Examination Paper Semester I:
Organizational Behaviour
IIBM Institute of Business
Management
IIBM Institute
of Business Management
Semester-1
Examination Paper MM.100
Organizational
Behaviour
Section A:
Objective Type (30 marks)
· This section
consists of Multiple Choice & Short Notes type Questions.
· Answer all the
questions.
· Part One carries
1 mark each & Part two carries 5 marks each.
Part one:
Multiple
choices:
1. It is the degree to which a
person identifies with a particular organization and its goals, & wishes
to maintain membership in the
organization
a. Job involvement
b. Terminal value
c. Attitude
d. Value
2. _________ means moving
information from the hidden area to the open area
a. blind area
b. unknown area
c. public area
d. self disclosure
3. An approach in which the goals
of one party are in direct conflict with the goals of the other party
a. Negotiation
b. Distributive bargaining
c. Stress
d. None
4. The measure of a person’s
ability to operate within business organizations through social
communication & interactions
a. Transactional analysis
b. Interpersonal skill
c. Life position
d. Johari window
5. Where the source of power is
in person’s control over rewarding outcomes, that power is called
a. Coercive power
b. Referent power
c. Legitimate power
d. Reward power
Examination Paper Semester I:
Organizational Behaviour
IIBM Institute of Business
Management
6. It means melting resistance to
change; the people who will be affected by the change come to
accept the need for it
a. Organization
b. Unfreezing
c. Changing
d. Refreezing
7. This training is also known as
laboratory training, encounter groups & T-groups
a. Sensitivity
b. Survey
c. Process
d. Team building
8. They are the things that come
together to define a culture & reveal that the culture is about to
those who pay attention to them
a. Culture
b. Espoused value
c. Artifacts
d. Organizational culture
9. This stage encompasses all the
learning that occurs before a new member joins the organizations
a. Socialization
b. The Pre-arrival stage
c. Encounter stage
d. Metamorphosis stage
10. It refers to the behavior
pattern adopted by a leader to influence the behavior of his subordinate
for attaining the organizational
goal
a. Leadership
b. Traits of leadership
c. Leadership grid
d. Leadership style
Part Two:
1. Define Informal groups.
2. What do you understand by the
term ‘Emotion’?
3. Write a note on ‘Reinforcement
theory’.
4. Explain the terms ‘Attitudes
and Values’.
END OF SECTION A
Examination Paper Semester I:
Organizational Behaviour
IIBM Institute of Business
Management
Section B: Case
lets (40 marks)
· This section
consists of Case lets.
· Answer all the
questions.
· Each Case let
carries 20 marks.
· Detailed
information should form the part of your answer (Word limit 150 to 200 words).
Case let 1
M/s. ABC Ltd is a medium-sized
engineering company producing a large-range of product lines
according to customer
requirements. It has earned a good reputation as a quick and reliable supplier
to its
customers because of which its
volume of business kept on increasing. However, over the past one year,
the Managing Director of the
company has been receiving customer complaints due to delays in dispatch
of products and at times the
company has to pay substantial penalty for not meeting the schedule in time.
The Managing Director convened an
urgent meeting of various functional managers to discuss the issue.
The marketing manager questioned
the arbitrary manner of giving priority to products in manufacturing
line, causing delays in wanted
products and over-stocking of products which are not required
immediately. Production Control
Manager complained that he does not have adequate staff to plan and
control the production function;
and whatever little planning he does, is generally overlooked by shop
floor manager. Shop floor
managers complained of unrealistic planning, excessive machine breakdowns,
power failure, and shortage of
materials for scheduled products because of which it is impossible to stick
to the schedule. Maintenance
manager says that he does not get important spares required for
equipmentmaintenance
because of which he cannot repair
machines at a faster rate. Inventory control manager says
that on one hand the company
often accuses him of carrying too much stock and on other hand people are
grumbling over shortages. Fed up
by mutual mud-slinging, the Managing Director decided to appoint
you, a bright management
consultant with training in business management to suggest ways and means to
put his “house in order”.
Questions
1. How would you examine if there
is any merit in the remarks of various functional managers?
2. What, in your opinion, could
be the reasons for different Managerial thinking in this case?
3. How would you design a system
of getting correct information about job status to identify delays
quickly?
4. What would you suggest to
promote co-ordinate interaction of various people to meet the
scheduled dates?
Examination Paper Semester I:
Organizational Behaviour
IIBM Institute of Business
Management
Case let 2
Rajender Kumar was a production
worker at competent Motors Limited (CML) which made components
and accessories for the
automotive industry. He had worked at CML for almost seven years as a welder,
along with fifteen other men in
the plant. All had received training in welding both on the job and through
company sponsored external
programmes. They had friendly relations and got along very well with one
another. They played Volleyball
in the playground regularly before retiring to the quarters allotted by the
company. They work together in
the company canteen, cutting Jokes on each other and making fun of
everyone who dared to step into
their privacy during lunch hour. Most of the fellows had been there for
some length of time, except for
two men who had joined the ranks only two months back. Rajender was
generally considered to be the
leader of the group, so it was no surprise that when the foreman of the new
was transferred and his job was
posted, Rajender applied for the job and got it.
There were only four other
applicants for the job, two from mechanical section and two from outside,
when there was a formal
announcement of the appointment on a Friday afternoon, everyone in the group
congratulated Rajender. They
literally carried him on their shoulders, and bought him snacks and
celebrated. On Monday morning,
Rajender joined duty as Foreman. It was company practice for all
foremen to wear blue jacket and a
white shirt. Each man’s coat had his name badge sewn onto the left
side pocket. The company had
given two pairs to Rajender. He was proud to wear the coat to work on
Monday. People who saw him from a
distance went up to him and admired the new blue coat. There was
a lot of kidding around calling
Rajender as ‘Hero’, ‘Raja Babu’ and ‘Officer’ etc. One of the guys went
back to his locker and returned
with a long brush and acted as though he were removing dust particles on
the new coat. After about five
minutes of horseplay, all the men went back to work. Rajender went to his
office to familiarize himself
with the new job and environment. At noon, all the men broke for Lunch and
went to the canteen to eat and
take a break as usual. Rajender was busy when they left but followed after
them a few minutes later. He
bought the food coupon, took the snacks and tea and turned to face the open
canteen. On the left-side corner
of the room was his old work group; on the right-hand side of the canteen
sat the other entire foreman in
the plant—all in their smart blue coats.
At that point of time, silence
descended on the canteen. Both groups looked at Rajender anxiously,
waiting to see which group he
would choose to eat with.
Questions
1. Whom do you think Rajender
will eat with? Why?
2. If you were one of the other
foremen, what could you do to make Rajinder’s transition easier?
END OF SECTION B
Examination Paper Semester I:
Organizational Behaviour
IIBM Institute of Business
Management
Section C:
Applied Theory (30 marks)
· This section
consists of Applied Theory Questions.
· Answer all the
questions.
· Each question
carries 15 marks.
· Detailed
information should form the part of your answer (Word limit 200 to 250 words).
1. A large unit manufacturing
electrical goods which has been known for its liberal personnel
policies and fringe benefits is
facing the problem of low productivity and high absenteeism. How
should the management improve the
organizational climate?
2. The leader is expected to play
many roles & therefore he must be qualified to guide others to
organizational achievement. On
the basis of this explain the leadership skills & leadership traits.
S-1-91110
END OF SECTION C
Examination Paper Semester I:
Principles and Practice of Management
IIBM Institute of Business
Management
IIBM Institute
of Business Management
Semester-1
Examination Paper MM.100
Principles and
Practice of Management
Section A:
Objective Type (30 marks)
· This section
consists of Multiple Choices & Short Notes type Questions.
· Answer all the
Questions.
· Part one carries
1 mark each & Part two carries 5 marks each.
Part one:
Multiple
Choices:
1. A plan is a trap laid to
capture the ________.
a. Future
b. Past
c. Policy
d. Procedure
2. It is the function of
employing suitable person for the enterprise
a. Organizing
b. Staffing
c. Directing
d. Controlling
3. ___________ means “ group of
activities & employees into departments”
a. Orientation
b. Standardization
c. Process
d. Departmentation
4. This theory states that
authority is the power that is accepted by others
a. Acceptance theory
b. Competence theory
c. Formal authority theory
d. Informal authority theory
5. It means dispersal of
decision-making power to the lower levels of the organization
a. Decentralization
b. Centralization
c. Dispersion
d. Delegation
Examination Paper Semester I:
Principles and Practice of Management
IIBM Institute of Business
Management
6. This chart is the basic
document of the organizational structure
a. Functional chart
b. Posts chart
c. Master chart
d. Departmental chart
7. Communication which flow from
the superiors to subordinates with the help of scalar
chain is known as
a. Informal communication
b. Downward communication
c. Upward communication
d. Oral communication
8. Needs for belongingness,
friendship, love, affection, attention & social acceptance are
a. Physiological needs
b. Safety needs
c. Ego needs
d. Social needs
9. A management function which
ensures “jobs to be filled with the right people, with the
right knowledge, skill &
attitude”
a. Staffing defined
b. Job analysis
c. Manpower planning
d. Recruitment
10. It is a process that enables
a person to sort out issues and reach to a decisions affecting
their life
a. Selection
b. Raining
c. Reward
d. Counseling
Part Two:
1. Differentiate between ‘Administration’
and ‘Management’.
2. What were the common drawbacks
in classical and Neo classical theories of management?
3. Write a short note on “Line
Organization.”
4. Write a short note on ‘Acceptance
theory’.
END OF SECTION A
Examination Paper Semester I:
Principles and Practice of Management
IIBM Institute of Business
Management
Section B: Case
lets (40 marks)
· This section
consists of Case lets.
· Answer all the
questions.
· Each Case let
carries 20 marks.
· Detailed
information should form the part of your answer (Word limit 150-200 words).
Case let 1
Mr. Vincent, the Manager of a
large supermarket, was taking a management course in the
evening programme at the local
college. The Professor had given an interesting but disturbing
lecture the previous night on the
various approaches to management. Vincent had always thought
that management involved just
planning, organizing and controlling. Now this Professor was
saying that management could also
be thought of as quantitative models, systems theory and
analysis, and even something
called contingency relationships. Vincent had always considered
himself a good manager, and his
record with the supermarket chain had proved it. He thought of
himself, “I have never used
operations research models, thought of my store as an open system,
or developed or utilized any
contingency relationship. By doing a little planning ahead,
organizing the store, and making
some things got done, I have been a successful manager. That
other stuff just does not make
sense. All the professor was trying to do was complicate things. I
guess I will have to know it for
the test, but I am sticking with my old plan, organize and control
approach to managing my store.”
Questions
1. Critically analyze Mr. Vincent’s
reasoning.
2. If you were the professor and
you knew what was going through Vincent’s mind, what would you
say to Vincent?
Case let 2
The Regional Administration
Office of a company was hastily set up. Victor D’Cuhna a young executive
was directly recruited to take
charge of Data Processing Cell of this office. The data processing was to
help the administrative office in
planning and monitoring. The officer cadre of the administrative office
was a mix of directly recruited
officers and promotee officers (promotion from within the organization).
Females dominated the junior
clerical cadre. This cadre was not formally trained. The administrative
office had decided to give these
fresh recruits on-the-job training because when results were not upto the
expectations blame was brought on
the Data Processing Cell. Victor D’Cuhna realized that the
administrative office was heading
for trouble. He knew that his task would not be easy and that he had
been selected because of his
experience, background and abilities. He also realized that certain functional
aspects of the administrative
office were not clearly understood by various functionaries, and systems and
procedures were blindly and
randomly followed. Feedback was random, scanty and controversial, and
Data Processing Cell had to
verify every item of feedback. Delays were inevitable. D’Cuhna sought the
permission of senior management
to conduct a seminar on communication and feedback of which he was
an expert. The permission was
grudgingly given by the senior management. Everyone appreciated the
seminar. Following the first
seminar, D’Cuhna conducted a one week training course for the clerical
Examination Paper Semester I:
Principles and Practice of Management
IIBM Institute of Business
Management
cadre, especially for the junior,
freshly recruited clerks. Amongst other topics, D’Cuhna laid emphasis on
filing system, information
tracking, communication, and feedback. This helped reorient attitudes to some
extent. But the female clerks
preferred to ignore the theme and widely circulated the belief that D’Cuhna
was an upstart and a show off.
Within a short time, considerable friction had been generated in the
administrative office While
directly recruited officers supported D’Cuhna’s initiative and the specialist
officers admired him, senior
management became cautious and uncomfortable. The junior promotee
officers were prejudiced against
him. The grand finale followed swiftly. D’Cuhna happened to get
annoyed with a female clerk.
During the absence of her officer, who was on sick leave and had not been
substituted by another officer,
she began submitting nil returns. D’Cuhna took pains to explain to her that
for certain topics a nil feedback
was not tenable. The current status had to be reported— the stage at
which the matter was pending,
what had been done, and what would be done about it? The lady reported
that it was none of his business
to tell her this. He should talk to her officer when the officer reports back
from leave. D’Cuhna said he
would, but in the meanwhile she should present the correct picture. When
D’Cuhna called for the files, she
refused to part with them. D’Cuhna fired her and reported the situation
to the Chief Regional Manager.
The other ladies were up in the arms against D’Cuhna. The lady also
complained to higher management
that D’Cuhna had made passes at her. Other ladies supported her
complaint. She also complained
that D’Cuhna had no business to scold her. D’Cuhna countered that had
there been a male clerk in her
place he would have scolded him too. When females enjoyed equal rights
with males, D’Cuhna felt he must
remain impartial. Nevertheless, D’Cuhna was transferred to another
place. The transfer to another
place, rather than to another department in same place, was particularly
humiliating to him. A shocked and
disillusioned D’Cuhna quit the enterprise.
Questions
1. Diagnose the problem and
enumerate the reasons for the failure of D’Cuhna?
2. What could D’Cuhna have done
to avoid the situation in which he found himself?
Section C:
Applied Theory (30 marks)
· This section
consists of Applied Theory Questions.
· Answer all the
questions.
· Each question
carries 15 marks.
· Detailed
information should form the part of your answer (Word limit 200-250 words).
1. What is Training? Explain the
different methods of training?
2. Explain Decision-Making
process of an organization?
S-1-91110
END OF SECTION B
END
OF SECTION C
If you were one of the other foremen, what could you do to make Rajinder’s transition easier?
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