HR02
Organizational Behaviour
(For CNM Cases)
Assignment - II
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?
avoid such occurrences in future?
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