Download JNTUA (JNTU Anantapur) MBA (Master of Business Administration) 2019 June Supplementary 1st Sem 18E00101 Organizational Behavior Previous Question Paper
MBA (Fintech) I Semester Supplementary Examinations June 2019
ORGANIZATIONAL BEHAVIOR
(For students admitted in 2018 only)
Time: 3 hours Max. Marks: 60
All questions carry equal marks
*****
SECTION ? A
(Answer the following: 05 X 10 = 50 Marks)
1 Define OB. Write the functions of management.
OR
2 List out the patterns of management and write about it in detail.
3 Define personality and explain its types.
OR
4 List out the motivational theories and explain any two in detail.
5 Write down the steps in decision making process.
OR
6 Write your views for making effective controlling as a manager.
7 List out the types of groups and explain those in detail.
OR
8 Explain in detail about any two leadership theories.
9 Write a detailed note on ?Departmentalization?.
OR
10 Write about change management.
SECTION ? B
(Compulsory question, 01 X 10 = 10 Marks)
11 Case Study:
The New England Arts Project had its headquarters above an Italian restaurant in Portsmouth,
New Hampshire. The project had five full-time employees, and during busy times of the year,
particularly the month before Christmas, it hired as many as six part-time workers to type,
address envelopes, and send out mailings. Although each of the five full- timers had a title and a
formal job description, an observer would have had trouble telling their positions apart. Suzanne
Clammer, for instance, was the executive director, the head of the office, but she could be found
typing or licking envelopes just as often as Martin Welk, who had been working for less than a
year as office coordinator, the lowest position in the project?s hierarchy.
Despite a constant sense of being a month behind, the office ran relatively smoothly. No
outsider would have had a prayer of finding a mailing list or a budget in the office, but project
employees knew where almost everything was, and after a quiet fall they did not mind having
their small space packed with workers in November.
Contd. in page 2
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Code: 18E00101
MBA (Fintech) I Semester Supplementary Examinations June 2019
ORGANIZATIONAL BEHAVIOR
(For students admitted in 2018 only)
Time: 3 hours Max. Marks: 60
All questions carry equal marks
*****
SECTION ? A
(Answer the following: 05 X 10 = 50 Marks)
1 Define OB. Write the functions of management.
OR
2 List out the patterns of management and write about it in detail.
3 Define personality and explain its types.
OR
4 List out the motivational theories and explain any two in detail.
5 Write down the steps in decision making process.
OR
6 Write your views for making effective controlling as a manager.
7 List out the types of groups and explain those in detail.
OR
8 Explain in detail about any two leadership theories.
9 Write a detailed note on ?Departmentalization?.
OR
10 Write about change management.
SECTION ? B
(Compulsory question, 01 X 10 = 10 Marks)
11 Case Study:
The New England Arts Project had its headquarters above an Italian restaurant in Portsmouth,
New Hampshire. The project had five full-time employees, and during busy times of the year,
particularly the month before Christmas, it hired as many as six part-time workers to type,
address envelopes, and send out mailings. Although each of the five full- timers had a title and a
formal job description, an observer would have had trouble telling their positions apart. Suzanne
Clammer, for instance, was the executive director, the head of the office, but she could be found
typing or licking envelopes just as often as Martin Welk, who had been working for less than a
year as office coordinator, the lowest position in the project?s hierarchy.
Despite a constant sense of being a month behind, the office ran relatively smoothly. No
outsider would have had a prayer of finding a mailing list or a budget in the office, but project
employees knew where almost everything was, and after a quiet fall they did not mind having
their small space packed with workers in November.
Contd. in page 2
Page 1 of 2
Code: 18E00101
But a number of the federal funding agencies on which the project relied began to grumble
about the cost of the part-time workers, the amount of time the project spent handling routine
paperwork, and the chaotic condition of its financial records. The pressure to make a radical
change was on. Finally Martin Welk said it: ?Maybe we should get a computer.?
To Welk, fresh out of college, where he had written his papers on a word processor,
computers were just another tool to make a job easier. But his belief was not shared by the
others in the office, the youngest of whom had fifteen years more seniority than he. A computer
would eat the project?s mailing list, they said, destroying any chance of raising funds for the year.
It would send the wrong things to the wrong people, insulting them and convincing them that the
project had become another faceless organization that did not care. They swapped horror stories
about computers that had charged them thousands of dollars for purchases they had never
made or had assigned the same airplane seat to five people.
?We?ll lose all control,? Suzanne Clammer complained. She saw some kind of office
automation as inevitable, yet she kept thinking she would probably quit before it came about.
She liked hand-addressing mailings to arts patrons whom she had met, and she felt sure that the
recipients contributed more because they recognized her neat blue printing. She remembered
the agonies of typing class in high school and believed she was too old to take on something
new and bound to be much more confusing. Two other employees, with whom she had worked
for a decade, called her after work to ask if the prospect of a computer in the office meant they
should be looking for other jobs. ?I have enough trouble with English grammar,? one of them
wailed. ?I?ll never be able to learn computer language.?
One morning Clammer called Martin Welk into her office, shut the door, and asked him if he
could recommend any computer consultants. She had read an article that explained how a
company could waste thousands of dollars by adopting integrated office automation in the wrong
way, and she figured the project would have to hire somebody for at least six months to get the
new machines working and to teach the staff how to use them. Welk was pleased because
Clammer evidently had accepted the idea of a computer in the office. But he also realized that as
the resident authority on computers, he had a lot of work to do before they went shopping for
machines.
Questions:
(a) Is organization development appropriate in this situation? Why or why not?
(b) What kinds of resistance to change have the employees of the project displayed?
(c) What can Martin Welk do to overcome the resistance?
*****
Page 2 of 2
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This post was last modified on 27 July 2020