2nd Assignment of organization Behavior, M.com

Danish Saqi www.facebook.com/mdanishsaqi
Q1: - Differentiate between affect, emotion, mood, and the
importance in organizational behavior.
Answer:
Affect:
“Affect is a generic term that covers a broad range of feelings that people experience. It is
an umbrella concept that encompasses both emotions and moods”.
“A broad range of feelings that people experience. Affect can be experienced in the form
of emotions or moods”.
Emotion:
Emotions are intense feelings that are directed at someone or something.
Mood:
Moods are feelings that tend to be less intense than emotions and that often (though not
always) lack a contextual stimulus
Example:
If someone is rude to you, you will feel angry. That intense feeling of anger probably
comes and goes fairly, may be even in a matter of seconds. When you are in a bad mood,
though, you can feel bad for several hours.
Difference betweenAffects, emotions, moods:
Affect is a broad range of feelings that people experience. Affect can be experienced in
the form of emotions or moods.
Emotions are reactions to an object, not a trait. They are objecting specific. You show
your emotions when you are “happy about something, angry at someone, afraid of
something.”
Moods, on the other hand, are not directed at an object. Emotions can turn into moods
when you lose focus on the contextual object. So when a work colleague criticizes you
for the way you spoke to a client, you might become angry with him [emotion]. However,
later in the day, you might find yourself just generally dispirited. This affective state
describes a mood.

Mood Emotion
Duration Relatively Long term Relatively short term
Time Pattern Gradual onset, continuous, tonic Rapid onset, episodic, phasic
Intensity Relatively weak Relatively strong
Causation Not caused by specific events Caused by a specific even
Function Provides information about
current state of self
Provides information about current state of
situation
Directedness Unfocussed Takes specific object
Importance of Affect, Emotion and Mood in Organizationbehavior:
There some important point of Affect, Emotion and mood in Organization behavior,
which are following:
1. Emotion and Selection:
Emotions affecting the employee effectiveness and helps to select the perfect employee
for a job. The manager can easily judge the employee experience with their emotions.
2. Decision Making
Emotions are an important part of the decision-making process in organizations.
3. Creativity
Positive mood increases creativity.
4. Motivation
Emotional commitment to work and high motivation are strongly linked.
5. Leadership
Emotions are important to acceptance of messages from organizational leaders.
6. Interpersonal Conflict
Conflict in the workplace and individual emotions are strongly intertwined.
7. Negotiation
Emotions can impair negotiations.
8. Customer Services
Emotions affect service quality delivered to customers, which, in turn, affects
customer relationships.
9. Job Attitudes

Can carry over to home
10. Deviant Workplace Behaviors
Negative emotions lead to employee deviance (actions that violate norms and
threaten the organization).
11. How managers Can Influence Moods?
 Use humor and give their employees small token of appreciation for work well
done.
 Be in good mood
 Select positive team members
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Q2:- Explain the source of emotions and moods.
Answer:
Emotions:
The personal feelings, the “cultural contract” that individuals have bought into to guide
their day-to-day thoughts, habits, attitudes, commitment, and patterns of daily behavior. These
emotions will be a major input into the clash or compatibility of the two cultures
Sources of Emotions and Moods:
1. Personality
Do you scream at the TV when your team is losing a big game while your friend
seems like she could care less that her team has no chance of winning? Consider another
situation. Noel and Jose are coworkers. Noel has a tendency to get angry when a
colleague criticizes her ideas during a brainstorming session. Jose, however, is quite calm
and relaxed, viewing such criticism as an opportunity for improvement. What explains
these different reactions? Personality predisposes people to experience certain moods and
emotions.
2. Day and Time of the Week
Most people are at work or school Monday through Saturday. For most of
Pakistan, that means the weekend is a time of relaxation and leisure. Does that suggest
that people are in their best moods on the weekends?
3. Weather
When do you think you would be in a better mood? When it’s 70 degrees and sunny
or when it’s a gloomy, cold, rainy day? Many people believe their mood is tied to the
weather. However, evidence suggests that weather has little effect on mood.
a. Illusory correlation
Illusory correlation explains why people tend to think that nice weather
improves their mood. Illusory correlation occurs when people associate two
events but in reality, there is no connection.
4. Stress
Stress affects emotions and moods. For example, students have higher levels of
fear before an exam, but their fear dissipates once the exam is over. At work, stressful

daily events (a nasty email, an impending deadline, the loss of a big sale, being
reprimanded by your boss, and so on) negatively affect employees’ moods.
5. Social Activities
Do you tend to be happiest when you are at a barbeque with friends or out to
dinner to celebrate a family member’s birthday? For most people, social activities
increase positive mood and have little effect on negative mood. But do people in positive
moods seek out social interactions, or do social interactions cause people to be in good
moods? It seems that both are true.
6. Sleep
Sleep quality affects mood. Undergraduates and adult workers who are sleep-
deprived report greater feelings of fatigue, anger, and hostility. One of the reasons why
less sleep, or poor sleep quality, puts people in a bad mood is because it impairs decision-
making and makes it difficult to control emotions. A recent study suggests that poor sleep
the previous night also impairs people’s job satisfaction the next day, mostly because
people feel fatigued, irritable, and less alert.
7. Exercise
People take exercise to improve their mood. However, does “sweat therapy”
really work? It appears so. Research consistently shows that exercise enhances people’s
positive mood. It appears that the therapeutic effects of exercise are strongest for those
who are depressed. Although the effects of exercise on moods are consistent, they are not
terribly strong. Therefore, exercise may help put you in a better mood, but do not expect
miracles.
8. Age
One study of people aged 18 to 94 years revealed negative emotions seem to
occur less as people get older. Periods of highly positive moods lasted longer for older
individuals and bad moods faded more quickly. The study implies that emotional
experience tends to improve with age so that as we get older, we experience fewer
negative emotions
9. Gender
The common belief is that women are more in touch with their feelings than men are that
they react more emotionally and are better able to read emotions in others. Is there any
truth to these assumptions? The evidence does confirm differences between men and
women when it comes to emotional reactions and the ability to read others. In contrasting
the genders, women show greater emotional expression than men; they experience

emotions more intensely; and they display more frequent expressions of both positive and
negative emotions, except anger.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Q3: - Highlight different external constrains on emotion
Answer:
External constraints on emotions
An emotion that is acceptable on the athletic playing field may be very unacceptable
when exhibited at the workplace. Similarly, what are appropriate in one country is often
inappropriate in another. These facts illustrate the role that external constraints play in shaping
displayed emotions.
Every organization defines boundaries that identify which emotions are acceptable and
the degree to which they can be expressed. The same applies in different cultures. In this article,
we look at organizational and cultural influences on emotions.
1. Organizational Influences:
If you cannot smile and appear happy, you are unlikely to have much of a career working
at a Disney amusement park. In addition, a manual produced by McDonald states that its counter
personnel must display traits such as sincerity, enthusiasm, confidence, and a sense of humor.
There is no single emotional sought by all organizations. However, at least in the United
States, the evidence indicates that a bias against negative and intense emotions. Expressions of
negative emotions such as fear, anxiety, and anger tend to be unacceptable except under fairly
specific conditions. For instance, one such condition might be a high-status member of a group
conveying impatience with a low-status member. Moreover, expressions of intense emotion,
whether negative or positive, tend to be unacceptable because they seen as undermining routine
task performance. Again, there are exceptional conditions in which this is true, for example, a
brief grieving over the sudden death of a company CEO or the celebration of a record year of
profits.
2. Cultural Influences:
Cultural norms dictate that employee in service organizations should smile and act
friendly when interacting with customers. But this norm does not apply worldwide. In Israel,
smiling by supermarket cashiers is seen as a sign of inexperience, so cashiers are encouraged to
look somber. In Moslem cultures, smiling is frequently taken as a sign of sexual attraction, so
women are socialized not to smile at men. Employees in France are likely to experience a
minimal degree of emotional dissonance because they make little effort to hide their true
feelings. French retail clerks are infamous for being surly toward customers. Wal-Mart has found
that its emphasis on employee friendliness, which has won them a loyal following among US
shoppers, does not work in Germany. Accustomed to a culture where are customer traditionally

comes last serious German shoppers have been turned off by Wal-Mart friendly greeters and
helpful personnel.
The above examples illustrate the need to consider cultural factors as influencing what is
or are not considered as emotionally appropriate. What is acceptable in one culture may seem
extremely unusual or even dysfunctional in another. In addition, cultures differ in terms of the
interpretation they give to emotions.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Q4: - How do our emotion and moods influence our job
performance and satisfaction? This can be explained
through affective event theory (AET). Describe AET and its
importance.
Answer:
Affective Event Theory:
Affective Events Theory (AET) is a psychological model designed to explain the
connection between emotions and feelings in the workplace and job performance, job
satisfaction and behaviors. AET is underlined by a belief that human beings are emotional and
that their behavior is guided by emotion.
AET and Its Importance:
The theory begins by recognizing that emotions are a response to an event in the work
environment. The work environment includes everything surrounding the job;
 The variety of tasks
 Degree of autonomy,
 Job demands, and
 Requirements for expressing emotional labor.
This environment creates work events that can be hassles, uplifts, or both.
Examples of hassles are colleagues who refuse to carry their share of work, conflicting
directions by different managers, and excessive time pressures. Examples of uplifting events
include meeting a goal, getting support from a colleague, and receiving recognition for an
accomplishment.
These work events trigger positive or negative emotional reactions. However, employees’
personalities and moods predispose them to respond with greater or lesser intensity to the event.
For instance, people who score low on emotional stability are more likely to react strongly to
negative events. And their mood introduces the reality that their general affect cycle creates
fluctuations. So a person’s emotional response to a given event can change depending on mood.
Finally, emotions influence a number of performance and satisfaction variables such as
organizational citizenship behavior, organizational commitment, level of effort, intentions to
quit, and workplace deviance.
In summary, AET offers two important messages.

1. Emotions provide valuable insights into understanding employee behavior. The
model demonstrates how workplace hassles and uplifts influence employee
performance and satisfaction.
2. Employees and managers shouldn’t ignore emotions and the events that cause them,
even when they appear to be minor, because they accumulate.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Q5: - How we can implement emotion and moods in selection,
decision making, creativity, motivation and leadership.
Answer:
Selection
One implication from the evidence to date on EI is that employers should consider it a
factor in hiring employees, especially in jobs that demand a high degree of social interaction. In
fact, more and more employers are starting to use EI measures to hire people. A study of U.S.
Air Force recruiters showed that top-performing recruiters exhibited high levels of EI. Using
these findings, the Air Force revamped its selection criteria. A follow-up investigation found that
future hires that had high EI scores were 2.6 times more successful than those who did not by
using EI in selection;
The Air Force was able to cut turnover rates among new recruiters in one year by more
than 90 percent and save nearly $3 million in hiring and training costs. At L’Oreal, salespersons
selected on EI scores outsold those hired using the company’s old selection procedure. On an
annual basis, salespeople selected on the basis of emotional competence sold $91,370 more than
other salespeople did, for a net revenue increase of $2,558,360.107
DecisionMaking
The study of decision making in organizations have emphasized rationality. They have
downplayed, or even ignored, the role of sadness, anxiety, fear, frustration, happiness, envy, and
similar emotions. Yet it is naive to assume that feelings do not influence our decisions. Given the
same objective data, we should expect that people might make different choices when they are
angry and stressed out than when they are calm and collected.
Positive people, in contrast, know when a solution is good enough. Indeed, positive
emotions seem to help decision-making. Positive emotions can increase problem-solving skills
and help us understand and analyze new information. For example, someone in a positive mood
may be better able to infer that a subordinate’s performance problems were due to some network
problems.
Creativity:
People who are in good moods are more creative than people in bad moods, say some
researchers. They produce more ideas, others think their ideas are original, and they tend to
identify more creative options to problems. It seems that people who are experiencing positive
moods or emotions are more flexible and open in their thinking, which may explain why they’re
more creative. Supervisors should actively try to keep employees happy because this will create

more good moods (employees like their leaders to encourage them and provide positive feedback
on a job well done), which in turn leads people to be more creative.
Motivation:
The Affective Events Theory demonstrated, people are not cold, unfeeling machines.
Their perceptions and calculations of work events are filled with emotional content that
significantly influences how much effort they exert. Moreover, when you see people who are
highly motivated in their jobs, they are emotionally committed. People who are engaged in their
work “become physically, cognitively, and emotionally immersed in the experience of activity,
in the pursuit of a goal.
All peoples do not emotionally engage in their work. Therefore, if we focus only on those
who are not, we will not be able to explain behaviors such as the biologist who forgets to have
dinner and works late into the night, lost in the thrill of her work. The effects of mood and
emotions on motivation and suggest that organizations that promote positive moods at work are
likely to have a more motivated workforce.
Leadership:
The ability to lead others is a fundamental quality that organizations look for in
employees. Effective leaders rely on emotional appeals to help convey their messages. In fact,
the expression of emotions in speeches is often the critical element that makes us accept or reject
a leader’s message. “When leaders feel excited, enthusiastic, and active, they may be more likely
to energize their subordinates and convey a sense of efficacy, competence, optimism, and
enjoyment.” Politicians, as a case in point, have learned to show enthusiasm when talking about
their chances of winning an election, even when polls suggest otherwise.
Corporate executives know that emotional content is critical if employees are to buy into
their vision of their company’s future and accept change. When higher-ups offer new visions,
especially when the visions contain distant or vague goals, it is often difficult for employees to
accept those visions and the changes they will bring. So when effective leaders want to
implement significant changes, they rely on “the evocation, framing, and mobilization of
emotions.” By arousing emotions and linking them to an appealing vision, leaders increase the
likelihood that managers and employees alike will accept change.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Q6: - Explain followings:
i. Problem solving teams
ii. Self managed work teams
iii. Cross functional teams
iv. Virtual teams
Answer:
1. Problem Solving Teams:
A group of individuals assembled to work on a project that involves resolving one or
more issues that have already arisen or to deal effectively with issues as they arise. In a business
context, a problem solving team will typically be formed for a limited time frame incorporating
staff from different organizational levels with various relevant skill sets.
The Problem Solving Teams (PST) Methodology
1. A detailed analysis of strategy and specific goals
2. A comprehensive problem-solving methodology of 4 phases, 12 steps
3. The selection and analysis of problems at current projects
4. Guidance and feedback from the facilitator to apply PST to the problem
5. Action points for strategy, processes, client relations and teamwork
6. Following up on decisions at real project work
7. Evaluating progress and making improvements at following sessions
8. Participants share the process with their teams afterwards
2. Self managedwork team:
A self-managed work team is a group of employees that is responsible and accountable
for all or most aspects of producing a product or delivering a service. Traditional organizational
structures assign tasks to employees depending on their specialist skills or the functional
department within which they work.
A self-managed work team carries out supporting tasks, such as planning and scheduling
the workflow and managing annual leave and absence, in addition to technical tasks.
Management and technical responsibilities are typically rotated among the team members.

Benefits
Self-managed work teams have greater ownership of the tasks they perform and
the product or service they deliver. Self-managed work teams tend to be loss costly and
more productive than employees working within a traditional hierarchical structure
because the team performs both technical and management tasks. Team members may
also fill in for each other to cover holidays and absences. Decisions made by self-
managed teams are more effective because the people who know most about the job
make them.
3. Cross-Functional Team:
Cross-functional teams (or CFTs) are groups that are made up of people from
different functional areas within a company—marketing, engineering, sales, and human
resources.
For example, these teams take many forms, but they are most often set up as working
groups that are designed to make decisions at a lower level than is customary in a given
company. Either they can be a company's primary form of organizational structure, or
they can exist in addition to the company's main hierarchical structure.
For cross-functional teams to succeed, several factors have been identified that are
imperative:
 Team members must be open-minded and highly motivated.
 Team members must come from the correct functional areas.
 A strong team leader with excellent communication skills and a position of
authority is needed.
 The team must have both the authority and the accountability to accomplish the
mission it has been given.
 Management must provide adequate resources and support for the team, both
moral and financial.
 Adequate communications must exist.
Without any one of these elements, any cross-functional team will be fighting an uphill
battle to succeed.
4. Virtual teams
“Virtual teams are the group of individuals spread across different time zones,
cultures, languages or, ethnicities which are united by a common goal”.
“Virtual team is defined ‘as groups of geographically, organizationally and/or
time dispersed workers brought together by information and telecommunication
technologies to accomplish one or more organizational tasks’.

Generally, virtual teams are formed for temporary period of time to achieve a critical task
say, problem solving or new product development.
For example is that of the virtual team formed by Whirlpool Corporation in late 1990s
for its new product development division. The experts from United States, Brazil and
Italy were brought together to form a virtual team to develop a chlorofluorocarbon-free
refrigerator.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Q7: - How we can create effective teams?
Answer:
There are five stages for Teams or group formation:
1. Forming:
In this stage, most team members are positive and polite. Some are anxious, as
they have not fully understood what work the team will do. Others are simply excited
about the task ahead. As leader, you play a dominant role at this stage, because team
members' roles and responsibilities are not clear. This stage can last for some time, as
people start to work together, and as they make an effort to get to know their new
colleagues.
2. Storming:
Next, the team moves into the storming phase, where people start to push against
the boundaries established in the forming stage. This is the stage where many teams fail.
Storming often starts where there is a conflict between team members' natural working
styles. People may work in different ways for all sorts of reasons but, if differing working
styles cause unforeseen problems, they may become frustrated.
Storming can also happen in other situations. For example, team members may
challenge your authority, or jockey for position as their roles are clarified. Or, if you have
not defined clearly how the team will work, people may feel over whelmed by their
workload, or they could be uncomfortable with the approach you're using.
Some may question the worth of the team's goal, and they may resist taking on
tasks. Team members who stick with the task at hand may experience stress, particularly
as they don't have the support of established processes, or strong relationships with their
colleagues.
3. Norming:
Gradually, the team moves into the norming stage. This is when people start to
resolve their differences, appreciate colleagues' strengths, and respect your authority as a
leader. Now that your team members know one another better, they may socialize
together, and they are able to ask one another for help and provide constructive feedback.
People develop a stronger commitment to the team goal, and you start to see good
progress towards it. There is often a prolonged overlap between storming and norming,
because, as new tasks come up, the team may lapse back into behavior from the storming
stage.

4. Performing:
The team reaches the performing stage, when hard work leads, without friction, to
the achievement of the team's goal. The structures and processes that you have set up
support this well. As leader, you can delegate much of your work, and you can
concentrate on developing team members. It feels easy to be part of the team at this stage,
and people who join or leave will not disrupt performance.
5. Adjourning
Many teams will reach this stage eventually. For example, project teams exist for
only a fixed period, and even permanent teams may be disbanded through organizational
restructuring. Team members who like routine, or who have developed close working
relationships with colleagues, may find this stage difficult, particularly if their future now
looks uncertain.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Q8: - Describe the role of effective communication in
organization change.
Answer:
Communication:
The sharing of information between people within an enterprise that is performed
for the commercial benefit of the organization. In addition, business communication can
also refer to how a company shares information to promote its product or services to
potential consumers.
Role of Effective Communication
Communication occurs between two or more parties to exchange business related
information. The success of a business depends on the efficacy of business
communication. For this, communication is regarded as the lifeblood of business. The role
of efficient communication is discussed below:
1. Exchanging information: Communication is mainly the exchange of information
between two or more parties. Through communication, organizations exchange
information with internal and external parties. Communication also brings dynamism in
organizational activities and helps in attaining goals.
2. Preparing plans and policies: Communication helps in preparing organizational plans
and policies. Realistic plans and policies require adequate and relevant information. The
managers collect required information from reliable sources through communication.
3. Execution of plans and polices: For timely implementation of plans and policies,
managers must disseminate those in the whole organization. In order to disseminate the
plans and policies to the internal and external parties, managers rely on communication.
4. Increasing employee’s efficiency: Communication also helps in increasing the efficiency
of employees. With the help of communication, organizational objectives, plans, policies,
rules, directives and other complex matters explain to the employees that broaden their
knowledge and thus help them to be efficient.
5. Achieving goals: Effective communication helps the employees at all levels to be
conscious and attentive. It ensures timely accomplishment of jobs and easy achievement
of goals.

6. Solving problems: Through various communication channels, the managers can be
informed of various routine and non-time problems of the organization and accordingly
they take the necessary actions of steps to solve the problems.
7. Making decisions: Making timely decisions requires updated information. Through
effective communication, managers can collect information from different corners and can
make the right decisions.
8. Improving industrial relation: Industrial relation is the relation between workers and
management in the workplace. Good industrial relation is always desired for business
success. Communication plays a vital role in creating and maintaining good industrial
relation.
9. Publicity of goods and services: In the modern age, business is becoming highly
competitive. Almost very competing manufacturer produces products of common
consumption. However, not all of them can sell equally well. The organization that can
communicate better, can also sell better.
10. Removing controversies: Effective communication allows smooth flow of information
among various parties involved in the negotiation or transaction. As a result, conflicts,
controversies and disagreements can be resolved easily.
11. Enhancing employee satisfaction: If there is free and fair flow of information in the
organization, it will certainly bring mutual understanding between management and
workers. Such understanding enhances the satisfaction of employees.
12. Enhancing loyalty: Effective communication helps the managers to be aware of the
performance of their subordinates. In such a situation, the subordinates try to show their
good performance. Later on, if management praises their performance, it will enhance
employees’ loyalty.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Q9: - Explain the role of leadership in organization behavior.
Answer:
Leadership:
“Leadership is the action of leading people in an organization towards achieving goals.
Leaders do this by influencing employee behaviors in several ways. A leader sets a clear vision
for the organization, motivates employees, guides employees through the work process and
builds morale”.
Role of Leadership in Organization behavior:
The leader plays three types of roles, which are following;
1. Interpersonal Roles:
The interpersonal roles are ones that involve people (subordinates and persons
outside the organization) and other duties that are ceremonial and symbolic in nature. The
three interpersonal roles include figurehead, leader, and liaison.
 Figurehead: symbolic head; performs a number of routine duties of a legal
or social nature.
 Leader: motivates and activates subordinates; performs staffing, training,
and associated duties.
 Liaison: maintains a self-developed network of outside contacts and
informers who provide favors and information.
2. Informational Roles:
The informational roles involve collecting, receiving, and disseminating
information. The three informational roles include monitor, disseminator, and
spokesperson.
 Monitor:
Seeks and receives a wide variety of special information (much of it
current) to develop a thorough understanding of the organization and
environment; emerges as the nerve center of internal and external
information for the organization.

 Disseminator:
Transmits information received from outsiders or from other
subordinates to members of the organization. Some information is factual;
some involves interpretation and integration of diverse value positions of
organizational influences. Disseminating what is of value, and how, is a
critical informational role.
 Spokesman:
Transmits information (plans, policies, results, etc.) within and
outside of the organization; serves as an expert on the organization's
industry.
3. Decisional Roles:
Finally, the decisional roles entail making decisions or choices. The four
decisional roles include entrepreneur, disturbance handler, resource allocator, and
negotiator
 Entrepreneur: searches the organization and its environment and initiates
improvement projects to bring about change; supervises design of certain
projects as well.
 Disturbance Handler: takes corrective action when the organization faces
important, unexpected disturbances.
 Resource Allocator: allocates the organization's resources; makes or
approves of all significant organizational decisions.
 Negotiator: represents the organization at major negotiations.
A Leadership is never static; it is always dynamic. At any given time, a leader
may carry out some combination of these roles to varying degrees, from none of the time
to 100 percent of the time. Throughout an individual's working life, a person may hold
various management positions that call upon different roles.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Q10: - Explain organization behavior in global perspective.
Answer:
Globalization:
“Globalization is the process in which people, ideas and goods spread throughout the
world, spurring more interaction and integration between the world's cultures, governments and
economies”.
“The trend toward a unified global economy involving free trade and a free flow of
capital between countries”
Forces of Globalization:
 Products, services, people, technologies, and financial capital move relatively
freely across national borders
 Tariffs, currency laws, travel restrictions, immigration restrictions, and other
barriers to these international flows become less difficult to manage.
 Unified world market in which to sell products and services, and acquire resources
Culture:
Many countries have different culture in their economy and uses the product according to
culture. For example; Alcohol is restricted in Muslim countries, so all product, which is used
with alcohol will not be sale on these countries.
Opportunities:
The globalization provides four types of opportunities, which are following;
1. Growth:
Globalization provides the growth opportunity to organization. The
organization can grow their business on international level and makes
maximum profit.
2. Diversification of risk:
It is also an advantage of globalization, if one branch is in risk, the
organization can level it with the help of other branch and can transfer the
necessary good and activities or ideas.

3. Economies on sale:
According to globalization, the organization can increase their sale on
international level and make maximum profit.
4. Location Advantages:
Some time the organization takes the location advantages. If the
organization is near to the resources then the organization can save the
transportation expanses and decrease the price of product.
Risk:
There are three types of risk over the world, which are following;
1. Political Risk; some time the political pressure refuse to develop or release the
product or run organization.
2. Economic Risk; different types of taxes and charges are changing with day to day,
so it is difficult to judge, that an organization will be working properly.
3. Managerial Risk; due to place, convenience, and labour, it is difficult to manage
the organization and run it properly.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

2nd Assignment of organization Behavior, M.com

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2nd Assignment of organization Behavior, M.com