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Kongu Engineering College, Perundurai, Erode 638 052.

(An Autonomous Institution affiliated to Anna University, Coimbatore)

Department of Management Studies

07MB104 - Organizational Behaviour
Part A (1 Mark Questions)
Unit I
1. Organizational behavior is all of the following EXCEPT: (DoD3)
a) A field of study
c) An applied field
e) Studying what people do in an organization
g) An intuitive analysis of human behavior
2. The best approach for obtaining knowledge about human behavior is: (DoD2)
a) The common sense approach
b) An observational approach
c) A systematic approach
d) A theoretical approach
3. _____ means that organizations are becoming more heterogeneous in terms of gender,
race, and ethnicity. (DoD1)
a) Globalization
b) Workforce diversity
c) Affirmative action
d) Organizational culture
4. _____ has helped us understand differences in fundamental values, attitudes, and
behavior between people in different countries. (DoD1)
a) Anthropology
b) Psychology
c) Social psychology
d) Political science
5. What behavioral science discipline has made the MOST significant contributions to
understanding individual behavior? (DoD2)
a) Sociology
b) Social psychology
c) Psychology
d) Anthropology
6. Which of the following is NOT a characteristic of physical ability? (DoD1)
a) Stamina
b) Strength
c) Looks
d) Dexterity
7. The learning concept of reinforcing closer and closer approximations to the desired new
behavior is called: (DoD1)
a) Modeling
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b) Shaping
c) Classical conditioning
d) Social learning
8. Eliminating any reinforcement that is maintaining an unwanted behavior is called: (DoD1)
a) Extinction
c) Negative reinforcement
b) Punishment
d) Positive reinforcement
9. Learning techniques that allow individuals to manage their own behavior so that less external
management control is necessary are termed: (DoD1)
a) Self-management
c) Reengineering
b) MBO
d) Mentor programs
10. The application of reinforcement concepts to individuals in the work setting is referred to as:
a) Classical conditioning
c) Reengineering
b) Self-management
d) Behavior modification
11. The belief that "discrimination is wrong" is a value statement. Such an opinion is the _____
component of an attitude. (DoD2)
a) Cognitive
c) Reactive
b) Affective
d) Behavioral
12. If attitudes and behavior are inconsistent, individuals will most likely: (DoD4)
a) Change their behavior.
c) Change either their attitudes and/or
b) Change their attitudes.
d) Do nothing.
13. Quietly continuing to do your work, even though you're dissatisfied, is what type of response
to dissatisfaction? (DoD1)
a) Exit
c) Loyalty
b) Voice
d) Neglect
14. Raju is unhappy with his job. He takes every possible vacation and sick day and sometimes
shows up for work late. He is expressing his dissatisfaction by: (DoD5)
a) Exit
c) Loyalty
b) Voice
d) Neglect
15. An individual's personality is determined by: (DoD1)
a) Heredity
c) Situational factors
b) Environment
d) All of the above
Unit - II
16. Which dimension of the Big Five model refers to an individual's propensity to defer to
others? (DoD2)
a) Extroversion
c) Emotional stability
b) Agreeableness
d) Openness to experience
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17. Holland's theory of personality-job fit argues that job satisfaction is highest and turnover
lowest where: (DoD1)
a) A personality and occupation are in agreement.
b) An individual is highly motivated.
c) Salary is high.
d) Employees have an education.
18. Emotions that are organizationally-required and considered appropriate in a given job are
termed: (DoD4)
a) Felt emotions
c) Conditional emotions
b) Displayed emotions
d) Exposed emotions
19. Which of the following is NOT a dimension of emotional intelligence? (DoD1)
a) Self-awareness
c) Self-motivation
b) Self-management
d) Self-evaluation
20. Because it is impossible for us to assimilate everything we see, we engage in: (DoD2)
a) Selective perception
c) Mental desensitization
b) Memorization
d) Periodic listening
21. The drive to become what one is capable of becoming is which level of Maslow's hierarchy
of needs? (DoD1)
a) Social
c) Physiological
b) Self-actualization
d) Esteem
22. Which of the following were considered higher-order needs by Maslow? (DoD1)
a) Physiological, safety, social
b) Safety, social, esteem
c) Esteem, self-actualization
d) Social, esteem, self-actualization
23. A Theory X manager would assume employees would: (DoD2)
a) Like work
c) Need to be controlled
b) Seek responsibility
d) Exercise self direction
24. Two-factor theory suggests that extrinsic factors such as _____ cause dissatisfaction. (DoD5)
a) Advancement
c) Achievement
b) Working conditions
d) Recognition
25. Individuals with a high need to achieve prefer all of the following EXCEPT: (DoD1)
a) Job situations with personal
c) Overcoming obstacles
d) Feedback
b) A high degree of risk
26. According to the goal-setting theory of motivation, goals should be: (DoD2)
a) Extremely difficult
c) Difficult but attainable
b) Easy
d) Just a bit beyond his or her potential.
27. The degree to which organizational rewards satisfy an individual's personal goals or needs
and the attractiveness of those potential rewards for the individual is the ____ relationship.
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a) Rewards-personal goals
b) Performance-reward
c) Effort-performance
d) Rewards-effort
28. A theory based on "needs" is the premise for theories by all of the following EXCEPT:
a) McClelland
c) McGregor
b) Alderfer
d) Maslow
29. A participative process that uses the entire capacity of employees and is designed to
encourage increased commitment to the organization's success is: (DoD1)
a) MBO
c) Reengineering
b) Employee involvement
d) OB Mod
30. Work groups of employees and supervisors who meet regularly to discuss their quality
problems and recommend solutions is a form of participative management called: (DoD1)
a) Department teams
c) Evaluation teams
b) Cooperative groups
d) Quality circles
Unit -III
31. _____ is an incentive plan where improvements in group productivity determine the total
amount of money that is allocated. (DoD3)
c) Variable pay
b) Gainsharing
d) Scanlon plan
32. To motivate professionals, you should do all of the following EXCEPT: (DoD2)
a) Provide them with ongoing challenging projects
b) Give them autonomy
c) Force them to assume managerial responsibilities
d) Allow them to structure their work in ways that they find productive
33. In order to maximize the motivation of a diverse workforce, the key word will be: (DoD1)
a) Fairness
c) Status
b) Flexibility
d) Money
34. The stage in group development which is characterized by uncertainty is: (DoD1)
a) Norming
c) Forming
b) Storming
d) Performing
35. Which of the following is NOT an external condition imposed on the group? (DoD1)
a) Group composition
c) Formal regulations
b) Authority structure
d) Performance evaluation system
36. The most recent approach to group decision making blends the nominal group technique with
sophisticated computer technology. It is called the: (DoD2)
a) Delphi technique
b) Electronic meeting
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c) Nominal technique

d) None of the above

37. How others believe you should act in a given situation is a: (DoD1)
a) Norm
c) Role expectation
b) Stereotype
d) Role perception
38. Group cohesiveness is increased with each of the following EXCEPT: (DoD4)
a) When the group is heterogeneous.
b) When the group has spent a great deal of time together.
c) When external threats exist.
d) When the group is physically isolated.
39. Brainstorming is: (DoD2)
a) Used to build group cohesiveness.
b) A technique that tends to restrict independent thinking.
c) A process for generating ideas.
d) Used mainly when group members cannot agree on a solution.
40. Which of the following does NOT explain the current popularity of teams? (DoD5)
a) Teams outperform individuals when the tasks require multiple skills.
b) Teams enable organizations to better utilize employee talents.
c) Teams are a means to increase employee motivation.
d) Teams do not require employee participation in operating decisions.
41. _____ is an attribute of work teams which results in a level of performance that is greater
than the sum of the individual inputs. (DoD1)
a) Synergy
c) Energy
b) Enthusiasm
d) Initiative
42. _____ teams go farther than problem-solving teams in getting employees involved in workrelated decisions and processes. (DoD1)
a) Problem identification
c) Virtual
b) Self managed
d) Performance

43. Which is NOT one of the three primary factors that differentiate virtual teams from face-toface teams? (DoD1)
a) The absence of nonverbal and paraverbal cues.
b) Limited social contact.
c) Increased social rapport.
d) The ability to overcome time and space constraints.
44. Which of the following is true of teamwork as compared to individual work? (DoD1)
a) Teams have increased communication demands.
b) Teams have conflicts to be managed.
c) Teams have meetings to be run.
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d) All of the above.

45. Effective teams require which of the following skills? (DoD2)
a) Problem-solving skills.
c) Interpersonal skills.
b) Technical expertise.
d) All of the above.
Unit - IV
46. All of the following are advantages of diversity except: (DoD1)
a) Increased flexibility
c) Multiple perspectives
b) Increased creativity
d) Increased cohesiveness
47. Memos, letters, e-mail, fax transmissions, and organization periodicals represent(DoD2)
a) Informal organizational communication channels
b) Formal organizational communication channels
c) Written communication
d) Techno communication
48. Jake tells his boss only what he believes the boss wants to hear. He is engaging in: (DoD1)
a) Filtering
c) Jargon
b) Selective perception
d) Feedback
49. In dealing with cross-cultural communication, a manager might practice putting herself in the
place of the employee, a method termed: (DoD3)
a) Sympathy
c) Symbolic interaction
b) Empathy
d) Semantics
50. Which of the following is NOT a dimension of trust? (DoD1)
a) Integrity
c) Loyalty
b) Competence
d) Distance
51. Which of the following is NOT an individual factor related to political behavior? (DoD1)
a) Personality traits
b) Perceived alternatives
c) Declining organizational resources
d) Expectations of success
52. The process by which individuals attempt to control the impressions others form of them is:
a) Impression management
c) Defense behavior
b) Misdirection
d) Perception management
53 If no one is aware of conflict, it is generally agreed that: (DoD1)
1. Employee-employer relations will be good.
2. Conflict is subversive.
3. No conflict exists.
4. Conflict is inevitable.
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54. The traditional view of conflict argues that conflict: (DoD1)

a) Cannot be avoided.
c) Is good for a group.
b) Must be avoided.
d) Improves productivity.
55. The _____ view of conflict argues that some conflict is absolutely necessary for a group
a) Perform effectively.
d) Traditional
b) Human relations
e) Functional
c) Interactions
56. The presence of conditions that create opportunities for conflict to arise is the ______ stage
of the conflict process. (DoD2)
a) Potential opposition
c) Vision
b) Cognition
d) Intentions
57. Integrative bargaining focuses relationships on: (DoD5)
a) I win -- you lose.
c) Resistance to bargaining.
b) The short term.
d) The long term.
58. During which phase of the negotiation process do the parties exchange their initial proposals
or demands? (DoD2)
a) Preparation and planning
b) Definition of ground rules
c) Clarification and justification
d) Bargaining and problem-solving
59. Institutionalization is when(DoD1)
a) You become a part of your organization.
b) An organization takes on a life of its own.
c) You are offered a life-time position.
d) An organization employs over 1,000 people.
60. Which of the following is not a characteristic of organizational culture? (DoD1)
a) Attention to detail
c) Formalization
b) Innovation
d) Team orientation
Unit - V
61. The unanimity of a strong culture builds all of the following EXCEPT: (DoD2)
a) Cohesiveness
c) Quality
b) Loyalty
d) Organizational commitment
62. Culture is most likely to be a liability when: (DoD5)
a) It increases consistency of behavior.
b) The environment is dynamic.
c) Management is incompetent.
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d) It reduces ambiguity.
63. Culture-creation occurs in all of the following ways EXCEPT: (DoD1)
a) Founders only hire and keep employees who think and feel the way they do.
b) Founders indoctrinate and socialize employees to their way of thinking and feeling.
c) Founders traditionally keep their vision secret from all organizational members.
d) The founders' own behavior acts as a role model that encourages employees to identify
with them and thereby internalize their beliefs.
64. All of the following serve to sustain a culture EXCEPT: (DoD1)
a) Selection.
c) Socialization.
b) Formalization.
d) Top management.
65. _____ is the process that adapts employees to the organization's culture. (DoD1)
a) Training
c) Socialization
b) Mentoring
d) Communicating
66. Which of the following is NOT a characteristic of a spiritual organization? (DoD2)
a) Focus on individual development
b) Employee empowerment
c) Censorship of employee expression
d) Trust and openness
67. Which of the following argues that employees will no longer be able to rest on their previous
accomplishments and success? (DoD3)
a) Continuous improvement
c) Team management
b) MBO
d) Authoritative management
68. What is action research? (DoD1)
a) Analysis of flow sheets
b) Diagnosis
c) Systematic collection of data and analysis
d) Overload
69. Resistance can be: (DoD2)
a) Overt
b) Implicit

c) Immediate
d) All of the above

70. Refreezing involves: (DoD1)

a) Movement to a new state
b) Retrograde to an old state
c) Making a new change permanent
d) Training employees for change
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71. The arrangement of one's workplace is important primarily because: (DoD2)

a) It significantly influences social interaction.
b) It signifies status.
c) It affects security of confidential information.
d) It affects workers' health.
72. Which programs focus on an employees' mental and physical condition? (DoD4)
a) Fitness programs
c) Alternative programs
b) Health programs
d) Wellness programs
73. Which of the following are wellness programs? (DoD1)
a) Quitting smoking
c) Losing weight
b) Controlling alcohol abuse
d) All of the above
74. What helps individuals better cope with job demands? (DoD1)
a) Stress management
c) Training
b) Time management
d) Cross training
75. Which of the following types of technology are changing the workplace? (DoD1)
a) Cell phones
d) All of the above
b) Computer Networks
c) PDAs
Part B (4 Mark Questions) - Unit I

What are the contributing disciplines to OB. Briefly write about each discipline? (DoD3)
Trace the historical development of OB. (DoD1)
What are the determinants of personality? (DoD1)
What are the attributes of personality? (DoD1)
What are personality traits? (DoD2)
Part B (4 Mark Questions) - Unit II

6. Briefly digress on values and attitudes. (DoD2)

7. What are the components and functions of attitudes? (DoD1)
8. Explain briefly about the basic concepts pertaining to Motivation. (DoD3)
9. What is a Group? Briefly describe the various types of groups. (DoD1)
10. Differentiate between formal groups and informal groups. (DoD1)
Part B (4 Mark Questions) - Unit III
11. What are the factors that contribute to group cohesiveness? (DoD1)
12. What is organization culture? How it can influence individual performance? (DoD1)
13. Diagrammatically explain Maslows need Hierarchy Theory. (DoD3)
14. How would you go about changing and strengthening culture? (DoD1)
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15. Why is change a permanent factor in human life? (DoD2)

Part B (4 Mark Questions) - Unit IV
16. How would you go about tackling resistance to change? (DoD1)
17. Diagrammatically explain the force field analysis model. (DoD2)
18. What is organization development? (DoD1)
19. Briefly explain about sources of conflicts. (DoD3)
20. How would you go about resolving conflicts? Why Negotiation is a vital aspect in
arriving at a solution to problems? (DoD1)
Part B (4 Mark Questions) - Unit V
21. Why power and politics are inevitable factors that functional managers have to contend with
in organizations? (DoD2)
22. What are the cause and consequences? (DoD3)
23. What are the strategies adopted to cope with stress? (DoD1)
24. Digress on health disorders and their relation with stress. (DoD1)
25. List out the approaches to measure organizational effectiveness. (DoD1)
Part C (10 Mark Questions) - Unit I
1. How are OB concepts addressed in management functions, role and skills? (DoD1)
2. Behavior is Generally Predictable, so there is no need to formally study OB why is this
statement wrong? (DoD1)
3. Examine any three types of attitudes. Explain cognitive dissonance theory. (DoD1)
4. Compare and contrast the motivation-hygiene theory of Frederick Herzberg with Abraham
Maslows Hierarchy of needs theory. Substantiate your answer diagrammatically. (DoD3)
5. What is the relationship between job satisfaction, absenteeism and turnover which is the
stronger relationship? (DoD2)

Part C (10 Mark Questions) - Unit II

6. What are group roles? Explain with reference to the different type of roles individuals play
in an organization. (DoD1)
7. Describe the factors in the big five model. Which factor shows the greatest value in
predicting behavior? Why does it? (DoD1)
8. What is organizational politics? What impact does it have on organizational climate?
9. What can you do, as a manager, to increase the likelihood that your employees will exert a
higher level of effort? (DoD2)
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10. What is group think and group shift? What are their effects on decision-making quality?
Part C (10 Mark Questions) - Unit III
11. Contrast power tactics with power bases. What are some of the key contingency variables
that determine which tactic a power holder is likely to use? (DoD3)
12. Define political behavior. Why is politics a fact of life in organizations? (DoD1)
13. What are the political strategies which can be opted by individuals and subunits who want to
exhibit political behavior? (DoD1)
14. What are the components in the conflict process model? From your study of OB elucidate
how a conflict proceeds through the five stages. (DoD1)
15. What is the difference between functional and dysfunctional conflict? What determines
functionality? (DoD2)
Part C (10 Mark Questions) - Unit IV
16. What benefits can socialization provide for the organization? For the new employee?
17. Can an employee survive in an organization if he or she rejects its core values? Explain.
18. How are opportunities, constraints, and demands related to stress? Give an example of each.
19. What can organization do to reduce employee stress? Elucidate. (DoD1)
20. In an organization that has a history of following the leader, what changes can be made to
foster innovation? (DoD1)
Part C (10 Mark Questions) - Unit V
21. Elucidate on health disorders and their relation with stress. (DoD2)
22. Critically examine the OB modification program. Explain four application of the learning
theory. (DoD3)
23. A good leader is not necessarily a good manager. Discuss this statement and compare
leadership with management. (DoD1)
24. Describe the role of organization development in organizational improvement. What are its
various limitations and problems? (DoD1)
25. Explain the nature and scope of organizational behavior with suitable examples.
Substantiate some of the recent changes that have influenced the study of organizational
behavior. (DoD1)
Part D (10 Mark Questions) - Unit - I
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1. An Unskilled Labourer Need Understanding Too!

If you were to walk around one of Transocean Sedco Forexs oil rings, off the New
Orleans coast, youd see something that might puzzle you. Most of the workers have three
stickers on their hard hats. One says Start to Understand Me. The other two are closed dots.
Whats this all about? The colored dots are there to tell co-workers about the personality under
the hat. The company believes that workers are better able to understand each other and get along
if they know the personalities of the people with whom they have to work.
Transocean has hired on outside consulting firm to provide personality assessment to its
8,300 workers worldwide. For instance, employees are presented with 28 sets of four words.
Each worker picks a word that describes him least. A typical set: fussy, obedient, firm, playful.
Employees then are shown how to score their test and find out their two dominant colors. For
instance, reds are driven. Yellows are emotional, talkative, and have a fondness for people.
Greens are cautions and serious. Reds are strong-willed and decisive. And blues dislike change
and can be a little wishy-washy. Rig workers wear their dots on their hats, while land-based
employees post theirs outside their office doors. No one is forced to display their colors and
some think the program may be too instructive. Roberts, a Transocean adviser for operational
safety, says those who question the programs credibility are probably blue people.
A number of employees seem to find the dots helpful. Peter, a red-green rig manager,
keeps a color chart under the glass covering his desk for quick reference. John, a senior rig hand
on a drilling ship who is also a red-green, thinks the colors correctly reflect his personality: blunt,
to the point, and not liking to talk much. David, a blue-yellow, says the colored dots help him
deal with high-strung red-greens now that hes figured out that he just has to get to the point
more quickly.
This program is not being applied only at Transocean. Similar personality-based coding
systems are being put into place with a number of blue-collar employees. Assembly-line workers
in Kentucky are using the system. So are police officers in Kansas, electricians in Texas,
construction crews in Florida, and carpenters and plumbers in New York City.

1. Analyze how the personalities of unskilled person can be estimated?
2. Do you think having employees wear their personalities on their hats is a personal
intrusion? Is it unethical?
Part D (10 Mark Questions) - Unit - II
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2. What drives Employees at Microsoft?

The reality of software development in a huge company like Microsoft-it employs more
than 48,000 people- is that a substantial portion of your work involves days of boredom
punctuated by hours of tedium. You basically spend your time in an isolated office writing code
and sitting in meetings during which you participate in looking for and evaluating hundreds of
bugs and potential bugs. Yet Microsoft has no problem in finding and retaining software
programmers. Their programmers work horrendously long hours and obsess on the goal of
shipping product.
From the day new employees begin work at Microsoft, they know theyre special and that
their employer is special. New hires all have one thing in common-theyre smart. The company
prides itself on putting all recruits through a grueling interview loop, during which they
confront a barrage of brain-teasers by future colleagues to see how well they think. Only the best
and the brightest survive to become employees. The company does this because Microsofties
truly believe that their company is special. For instance, it has a high tolerance for
nonconformity. Would you believe that one software tester comes to work every day dressed in
extravagant Victorian outfits? But the underlying theme that unites Microsofties is the belief that
the firm has a manifest destiny to change the world. The least consequential decision by a
programmer can have an outsized importance when it can effect a new release that might be used
by 50 million people.
Microsoft employees are famous for putting in long hours. One program manager said,
In my first five years, I was the Microsoft stereotype. I lived on caffeine and vending-machine
hamburgers and free beer and 20-hour workdays.. I had no lifeI considered everything
outside the building as a necessary evil. More recently, things have changed. There are still a
number of people who put in 80-hour weeks, but 60-and 70-hour weeks are more typical and
some even aredoing their jobs in only 40 hours.
No discussion of employee life at Microsoft would be complete without mentioning the
companys lucrative stock option program. Microsoft created more millionaire employees, faster,
than any company in American history-more than 10,000 by the late-1990s. while the company
is certainly more than a place to get rich, executives still realize that money matters. One former
manager claims that the human resources department actually kept a running chart of employee
satisfaction versus the companys stock price. When the stock was up, human resource could
turn off the ventilation and everybody would say they were happy. When the stock was down, we
could give people massages and they would tell us that the massages were too hard. In go-go
1990s when Microsoft stock was doubling every few months and yearly stock splits were
predictable, employees not only got to participate in Microsofts manifest destiny, they could get
rich in the process. By the spring of 2002, with the world in a recession, stock prices down, and
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the growth for Microsoft products slowing, it wasnt so clear what was driving its employees to
continue the companys dominance of the software industry.
Questions (DoD1)
1. If you were a programmer, would you want to work at Microsoft? Why or why not?
2. How many activities in this case can you tie into specific motivation theories? List the
activities, the motivation theories, and how they apply.

3. Trilogy Software
Few industries have undergone as much turbulence in the past few years as those in
internet-related businesses. One of the leaders in this industry is Trilogy Software, based in
Austin, Texas. Trilogy, founded in 1989, creates software to help e-businesses handle
procurement, customer service, relationship management, and data integration. Its 1500
employees serve an impressive client base that includes Ford, FedEx, Lands End, Charles
Schwab, and Motorola.
Trilogys president and CEO, Joe Liemandt, seeks to hire and keep employees who can
flourish in a chaotic environment, who are willing to take risks, and arent afraid of working long
hours. Liemandt has fashioned a strategy for Trilogy that encompasses maintaining the high
energy of a start-up with the experience of an established company. An important part of that
strategy is continually recruiting only the best bright, dynamic individuals from the best
universities, business schools, and industries. By hiring great people and giving them significant
responsibilities from day one, Liemandt hopes his firm will be able to respond to competitive
challenges, keep its entrepreneurial spirit alive, and achieve its goal of being a high-impact
New recruits are wooed to Austin with dinners, cultural and recreational outings, and
competitive salaries. Once there, the recruits go through boot camp-an-intensive training
program conducted to turn rookies into Trilogians. In classes led by Liemandt and other Trilogy
veterans, the first week is spent learning about programming languages, product plans, and
marketing. Classes start at 8 A.M. and, in the first month at least, last until midnight. During the
second week, the new hires are divided into small teams and given three weeks to complete
projects ranging from making an existing Trilogy product run faster to creating new projects
from scratch. Their performance on these projects will affect where the new hires are eventually
placed and also determines whether theyll be rewarded with a trip to Lasvegas at the end of boot
This boot camp introduction to Trilogy is designed to instill the companys values and
shape new employees expectations. Recruits are told that effort wont be enough. In a
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presentation given by Liemandt about the team projects, the recruits are shown a slide that says,
No Reward for Trying. He flatly states, If you set a hard goal and dont make it, you dont
win any points. Some recruits fall out during this boot camp. But for those who survive, life at
Trilogy can be very rewarding and satisfying.
The companys atmosphere combines work and play. Trilogy gives employees ambitions
responsibilities and the freedom and resources to fulfill them. The firms culture encourages
maximizing employee passion, energy, and commitment. And the company generously rewards
its employees for their performance. Company benefits are intended to keep employees
motivated and excited. For instance, it offers fully stocked kitchens, company trips, discounted
memberships at local gyms, the use of company ski boats on two Austin lakes, and an on-site
caretaker service to take care of personal errands.
Questions (DoD1)
1. Design an employee attitude survey that Trilogys managers might use. Remember to tailor it
to tap the attitudes that Trilogy is looking for in its employees.
2. What predictions, if any, could you make about job satisfaction at Trilogy? How might job
satisfaction affect work outcomes at Trilogy?
Part D (10 Mark Questions) - Unit III
3. The Sad Saga of the Sastri Hall Hostel Kitchen
The Sastri Hall Hostel was built 30 years ago to house 40 engineering students and
provide them food. At that time, the hostel kitchen had 8 cooks, 4 maids and one rotating senior
engineering student who was assigned to help with the cash and accounting transactions. Four
cooks worked from 5.00 a.m. till 1.30 p.m. and the other four worked from 1.30 p.m. to 10.p.m.
Every morning and evening two maids helped clean up the tables after the students had finished
eating and washed the utensils. Anand and Bhima were the head cooks for the morning and
evening shifts, respectively. They prepared the sweet dish (dessert) and assigned the work to the
other cooks according to the menu. Each cook was entrusted with a special assignment, such as
preparing breakfast or evening tiffin, making the vegetarian dishes, cooking the non-vegetarian
items and the like.
Each cook estimated the requirements of provisions and other requisites to prepare the
breakfast, tiffin, vegetarian and other non-vegetarian menu, and the head-cook estimated the
needs for the sweets preparations, coffee, tea, milk and other necessities. Each individual cook
located the least expensive source for procuring the needs of the kitchen, a process that not only
saved money for the hostel but also helped the vendors to sell their products in bulk. About 80
percent of the savings, i.e., the difference between the open market price and the cheaper bulk
price of the supplies procured, was later passed on to the cooks as Diwali Bonus. This provided
added incentive and enthusiasm to the cooks to search for the most competitive sources and
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Because of the relatively small number of people served, the cooks felt no pressure, and
delighted in serving tasty dishes to the students. The cooks in both shifts were all in their mid
to late 50s, and a spirit of harmony prevailed among them. In each shift they conversed freely,
took turns serving meals and all of them ate together after the students had been served.
The working conditions were less than ideal, with five ceiling fans in the dining hall and
none in the kitchen. The cooks sweated a lot during the long summer months, with the heat of the
blazing firewood driving them to near exhaustion. Though they were constantly wiping their face
and neck with towels, they never complained. The head-cook pretty much left the other cooks to
organize their work in their own way, without undue interference, since they always cooked good
food and on time. If one of the cooks fell ill, or could not come to work for any other reason
(such as a function in the family, marriage, death, etc), the others, including the head-cook, took
on the additional work and the meals were almost always ready on time despite the manpower
shortage. During those rare occasions when a cook did not have his part of the menu prepared on
time, or a dish was prepared not salted to taste, the others reprimanded him overtly and sharply,
but the incident was soon forgotten. Such episodes were common to both the morning and
evening shifts.
In 1991, the Sastri Hall hostel had to be considerable enlarged due to enrollment of
engineering students in larger numbers over the years. The stop-gap arrangements of housing
students in various places could not go on for ever, and a new enlarged facility was completed in
1993 to cater to 600 men and women. This included not only living quarters, but a large
recreation hall, library, swimming pool, an attractive garden and two badminton and tennis
courts. The new kitchen was very spacious and the facilities included powerful electric ovens,
gas stoves, refrigerators, freezers for the meat products and huge platforms for cutting the
vegetables, storing the cooked food and keeping the utensils. Above all, the kitchen too had
ceiling and pedestal fans so that the cooks could cook in comfort, especially during summer.
Due to the vastly enlarged scope of preparations and service, additional cooks, servers,
errand boys and maids were hired All the old cooks were put together in the morning shifts along
with a newly hired cooks. Nine cooks were newly hired to take care of the evening shifts. The
newly hired servers, cleaning boys, and maids were equally distributed among the two shifts to
help the cooks and keep the facility clean. A supervisor, Mr. Bhoja, was recruited to head the
entire operations of the kitchen. He had a number of years of experience to his credit in
managing restaurants and other large food service canteens, and had recently come to the city to
be close to his ailing mother. He took complete in-charge planning all menus, buying all the
provisions and other requirements form the wholesale market in bulk, and assigning work to
others. He had the authority to run the facility and was entrusted with all responsibility for the
kitchen operations. The hiring and firing of people were, however, done by the hostels chief
warden and director. The work of the cooks was still assigned on a functional basis (breakfast,
vegetarian, non-vegetarian, sweets, savouries, etc), but now, there were several cooks assigned to
each speciality. The time schedule for the morning crew was moved ahead by an hour, with the
morning crew working from 4.00 a.m. to 1.00 p.m. and the evening shift from 1.00 p.m. to
10.30.p.m. The evening crew had to work extra 30minutes so that all groceries and utensils were
back in their place to enable the morning crew to start work immediately to get the breakfast
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ready by 6.00 a.m. A head cook was also chosen for each of the two shifts to ensure that things
were done properly whenever the supervisor was not physically present.
The morning cooks who were not used to preparing such large quantities of food,
sometimes failed to prepare meals as tasty as they used to be. At such times, they blamed the
supervisor, Bhoja, for not good quality ingredients and in the right quantities. They voiced their
opinions constantly in his hearing, and at one time even told him that his purchases were a sheer
waste of money. A second complaint of the morning crew related to the new cook who was
recently hired. They said that the new cook was too loud, constantly sang the latest film songs at
the top of his voice, and when he was not singing, waxed eloquently over his own expertise and
abilities and advised the other cooks how to do their jobs better. There were constant arguments
and fights between the new cook, Krishna and the members of the old crew. A third complaint of
the morning crew was that the evening shift crew had an easy time because all they did was to
mix all the leftovers of the mornings foods, add some fresh masala and squeeze some lime
juice and lo and behold, a major part of their work was done! They also started that they had
heard through the grapevine that the evening crew members took turnes in leaving early to go to
the movies. Finally, they grumbled and had arguments with the supervisor that the two cleaning
boys, who were supposed to take away the plates and clean the tables after each batch of students
had finished eating, were too slow and wasted time. Because of this, the cooks were often forced
to clean some of the tables in order to seat a fresh batch of waiting students. The cooks
complained that cleaning the tables was not their job and they threatened to quit if the cleaning
boys were not reprimanded and ordered to shape up. While investigating the matter, the
supervisor found that the cleaning boys were not slow nor wasting their time; they just had too
much to do within a limited time.
The evening crew was also experiencing several problems. First, was the problem of the
new employees adjusting to the schedule and the work. They also resented the fact that they had
to work 30 minutes longer than the morning crew and felt they were being taken advantage of
because they were all new. The most serious problem, however, involved the evening head-cook,
Mr.Rama, who was much younger than the others and also had a bachelors degree in economics.
Rama had been searching high and low for a job for the past years and felt he had to take any job
that come his way since he needed money to support his family and feed his wife and children.
Rama was very mature in his views, had positive attitudes and a pleasing personality, and was
very capable. What was surprising was the fact that he also turned out to be a very good cook
within a short period of time. When Rama was hired, he was rather apprehensive about how well
he would fit in the group, whose members were all older and not well educated. He was nervous
that they would give him a hard time when they came to know that he had a college degree. He
mentioned these concerns of his to the hostel director during his interview. Though the director
himself was not sure how the whole thing would work out, he was inclined to help this educated
unemployed man who seemed to have a healthy positive head cooks job. As expected, the other
cooks strongly resented his position as their head and nicknamed him the Brihaspathi, Young
Professor, Vidwan, etc. Their resentment and displeasure showed up in their tardiness, delays
in menu preparations and frequent badly cooked meals.
Things came to a head when Rama one day inadvertently spilled the coffee seeds in the
floor while transferring them from the gunny bag to the storage bin and asked the cook standing
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nearby to help him pick them up. The cook immediately walked up to the supervisors office and
said he wanted to quit if he was going to be ordered about to do such jobs!
When the morning crew members hear about what had happened to the evening crew,
they all agreed to meet that evening in the municipal park to draw up a list of their grievance
and demands, which if not considered by the supervisor and the hostel director, would be
grounds enough for them to go on strike.
Questions: (DoD2)
1. Bring out the inert group dynamics in the Hotel Kitchen
2. Analyze and give your solution to resolve the issue using the concepts of Team Management.

4. Escalation of Conflict Through Endowed Chair

Dr Anand, chairman of the Department of Management, and Dr. Sivaraman, Chairman of
the Accountancy Department, have always felt awkward whenever they interacted with each
other during the executive committee and other meetings. The management department had an
excellent group of faculty members who were not only reputed for their research, but were also
first rate teachers. No other department in the college of Business had such a group of prolific
researchers who had published so much. In fact, the management department faculty and their
chairman did entertain feeling of superiority even though they tried not to flaunt it. Because of
their research productivity and national reputation, the university allocated more resources to the
department for more funded trips to conferences, more Xeroxing money, more secretarial
assistance and the like.
Dr. Sivaraman was also proud of his accountancy department faculty because the
members were extremely active and successful in acquiring consulting projects and generating a
lot of money for the department and the college. The worked closely with big accounting firms
and private sector organizations and received generous donations from them. Because of such
funds, the faculty had a plush carpeted office, the best stationery and other status symbols.
Actually, the accountancy department looked like a private companys showroom, with Kashmiri
carpets, fancy furniture, an impressive conference room and expensive decorative pieces of art.
In private, the management department referred to the accountancy department as the
greatest show on earth, and the latter referred to the management faculty as pen pushers. On
one occasion three of the management faculty had to go to the accountancy department to obtain
the tax professors clarification on the recent budget statement made by the Finance Minister.
They had to wait in the departments waiting area for the return of the faculty member who had
just stepped out of his office. Dr. Sivaraman who happened to come out at that time remarked
jokingly to the waiting members, you must find it pleasant to sit on soft sofas after sitting on
hard chairs the whole day in your office. When Dr, Anand heard about this, he issued a memo to
all his faculty that they should use the intercom as much as possible in the future and not bother
other department faculty with personal visits to their offices. Every one certainly knew that the
memo was the outcome of his resentment towards Dr. Sivaraman observation.
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Shortly after these incidents, the management department received a capital fund
donation from one of its alumni, which was expected to fetch an annual interest of Rs. 50,000.
Mr. Ramesh, the donor was the president of a very prosperous, privately owned company. He
had received his Master Degree in management 10 years earlier and had risen rapidly to the top.
He had always held the research-oriented faculty of the management department in high esteem
and thought it would be an excellent idea to fund an Endowed Chair to the department. This
would enable the management department chairman to bring in some international scholar of
reopute from time to time and further enhance its prestige. Mr. Ramesh was not solely motivated
by philanthropy since the donation would entitle the company to a tax write-off. The
management department chairman, of course, gratefully accepted the offer.
As the companys PR group tried to gain publicity for the donation, the management
department chairman and several faculty members were interviewed buy the press. The
ceremonial award of the Endowed Chair by the president of the company to the department
chairman was nationally televised. The company and the management department were very
much in the news for several days.
When Dr. Sivaraman met Dr.Anand in the corridor one day as all this was happening, he
congratulated Anand and said with a hint of sarcasm that it must be a great feeling to receive
such a donation, especially since this was the first time that they had generated funds from
outside the university system. Dr. Anant thanked Sivaraman and said that if the accountancy
department needed any assistance in getting its faculty to publish, his faculty would be glad to
share information on how to go about doing research and publishing with them. After this
episode the two chairmen did not even exchange greetings in the hallway. Faculty members from
both departments started to make innuendos and snide remarks at each other in classes while
lecturing to students. When all this reached the ears of the dean of the college, through the
grapevine, he called the two department chairmen and gave them a severe dressing down. He
rebuked them of their unprofessional behavior and deplorable conduct. In effect, he asked them
to mend or end. Though things seemed to quieten down considerably immediately after this,
students still heard the management department faculty speaking ill if the accountancy
department and vice versa. The Dean was not unaware of what was happening and was
pondering about how to resolve the problem once and for all.
Questions: (DoD2)
1. Analyze the reasons for the conflicts between the two departments.
2. How the dean can resolve the conflict without damage to the organization? Discuss your

5. Growing Pains of the Pennathur Tyre Company

The Pennathur Tyre Company (PTC) was incorporated as a partnership firm in 1986 to
fill what one of its partners, Mr. Mani, called a void that existed in South India. According to
Mr.Mani, who had worked for a foreign tyre company for nearly 15 years, there was no company
that really had for its major aim the production of tyres at the minimum cost and their sale to
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customers at an affordable price. Four wheel vehicle owners pay through their nose for tyres,
petrol and repairs. Anybody who owns a car spends at least 35 to 40 percent of his salary on its
maintenance and that is not how it should be, Mani was often heard to say. Mr. Mani started the
PTC in partnership with two close friends of his who had also had extensive experience in the
tyre business, working for other companies. Mr. Mani was very actively involved in the business
and was at work every day at the crack of dawn and never left the place before 8.00 pm.
Sometimes when work was heavy, Mani would stay as late as 10.00 pm at the shop. One of the
other two partners owned another business as well as and was, for all practical purposes, a
sleeping partner in this firm, and the third partner was much less involved in the day to day
operations of the company than Mr. Mani.
PTC, though a small partnership firm, had enormous backing from the business
community because of their appreciation of the goals of the company and the extreme dedication
of Mr. Mani. Thus, PTC was off to a good start. Being very cost conscious, PTC set up small
Cost Analysis department. As business began to expand, more customer services were added and
the company attained an excellent reputation for its wheel balancing service. As a result, the
company was given sole dealership for helmets as well. In 1988, just two years after its
incorporation, the company had to expand its premises, operations and personnel. With the
expansion came the growing pains and Mr. Mani and the two partners had to encounter many
small hurdles. Even as they were trying to solve one problem, several others seemed to crop up.
Mr. Mani highlighted some of the more serious ones and described them to me as follows.
Dr.Sekaran, sometimes I wish we had never expanded our business. When we more merely
selling tyres we could comfortably handle the operations and services to our customers. The
smile on the customers faces as they drive cars away is still very gratifying. But because of our
increased staff size, we are beginning to lose control. Often, the customers are not served as
effectively as they could be. The personal touch that we had established with our customers
seems to be slowly slipping away. I have been telling the employees that they should be more
customer-oriented, but they seem to be more concerned about their own inter-departmental
problems and flights. For Instance, last week, while a customer was waiting patiently, the
mechanic who was to have changed the oil and filter in his car, was arguing for more than half an
hour with the purchase clerk about some trivial matter. I almost lost my patience, and was about
to give the mechanic a bit of my mind, when my partner took the mechanic aside and talked to
him. The fact that customers are not serviced without delays bothers me. I wonder if it bothers
my partners as well. I have not discussed these kinds of issues with them since I dont want them
to think that I am getting unduly worried about small matters.
Another potential problem lies in the way some of the employees come across to the
others in the company. For instance, we have a rather brash young engineer. He is thoroughly
knowledgeable about his work and is extremely productive, but he always wears a serious look
on his face and talks in a very abrupt, and sometimes, abrasive manner. Some of his mechanics
have told me that they are scared of him. I have a set of capable workmen and dont want to lose
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any of them. I am at a loss to know how to handle this particular situation. I guess if I happened
to work for this engineer, I would also be scared of him; but he is really a nice person, you know.
The only problem is that he is too intense and comes across to others as a bad tempered. We have
a few others who are just the opposite, laughing and joking all the time and I sometimes wonder
if their workers take them seriously at all!
Something else is also engaging my thoughts. Ultimately, I would like to see each of the
service departments as individual profit centers and share the additional profits with the workers.
That, of course, is down the road; perhaps three to five years from now. I am thinking that if the
employees have a stake in the profits they will work harder and I shall not have to put in so much
time supervising them. But then, they should all learn to work well together so that there is more
collaboration and joint problem solving rather then competion and dysfunctional conflicts. I
would like them all to see themselves as one big family where everybody works together
harmoniously to reap the full benefits. If somehow, we can develop that spirit of friendliness and
cooperation, it would be great! Maybe, I am rambling too much, but these and similar issues
keep engaging my thoughts and I was wondering if you have any advice for we on how I should
handle some of these issues.
Questions: (DoD1)
1. Analyze the case and identify the problems and causes for them.
2. Identify appropriate OD interventions strategies to resolve the issue, explain you
recommendations and how it would resolve the problem.

Part D (10 Mark Questions) - Unit - IV

7. Tardiness in the production Department of the Bhilai Steel Plant
The Vice President for production at the Bhilai Steel Plant was giving the Production
Department manager, Mr. Singh, a hard time for doing nothing about his work group, which was
perpetually coming late to work and was behind schedule for several months in a row in the
performance quotas. His contention was that with the consistent tardiness of the production crew
the production process was getting delayed by about 15 minutes on an average, per member per
day, and this was no way for the department to meet the assigned quotas. We are losing about 6
to 8 hours of production time per member per month, and you dont seem one bit concerned
about it, he yelled at the manager. He added that he was quite upset about his lax management
style and made it very clear that unless he took necessary steps to deal with the tardiness
problem, he would have to be replaced with another manager who would manage the crew
Mr. Singh knows that he has an able and good group of workers but he also realizes that
they are bored with their work and do not have enough incentives to meet the production quotas.
Hence, they seem to respond to the situation by taking things easy and coming late to work by a
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few minutes everyday. Mr. Singh is also aware that they were by turns leaving the workplace a
few minutes early in the evening. In spite of all this, he pretended not to notice the irregularities,
resting satisfied that once the workers started their work, they proceeded to execute their jobs
very satisfactorily, and in fact, often helped to meet rush orders whenever they knew that their
manager was in a bind.
Mr. Singh has heard about reinforcement strategies that can be used rectify the type of
situation he is presently confronted with.
Questions: (DoD1)
1. Analyze the behavior of the workers and why the manager Mr.Singh was ineffective.
2. Discuss in detail how reinforcement strategies can be used to rectify the situation.
8. The Rueful Results of Records Room Relocation
The Records Room of the Exchange Control Department of the Renuka Bank is a work
unit manned by ten record clerks and the supervisor, Ms. Janaki. Mr.Roy 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 had helped to present a pleasant
and neat appearance to 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
everyday at 10.00 a.m. and 3.00 p.m. 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. Janaki was in overall 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
The Records Room was spacious, and enclosed by walls in 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 files
was through this door. A second door on the wall on the east opened to the street and was always
kept bolted form within, expect when one of the staff had to use it to go out or come from the
side street. Access to RR was limited and a messenger by 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.
Record cabinets and bureaus were neatly organized in the room and the record clerks had
a very systematic and methodical procedure for storing the files and folders received daily. All
files returned during the day were shelved temporarily in specially designed cabinets, which
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were placed along with the steel mesh such that those outside the RR could not see the clerks
sitting inside.
The ten records clerks worked harmoniously and helped one another whenever there was
a flood of request 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. Members of the group also had the habit of slipping through the side
door, two at a time, to have a cup of coffee or eat some snacks in the restaurant across the street
which was within three minutes walk distance. They would invariably ask Ms. Janaki if she
wanted anything and would get it for her if she was so inclined. People outside the RR had no
direct view of what was going on 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 every expanding operation and
reduce the cumbersome and tedious manual record keeping procedures. Since no space was
initially earmarked for the incoming computers, the Premises Departments 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. Roy 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 to work, they found that the third floor office was smaller, and oblong in shape in
contrast to the big square room they had on the first floor. This facility also had the steel mesh,
but the cupboards were organized all along the three walls, with the mesh side left completely
bare. The RR was thus fully exposed in view to the other sections on the floor, and the manager,
Mr. Roy, was sitting in his cabin right outside the RR. Some of the specially designed cabinets
previously 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. Janaki 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 recived.
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 outside. To make matters worse, Mr. Roy frequently
instructed Janaki 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 custom of the clerks sneaking out for coffee and snacks obviously ran into
trouble. Clerks in other sections, who observed the RR crew taking time out for coffee, also
started doing the same, much to the chagrin of their managers who complained to Mr.Roy.
Mr.Roy told Ms. Janaki in no uncertain terms that she should exercise more control over her staff
Or run the risk of not being considered for promotion. The unique privileges the RR group once
enjoyed were no more theirs to enjoy. Ms. Janaki, who had always got along well with her staff
who rendered efficient service to the sections, was now getting nervous and full of anxiety about
her future. Her stress was heightened when Mr.Roy called her one day and said that he observed
her clerks throwing clips at each other and if she were not able to control them, she should either
resign or seek a transfer.
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The RR clerks who liked Ms. Janaki and did not want to cause her any trouble, thereafter
pretended to be quite and hard-working whenever they say Mr.Roy come out of his cabin. They
hid all the returned files in a corner where nobody could notice them, even as they continued to
talk, throw clips, and solve crossword puzzles when nobody was observing them. Their latest
game was to select the most appropriate nickname for Roy. They referred to him as W 2 Short
form for Wicked Witch.
Ms. Janaki 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: (DoD1)
1. What were the required and emergent behaviours of the Records Room group in the old and
the new setting? What were the factors influencing the emergent behaviours in both
situations? What were the consequences of the emergent behaviours in each case?
2. Discuss fully the effectiveness of the group before and after the change, using the input
throughput-output model.
9. Analysis of a Group Decision at Time Warner
In the spring of 2000, Time Warner was finalizing its merger with America online. With
critics calming that this merger would create an unruly monopoly, you would have thought that
Time Warner management would have been particularly sensitive to its public image. But it
made a decision on April 30th that would sorely tarnish that image.
Time Warner was in the process of renegotiating its contract with Walt Disney to
determine how much Time Warner would pay for the use of three of Disneys cable channels and
whether Disney would renew Time Warners right to carry the ABC network (ABC is owned by
Disney). Negotiations had begun more than five months earlier but where going nowhere.
Deadlines had been extended seven times. Animosities were escalating between Time Warner
and Disney negotiators. By late April, face-to-face talks had ceased. Communication had come
down to the exchanges of nasty faxes.
On April 26th, five days before the latest negotiating deadline, when Time Warners rights
to carry the ABC network were to expire, ABC faxed a terse letter to Time Warner notifying it
that Disney expected Time Warner to continue to carry the ABC signal period, when stations
measure audiences to determine what to charge advertisers. Time Warner had been insisting on
an eight-month extension. The tone of the fax set off the tempers of some Time Warner
executives. They felt ABC was negotiating by fiat.
Within Time Warner, executives began considering blocking ABCs signal to the 3.5
million homes that Time Warners cable serviced. Some saw blocking the signal as a real risk.
Page 24 of 27

Given that cable companies arent popular with the public and often seen as charging
monopolistic prices, several Time Warner execs feared that they would take the blame rather than
Disney. Others argued that Disney, itself a huge conglomerate, might take just as much blame, if
not more, if Time Warner put its message out effectively. And they doubted ABC would take the
chance of losing up to $3 million a day in advertising revenues. They figured the thereat of
blocking ABCs signal might finally bring Disney to agree to Time Warners terms.
By Sunday, April 30th, still no agreement had been reached. More terse faxes went back
and forth. Neither side would budge from its demands. By 8:30 P.M., Disney executives began to
sense that Time Warners threat to pull the ABC signal was real, though they still found it hard to
believe. Meanwhile, Time Warner executives were convinced that they had Disney cornered.
Its clear they didnt think we would drop, and we didnt think they would let us drop, said
Fred Dessler, a senior vice president at Time Warner and head of its negotiating team.
Finally, with no compromise felt there was no turning Time Warner Cables president
called the companys CEO, Gerald Levin, and told him he was about to order his engineers to
block the ABC signal. Levin supported the decision. At 12:01 on Monday May 1, the ABC
screen went briefly to static, then the phrase Disney has taken ABC away from you appeared
in bright yellow letters on a blue screen.
Within 24 hours, the mayor of New York attacked Time Warner as a predatory monopoly.
Disney dispatched its lawyers to the Washington offices of the U.S. Federal Communication
Commission, where they requested that the commission force Time Warner to transmit its
signals. Time Warner executives went to Washington to plead their case before the FCC. It
quickly became clear that the commission was siding with Disney in this dispute. The next day,
Tuesday, the New York Times published an editorial that said the threat to Disney by a combined
AOL and Time Warner was real. It now was becoming increasingly clear to Time Warner
executives that they were losing the public relations war.
Tuesday afternoon, after only 39 hours of blocking ABCs signal, Time Warner called a
news conference and announced that it had offered Disney a six month extension of the
negotiations. The following day the FCC ruled that Time Warner had violated the law by
blocking ABC from its system during a sweeps month.
Time Warner executives admitted afterward that they erred. They say they made a legal
miscalculation and also incorrectly assumed that Disney would back down. Why did we decide
to take a stand now? asked Dessler. We thought it was the right time. They were just pushing
us and pushing us.
Questions (DoD2)
1. What does this case say about role of emotions in decision making?
2. How did group forces shape this decision? Discuss the out come in this process.
Page 25 of 27

Part D (10 Mark Questions) - Unit V

10. The Unpredictable Ms Sindhu Joshi
Ms Sindhu Joshi has been working in the reserve bank for 13 years now. When she joined
as a clerk in the Exchange Control Department, she, like any other new clerk, was given routine
work such as entering incoming and outgoing letters, indexing and filling. During the first six
months of her probationary period Ms Joshi did her job adequately but subsequently started to be
rather careless in performing her work. Her cross-referencing of letters was either incomplete or
inaccurate, she frequently misfiled papers and a lot of papers lay on her desk without being filed
on time. These slowed down the disposal of applications by other clerical staff as they were
constantly searching for pervious references. They were often annoyed to find that many of the
papers they were looking for in the files were lying on Ms Joshis desk for over a month waiting
to be filed.
As the situation deteriorated Ms Joshi was transferred to another section. In the new
section she was asked to deal with applications received from students for release of foreign
exchange for study abroad-usually to the USA or Germany. Each case was somewhat different
and while the polices for release of exchange for studies were clearly laid down annually by the
Government of India, all applications did not quite fit into the rules and regulations. Sometimes
special interpretations and judgement calls had no be made when applications conformed to
policies in most aspects but deviated in a minor way. Ms Joshi who herself had a Masters
Degree from Bombay University and would have very much liked to go abroad for further
studies, took vicarious pleasure in dealing with the cases, putting up elaborate notes where cases
did not quite fall into the guidelines of the bank. Her remarks were usually right on target and her
new supervisor was very much pleased with her work. She had learnt her work very fast, and
expeditiously disposed off the applications as and when they were received. Ms Joshi often came
to work in the mornings, ahead of time to organize her days work, and frequently stayed late to
complete the work so that when the applications came the next day, she had their papers ready.
Such a high level of motivation was rather unusual in the banks clerical employees. When time
came for annual performance appraisal, her superintendent gave her a glowing evaluation and
complimented her personally as well; a very unusual feature in the bank.
A year later, at the request of the superintendent in charge of the Foreign Securities
Section, Mr Patankar, Ms Joshi was transferred to his section. Mr Patankar had specifically asked
for her because he knew she had done a superb job in the Students Section. He was in urgent
need of a good worker since two of his clerks had suddenly gone in sick leave three weeks
earlier, and with no substitutes made available immediately, the work in the section had piled up.
The personnel department complied with Mr Patankars request and transferred Ms Joshi, much
to the annoyance of the superintendent in the Students Section.
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The work relating to foreign securities was totally new to Ms Joshi. She found it fairly
interesting but was not exactly thrilled about dealing with cases pertaining to foreign securities
held by Indians. Who cares how many securities are held, where, how, and why, she often
muttered to herself. She was also visibly irritated when her supervisor constantly checked on
how she was doing, and how many pending cases she still had on her desk. He offered her
unwanted advice on which cases should be handled immediately and which ones could stand
some delay. What also confused her was the fact that even though she dealt with the cases at the
first step-that is, she put up the papers with all the references, citing the policies and
recommending a course of action (approval, rejection, or seek further clarification)-she seldom
saw them there after. All approved cases were handed over to another clerk who put the approval
stamp on the duplicate copies of the letters and sent to another clerk who wrote a standard memo
of rejection and yet another clerk wrote letters where further clarification/documentation was
needed. Thus, once the original applications left her hands with the recommendations as to the
course of action to be taken, she seldom saw them again. She had no way of knowing whether
her supervisor agreed with her recommendations or had taken different view of the matter, unless
she read through the papers lying on the desk of the clerks. She, of course, hardly had any time
for that.
After nearly six months on the job, Ms Joshi started coming late to work and also
frequently absented herself. Her supervisor, who had great expectations of her, was very much
frustrated by her tardiness and absenteeism and gave her a bad report during the next annual
appraisal. Ms Joshi was glad to proceed on maternity leave two months later, away the terrible
1. Analyze the case and identify the problem causes and solution alternatives.
2. Discuss how job design and job change affects people. How will you ensure effectiveness in
job change?

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