UGC NET June 2020 (Paper-I) 29th September Morning Shift

Much is still unknown about human behavior. Unanswered questions remain and further research is necessary. Knowledge about motivation, leader behavior, and change will continue to be of great concern to practitioners of management for several reasons: It can help improve the effective leadership of human resources; it can help in preventing resistance to change, restriction to output, and personnel disputes; and often it can lead to a more productive organization. Our intention has been to provide a conceptual framework that may be useful to you in applying the conclusions of the behavior sciences. The value that a framework of this lend has is not in changing one's knowledge, but in changing one's behavior in working with people.
We have discussed three basic competencies in influencing: diagnosing - being able to understand and interpret the situation you are attempting to influence adapting - being able to adapt your behavior and the resources you control to the contingencies of the situation; and communicating - being able to put the message in such a way that people can easily understand and accept H. Each of these competencies is different and requires a different developmental approach. For example, diagnosing is cognitive or of the mind in nature and requires thinking skills; adapting is behavioral in nature and requires behavioral practice; and communicating is process-oriented and requires learning and interrelating the key steps in the process. Because these three competencies require different knowledge and skills, how do we continue the process that we started with.
The key to starting the process of changing behavior is sharing what you have learned with other people in your own organization. Two things occur when people who work together all have a common language. First they are able to give each other feedback and help in a very rational, unemotional way that effects behavior.
Second, when followers start to realize that if their manager is using situational leadership, it is not the manager, but their behavior, that determines the leadership style to be used with them.
Which of the following prohibits resistance to change?

A. Common language among people in an organization will ensure unbiased feedback
B. People are known for fluctuating behaviour
C. Peoples behaviour influences the leader
D. Emotions and human behaviour are separate and easily explicable
Choose the correct answer from the options given below:

A. Descriptive message
B. Inattentiveness
C. Too much reliance on the written word
D. Limited retention
E. Logical organization
F. Flow of thought
Choose the correct answer from the options given below:

Assertion A: Human touch in communication enables students to become participatory
Reason R: In a technology-driven classroom environment, the communicative role of a teacher is secondary.
In light of the above statements, choose the correct answer from the options given below

Choose the correct answer from the options given below:

Statement I: Persuasive communication by a teacher in the classroom is intended to make his/her version of information acceptable to students Statement II: If it happens at the institutional level, his purpose behind it is image building
In light of the above statements, choose the most appropriate answer from the options given below: