Seat No.:
Subject Code: 1519306
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Enrolment No.
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA (International Business) — SEMESTER 1 EXAMINATION — WINTER 2018
Subject Name: Multicultural Organizational Behavior (MOB)
Date: 31/12/2018
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Time: 10:30 am To 01:30 pm
Total Marks: 70
Instructions:
- Attempt all questions.
- Make suitable assumptions wherever necessary.
- Figures to the right indicate full marks.
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| Q. No. | Marks |
|---|---|
| Q.1 | 14 |
| Explain the term in brief | |
| (a) ESOP (b) Emotional Intelligence (EI) (c) Glass Ceiling (d) Group Thinking --- Content provided by FirstRanker.com --- (e) BATNA(f) Horn Effect (g) Strokes in TA | |
| Q.2 (a) | 07 |
| What are the challenges & opportunities for managers in the field of OB in 21’st century? | |
| (b) | 07 |
| What is Personality? Explain the Myers-Briggs Type Indicator in brief. | |
| OR | |
| (b) | 07 |
| What is perception? Explain in brief the factors influence the perception. | |
| Q.3 (a) | 07 |
| Compare & contrast the team & group, Explain various key team roles for effective team performance? | |
| (b) | 07 |
| Explain in detail the Job Characteristics Model of Motivation? How can Jobs be redesigned? | |
| OR | |
| Q.3 (a) | 07 |
| Explain in brief Goal Setting theory of Motivation and describe how it is different from MBO? | |
| (b) | 07 |
| What are the different roles of Manager described by Mintzberg? Explain in brief with relevant example | |
| Q.4 (a) | 07 |
| Explain in brief substitutes for and neutralizers of leadership? Suggest your remedy for the substitutes | |
| (b) | 07 |
| What is politics? Explain in brief the Individual & organizational factors influencing Political behavior in the organization | |
| OR | |
| Q.4 (a) | 07 |
| What is Mentoring? How is mentoring valuable to Leadership? What are the keys to effective mentoring? | |
| (b) | 07 |
| What is Conflict? Explain in brief the Conflict Process? | |
| Q.5 | |
| CASE: LEADERSHIP FACTORIES | |
| Companies differ markedly in their ability to produce future leaders, as several recent analyses of the 1,187 largest publicly traded U.S. companies revealed. Among the CEOs in one study, a remarkable total of 26 once worked at General Electric (GE). However, as the following table shows, on a per employee basis, that ability earns GE only tenth place in terms of the likelihood of a current or former employee becoming CEO of a large company. Top on the list is management consulting firm McKinsey & Company. Amazingly, if we extrapolate into the future from the current stock of McKinsey alums who are CEOs, of every 1,060 McKinsey employees, one will become CEO of a Fortune 1000 company. | |
| Company | Size (employees) | CEOs Produced | Odds |
|---|---|---|---|
| McKinsey & Co. | 17,000 | 16 | 1,060:1 |
| Baxter International | 48,500 | 11 | 4,410:1 |
| Motorola | 60,000 | 7 | 8,570:1 |
| Intel | 82,500 | 8 | 10,310:1 |
| Procter & Gamble (P&G) | 127,000 | 12 | 10,580:1 |
| General Electric (GE) | 287,000 | 26 | 11,040:1 |
| Ernst & Young | 144,000 | 12 | 12,000:1 |
Some companies did not fare nearly as well, such as Citigroup (odds: 30,180:1), AT&T (odds: 23,220:1) and Johnson & Johnson (odds: 15,275:1). While some might dismiss the results, not surprisingly, the companies at the top of the list do not. "We are a leadership engine and a talent machine,” said retiring Procter & Gamble CEO A. G. Lafley.
| Q.5 (a) | 07 |
| Management consulting firms did very well on a per-employee basis, partly because they are mostly made up of managers (as opposed to blue-collar or entry-level workers). How big a factor do you think composition of the workforce is in likelihood of producing a CEO? | |
| (b) | 07 |
| Do you think so-called leadership factories are also better places for non leaders to work? Why or why not? | |
| OR | |
| Q.5 (a) | 07 |
| Assume you had job offers from two companies that differed only in how often they produced CEOs. Would this difference affect your decision? | |
| (b) | 07 |
| Do these data support the value of leader selection and leader development? Why or why not? | |
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