Download BU (Bangalore University) MBA (Master of Business Administration) 1st Semester 2018 Feb Organisational Behaviour Question Paper
l Semester MBA. Degree Examination. JanuaryfFebruary 2018
(0808) (2014-15 8: Onwards)
MANAGEMENT ..
Paper - 1.2 : Organizational Behavlour
Time : 3 Hours Max. Marks : 70
SECTION ? A
Answer any ?ve questions from the following. Each ques?on cat?es 5 marks. {5x5=25)
1 .
What is organizatlonal behaviour ? How does it contribute to organizational
effectiveness {7
. Why do people resist change ? How does a manager overcome resistance to
change 7
. Bring Out the differences between classical conditioning and operant conditioning
theovies 0f learning.
4. Define attitude. Explain the com pone nts of attitude.
5. Are the terms values. attitudes. percepiion and behaviOur interrelated '.? If 50,
how ? Illustrate your views.
6. Explain brie?y any two strategies for con?ict management.
7. What IS organisation culture 7 Explain its impact on organlsational performance.
SECTION - B
Answer any three questions from the following, each question car?ss 10 marks.
8.
10.
1f.
(3x1u=3n)
What is a group '2 Why do individ uals join groups ? Discuss with an exam ple the
characteristics at an e?ective work group.
Explain the Continge ncy theory of leadership and the Fiedler contlngency model
in detail.
Describe the three key elements of motivation. Explain Maslow?s hierarchy of
ne eds theory and list out the major limitations.
What are the factors in the Big Five Model of personality ?? How is the model
relevant in the organizatlonat context ? ?T o
no ~ 766 illiiliiiliiiil'iiilliill
SECTION ? C
12. Compulsow case study. (1:15:15)
Bonuses Can Back?re
It might seem obvious that people wm be motivated by bonuses, but ma schoiars
question this premise. Alfie Kohn has long suggested that workers are unished
. Although rewards can be motivating, they can reduce empioyees? ihttinsic interest
in the tasks they are doing. Along these lines. Mark Lepper of Stanford University
found that children rewarded for drawing with telt-tip pens r30 longer wished to
which these results generailze to working adults, but concern about towards
diminishing intrinsic motivation persists.
Rewards can also lead to misbehaviour Dy wotkers. chhoiogist Edward Deci
notes. "Once you start making people's rewards depen em on outcomes rather
than behaviours, the evidence is people will take the shortest route to those
outcomes." Considertactory workers paid purely based on the number of units
they produce. Because only quantity is rowavded, workers may neglect quality.
y on the bass of quarterly stock price will tend to
ignore the iong-term pro?tability and survival of the firm; they might even engage
in illegal or unethical behvaviour to increase their compensation. A review of
research on pay-tor-podormance in medicine found that doctors who were
rewarded for treatment outcomes were reluctant to take on the most serious
cases, where suocess was loss likely. .
Although there mi ht be some problems with providing incentives, the teat
majority of researc cited in this area shows that individuals given rewa s for
behvaiour will be more likely to engage in the rewarded behaviours. It is also
Unlikely that individuals engaged in very boring, repetitive tasks will lose their
intrinsic motivation it the task is rewarded. because the never had any intrinsic
motivation to begin with. The real issue for managers 5 lindin an appropriate
way to reward behaviours so desired behawour is increased ' ile iess-desired
behaviour is reduced.
Fiead the case carefully and answer the following questio ns :
1] Do you think that, as a manager. you would use bonusas regularly ? Why or
why not ?
2] Do you think providing group bonuses Instead of individual bonuses would be
more effective or less elfoctive ? Why or why not ?
3] How would you design a bonuslreward program to avoid the problems
mentioned In this case ?
m
This post was last modified on 28 January 2020