Download BU (Bangalore University) MBA (Master of Business Administration) 1st Semester 2016 Feb Organisational Behaviour Question Paper
|Semasmr M.EJL Degree Examination. February 2016
(0308) (2014 ? 2015 & Onwarda)
MANAGEMENT
Paper - 1.2 : Organizational Behaviour
Time : 3 Hours Max. Marks : 70
SECTION -A
Answarany flve of the following. Each question carrles flve marks. (5:25:25)
1. ?Are the baslcs of CB applicable only to business organizations" ? Discuss.
2. Discuss a few determinants of personality.
3. What are the princlples of Learning ? Explain them briefly.
4
Bring out the critical differences between Herzberg and McGregor theorms of
motivation.
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How is the Johari Wlndow useful ior coilege going students ?
6. Why do people resist change In organizations ?
7. Draft three ques?ons to captme organizatlonal cuitum from employees of an
organization based on its concept and meaning.
SECTION ? B
Answerany three of the following questions. Each question carries ten marks.
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8. Explainthe modelofOrganizationalBehaviour. .
9. Write a detailed account of the transition in leadership theories.
10. How are the varIOus lypes of conflicts in an organlzatlon resolved ?
11. How are attitudes formed ? Analyze the ways and means of changing them
amang individuals In an organization,
P.T.O.
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SECTION ?C
This is compulsory. It carries fifteen marks. (1 x1 5:15}
12. Read the case given below and answerthe questions given at the end.
Thirty three years ago, when the new Factory General Ma nager proposed to all
of us living in the factory residential quarters that we should stop consuming
alcohol (even after office hours), we th ought it was ridicutous. How can he
eontro! our personal me ? He explained to us that we were liable to be catted in
the factory at any point of time due to exigencies at work. If we reach the factory
under the influence of alcohol. the workers can easity accuse the management
of differential treatment - Le charge sheeting the workmen for consumption or
alcohol while on duty and atlowing the management members in si milar state on
the shop ?oor.
The power of this approach was evident to us when a worker was suspended
for being on duty under the In?uence 01 alcohol and a local politiclan came to
defend him in the office of the Factory General Manager, The politician argued
that consumption of alcohol was not a blg misconduct since most people
consumed alcohol some time orthe other. He mischievously asked the Generat
Manager "kya app nahi peete ? (rs rt that you don?t consume alcoho! .9). The
General Manager immediately retorted ?nobody can ask thls question to me-
since i don't touch alcohol ? on or off duty". The politician was dumb?struck and
had a hasty retreat.
As an organization we became famous fortaking upright and ethical stands -
since we always followed law in spirit and in letter! This reputation travelled
trorn one Government Otlicer to the other and soon in our deaiings with the
Government. no favours were expected from us,
Even as an ?Individual professionai, right lrom the beginning of my work ?fe. I
was clear that I must conduct myself in a manner that nobody can point a ?nger
at me for any of my personal or professional conduct. It was not only important
to be clean on work hablts. ethics and dealings ~ but criticat to be understood 39
a role model on these issues. Above alt. it was impertantthat I was abte to stand
the scrutiny at my conscience!
In all Our annual HR conferences on the penultimate night, we used to serve
alcoholic beverages. l was aware of the fact that my predecessors used to seek
a special approval for this so called ?team building? activity and treat expenses
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on alcohol as business expenSe. After I took ever the responsibility as the HR
leader. I was not convinced of this approach. If it was clearly disallowed tor
other leaders in similar situations. as the custodian oi organization policies it
was not appropriate for me to be an exception. Therefore, tor seven consecutive
years I personally paid the expenses on alcohol for more than 120 team members
each year. It was equally important to let the HR members know that the
organization was not paying for these expe nses.
i remember a situation when our Chairman asked me whether his son - who had
recently done his MBA from abroad ceuld do a summer assignment with us for
about two months. My instant response was "No?, I explained that given the
im maculate image of the Chairman {both within and outside the organization), it
was not worth providing and opportunity to raise questions about such an issue.
Even more important was that the Chairman accepted this logic and did not
pursue the proposal. While we did take summer interns reg ularly, we wanted to
avoid the perception that this summer intern was allowed becau se he was
"Chairman son".
I have been travelling to ? 14 days a mo nth tor the past 85 years and often get
invited by employees at thelr home to have meals. The frequently asked question
is ?why don't you get your wife or family when you travel" 27 There are organizations
where very senior members at times allow their spouses to accompany them
during the travel. The argument is that this encourages a softer touch to the
culture in the organization. I find this problematic on several counts. To begin
with, one does not know where to draw the boundaries. I may bear the travel
expenses of my spouse but how do I meticulously split several other issues
including certain unspoken constraints on wont timings etc. ? Most importantly.
will you allow such things to other employees in the organization ? How will the
organization monltor several issues associated with this ?
Questions :
a) Which concepts of OB are covered in the above case ?? And how do you say
that they are covered ?
b) Analyze the individuat group and organizational factors in the case.
c] Can the organization achieve effectiveness under the circumstances ? Analyze
your answer.
This post was last modified on 28 January 2020