Download GTU (Gujarat Technological University) MBA (Master of Business Administration) 2018 Summer 1st Sem 3519204 Organizational Behaviour Ob Previous Question Paper
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 1 ? EXAMINATION ? SUMMER 2018
Subject Code: 3519204 Date: 02/05/2018
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 Explain the following terms
a) Halo effect
b) Hygiene factors
c) Referent power
d) Learning organization
d) Brainstorming
e) Job enlargement
g) Persistence Culture
. 14
Q.2 (a) Explain the contributions made by various behavioral science
discipline to OB.
07
(b)
What is MBTI? What are the dimensions in MBTI? 07
OR
(b)
What are personal values and organizational values? Discuss with example
the importance of values in the workplace.
07
Q.3 (a)
What are the Stress outcomes? Describe the moderators of Stress. Explain
with examples Stress prevention and management techniques.
07
(b) What are the different approaches to Change Management? In this
connection discuss the learning principles in change management
07
OR
Q.3 (a) State the various reasons of group formation. Discuss about the
stages of Group Development.
07
(b) What are Perceptual selectivity and Perceptual organization? What
are the Perceptual errors and distortions connected with these two
processes? State ways of reducing perceptual errors
07
Q.4 (a)
What are the different types Of Organizational Decision-Making Processes
-Describe with suitable examples. In this connection describe the
Contingency Framework For Using Decision Models
07
(b) Why is it important for a manager to consider the various
components of motivation when diagnosing motivation problems?
Explain.
07
OR
Q.4 (a) What is Multicultural Leadership and why knowledge of it is
important for managers?-Justify with suitable examples
07
(b) What causes intergroup conflict? What are the causes of
dysfunctional intergroup conflict? What are the ways of managing
intergroup conflict through Resolution?
07
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Page 1 of 3
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 1 ? EXAMINATION ? SUMMER 2018
Subject Code: 3519204 Date: 02/05/2018
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 Explain the following terms
a) Halo effect
b) Hygiene factors
c) Referent power
d) Learning organization
d) Brainstorming
e) Job enlargement
g) Persistence Culture
. 14
Q.2 (a) Explain the contributions made by various behavioral science
discipline to OB.
07
(b)
What is MBTI? What are the dimensions in MBTI? 07
OR
(b)
What are personal values and organizational values? Discuss with example
the importance of values in the workplace.
07
Q.3 (a)
What are the Stress outcomes? Describe the moderators of Stress. Explain
with examples Stress prevention and management techniques.
07
(b) What are the different approaches to Change Management? In this
connection discuss the learning principles in change management
07
OR
Q.3 (a) State the various reasons of group formation. Discuss about the
stages of Group Development.
07
(b) What are Perceptual selectivity and Perceptual organization? What
are the Perceptual errors and distortions connected with these two
processes? State ways of reducing perceptual errors
07
Q.4 (a)
What are the different types Of Organizational Decision-Making Processes
-Describe with suitable examples. In this connection describe the
Contingency Framework For Using Decision Models
07
(b) Why is it important for a manager to consider the various
components of motivation when diagnosing motivation problems?
Explain.
07
OR
Q.4 (a) What is Multicultural Leadership and why knowledge of it is
important for managers?-Justify with suitable examples
07
(b) What causes intergroup conflict? What are the causes of
dysfunctional intergroup conflict? What are the ways of managing
intergroup conflict through Resolution?
07
Page 2 of 3
Q.5
CASE STUDY:
Bright Resources? plant makes heavy-duty pumps designed to move
commodities such as refined oil and chocolate. The plant has 160
employees. Historically, management assigned employees to operate
the same machine for months or even years at a time. In this way,
each employee became intimately familiar with a narrow task. And
employees used their expertise to earn more money. Until 1997,
about half the workforce at the plant earned a premium, on top of
their hourly wages, based on the number of pumps or pump parts
they produced. The old system gave them a strong incentive to
conceal output enhancing tricks they had learned, even from co-
workers. Today, the plant?s employees receive a straight hourly
wage. To make the plant more flexible, management encourages
workers to learn a variety of jobs and accept moves to different parts
of the factory floor. Many of the plant?s older employees, however,
have not welcomed the change. One of those is Bhuvan. Bhuvan is
56 years old and has worked at the Bright plant for 24 years. Bhuvan
does not like changing jobs and he does not like telling anyone
anything about what he does. ?I don?t want to move around,? he
says, ?because I love my routine?it helps me get through the day.?
Bhuvan?s job is cutting metal shafts for industrial pumps. It?s a
precision task: A minor error could render a pump useless. Bhuvan is
outstanding at what he does. He is known for the accuracy of his
cuts. His bosses also say he can be hours faster than anyone else in
readying his giant cutting machines to shift from making one type of
pump shaft to another. Management would love to incorporate
Bhuvan?s know-how into the manufacturing process, but he refuses
to share his secrets even with fellow workers. ?If I gave away my
tricks, management could use [them] to speed things up and keep me
at a flat-out pace all day long,? says Bhuvan. Employees like Bhuvan
worry when they read about companies soliciting employees? expert
advice in the name of making their plants more competitive, and then
turn around and move jobs to lower-wage locations abroad. Bright?s
top management, however, says they have no plans to relocate jobs
or otherwise hurt workers. They merely want to pool employees?
knowledge to make the plant stronger. ?We?ve realized that to get
competitive, we need to start asking these guys what they know,?
says Bright?s president
Questions
A. Explain Bhuvan?s behaviour in power terms.
B. What does this case say regarding implementing knowledge-
Management systems?
7
7
OR
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Page 1 of 3
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 1 ? EXAMINATION ? SUMMER 2018
Subject Code: 3519204 Date: 02/05/2018
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 Explain the following terms
a) Halo effect
b) Hygiene factors
c) Referent power
d) Learning organization
d) Brainstorming
e) Job enlargement
g) Persistence Culture
. 14
Q.2 (a) Explain the contributions made by various behavioral science
discipline to OB.
07
(b)
What is MBTI? What are the dimensions in MBTI? 07
OR
(b)
What are personal values and organizational values? Discuss with example
the importance of values in the workplace.
07
Q.3 (a)
What are the Stress outcomes? Describe the moderators of Stress. Explain
with examples Stress prevention and management techniques.
07
(b) What are the different approaches to Change Management? In this
connection discuss the learning principles in change management
07
OR
Q.3 (a) State the various reasons of group formation. Discuss about the
stages of Group Development.
07
(b) What are Perceptual selectivity and Perceptual organization? What
are the Perceptual errors and distortions connected with these two
processes? State ways of reducing perceptual errors
07
Q.4 (a)
What are the different types Of Organizational Decision-Making Processes
-Describe with suitable examples. In this connection describe the
Contingency Framework For Using Decision Models
07
(b) Why is it important for a manager to consider the various
components of motivation when diagnosing motivation problems?
Explain.
07
OR
Q.4 (a) What is Multicultural Leadership and why knowledge of it is
important for managers?-Justify with suitable examples
07
(b) What causes intergroup conflict? What are the causes of
dysfunctional intergroup conflict? What are the ways of managing
intergroup conflict through Resolution?
07
Page 2 of 3
Q.5
CASE STUDY:
Bright Resources? plant makes heavy-duty pumps designed to move
commodities such as refined oil and chocolate. The plant has 160
employees. Historically, management assigned employees to operate
the same machine for months or even years at a time. In this way,
each employee became intimately familiar with a narrow task. And
employees used their expertise to earn more money. Until 1997,
about half the workforce at the plant earned a premium, on top of
their hourly wages, based on the number of pumps or pump parts
they produced. The old system gave them a strong incentive to
conceal output enhancing tricks they had learned, even from co-
workers. Today, the plant?s employees receive a straight hourly
wage. To make the plant more flexible, management encourages
workers to learn a variety of jobs and accept moves to different parts
of the factory floor. Many of the plant?s older employees, however,
have not welcomed the change. One of those is Bhuvan. Bhuvan is
56 years old and has worked at the Bright plant for 24 years. Bhuvan
does not like changing jobs and he does not like telling anyone
anything about what he does. ?I don?t want to move around,? he
says, ?because I love my routine?it helps me get through the day.?
Bhuvan?s job is cutting metal shafts for industrial pumps. It?s a
precision task: A minor error could render a pump useless. Bhuvan is
outstanding at what he does. He is known for the accuracy of his
cuts. His bosses also say he can be hours faster than anyone else in
readying his giant cutting machines to shift from making one type of
pump shaft to another. Management would love to incorporate
Bhuvan?s know-how into the manufacturing process, but he refuses
to share his secrets even with fellow workers. ?If I gave away my
tricks, management could use [them] to speed things up and keep me
at a flat-out pace all day long,? says Bhuvan. Employees like Bhuvan
worry when they read about companies soliciting employees? expert
advice in the name of making their plants more competitive, and then
turn around and move jobs to lower-wage locations abroad. Bright?s
top management, however, says they have no plans to relocate jobs
or otherwise hurt workers. They merely want to pool employees?
knowledge to make the plant stronger. ?We?ve realized that to get
competitive, we need to start asking these guys what they know,?
says Bright?s president
Questions
A. Explain Bhuvan?s behaviour in power terms.
B. What does this case say regarding implementing knowledge-
Management systems?
7
7
OR
Page 3 of 3
Q.5
Bob Wood is 32. But if you listened to him, you would think he was
65 and washed up. ?I graduated from university at a great time. It
was 1996. I started as an analyst for Accenture, worked as a health
care IT consultant for two other firms, and then became chief
technology officer at Claimshop.com, a medical claims processor.?
By 2001, Bob was making $80 000 a year plus bonus, driving an
expensive European sports car, and optimistic about his future. But
Bob Wood has become a statistic. He?s one of the Canadians born
between 1966 and 1975 whose peak earnings may be behind them.
Bob now makes $44 000 as a technology analyst at a hospital and is
trying to adjust to the fact that the go-go years of the late 1990s are
history. Like many of his generation, Bob is mired in debt. He owes
$23 000 on his university loans and has run up more than $4500 on
his credit cards. He faces a world very different from the one his
father found when he graduated from college in the early 1960s.
?The rules have changed. And we Generations Xers are getting hit
hard. We had to go to university to get a decent job. But the majority
of us graduated with tuition debt. The good news was that when we
graduated, the job market was great. I got a $5000 hiring bonus on
my first job! The competition by employers for good people drove
salaries up. When I was 28, I was making more money than my dad,
who had been with the same company for over 20 years. But my dad
has job security. And he has a nice retirement plan that will pay him
a guaranteed pension when he turns 58. Now look at me. I don?t
know if I?ll ever make $80 000 again. If I do, it?ll be in 20 or more
years. I have no job security. I?m paying $350 a month on my
university loans. I?m paying another $250 more in payments on my
BMW. And my girlfriend says it?s time for us to settle down and get
married. It would be nice to own a house, but how can I commit
myself to a 30-year mortgage when I don?t know if I?ll have a job in
six months?? ?I?m very frustrated. I feel like my generation got a bad
deal. We initially got great jobs with unrealistically high pay. I admit
it; we were spoiled. We got used to working one job for six months,
quitting, then taking another and getting ourselves a 25 or 30 percent
raise. We thought we?d be rich and retired by 40. The truth is that
we?re now lucky to have a job and, if we do, it probably pays half
what we were making a few years ago. We have no job security. The
competition for jobs, combined with pressures by business to keep
costs down, means a future with minimal salary increases. It is pretty
weird to be only 32 years old and to have your best years behind
you!?
Questions
A. Analyze Bob using Maslow?s hierarchy of needs.
B. If you were Bob?s boss, what could you do to positively
influence his motivation?
7
7
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This post was last modified on 19 February 2020