ORGANISATIONAL BEHAVIOUR

PART A (Descriptive Type) = 24 PART B (Case Study) = 3 PART C (MCQ)=Objective Type = 120 Instant Downloadable Solution from AiDLo.com
PART A Question 1: "Some people view conflict as inherently bad whereas others believe that some degree of conflict in organizations is desirable" Which view do you subscribe to and why? Question 2: What is your understanding of Johari Window? What is the major difference between blind and hidden area, how does it facilitates a manager in his/her organizational life? Question 3: How can the field of OB contribute to the effective functioning of organizations and the well-being of the individual? Question 4: How can an understanding of transactional analysis be of value to a modern manager? Question 5: How will you determine the personality of a person? Also explain the personality traits that have relevance from the point of view of organizational behavior. Question 6: "To provide optimal incentive to the people at work to achieve desired results the management must understand the prevailing level and nature of motives because without such information, it would not be possible to use suitable incentives both tangible and intangible to effectively mobilize and direct human efforts towards the attainment of organizational goals." Elucidate the statement. Question 7: Write notes on following: a) Various perspectives and approaches to management theory.: b) Process of Social Learning: c) Mintzberg's Managerial Roles: d) Sigmund Freud's theory on personality development.: e) Barriers to effective communication. Question 8: What are the main characteristics or Organization Development? Do you think OD might work in the organization you are familiar with? Explain why or why not? Question 9: "Stress is a dynamic condition supposed to accompany opportunities and yet is characterized by individual exhaustions and diminished organizational accomplishments." Do you agree? Discuss Question 10: Identify the leadership style of your superior under whom you have worked either in academic setting or in a work setting and analyze its impact on your work performance and satisfaction.

Question 11: How will you us the concept of Transactional Analysis for removing dysfunctional behavior in your organization? Substantiate your answer with suitable illustration Question 12: What is stress? Is it always bad for the individual? Explain the nature, mechanism and classification of stress. Question 13: In our culture, do you think the traditional or the behavioral approach to conflict management is most frequently taken by the managers? Give the plausible reasons for your projected answer? Question 14: Apply the concepts of activities, interactions, and sentiments to the group in which you have been a member either in academic setting or in a work setting and describe the events. Describe for each concept the required and emergent behavior in that situation. Question 15: Describe your own pattern of needs and discuss the kind of work environment that will be most satisfying to you in terms of fulfilling your needs from the any theory of work motivation Question 16: Explain the concept of perceptual defence. What are most common perceptual errors that you make? How does it operate? How can we reduce it? Question 17: What is risky shift? Give an example of the operation of the phenomena in any situation that you are aware of, have been exposed to. Describe: A, the norms in any of your class project groups in which you have been identified, B. the extent of the cohesion in the group and the reasons therefore. Question 18: How are leadership theory and styles related to employee motivation? Explain with suitable examples. Question 19: Discuss in detail the contribution of Taylor to the development of management thought. Question 20: Do you think when managers make decisions, they follow the decision making steps as has been conceptualized in the rational decision making model? Which steps are likely to be overlooked or give inadequate attention? What can be the possible consequences of overlooking any of the steps? Question 21: "Participation is an excellent method for identifying differences and resolving conflict". Do you agree or disagree? Discuss with suitable examples. Question 22: Why does communication break down? How can communication be improved? Question 23: What is departmentalization? Why is it required? Discuss any one form of departmentalization. Question 24: What do you understand by authority and power? How are they different from each other?

PART B CASE STUDY - 1 Space organization and Human Behaviors The Records Room of the Exchange Control Department of the Welfare Cooperative Bank is a work unit manned by ten record clerks and the supervisor, Ms. Janki. Mr. Bhisnoi is the manager in charge of the Records Room (RR), a responsibility that is rather insignificant compared to his other duties. The RR serves to store the files sent by the various sections as and when customers applications are disposed off and the case is treated as closed and retrieve them as and when needed by the sections. Centralization of the records maintenance function and maintenance of the records at the farthest end of the ground floor of the bank and helped to present a pleasant and neat appearance of the customers and improve customer service, since the respective sections could get the files from the RR without loss of their time in searching for these in their cabinets. Requests for stored files used to be sent generally to RR by the concerned sections every day at 10.00 AM and 3.00 PM. In case of urgent need, the clerks from the sections would request the files in person and these were always made available to them without delay. Ms. Janki was in overall in charge of supervising the staff and all paper work connected with the movement of the files. The tasks were invariably carried out smoothly and efficiently by the RR staff. The Records room was spacious, and enclosed by walls on three sides and a strong steel wire mesh on the fourth side, facing the front side of the hall, with a door. The movement of the files was through the door. A second door on the wall on the east opened to the street and was always kept bolted from within, except when one of the staff had to use it to go out or come in form the street side. Access to the RR was limited, and a messenger boy always stood guard at the front entrance door. He would permit admission only to other messenger boys and clerks with request challans. None else could come in. This tight safeguard was necessary so that people could not come in anytime they wanted and remove the files themselves. The ten record clerks worked harmoniously and helped one another whenever there was a flood of requests for files. At such times, they would often stay 30 minutes to an hour late in the evening or come early in the morning to organize the returned files. They took great pride in efficiently servicing the sections during the day without delays. On certain days the crew would have less work and spend their time chatting, tossing clips and

rubber bands at each other, or solving crossword puzzles. People outside the RR had no direct view of what was going in there, but many envied the group for the spirit of camaraderie that prevailed in it. The bank recently bought extra computers to speed up its ever expanding operations and reduce the cumbersome and tedious manual record keeping procedures. Since no space was initially earmarked for the incoming computers, the premises department of the bank decided to house the computer facilities in the RR area and move the Records Room to the third floor of the building, where the manager, Mr. Bhisnoi had his office. The decision to move was communicated to the RR staff, and the shifting was done during the weekend. On Monday when the RR crew reported for work, they found that the third floor office was smaller and rectangular in space in contrast to the big square room they had on the first floor. The RR was exposed in view to the other sections on the floor, and the manager, Mr. Bhisnoi, was sitting in his cabin right outside the RR. Some of the specially designed cabinets used for temporarily storing the returned files were retained by the computer division for their use, and thus, the RR also ran short of cabinets. Ms. Janki tried to get the cabinets returned and stacked against the steel mesh as before, but the director of the computer lab requested her to put up with the inconvenience till the new file cabinets ordered for the lab were received. The RR clerks felt they were exposed to the whole world and were unhappy that they could no longer talk to each other freely, solve crossword puzzles, or operate as before without attracting the attention of those sitting outsides. To make matters worse, Mr. Bhisnoi frequently instructed Janki to make sure that the returned files were stored neatly and not thrown all over the place, making the area look untidy and shabby. Her complaints regarding lack of cabinets fell on deaf ears. The unique privileges the RR group once enjoyed were no more theirs to enjoy. Ms. Janki, who had always got along well with her staff who rendered efficient services to the sections, was now getting nervous and full of anxiety about her future. Her stress was heightened when Mr. Bhisnoi called her one day and said that he observed clerks throwing clips at each other and if were not able to control them, she should either resign or seek a transfer. The RR clerks who liked Ms. Janki and did not want to cause her any trouble, thereafter pretended to be quiet and hardworking whenever thy saw Mr. Bhisnoi come out of his cabin. They hid all the returned files in a corner where nobody could notice them, even as thy continued to talk, throw clips, and solve crossword puzzles when nobody was observing them.

Ms. Janki just found, to her utter dismay, that about 300 returned files were lying in a hidden corner of the room unattended, and the requisition slips, which were hitherto promptly serviced, now lay piling up inside the clerks desk drawers.

Questions 1: What are the required and emergent behaviors of the Records room group in the old and the new setting? What were the factors influencing the emergent behaviors in both situations? What were the consequences of the emergent behaviors in each case? Questions 2: What were the norms of the group before and after the shift? How did these norms affect group cohesion and performance? Question 3: If you were Mr. Bhisnoi, what would you do now? CASE STUDY - 2 Kailash General Hospital Question 1: Why is there such conflict between these groups? Question 2: What are the consequences of this conflict? Question 3: What will you do as a consultant to this hospital? Case Study - 3 Question 1: The management of RKM Enterprises is not professional and is family-based. Analyze and comment. Question 2: Analyze the changes brought in by Rohit.

PART C Objective Type Set -1

Q1. The four systems of management were provided by-a. Likert b. Blake and Mouton c. Fred Fiedler d. Hersey and Blanchard Q2. Crossed transactions are also called-a. Gallows transactions b. Complementary transactions c. Non-complementary transactions d. Ulterior transactions Q3. Expert Power is based on-a. Special knowledge and expertise b. Punishment and influence c. Charisma d. Power and Status Q4. The tendency of a tightly knit group to bring individual thinking in line with group thinking is called-a. Polarization b. Delphi Technique c. Group shift d. Group think Q5. The developmental branch of MBO was developed by-a. Drucker b. Odiome c. Mc. Gregor d. Keith Davis Q6. Job- involvement is a type of-a. Belief b. Attitude c. Value d. Personality Q7. The concept of transactional analysis was introduced by-a. Dorothy Jongeward b. Thomas Harris c. Eric Berne d. Murial James Q8. The process through which a new employee is introduced to the job /organization is-a. Internal Mobility

b. Selection c. Placement d. Orientation Q9. _______ theories assert that specific behavior differentiate leaders from non- leaders. a. Systems theories. b. Contingency theories c. Behavioral theories d. Trait theories Q10. Theory Z represents the adaptation of-a. Chinese management b. American management c. Japanese management d. British Management Q11. Formal conflict is a type of-a. Goal conflict b. Organizational conflict c. Role conflict d. Group conflict Q12. Which of the following are core disciplines contributing to organizational behavior? a. Economics, Semantics & physiology b. Psychology, sociology & anthropology c. Mathematics & engineering d. Political science, economics & history Q13. The horizontal system of communication is also known as-a. Interactive system b. Abandoned system c. Popular system d. Representative system Q14. Culture is transmitted to employees through-a. Rituals b. Stories c. Jargons d. All the above Q15. The father of scientific management is-a. F W Taylor b. Henry Fayol c. F W Lanchester d. James Mooney Q16. The carrot and stick theory of motivation is related to--

a. Theory X b. Theory Y c. Theory Z d. Hertzberg's 2 factor theory Q17. The basic assumption of organizational behavior relates to-a. Nature of people and organization b. Technology c. External social system d. Internal resource chanellisation Q18. Stereotyping refers to judging people based on-a. Single Characteristic b. Group characteristic c. Attribution d. Motives & desires Q19. A mechanism by which the superior & subordinate jointly set the goals and plan the activities needed for the purpose is-a. Planning b. MBO c. MBE d. Strategic management Q20. Management grid incorporates ___________ major styles of leadership. a. Five b. Three c. Seven d. Nine Q21. The layers of management are technically referred to as-a. Managerial design b. Managerial hierarchy c. Managerial levels d. Managerial status Q22. The ability & power to develop new ideas is referred to as-a. Innovation b. Creativity c. Productivity d. All the above Q23. One of the objectives of organizational change is-a. Changes in an organization's level of adaptation to its environment b. Increased motivation c. Greater innovation d. Increased productivity Q24. Who has (have) formulated 'Life Cycle Theory' of leadership--

a. Hersay & Blanchard b. Fiedler c. Reddin d. Likert Q25. Laswell formula of communication deals with-a. Synchronic & diachronic modes b. Communication sequence c. Communication competence d. Communication control Q26. Theories of Learning does not include-a. Classical Conditioning b. Operant Conditioning c. Natural Learning d. Cognitive Learning Q27. The 'Big Five' dimensions of personality includes-a. Extroversion b. Agreeableness c. Conscientiousness d. All the Above Q28. Father of administrative management is-a. L. Urwick b. F W Taylor c. Max Weber d. Henry Fayol Q29. _________ is a unit of recognition. a. Stroke b. Ego-State c. Transaction d. Life-Position Q30. Which among them is a not an element of perception? a. Control b. Interpretation c. Registration d. Stimulus Q31. Max Weber is associated with-a. Administrative Theory b. Scientific Management c. Hawthorne experiments d. Bureaucracy Q32. One of the sub-systems of OD is-a. Management Development

b. Managements Diversion c. Management Disintegration d. Management integration Q33. Resistance to change can be overcome by-a. Participation & involvement b. Manipulation & cooptation c. Facilitation & Support d. All the above Q34. Which is positively associated with group cohesiveness? a. Expert power b. Referent Power c. Legitimate Power d. Reward Power Q35. System restructuring approach to conflict management involves-a. Rotation of Personnel b. Change of perception c. Authoritative command d. Collaborative behaviors Q36. Who has conducted the Auto kinesis experiments? a. Sheriff b. Merceil c. Shaw d. Pavlov Q37. Mc. Celland's theory of motivation does not include-a. Achievement motivation b. Power motivation c. Affiliation motivation d. Money motivation Q38. Angular & Duplex transactions are type of-a. Simplex transactions b. Complex transactions c. Crossed transactions d. Complementary transactions Q39. The set of techniques by which reinforcement theory is used to modify human behavior is-a. OB Mod b. OD techniques c. Control techniques d. MBTI Q40. Divergent Perceptual sets may cause-a. Industrial conflicts

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b. Attitude c. Absenteeism d. Indiscipline

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Objective Type Set 2

1. The Hawthorne experiment was started by: a. Kurt Lewin b. B.F.Skinner c. Elton Mayo d. W.Dickson 2. Father of scientific Management: a. F.W.Taylor b. Max Weber c. Henri Fayol d. L.Urwick 3. Father of Administrative Management: a. F.W.Taylor b. Max Weber c. Henri Fayol d. L.Urwick 4. The Carrot and Stick theory of motivation is related to: a. Theory X b. Theory Y c. Theory Z d. Maslows need hierarchy 5. The dual factor theory given by: a. Maslow b. Herzbery c. Vroom d. Adam 6. Learning is a.. behavior. a. Permanent b. Flexible c. Relatively permanent d. Natural 7. The concept of observational learning given by: a. Watson b. Thorndike c. Bandura d. Skinner

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8. Reinforcement principle is associated with: a. Tollman b. Hull c. Skinner d. Guthrie 9. Attribution theory has been proposed by: a. Kelly b. Hull c. Dollard & Miller d. Pavou 10. a. b. c. d. 11. The ERG theory is related to: Maslow Herzberg Alderfer McGregor

The motives which are unlearned but not physiologically based are called: a. Prime Motives b. Secondary Motives c. General Motives d. None Equity theory of motivation has been advocated by: Porter & Lawler Adams Vroom Argyris Rorchach is a: Personality inventory Projective technique Situational test Group test Individual exposed to ambiguous picture and to makeup a story: MMPI TAT Rorschach Brooktest

12. a. b. c. d. 13. a. b. c. d. 14. a. b. c. d.

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15. a. b. c. d. 16. a. b. c. d. 17. a. b. c. d. 18. a. b. c. d. 19. a. b. c. d. 20. a. b. c. d. 21. a. b. c. d.

Field theorists are called: Trait theorist Learning theorist Holistic theorist Work theorist Which one is called as trait theorist: Rogers Sheldon Maslow Dollard & Miller The father of stress: Kohler Hans Selye Cooper & Marshal Pestonjee Perceptual Organization is determined by: Functional factor Mental set Physiological factors None Divergent perceptual sets may cause: Industrial conflict Absenteeism Indiscipline Attitude One of the sub-process of perception: Halo effect Set Feedback Thinking Cluster is a type of: Grapevine Informal Organization Formal Organization None

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22. a. b. c. d. 23. a. b. c. d. 24. a. b. c. d. 25. a. b. c. d. 26. a. b. c. d. 27. a. b. c. d. 28. a. b. c. d.

The basic influence in informal organization is: Position Power Authority control Bases of power identified by: French & Raven. French & Bell French French & Thomas Elements of interaction, activity and sentiments given by: Homans Asch Janis Watson There are Two Three Four Five Asch experiment was on: Decision Making Group Pressure Group think Group size Labor power represents: A power bloc A power elite Power corollary None Which is positively related with group cohesiveness: Legitimate power Expert power Referent power None stages of group development:

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29. a. b. c. d. 30. a. b. c. d. 31.

Authority can be classified as: Relation, traditional and charismatic Basic, general and independent Coercive, legitimate and reference None Who has conducted auto kinesis experiments: Shaw Mereil Sherif None

Which of the following is more relevant in determining ability of individuals to remember communication over time: a. Non-verbal communication b. Feedback c. Presentation d. None Which of the following is concerned with an understanding of interpersonal styles in social encounters: a. Communication Networks b. Johari Window c. Flow pattern of message d. None Which of the is communication networks is more effective vis-vis speed and accuracy of performance: a. Circle b. Wheel c. Diagonal d. None Which one is called a naturalistic or an organic organization? Project Matrix Free form None

32.

33.

34. a. b. c. d. 35.

Which of the following is the vertical expansion of jobs: a. Job enlargement

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b. Job enrichment c. Job rotation d. None 36. a. b. c. d. 37. a. b. c. d. 38. a. b. c. d. 39. Which is neo classical theorist: Fayol Kahn Worthy None Which of the following is the vertical expansion of job: Job design Job enrichment Job rotation Job enlargement One of the objectives of organizational change is: Increased motivation Greater innovation Change in an organizations level of adaptation to its environment. None

provided five OD steps comprising diagnosis, strategy planning, education, consulting and training and evaluation: a. Blake and Mouton b. Lippitt c. White d. Beckhard One of the advantages of process consultation is: Stress on participants involvement Involvement of title time and cost Focus on significant interpersonal inter group problems None

40. a. b. c. d.

Objective Type Set 3

Q1. Which of the following was NOT a need proposed by David McClelland's Theory of Needs?

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Q2. Managers engage in ________ to increase their power and pursue goals that favor their individual and group interests. Q3. Which of the following is NOT A motivator according to Herzberg? Q4. Cognitive Dissonance theory has been given by Q5. The purpose of feedback in communication is Q6. Self Esteem means Q7. The Hawthorne experiment was started by: Q8. --------------is the systematic study of the ways interaction, interdependence and influence among persons affect their behavior and thoughts Q9. Psychoanalytic theory has been propounded by? Q10. MBO was first suggested by? Q11. The three levels of analysis that are studied in organizational behavior are? Q12. Which type of leaders gives complete freedom to their employees Q13. ------------refers to the ability of individuals or groups to induce or influence the beliefs or actions of other individuals or groups? Q14. Robert Own , Charles Babbage , Henry R. Lowne , Andrew Ure and Charles Duplin contributed to the ___________school of management thought? Q15. Which of the following is not a leadership theory? Q16. Which is an advantage of decentralization? Q17. Which type of departmentation is useful only at the lowest level of organizations? Q18. Which managerial function gives attention to influencing and motivating employees to improve performance and achieve corporate objectives? Q19. The _______ refers to the delivery by one individual to another of the right to act, to make decisions, to requisition resources and to perform other tasks in order to fulfill job responsibilities Q20. In the process of communication, the translation of intended meanings into words and gestures is known as? Q21. The establishment of a distinct area, unit of subsystem of an organization over which a Q22. Which of the following processes shows how an individual seeks information about a certain issue and how he interprets that information? Q23. The organization chart is a way of showing? Q24. When a manager secures the agreement of a colleague to work on a project in return for the promise of providing the colleague with some extra remuneration, what type of power is he or she exercising? Q25. Which of the following is not one of the steps identified as part of the controlling process?

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Q26. Which of the following refers to changing a task to make it inherently more rewarding , motivating and satisfying? Q27. When people are resisting because of adjustment problem, the _________method for dealing with resistance to change is commonly used Q28. According to Fieldler's contingency model, leadership situations can be analyzed in terms of three elements. What are they? Q29. Which of the following characteristic distinguishes authority? Q30. Which of these refers to the set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects or people in the environment Q31. The tendency to place the primary responsibility for one's success or failure either within oneself or on outside forces is referred to as Q32. The tendency to see one's own personal traits in other people is called Q33. Which of the following theories deals with employee's perception of fairness? Q34. A financial budget that estimates cash flows on a daily basis or weekly basis to ensure that the company can meet its obligations is called a Q35. ______ is a process whereby companies find how others do something better than they do and then try to imitate or improve on it. Q36. Standing plans are Q37. Which of the following is not a perceptual distortion Q38. Nonverbal communication behaviors includes Q39. Democratic leadership is also known as--(b) Participative Q40. A significant part of a manager's job is an orgnisation is to use the tools and techniques developed through OB research to increase organizational

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