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Agonistic behavior, or aggression, is exhibited by most of
the more than three million species of animals on this
planet. Animal behaviorists still disagree on a
comprehensive definition of the term, hut aggressive
behavior can be loosely described as any action that harms
an adversary or compels it to retreat. Aggression may serve
many purposes, such as Food gathering, establishing
territory, and enforcing social hierarchy. In a general
Darwinian sense, however, the purpose of aggressive behavior
is to increase the individual animal’s—and thus, the
species’—chance of survival.

Aggressive behavior may he directed at animals of other
species, or it may be conspecific—that is, directed at
members of an animal’s own species. One of the most common
examples of conspecific aggression occurs in the
establishment and maintenance of social hierarchies. In a
hierarchy, social dominance is usually established according
to physical superiority; the classic example is that of a
pecking order among domestic fowl. The dominance hierarchy
may be viewed as a means of social control that reduces the
incidence of attack within a group. Once established, the
hierarchy is rarely threatened by disputes because the
inferior animal immediately submits when confronted by a
superior.

Two basic types of aggressive behavior are common to most
species: attack and defensive threat. Each type involves a
particular pattern of physiological and behavioral
responses, which tends not to vary regardless of the
stimulus that provokes it. For example, the pattern of
attack behavior in cats involves a series of movements, such
as stalking, biting, seizing with the forepaws and
scratching with tile hind legs, that changes very little
regardless of the stimulus—that is, regardless of who or
what the cat is attacking.

The cat’s defensive threat response offers another set of
closely linked physiological and behavioral patterns. The
cardiovascular system begins to pump blood at a faster rate,
in preparation for sudden physical activity. The eves narrow
and the ears flatten against the side of the cat’s head for
protection, and other vulnerable areas of the body such as
the stomach and throat are similarly contracted. Growling or
hissing noises and erect fur also signal defensive threat.
As with the attack response, this pattern of responses is
generated with little variation regardless of the nature of
the stimulus.

Are these aggressive patterns of attack and defensive threat
innate, genetically programmed, or are they learned? The
answer seems to be a combination of both. A mouse is
helpless at birth, but by its l2th day of life can assume a
defensive threat position by backing up on its hind legs. By
the time it is one month old, the mouse begins to exhibit
the attack response. Nonetheless, copious evidence suggests
that animals learn and practice aggressive behavior; one
need look no further than the sight of a kitten playing with
a ball of string. All the elements of attack—stalking,
pouncing, biting, and shaking—are part of the game that
prepares the kitten for more serious situations later in life.
7) The passage asserts that animal social hierarchies are
generally stable because:

a) the behavior responses of the group are known by all its
members.
b) the defensive threat posture quickly stops most conflicts.
c) inferior animals usually defer to their physical superior.
d) the need for mutual protection from other species
inhibits conspecific aggression.

8) According to the author, what is the most significant
physiological change undergone by a cat assuming the
defensive threat position?

a) An increase in cardiovascular activity
b) A sudden narrowing of the eyes
c) A contraction of the abdominal muscles
d) The author does not say which change is most significant

9) Based on the information in the passage about agonistic
behavior, it is reasonable to conclude that:

I. the purpose of agonistic behavior is to help ensure the
survival of the species.
II. agonistic behavior is both innate and learned.
III. conspecific aggression is more frequent than i aggression.
a) I only
b) II only
c) I and II only
d) I,II and III only

10) Which of the following would be most in accord with the
information presented in the passage?

a) The aggressive behavior of sharks is closely inked to
their need to remain in constant motion.
b) fine inability of newborn mice to exhibit the attack
response proves that aggressive behavior must be learned.
c) Most animal species that do riot exhibit aggressive
behavior are prevented from doing so by environmental factors.
d) Members of a certain species of hawk use the same method
to prey on both squirrels and gophers.

11) The author suggests that the question of whether
agonistic behavior is genetically programmed or learned:

a) still generates considerable controversy among animal
behaviorists.
b) was first investigated through experiments on mice.
c) is outdated since most scientists now believe the genetic
element to be most important.
d) has been the subject of extensive clinical study.

12) Which of the following topics related to agonistic
behavior is NOT explicitly addressed in the passage?

a) The physiological changes that accompany attack behavior
in cats
b) The evolutionary purpose of aggression
c) Conspecific aggression that occurs in dominance hierarchies
d) The relationship between play and aggression

13) The author of this passage is primarily concerned with:

a) analyzing the differences between attack behavior and
defensive threat behavior.
b) introducing a subject currently debated among animal
behaviorists.
c) providing a general overview of aggressive behavior in
animals.
d) illustrating various manifestations of agonistic behavior
among mammals



Agonistic behavior, or aggression, is exhibited by most of the more than three million species of a..

Answer / ayyappa

7-c
8-a
9-c
10-b
11-b
12-d
13-a

Is This Answer Correct ?    2 Yes 2 No

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Case Study Please read the case given below and answer the questions given at the end. One afternoon in June 1972, Rao, industrial engineer of P.M.A. company, was called to the office of his immediate superior V.R. Naik, the production manager. Naik said, “Rao, I want to discuss a situation in the production department. A lot of people feel that Govindan is not the right man for the Assistant Superintendent’s position. The President and others have decided that I have got to fire Govindan or at least move him out of production. Everyone wants to fire Govindan, but I won’t do it to him. I was talking with Bhadra this morning, and we decided that you might be able to make use of Govindan in your department.” Rao was surprised by both the information, and the proposal. Naik concluded his comments with, “Rao, I am asking you to take Govindan. You can say ‘No’. But then he gets fired. I have told Govindan this. Also, Govindan knows that if he goes with you he will take a pay cut. However, I think you can make use of him both to your own and his satisfaction. You are, anyway, carrying out an in-process quality control, and you might be able to make good use of Govindan in view of his long technical experience of production work. Think it over, and let me know by tomorrow.” Rao thought over the matter. PMA company had been a successful enterprise until March 1972 at which time it suffered a sharp decline of profits : sales had fallen off, and production costs had risen. The President adopted three measures which he hoped would improve the condition. First, by creating an Industrial Engineering Department for establishing work standards on all production operations, to determine which manufacturing costs were out of line and where remedial action should be taken. Rao, 28 years old, who had been with the company for two years in the Purchasing department, was selected. Rao had B.E. and MBA degrees to his credit. What he lacked in his business experience he made up by his eagerness to learn. He was ambitious and liked by his associates. He wanted a transfer from Purchasing to Production for better opportunities for advancement. Secondly, he consulted a Management Consultation firm to make a study of the Production Department. They pointed out that the chain of command was too long from Production Manager through Plant Superintendent through Assistant Superintendent to Foremen. They recommended the elimination of the position of Assistant Superintendent. Thirdly, he engaged an Industrial Psychologist to appraise all the Supervisory Personnel. Govindan had been with the company for 20 years since its founding and during this period had worked on every production operation, and his last 11 years had been in supervisory capacity. His manners were rough and aggressive, he had little formal education. The industrial Psychologist’s report about Govindan contained the following points: (i) Evaluation for the position of Assistant Superintendent : Not good enough. (ii) Capacity for good human relations in supervision : Will have friction frequently. (iii) Need for development counseling: Counseling greatly needed. (iv) General evaluation: Govindan had a good ability profile. He suffers from a sense of inferiority. He does not like the responsibility of making decisions. His supervision is that of Autocratic type. Though he has the ability, as far as his personality make-up is concerned, he is out of place in the present position. Questions: 1. What is the problem in the case? Explain. 2. Explain Govindan’s behavior and work experience vis-à- vis the psychologist’s report. 3. How do you see Naik’s suggestion to Rao? Give reasons. 4. What are Rao’s considerations in taking a decision? What should he do? Explain.

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