GUJARAT TECHNOLOGICAL UNIVERSITY
MBA – SEMESTER - 1 • EXAMINATION –
SUMMER - 2016
Subject Code: 2810004 Date:
17/05/2016
Subject Name: Organizational Behaviour (OB)
Time: 10.30 AM TO 01.30 PM Total
Marks: 70
Instructions:
1.
Attempt all questions.
2.
Make suitable assumptions wherever
necessary.
3.
Figures to the right indicate full
marks.
Q.1 (a) Answer the following multiple choice
questions: [06]
1.
Which of the following is/are the key
features of organization?
A.
Social invention B. Accomplishing goals
C.
Group efforts D. All of these
2.
________is a relatively permanent
change in behaviour that occurs as a result of experience.
A.
Behaviour modification B. Learning
C.
Motivation D. Skills
3.
_______refers to the negotiation or an
agreement between two groups.
A.
Contracting B. Co-opting
C.
Pressure tactics D. None of these
4.
Which of the following is NOT an
important issue relating to goal-setting theory?
A.
Goal specificity B. Equity among workers
C.
Feedback D. Defining the goal
5.
“Person-Job fit” means __________.
A.
Persons physical fitness match with the
job
B.
Persons attitude match with the job
C.
Persons contributions match with the
incentives offered by the organization
D. Persons
education match with the job
6.
What sort of goals does Management By
Objectives (MBO) emphasize?
A.
Tangible, verifiable and measurable B. Achievable,
controllable and profitable
C.
Challenging, emotional and constructive
D.
Hierarchical, attainable and effective
Q.1 (b) Define following terms briefly: [04]
1.
OCB
2.
Whistle blower
3.
Pygmalion effect
4.
Efficiency
Q.1 (c) What are the “Big Five” personality traits?
Which one seems to have the biggest impact on performance? [04]
Q.2 (a) Explain the Concept of Johari Window.
(b)
What do you mean by
“Culture”? Explain what are the core values of Indian culture? [07]
OR
(b)
In today’s dynamically changing work environment, understanding
human behavior has become very important. What are the challenges and
opportunities that managers have in applying OB concepts? [07]
Q.3 (a) In your own words, explain briefly Maslow’s
theory of motivation. Relate it to Alderfer’s ERG model. [07]
(b)
Discuss the concept of “Hofstede’s framework”? In context of
Hofstede’s framework, compare India & USA cultural values. [07]
OR
Q.3 (a) What is Power? Describe the five bases of
power in detail with example of each one. [07]
(b)
Discuss “LMX” theory of leadership in detail. Suppose you are a
Chief Minister of any state & you need to use this theory, then how it can
be implemented in your situation? Discuss in brief. [07]
Q.4 (a) Write down short note on: Stages of Group
development process [07]
(b)
What do you mean by “Kurt Levin’s Change Model”? As a HR manager
you need to change the working of your bank branches from 8:00 am to 8:00 pm
instead of 10:00 am to 05:00 pm. How employees will react in this situation? As
a HR manager how can you use Kurt Levin’s change model in this situation? [07]
OR
Q.4 (a) Define Conflict. Outline the various conflict
management techniques in brief. [07]
(b)
Write down strategies to show job dissatisfaction? Relate following
situations with types of strategy followed in each case to express
dissatisfaction:
1. Workers are doing candle walk in the
street against mill owner policies.
2. Employees are waiting to resolve problem
by itself.
3. Union leader writes down an application
to narrate their problems to general manager. [07]
Q.5 Discuss
the case study with answers of following questions. [14]
Surviving Plant World’s in Hard Times
In
ten years, “Plant World” had grown from a one-person venture into the largest
nursery and landscaping business in its area. Its lady founder, Myta Ong,
combined a lifelong interest in plants with a botany degree to provide a unique
customer service. Ong had managed the company’s growth so that even with twenty
full-time employees working in six to eight crews, the organization culture was
still as open, friendly, and personal as it had been when her only
"employees" were friends who would volunteer to help her move a heavy
tree.
To
maintain that atmosphere, Ong involved herself increasingly with people and
less with plants as the company grew. She kept track of the birthdays of every
employee and even those of their children. She was up every morning by
five-thirty arranging schedules so that John could get his son out of daycare
at four o’clock and Martina could be back in town for her afternoon high school
equivalency classes.
Paying
all this attention to employees may have led Ong to make a single bad business
decision that almost destroyed the company. She provided extensive landscaping
to a new mall on credit, and when the mall never opened and its owners went
bankrupt, Plant World found itself in deep trouble. The company had virtually
no cash and had to pay off the bills for the mall plants, most of which were
not even salvageable.
One
Friday, Ong called a meeting with her employees and leveled with them: either
they would not get paid for a month or Plant World would fold. The news hit the
employees hard. Many counted on the Friday paycheck to buy groceries for the
week. The local unemployment rate was low, however, and they knew they could
find other jobs.
But
as they looked around, they wondered whether they could ever find this kind of
job. Sure, the pay was not the greatest, but the tears in the eyes of some
workers were not over pay or personal hardship; they were for Ong, her dream,
and her difficulties. They never thought of her as the boss.
Ong
gave her employees the weekend to think over their decision: whether to take
their pay and look for another job or to dig into their savings and go on
working. Knowing it would be hard for them to quit, she told them they did not
have to face her on Monday; if they did not show up, she would send them their
checks. But when she arrived at seven-forty Monday morning, she found the
entire group already there; ready to work even harder to pull the company through.
Comment
on the following aspects of the case study:
(a)
How would you describe the organization
culture at Plant World?
(b)
According to Managerial Grid theory,
where you can put Myta Ong as a leader? Justify your stand.
OR
Q.5 Discuss
the case study with answers of following questions. [14]
SUCCESS STORY OF NIIT
NIIT
was founded in 1981 by two IIT, Delhi graduates, Rajendra S. Pawar and Vijay K.
Thadani with a vision of meeting basic requirements for IT talent in a world
moving into information based economy. They had anticipations about the
unpreparedness of Indian society to cope with the forthcoming information age
and adopted the mission “bringing people and computers together, successfully”.
Initially, NIIT delivered IT training to a broad spectrum of people – from
students seeking a career in computers to IT professionals requiring advanced
skills; from managers giving their careers an edge, to school children using
computers as a learning too. NIIT’s innovative offerings demonstrated the
company’s ability to constantly renew itself to anticipate future technology
trends. From a computer training institute, NIIT has emerged as a global IT
solutions corporation offering knowledge solutions along with developing
software solutions along with developing software solutions. Headquartered in
New Delhi, India, NIIT operated through 100% subsidiaries in the US, Asia
Pacific, Europe, and Japan and has operations in about 40 countries.
Its
mission keeps pace with the developments in the field of IT is evolved through
organization wide discussions which helps develop commitment among employees.
The organization operates with the help of task teams designed for specific
customer requirements for a specific period to carry out the work. Team culture
and openness are emphasized a great deal. NIIT’s corporate culture focuses on
values such as quality, creativity, and customer satisfaction. The quality
culture of NIIT has been the result of the sustained efforts of its management
– perpetuated through induction, socialization, reinforcement, innovation, and
concern for internal and external customers. The quality culture is ingrained
at NIIT in such a way that the priority is to prevent mistakes rather than
rectify them. Also, quality efforts are backed by results, which are rewarded.
Employees are treated as intellectual capital and are looked after well. The
happy and committed employees ensure customer satisfaction and this has got
them wide acceptance across the globe. It has got well designed mechanisms for
monitoring the quality for its products, services and or software processes.
Most of NIIT’s businesses have ISO 9000 certification. The work culture at NIIT
has gone through all the stages of culture development like symbols, behavior,
organizational values, attitudes, and shared assumptions, and probably this is
the reason it has been able to sustain it.
Comment
on the following aspects of the case study:
(a)
What is the different between vision and
mission? State vision and mission of NIIT.
(b) How
corporate culture can be imbibed amongst the employees according to NIIT
philosophy?
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