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Organizational Behaviour

Section A: Objective Type & Short Questions (30 marks)
 • This section consists of Multiple Choice and short notes type questions   • Answer all the questions. 

• Part one carries 1 mark each and part two carries 5 marks each.

Part A:-

Multiple Choices:-

1. Which of the following is not comes under Maslow‟s needs theory?
1. Social needs
2. Affiliation needs
3. Physiological needs
4. Specification needs

2. Collegial model is an extension of:

a. Supportive model
b. Autocratic model
c. Custodial model
d. None of the above

3. Sigmund Freud‟s theory on personality is:
a. Related with moral values
b. Related with sexual values
c. Related with social values
d. Related with parental values

4. A person who moves fast, talk rapidly, usually impatient, measures success by quantity is a person of:
a. Class A personality type
b. Class B personality type
c. Class C personality type
d. Class AB personality type

5. According to Maslow‟s need hierarchy theory esteem need comes at________ position from bottom:
a. 2nd
b. 3rd
c. 4th

d. 5th

6. Informal communication is also called:
a. Grapevine

b. Red vine

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Examination Paper of Organizational Behaviour

c. Adams communication

d. Dead communication

7. Needs related to hunger, thirst, sleep etc. are considered as:

a. Safety needs
b. Physiological needs

c. Social needs
d. Self actualization needs

8. Horizontal expansion of a job that involves the addition of tasks at same level of skills:
a. Job enrichment

b. Job rotation
c. Job enlargement

d. Management by objectives

9. Path goal theory of leadership is developed by:

a. Robert R. Blake

b. Charles Bird
c. Fred fielder
d. Robert House

10. Potential or ability to influence others in a delivered direction is called:
a. Politics
b. Power
c. Motivation
d. Leadership

Part B:-
1. Define Bureaucracy.
2. State the concept of „Span of Control‟.
3. Wright a short note on classical conditioning learning theory of Ivan Pavlov.
4. What are the various stages of group development?

END OF SECTION A
Section B: Caselets (40 marks)

 • This section consists of Caselets. 
• Answer all the questions. 
• Each Caselet carries 20 marks. 
• Detailed information should form the part of your answer (Word limit 150 to 200 words). 

Caselet 1

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Examination Paper of Organizational Behaviour

M/s. ABC Ltd is a medium-sized engineering company producing a large-range of product lines according to customer requirements. It has earned a good reputation as a quick and reliable supplier to its customers because of which its volume of business kept on increasing. However, over the past one year, the Managing Director of the company has been receiving customer complaints due to delays in dispatch of products and at times the company has to pay substantial penalty for not meeting the schedule in time. The Managing Director convened an urgent meeting of various functional managers to discuss the issue. The marketing manager questioned the arbitrary manner of giving priority to products in manufacturing line, causing delays in wanted products and over-stocking of products which are not required immediately. Production Control Manager complained that he does not have adequate staff to plan and control the production function; and whatever little planning he does, is generally overlooked by shop floor manager. Shop floor managers complained of unrealistic planning, excessive machine breakdowns, power failure, and shortage of materials for scheduled products because of which it is impossible to stick to the schedule. Maintenance manager says that he does not get important spares required for equipment maintenance because of which he cannot repair machines at a faster rate. Inventory control manager says that on one hand the company often accuses him of carrying too much stock and on other hand people are grumbling over shortages. Fed up by mutual mud-slinging, the Managing Director decided to appoint you, a bright management consultant with training in business management to suggest ways and means to put his “house in order”.

Questions:-

1. What would you suggest to avoid delays in dispatch of products?

2. What action should be taken by various functional managers to meet the scheduled dates?

Caselet 2

Rajender Kumar was a production worker at competent Motors Limited (CML) which made components and accessories for the automotive industry. He had worked at CML for almost seven years as a welder, along with fifteen other men in the plant. All had received training in welding both on the job and through company sponsored external programmes. They had friendly relations and got along very well with one another. They played Volleyball in the playground regularly before retiring to the quarters allotted by the company. They work together in the company canteen, cutting Jokes on each other and making fun of everyone who dared to step into their privacy during lunch hour. Most of the fellows had been there for some length of time, except for two men who had joined the ranks only two months back. Rajender was generally considered to be the leader of the group, so it was no surprise that when the foreman of the new was transferred and his job was posted, Rajender applied for the job and got it.

There were only four other applicants for the job, two from mechanical section and two from outside, when there was a formal announcement of the appointment on a Friday afternoon, everyone in the group congratulated Rajender. They literally carried him on their shoulders, and bought him snacks and celebrated. On Monday morning, Rajender joined duty as Foreman. It was company practice for all foremen to wear blue jacket and a white shirt. Each man‟s coat had his name badge sewn onto the left side pocket. The company had given two pairs to Rajender. He was proud to wear the coat to work on Monday. People who saw him from a distance went up to him and admired the new blue coat. There was a lot of kidding around calling Rajender as „Hero‟, „Raja Babu‟ and „Officer‟ etc.

One of the guys went back to his locker and returned with a long brush and acted as though he were removing dust particles on the new coat. After about five minutes of horseplay, all the men went back to work. Rajender went to his office to familiarize himself with the new job and environment. At noon, all the men broke for Lunch and went to the canteen to eat and take a break as usual. Rajender was busy when they left but followed after them a few minutes later. He bought the food coupon, took the

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Examination Paper of Organizational Behaviour

snacks and tea and turned to face the open canteen. On the left-side corner of the room was his old work group; on the right-hand side of the canteen sat the other entire foreman in the plant—all in their smart blue coats.

At that point of time, silence descended on the canteen. Both groups looked at Rajender anxiously, waiting to see which group he would choose to eat with.

Questions:

1. Whom do you think Rajender will eat with? Why?

2. If you were one of the other foremen, what could you do to make Rajinder‟s transition easier?

END OF SECTION B

Section C: Applied Theory (30 Marks)

• This section consists of Applied Theory Questions.  • Answer all the questions. 

• Each question carries 15 marks. 
• Detailed information should form the part of your answer (Word limit 200 to 250 words). 

1. What are Psychological games & why people play these games?

2. A good leader is not necessarily a good manager.” Discuss this statement & compare leadership with management.

END OF SECTION C

Examination Paper of Principles and Practices of Management

Principles and Practices of Management
Subject Code-B101
Section A: Objective Type & Short Questions (30 marks)

 • This section consists of multiples choice and short notes type questions 
• Part one carries 1 mark each & part two carries 5 marks each. 
• Attempt all questions 

Part One

Multiple Choices:

1. A plan is a trap laid to capture the ________
a. Future
b. Past
c. Policy
d. Procedure

2. Which of the following is the function for employing suitable person for the enterprise?
a. Organizing
b. Staffing
c. Directing
d. Controlling

3. ___________ means “ group of activities & employees into departments”:

a. Orientation

b. Standardization
c. Process
d. Departmentation

4. This theory states that authority is the power that is accepted by others:
a. Acceptance theory
b. Competence theory
c. Formal authority theory
d. Informal authority theory

5. Which of the following means dispersal of decision-making power to the lower levels of the organization?

a. Decentralization
b. Centralization
c. Dispersion
d. Delegation

6. This chart is the basic document of the organizational structure:

a. Functional chart
b. Posts chart

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Examination Paper of Principles and Practices of Management

c. Master chart
d. Departmental chart

7. Communication which flow from the superiors to subordinates with the help of scalar chain is known as:

a. Informal communication
b. Downward communication

c. Upward communication
d. Oral communication

8. Needs for belongingness, friendship, love, affection, attention & social acceptance are comes under___________

a. Physiological needs
b. Safety needs

c. Ego needs
d. Social needs

9. A management function which ensures “jobs to be filled with the right people, with the right knowledge, skill & attitude” is comes under__________

a. Staffing defined

b. Job analysis
c. Manpower planning
d. Recruitment

10. It is a process that enables a person to sort out issues and reach to a decisions affecting their life:
a. Selection
b. Raining
c. Reward
d. Counseling

Part Two:-

1. What do you understand by Maslow‟s Theory of Motivation?

2. Define Management By Objective.

3. Differentiate between co- ordination and co-operation.

4. Write a short note on „Acceptance theory‟.

END OF SECTION A

Section B: Caselets (40 marks)

 ••

This section consists of Caselets. 

Answer all the questions. 
Each Caselet carries 20 marks. 

Detailed information should form the part of your answer (Word limit 150-200 words).

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Examination Paper of Principles and Practices of Management

Caselet 1

Mr. Vincent, the Manager of a large supermarket, was taking a management course in the evening programme at the local college. The Professor had given an interesting but disturbing lecture the previous night on the various approaches to management. Vincent had always thought that management involved just planning, organizing and controlling. Now this Professor was saying that management could also be thought of as quantitative models, systems theory and analysis, and even something called contingency relationships. Vincent had always considered himself a good manager, and his record with the supermarket chain had proved it. He thought of himself, “I have never used operations research models, thought of my store as an open system, or developed or utilized any contingency relationship. By doing a little planning ahead, organizing the store, and making some things got done, I have been a successful manager. That other stuff just does not make sense. All the professor was trying to do was complicate things. I guess I will have to know it for the test, but I am sticking with my old plan, organize and control approach to managing my store.”

Questions:

1. Critically analyze Mr. Vincent‟s reasoning.

2. If you were the professor and you knew what was going through Vincent‟s mind, what would you say to Vincent?

Caselet 2

The Regional Administration Office of a company was hastily set up. Victor D‟Cuhna a young executive was directly recruited to take charge of Data Processing Cell of this office. The data processing was to help the administrative office in planning and monitoring. The officer cadre of the administrative office was a mix of directly recruited officers and promote officers (promotion from within the organization).

Females dominated the junior clerical cadre. This cadre was not formally trained. The administrative office had decided to give these fresh recruits on-the-job training because when results were not upto the expectations blame was brought on the Data Processing Cell. Victor D‟Cuhna realized that the administrative office was heading for trouble. He knew that his task would not be easy and that he had been selected because of his experience, background and abilities. He also realized that certain functional aspects of the administrative office were not clearly understood by various functionaries, and systems and procedures were blindly and randomly followed. Feedback was random, scanty and controversial, and Data Processing Cell had to verify every item of feedback. Delays were inevitable.

D‟Cuhna sought the permission of senior management to conduct a seminar on communication and feedback of which he was an expert. The permission was grudgingly given by the senior management.

Everyone appreciated the seminar. Following the first seminar, D‟Cuhna conducted a one week training course for the clerical cadre, especially for the junior, freshly recruited clerks. Amongst other

topics, D‟Cuhna laid emphasis onfiling system, information tracking, communication, and feedback. This helped reorient attitudes to some extent. But the female clerks preferred to ignore the theme and widely circulated the belief that D‟Cuhna was an upstart and a show off. Within a short time, considerable friction had been generated in the administrative office While directly recruited officers supported D‟Cuhna‟s initiative and the specialist officers admired him, senior management became cautious and uncomfortable. The junior promotee officers were prejudiced against him. The grand finale followed swiftly. D‟Cuhna happened to get annoyed with a female clerk. During the absence of her officer, who was on sick leave and had not been substituted by another officer, she began submitting nil returns. D‟Cuhna took pains to explain to her that for certain topics a nil feedback was

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Examination Paper of Principles and Practices of Management

not tenable. The current status had to be reported— the stage at which the matter was pending, what had been done, and what would be done about it? The lady reported that it was none of his business to tell her this. He should talk to her officer when the officer reports back from leave. D‟Cuhna said he would, but in the meanwhile she should present the correct picture. When D‟Cuhna called for the files, she refused to part with them. D‟Cuhna fired her and reported the situation to the Chief Regional Manager. The other ladies were up in the arms against D‟Cuhna. The lady also complained to higher management that D‟Cuhna had made passes at her. Other ladies supported her complaint. She also complained that D‟Cuhna had no business to scold her. D‟Cuhna countered that had there been a male clerk in her place he would have scolded him too. When females enjoyed equal rights with males,

D‟Cuhna felt he must remain impartial. Nevertheless, D‟Cuhna was transferred to another place. The transfer to another place, rather than to another department in same place, was particularly humiliating to him. A shocked and disillusioned D‟Cuhna quit the enterprise

Questions:

1. Diagnose the problem and enumerate the reasons for the failure of D‟Cuhna?

2. What could D‟Cuhna have done to avoid the situation in which he found himself?

END OF SECTION B

Section C: Applied Theory (30 marks)

• This section consists of Applied Theory Questions. 
• Answer all the questions. 
• Each question carries 15 marks. 
• Detailed information should form the part of your answer (Word limit 200-250 words).

1. What are the common drawbacks in classical and Neo classical theories of management?

2. What is Training? Explain the different methods of training.

END OF SECTION C