HR02
Organizational Behaviour
Assignment - I
Assignment Code: 2015HR02A1 Last Date of Submission: 15th May 2015
Maximum Marks: 100
Attempt all the questions. All the questions are compulsory and carry equal marks.
Section-A
1. How does culture affect our understanding of intellactual abilities and why or why not are they relevant to the field of OB ?
2. Discuss the Five- Stage Model of group development?
3. Which leadership style is suitable to the HR Manager of IT industry in the present era?
4. Write short notes on ANY THREE:
a. Principle of Decision Making
b. Dimensions of Attitude
c. MBO
d. Intrapersonal and Interpersonal conflict
Section-B
Case Study
Mr. Sudhakar Somani is a leading Builder in Delhi. During last decade, he has become popular in and around Delhi as a prominent builder. The size of his organization is increased tremendously. Mr. Somani has appointed his several relatives and friends on key positions. At the beginning of organization, very meritorious employees have been appointed who are now senior in status. Of late, the relatives and friends of Mr. Somani have been behaving very rudely and arrogantly. The result is seen in resigning by the senior employees. Some of them joined the rival group of builder. When the owner Mr. Somani has realized the reason of exodus, he has made up his mind to restore normalcy, stopping chaotic condition. Advise Mr. Soman considering following principles of management, for restoring homogeneity.
a) Constructive leadership
b) Recruitment and selection
c) Informal organization
HR02
Organizational Behaviour
Assignment - II
Assignment Code: 2015HR02A2 Last Date of Submission: 15th May 2015
Maximum Marks: 100
Attempt all the questions. All the questions are compulsory and carry equal marks.
Section-A
1. How shaping can be used as a managerial tool?
2. Define culture and discuss the advantages of Organisation Culture.
3. Define change and planned change. Explain the following two approaches to managing organisational change:
i) Lewin’s three step Model
ii) Kotter’s eight step plan for implementing change.
4. Discuss the potential sources of stress and the ways of managing it?
Section-B
Case Study
Mohan had come a long way from when he joined R.P. Communications (having a turnover of Rs. 20 lakhs) as a trainee artist in 1995 and today he had come to occupy the position of Creative Head at R.P. Communications (with a turnover of Rs. 15 crores). As a young trainee (in 1995), Mohan (as Mohan is addressed by his colleagues) has been an amicable personality, he had always displayed keenness to gain knowledge – learn more, many-visible traits of creativity – in the sense try to make “unique”/different from others presentations, willing to share information and so on. It was typically these qualities of Mohan, which made him approachable to others and appreciated by one and all, and also saw him rising in the organization structure.
Nicky Tanwar, the Creative Director at R.P. Communications, who had known Mohan right from the time he had joined R.P. Communications as trainee, was surprised and recalling the contents of the just concluded meeting with the members of the creative team at R.P. Communications. Meena (a recent recruit at R.P. had said “Madam, Mohan sir, scares the hell out of us by refusing to listen to our point to view”. Raj an executive at R.P. Communications had revealed “Madam, Mohan withholds important information from us, and creates conflict when he has to interact with other teams at R.P”.
Giri, a senior creative manager at R.P. had said Mohan, seems to have changed, he seems to prefer to adopt a forcing style, like a controller, and expects all the assignments to be completed before time, and doesn’t entertain any questions or queries from any of the creative team members. Nicky found it hard to believe that a likeable person such as Mohan could cause conflict. Nicky had promised the creative team to look into the matter and have a talk with Mohan also. After an informal chat with Mohan, Nicky felt that one of the causes of Mohan’s behavior could be Role Ambiguity. This she had concluded from one statement made by Mohan “You know Nicky, my team is good, and however they expect me to behave as I was before. I am trying my best to convince them that in my new role I am expected to perform even better than before”. Nicky decided to seek the help of CEO of learn & Grow Leadership Centre (LSLG), a Training firm, who regularly holds workshops meant for helping professionals and executives of firm to diagnose their own behavior patterns as well on how to manage stress that could cause various levels of conflicts for the individual as well as the organization.
Case Questions:
1. What do you think is the major cause of the problem in the above case?
2. Do you agree with Nicky that Role Ambiguity may have caused a change in Mohan’s behavior? Why?
3. Can you suggest ways in which firms such as R.P. Communications can
avoid such occurrences in future?
Organizational Behaviour
Assignment - I
Assignment Code: 2015HR02A1 Last Date of Submission: 15th May 2015
Maximum Marks: 100
Attempt all the questions. All the questions are compulsory and carry equal marks.
Section-A
1. How does culture affect our understanding of intellactual abilities and why or why not are they relevant to the field of OB ?
2. Discuss the Five- Stage Model of group development?
3. Which leadership style is suitable to the HR Manager of IT industry in the present era?
4. Write short notes on ANY THREE:
a. Principle of Decision Making
b. Dimensions of Attitude
c. MBO
d. Intrapersonal and Interpersonal conflict
Section-B
Case Study
Mr. Sudhakar Somani is a leading Builder in Delhi. During last decade, he has become popular in and around Delhi as a prominent builder. The size of his organization is increased tremendously. Mr. Somani has appointed his several relatives and friends on key positions. At the beginning of organization, very meritorious employees have been appointed who are now senior in status. Of late, the relatives and friends of Mr. Somani have been behaving very rudely and arrogantly. The result is seen in resigning by the senior employees. Some of them joined the rival group of builder. When the owner Mr. Somani has realized the reason of exodus, he has made up his mind to restore normalcy, stopping chaotic condition. Advise Mr. Soman considering following principles of management, for restoring homogeneity.
a) Constructive leadership
b) Recruitment and selection
c) Informal organization
HR02
Organizational Behaviour
Assignment - II
Assignment Code: 2015HR02A2 Last Date of Submission: 15th May 2015
Maximum Marks: 100
Attempt all the questions. All the questions are compulsory and carry equal marks.
Section-A
1. How shaping can be used as a managerial tool?
2. Define culture and discuss the advantages of Organisation Culture.
3. Define change and planned change. Explain the following two approaches to managing organisational change:
i) Lewin’s three step Model
ii) Kotter’s eight step plan for implementing change.
4. Discuss the potential sources of stress and the ways of managing it?
Section-B
Case Study
Mohan had come a long way from when he joined R.P. Communications (having a turnover of Rs. 20 lakhs) as a trainee artist in 1995 and today he had come to occupy the position of Creative Head at R.P. Communications (with a turnover of Rs. 15 crores). As a young trainee (in 1995), Mohan (as Mohan is addressed by his colleagues) has been an amicable personality, he had always displayed keenness to gain knowledge – learn more, many-visible traits of creativity – in the sense try to make “unique”/different from others presentations, willing to share information and so on. It was typically these qualities of Mohan, which made him approachable to others and appreciated by one and all, and also saw him rising in the organization structure.
Nicky Tanwar, the Creative Director at R.P. Communications, who had known Mohan right from the time he had joined R.P. Communications as trainee, was surprised and recalling the contents of the just concluded meeting with the members of the creative team at R.P. Communications. Meena (a recent recruit at R.P. had said “Madam, Mohan sir, scares the hell out of us by refusing to listen to our point to view”. Raj an executive at R.P. Communications had revealed “Madam, Mohan withholds important information from us, and creates conflict when he has to interact with other teams at R.P”.
Giri, a senior creative manager at R.P. had said Mohan, seems to have changed, he seems to prefer to adopt a forcing style, like a controller, and expects all the assignments to be completed before time, and doesn’t entertain any questions or queries from any of the creative team members. Nicky found it hard to believe that a likeable person such as Mohan could cause conflict. Nicky had promised the creative team to look into the matter and have a talk with Mohan also. After an informal chat with Mohan, Nicky felt that one of the causes of Mohan’s behavior could be Role Ambiguity. This she had concluded from one statement made by Mohan “You know Nicky, my team is good, and however they expect me to behave as I was before. I am trying my best to convince them that in my new role I am expected to perform even better than before”. Nicky decided to seek the help of CEO of learn & Grow Leadership Centre (LSLG), a Training firm, who regularly holds workshops meant for helping professionals and executives of firm to diagnose their own behavior patterns as well on how to manage stress that could cause various levels of conflicts for the individual as well as the organization.
Case Questions:
1. What do you think is the major cause of the problem in the above case?
2. Do you agree with Nicky that Role Ambiguity may have caused a change in Mohan’s behavior? Why?
3. Can you suggest ways in which firms such as R.P. Communications can
avoid such occurrences in future?
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