compromise, collaboration, accommodation, avoidance, and competition are five approaches to manage and resolve interdepartmental conflicts. Depending on the impact on the conflicting parties and organizational goals, these five approaches should be used in particular situations.