Management and Organizational Behavior

Overachievers are most susceptible to burnout because their high standards and perfectionism drive relentless work without adequate recovery. They push themselves beyond sustainable limits, ignoring exhaustion. Their identity is tied to achievement, making it hard to rest. Option A correctly identifies overachievers. 'Over looser' in option B appears to be a typo.

The traditional view of conflict, prevalent in the early 20th century, argued that conflict was a sign of poor management and should be avoided or eliminated entirely.

The interactionist view of conflict encourages functional conflict, arguing that a group that is too harmonious or peaceful is prone to stagnation and that some conflict is necessary for innovation and performance.

Avoiding is a conflict-handling style characterized by the desire to withdraw from or suppress a conflict, often to maintain peace or because the individual feels the conflict is not worth the effort.

Equity theory focuses on determining whether the distribution of resources is fair to both relational partners. Equity is measured by comparing the ratio of contributions and benefits for each person.

Motivation plays a critical role in employee productivity, quality and speed of work.Leaders are typically held accountable to motivate their team, which is quite challenging. On the other hand, intrinsic motivation occurs when people are motivated to perform a behavior or activity because it is personally rewarding

Autocratic leadership, also known as authoritarian leadership, is a leadership style characterized by individual control over all decisions and little input from group members. Autocratic leaders typically make choices based on their ideas and judgments and rarely accept advice from followers.

An organisation is a collection of interdependent decision-making units that exists to pursue organisational objectives. Every organisation accepts inputs and transforms them into outputs. All organisational system pursue certain objectives through a process of resource allocation, which is accomplish through the process of managerial decision-making.

If it is a global organization it means creating both standardized and customized products. Global organizations sell standard products in every region across the globe. It promotes the the process of globalization which helps to increase the interdependence among the different nations of the world.

Internal forces for organizational change originate from within the organization, such as changes in employee attitudes, management strategies, or internal processes. Economic and political forces are external.

The SIP (Symbolic Interactionist Perspective) Model explains how employees adopt attitudes and behaviors based on social cues from others in their workplace. This model emphasizes that behavior is learned through observation of and interaction with others, particularly influential figures (the text likely has a typo where 'peers' was written as 'agars').

The term management is often etymologically linked to the Greek word 'nomos' (meaning law or management) or the Latin 'manus' (hand). In the context of this specific curriculum, it is identified as Greek.

In management theory, administration is generally considered a higher-level function that sets policies, making management a part of the broader administrative process, or vice versa depending on the school of thought. Option C is the standard answer in many academic contexts.

The post-World War II era saw a massive expansion in management education and the publication of management literature.

Management by Objectives (MBO) is a management model that aims to improve the performance of an organization by clearly defining objectives that are agreed to by both management and employees.