Examination Paper of
Organizational Behaviour
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B105
Examination Paper
Organizational Behaviour
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.Scientific Management approach is developed by
(1)
a) Elton Mayo
b) Henry Fayol
c) F.W. Taylor
d) A. Maslow
II. What sort of goals does Management by
Objectives (MBO) emphasize? (1)
a) Tangible, verifiable and measurable
b) Achievable, controllable and
profitable
c) Challenging, emotional and
constructive
d) Hierarchical, attainable and effective
III. What is the most relevant application of
perception
concepts to OB? (1)
a. The perceptions people form about each
other
b. The perceptions people form about their
employer
c. The perceptions people form about their
culture
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B105
Examination Paper
Organizational Behaviour
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.Scientific Management approach is developed by
(1)
a) Elton Mayo
b) Henry Fayol
c) F.W. Taylor
d) A. Maslow
II. What sort of goals does Management by
Objectives (MBO) emphasize? (1)
a) Tangible, verifiable and measurable
b) Achievable, controllable and
profitable
c) Challenging, emotional and
constructive
d) Hierarchical, attainable and effective
III. What is the most relevant application of
perception
concepts to OB? (1)
a. The perceptions people form about each
other
b. The perceptions people form about their
employer
c. The perceptions people form about their
culture
|
IV.
|
Goal
setting theory is pioneered by
(1) |
a. Stacy
Adams
b. Charms
c. Edwin Locke
d. F. W. Taylor
d. The perceptions people from about society
· This section consists of multiple choices and Short Notes type questions.
· Answer all the questions.
· Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Organizational Behaviour
IIBM Institute of Business Management
V. Which of the following is/are not
organizational factors causing stress? (1)
a. Task demand
b. Role demand
c. Role conflict
d. Satisfaction
b. Charms
c. Edwin Locke
d. F. W. Taylor
d. The perceptions people from about society
· This section consists of multiple choices and Short Notes type questions.
· Answer all the questions.
· Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Organizational Behaviour
IIBM Institute of Business Management
V. Which of the following is/are not
organizational factors causing stress? (1)
a. Task demand
b. Role demand
c. Role conflict
d. Satisfaction
|
VI.
|
In
which stage of the conflict
process does conflict become |
|
visible?
|
(1)
|
a.
Illumination
b. Intentions
c. Behavior
d. Cognition
VII. In --------------leadership, there is a
complete centralization of authority in the
leader
(1)
a. Democratic
b. Autocratic
c. Free rein
d. Bureaucratic
VIII. Which of the following is not a
contingency theory of leadership?
a. LPC theory
b. Path Goal theory
c. Vroom-Yetton-Jago theory
d. Job centered Leadership
IX. A technique to bring changes in the
entire organization, rather man focusing
attention on individuals to bring changes
easily. (1)
a. Organizational development
b. Organizational change
c. Organizational culture
d. Organizational conflicts
X. Which one is not a Process Based
Theory of motivation? (1)
a) Porter Lawler Theory
b) Mcclelland’s Theory
c) Stacy Adams Theory
d) Vroom’s Theory
Part B:
1. Define Scientific Management. (5)
2. Explain Management by Objectives (MBO). (5)
3. Explain Five-Stage Model of group development. (5)
4. Write short note on Trait Theory. (5)
END OF SECTION A
IIBM Institute of Business Management
IIBM Institute of Organizational Behaviour
Section B: Caselets (40 marks)
Caselet1
Ms. Priyanka is a store manager of one of the fourteen HÃ ppy Home Furniture outlets that are
located at all the major cities in the country. Her staff consists of twelve salespersons and
support personnel. Each salesperson. is paid commission based on sales. All the salespersons
are expected to do other tasks, such as assisting the merchandise manager, arranging the
displays, and handling customer complaints. These tasks, and a few others, are to be shared
equally among the sales persons.
The store's sales target is established at the headquarters of the furniture chain. This target is
divided by the number of salespersons and each is expected to meet his or her personal target
Mr. Ranjan, is the top salesperson at the outlet. When he misses his sales goal, which seldom
happens, the store's target is usually not met. Ranjan, however, often does not help in doing the
common tasks, much to the frustration of the other eleven salespeople, who feel that if they do
not handle the common tasks, they will be fired.
Recently, Ms. Priyanka noticed that one of her salespeople, Mr. Manish„ made careless errors,
neglected clients, and did not do his share of the common tasks. When confronted by the store
manager, he complained about Mr. Ranjan., who, in his opinion, got away with doing almost
nothing. After this discussion, Ms. Priyanka began to observe the salespersons more closely
and noticed that most of them neglected their work and were not cooperative.
The store manager felt that something had to be done. A talk with Mr. Ranjan had little effect.
Yet, the store needed Ranjan because of his excellent sales record. On the other hand, the
morale of the other salespersons had begun to deteriorate.
Questions:
1. What Should Ms. Priyanka do? (10)
2. What are the standards of performance? Should they be changed? If so, in what ways? (10
Caselet2
MR. Ketan Parekh had worked his way up through the technical arm of ANC Company to
become chief Engineer and the General Manager of the Avionics Division. He was an important
inventor and innovator, in basic frequency-modulated continuous wave (FM-CW) Doppler
radar technology. This Fm-cw technology gave Avionics a world leadership position in Doppler
radar equipment design and production, All Avionics equipment design were state of the art at
the time of their design, a result of the importance research and development engineering for
the department's future.
As the division grew and Avionics's success with Doppler systems brought large increases in
sales, Mr. Ketan's preoccupations became considerably more managerially than technical. He
began to reassess some of his own thinking about organizations. The organization appeared
too weak, both structurally and managerially, to cope with the increasing complexity of his
· This section consists of Caselets.
· Answer all the questions.
· Each Caselet carries 20marks.
· Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
IIBM Institute of Organizational Behaviour
division's activities. Mr. Ketan was finding it impossible to cope with the number of major
decisions that had to be made. Six major programs and several minor ones were in different
stages of design and/or production. All had different customers, sometimes in different
countries. Every program's product although they were all Doppler radar systems, was
significantly different from every other one, particularly in its technology. Nevertheless the
programs had to share manufacturing facilities, major items of capital equipment, and
specialized functions. Mr. Ketan felt he had to find some way to force the whole decision
process down to some level below his own.
Question:
1. What is the principal problem with ANC's existing organizational Structure? (10)
2. How can the matrix form of organization assist Mr. Ketan? (10)
Section C: Applied Theory (30 marks)
1. What are the components of attitude? How does attitude determine the behavior of an
individual? (15)
2. Explain the factors that affect an organizational climate. What are the determinants of job
satisfaction of employees inside the organization? (15)
S-2-010619
END OF SECTION B
· This section consists of Applied Theory Questions.
· Answer all the questions.
· Each question carries 15marks.
· Detailed information should form the part of your answer (Word limit 200 to 250
words).
END OF SECTION C
b. Intentions
c. Behavior
d. Cognition
VII. In --------------leadership, there is a
complete centralization of authority in the
leader
(1)
a. Democratic
b. Autocratic
c. Free rein
d. Bureaucratic
VIII. Which of the following is not a
contingency theory of leadership?
a. LPC theory
b. Path Goal theory
c. Vroom-Yetton-Jago theory
d. Job centered Leadership
IX. A technique to bring changes in the
entire organization, rather man focusing
attention on individuals to bring changes
easily. (1)
a. Organizational development
b. Organizational change
c. Organizational culture
d. Organizational conflicts
X. Which one is not a Process Based
Theory of motivation? (1)
a) Porter Lawler Theory
b) Mcclelland’s Theory
c) Stacy Adams Theory
d) Vroom’s Theory
Part B:
1. Define Scientific Management. (5)
2. Explain Management by Objectives (MBO). (5)
3. Explain Five-Stage Model of group development. (5)
4. Write short note on Trait Theory. (5)
END OF SECTION A
IIBM Institute of Business Management
IIBM Institute of Organizational Behaviour
Section B: Caselets (40 marks)
Caselet1
Ms. Priyanka is a store manager of one of the fourteen HÃ ppy Home Furniture outlets that are
located at all the major cities in the country. Her staff consists of twelve salespersons and
support personnel. Each salesperson. is paid commission based on sales. All the salespersons
are expected to do other tasks, such as assisting the merchandise manager, arranging the
displays, and handling customer complaints. These tasks, and a few others, are to be shared
equally among the sales persons.
The store's sales target is established at the headquarters of the furniture chain. This target is
divided by the number of salespersons and each is expected to meet his or her personal target
Mr. Ranjan, is the top salesperson at the outlet. When he misses his sales goal, which seldom
happens, the store's target is usually not met. Ranjan, however, often does not help in doing the
common tasks, much to the frustration of the other eleven salespeople, who feel that if they do
not handle the common tasks, they will be fired.
Recently, Ms. Priyanka noticed that one of her salespeople, Mr. Manish„ made careless errors,
neglected clients, and did not do his share of the common tasks. When confronted by the store
manager, he complained about Mr. Ranjan., who, in his opinion, got away with doing almost
nothing. After this discussion, Ms. Priyanka began to observe the salespersons more closely
and noticed that most of them neglected their work and were not cooperative.
The store manager felt that something had to be done. A talk with Mr. Ranjan had little effect.
Yet, the store needed Ranjan because of his excellent sales record. On the other hand, the
morale of the other salespersons had begun to deteriorate.
Questions:
1. What Should Ms. Priyanka do? (10)
2. What are the standards of performance? Should they be changed? If so, in what ways? (10
Caselet2
MR. Ketan Parekh had worked his way up through the technical arm of ANC Company to
become chief Engineer and the General Manager of the Avionics Division. He was an important
inventor and innovator, in basic frequency-modulated continuous wave (FM-CW) Doppler
radar technology. This Fm-cw technology gave Avionics a world leadership position in Doppler
radar equipment design and production, All Avionics equipment design were state of the art at
the time of their design, a result of the importance research and development engineering for
the department's future.
As the division grew and Avionics's success with Doppler systems brought large increases in
sales, Mr. Ketan's preoccupations became considerably more managerially than technical. He
began to reassess some of his own thinking about organizations. The organization appeared
too weak, both structurally and managerially, to cope with the increasing complexity of his
· This section consists of Caselets.
· Answer all the questions.
· Each Caselet carries 20marks.
· Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
IIBM Institute of Organizational Behaviour
division's activities. Mr. Ketan was finding it impossible to cope with the number of major
decisions that had to be made. Six major programs and several minor ones were in different
stages of design and/or production. All had different customers, sometimes in different
countries. Every program's product although they were all Doppler radar systems, was
significantly different from every other one, particularly in its technology. Nevertheless the
programs had to share manufacturing facilities, major items of capital equipment, and
specialized functions. Mr. Ketan felt he had to find some way to force the whole decision
process down to some level below his own.
Question:
1. What is the principal problem with ANC's existing organizational Structure? (10)
2. How can the matrix form of organization assist Mr. Ketan? (10)
Section C: Applied Theory (30 marks)
1. What are the components of attitude? How does attitude determine the behavior of an
individual? (15)
2. Explain the factors that affect an organizational climate. What are the determinants of job
satisfaction of employees inside the organization? (15)
S-2-010619
END OF SECTION B
· This section consists of Applied Theory Questions.
· Answer all the questions.
· Each question carries 15marks.
· Detailed information should form the part of your answer (Word limit 200 to 250
words).
END OF SECTION C
No comments:
Post a Comment