Download PTU (I.K. Gujral Punjab Technical University Jalandhar (IKGPTU) ) MBA (Master of Business Administration) 2020 March 3rd Sem 76889 Organizational Behaviour & Design Previous Question Paper
Roll No. Total No. of Pages : 03
Total No. of Questions : 17
MBA (2018 Batch) (Sem.?3)
ORGANIZATIONAL BEHAVIOUR & DESIGN
Subject Code : MBA 301-18
M.Code : 76889
Time : 3 Hrs. Max. Marks : 60
INSTRUCTIONS TO CANDIDATES :
1. SECTION-A contains EIGHT questions carrying TWO marks each and students
has to attempt ALL questions.
2. SECTION-B consists of FOUR Subsections : Units-I, II, III & IV. Each Subsection
contains TWO questions each carrying EIGHT marks each and student has to
attempt any ONE question from each Subsection.
3. SECTION-C is COMPULSORY and consist of ONE Case Study carrying TWELVE
marks.
SECTION-A
Write briefly :
l. Determinants of Individual Behaviour
2. Meaning of Organisational Behaviour
3. Traits of Personality
4. Transactional Leadership
5. Johari Window Model
6. Decision making in Group
7. Decentralisation
8. Learning Organisation
SECTION-B
UNIT-I
9. Discuss various challenges and opportunities for managers in the area of organisational
behaviour.
10. Define Learning. Explain the reinforcement theory of learning.
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1 | M-76889 (S32)-588
Roll No. Total No. of Pages : 03
Total No. of Questions : 17
MBA (2018 Batch) (Sem.?3)
ORGANIZATIONAL BEHAVIOUR & DESIGN
Subject Code : MBA 301-18
M.Code : 76889
Time : 3 Hrs. Max. Marks : 60
INSTRUCTIONS TO CANDIDATES :
1. SECTION-A contains EIGHT questions carrying TWO marks each and students
has to attempt ALL questions.
2. SECTION-B consists of FOUR Subsections : Units-I, II, III & IV. Each Subsection
contains TWO questions each carrying EIGHT marks each and student has to
attempt any ONE question from each Subsection.
3. SECTION-C is COMPULSORY and consist of ONE Case Study carrying TWELVE
marks.
SECTION-A
Write briefly :
l. Determinants of Individual Behaviour
2. Meaning of Organisational Behaviour
3. Traits of Personality
4. Transactional Leadership
5. Johari Window Model
6. Decision making in Group
7. Decentralisation
8. Learning Organisation
SECTION-B
UNIT-I
9. Discuss various challenges and opportunities for managers in the area of organisational
behaviour.
10. Define Learning. Explain the reinforcement theory of learning.
2 | M-76889 (S32)-588
UNIT-II
11. What can be the sources of attitude of an individual? Explain.
12. Briefly discuss the content theories of motivation.
UNIT-III
13. Describe the nature of groups in organisation. Explain the stages of group formation.
14. Discuss individual and organisational approaches for stress management.
UNIT-IV
15. What do you understand by organisational design? Explain the factors influencing
organisational design.
16. Differentiate between power and authority. Explain various sources of power.
SECTION-C
17. Read the following case and answer the questions given below the case.
Mr Ramesh was appointed as general manager, administration in K.B. Limited. He joined
the company only about two years back. Prior to joining this company, he served another
company for two years. He did his M.B.A. from a reputed institution. After getting
promotion as general manager, administration, he felt quite excited and was quite
enthusiastic about his new job. The post of general manager was sufficiently at high
level. However, because of young age and lack of adequate experience, Mr. Ramesh was
considered as junior executive by most of his subordinates.
The administration department of the company had four major sub-units: purchasing,
record maintenance, printing, and secretarial services. Each sub-unit was headed by a
manager. These four managers were directly reporting to Mr. Ramesh. Most of them had
been with the company for a fairly long period of time and that too with their present
units. Since Mr. Ramesh was quite less experienced and young, these four managers
viewed his appointment with hesitancy and suspicion. Also they had liking for the
previous general manager and were sorry to see him leave the company.
The new general manager, Mr. Ramesh, started holding weekly meetings of the
department. However, he noticed that managers were hesitant to speak in the meetings ;
he was the only one to speak. He made some changes in the operating procedures that he
felt would increase efficiency and announced them in a weekly departmental meeting.
There were no reactions to the changes but later he noticed that the managers continued
to follow the old procedures. He talked to them individually but felt that they were not
opening up to him. The problem continued.
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1 | M-76889 (S32)-588
Roll No. Total No. of Pages : 03
Total No. of Questions : 17
MBA (2018 Batch) (Sem.?3)
ORGANIZATIONAL BEHAVIOUR & DESIGN
Subject Code : MBA 301-18
M.Code : 76889
Time : 3 Hrs. Max. Marks : 60
INSTRUCTIONS TO CANDIDATES :
1. SECTION-A contains EIGHT questions carrying TWO marks each and students
has to attempt ALL questions.
2. SECTION-B consists of FOUR Subsections : Units-I, II, III & IV. Each Subsection
contains TWO questions each carrying EIGHT marks each and student has to
attempt any ONE question from each Subsection.
3. SECTION-C is COMPULSORY and consist of ONE Case Study carrying TWELVE
marks.
SECTION-A
Write briefly :
l. Determinants of Individual Behaviour
2. Meaning of Organisational Behaviour
3. Traits of Personality
4. Transactional Leadership
5. Johari Window Model
6. Decision making in Group
7. Decentralisation
8. Learning Organisation
SECTION-B
UNIT-I
9. Discuss various challenges and opportunities for managers in the area of organisational
behaviour.
10. Define Learning. Explain the reinforcement theory of learning.
2 | M-76889 (S32)-588
UNIT-II
11. What can be the sources of attitude of an individual? Explain.
12. Briefly discuss the content theories of motivation.
UNIT-III
13. Describe the nature of groups in organisation. Explain the stages of group formation.
14. Discuss individual and organisational approaches for stress management.
UNIT-IV
15. What do you understand by organisational design? Explain the factors influencing
organisational design.
16. Differentiate between power and authority. Explain various sources of power.
SECTION-C
17. Read the following case and answer the questions given below the case.
Mr Ramesh was appointed as general manager, administration in K.B. Limited. He joined
the company only about two years back. Prior to joining this company, he served another
company for two years. He did his M.B.A. from a reputed institution. After getting
promotion as general manager, administration, he felt quite excited and was quite
enthusiastic about his new job. The post of general manager was sufficiently at high
level. However, because of young age and lack of adequate experience, Mr. Ramesh was
considered as junior executive by most of his subordinates.
The administration department of the company had four major sub-units: purchasing,
record maintenance, printing, and secretarial services. Each sub-unit was headed by a
manager. These four managers were directly reporting to Mr. Ramesh. Most of them had
been with the company for a fairly long period of time and that too with their present
units. Since Mr. Ramesh was quite less experienced and young, these four managers
viewed his appointment with hesitancy and suspicion. Also they had liking for the
previous general manager and were sorry to see him leave the company.
The new general manager, Mr. Ramesh, started holding weekly meetings of the
department. However, he noticed that managers were hesitant to speak in the meetings ;
he was the only one to speak. He made some changes in the operating procedures that he
felt would increase efficiency and announced them in a weekly departmental meeting.
There were no reactions to the changes but later he noticed that the managers continued
to follow the old procedures. He talked to them individually but felt that they were not
opening up to him. The problem continued.
3 | M-76889 (S32)-588
After about two months, Mr. Ramesh started receiving complaints from other
departments about the services they received from the administration department. These
complaints mostly related to printing and purchasing. Mr. Ramesh believed that his
department should provide the best possible services and, therefore, admonished his
managers in a weekly departmental meeting. He still received little response from them.
He continued to receive complaints and was becoming increasingly frustrated. On one
day, he became very upset at the third complaint that week over jobs done in the printing
unit. He stormed out of his office down to the printing unit. The manager of the printing
unit was out. Mr. Ramesh called over the chief print operator, chewed him out, and told
him to redo the job on the same day. When printing unit manager returned and learned
what happened, he immediately called a meeting with the three other managers and
described events to them. On this, commented the manager purchasing unit, ?We have to
do something. Mr. Ramesh is too young, incompetent, and is a tyrant.? ?I agree, he
dictates to us in departmental meetings, and now he goes behind our back to our
employees. He shows no confidence in us. I am fed up with this situation?, said manager
- secretarial services. Finally, the manager - maintenance chimed in, I don?t think we
have much choice. Mr. Ramesh is regarded high by top level management We can?t talk
to him and higher up, and if we continue doing things this way, our careers will be
ruined. Therefore;, I think that we should look for some other job opportunities.? They all
reluctantly agreed with this statement and the meeting ended.
Questions :
a. Describe the nature of the problems in this case.
b. Explain what could have been done to prevent the problems.
NOTE : Disclosure of Identity by writing Mobile No. or Making of passing request on any
page of Answer Sheet will lead to UMC against the Student.
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This post was last modified on 22 March 2020