The IIBM – Organizational Behaviour Answer sheet

1. The Scientific Management approach is developed by
2. a) Elton Mayo
3. b) Henry Fayol
4. c) F.W. Taylor
5. d) A. Maslow

1. What sort of goals does Management by Objectives (MBO) emphasize? (1)
2. a) Tangible, verifiable, and measurable
3. b) Achievable, controllable, and profitable
4. c) Challenging, emotional, and constructive
5. d) Hierarchical, attainable, and effective

III. What is the most relevant application of perception concepts to OB? (1)

1. The perceptions people form about each other
2. The perceptions people form about their employer
3. The perceptions people form about their culture
4. The perceptions people form about society

1. Goal setting theory is pioneered by
2. Stacy Adams
3. Charms
4. Edwin Locke
5. F. W. Taylor

1. Which of the following is/are not organizational factors causing stress? (1)

1. Task demand
2. Role demand
3. Role conflict
4. Satisfaction

1. In which stage of the conflict process does conflict become visible? (1)
2. Illumination
3. Intentions
4. Behavior
5. Cognition

VII. In ————–leadership, there is a  complete centralization of authority in the  leader

1. Democratic
2. Autocratic
3. Free rein
4. Bureaucratic

VIII. Which of the following is not a  contingency theory of leadership?

1. LPC theory
2. Path-Goal theory
3. Vroom-Yetton-Jago theory
4. Job centered Leadership

1. A technique to bring changes in the entire organization, rather than focusing attention on individuals to bring changes  easily. (1)
2. Organizational development
3. Organizational change
4. Organizational culture
5. Organizational conflicts

1. Which one is not a Process Based Theory of motivation? (1)
2. a) Porter Lawler Theory
3. b) Mcclelland’s Theory
4. c) Stacy Adams Theory
5. d) Vroom’s Theory

Part B:

1. Define Scientific Management. (5)
2. Explain Management by Objectives (MBO). (5)
3. Explain the Five-Stage Model of group development. (5)
4. Write a short note on Trait Theory. (5)

Caselet1

Ms. Priyanka is a store manager of one of the fourteen Hàppy Home Furniture outlets that are located at all the major cities in the country. Her staff consists of twelve salespersons and support personnel. Each salesperson. is paid commission based on sales. All the salespersons are expected to do other tasks, such as assisting the merchandise manager, arranging the displays, and handling customer complaints. These tasks, and a few others, are to be shared equally among the sales persons.  The store\’s sales target is established at the headquarters of the furniture chain. This target is divided by the number of salespersons and each is expected to meet his or her target  Mr. Ranjan, is the top salesperson at the outlet. When he misses his sales goal, which seldom happens, the store\’s target is usually not met. Ranjan, however, often does not help in doing the common tasks, much to the frustration of the other eleven salespeople, who feel that if they do not handle the common tasks, they will be fired. Recently, Ms. Priyanka noticed that one of her salespeople, Mr. Manish„ made careless errors,  neglected clients, and did not do his share of the common tasks. When confronted by the store manager, he complained about Mr. Ranjan., who, in his opinion, got away with doing almost nothing. After this discussion, Ms. Priyanka began to observe the salespersons more closely and noticed that most of them neglected their work and were not cooperative.  The store manager felt that something had to be done. A talk with Mr. Ranjan had little effect.  Yet, the store needed Ranjan because of his excellent sales record. On the other hand, the morale of the other salespersons had begun to deteriorate.

Questions:

1. What https://mbacasestudyanswers.com/Should Ms. Priyanka do? (10)
2. What are the standards of performance? Should they be changed? If so, in what ways?

Caselet2

1. Ketan Parekh had worked his way up through the technical arm of ANC Company to become chief Engineer and the General Manager of the Avionics Division. He was an important inventor and innovator, in basic frequency-modulated continuous wave (FM-CW) Doppler radar technology. This Fm-cw technology gave Avionics a world leadership position in Doppler radar equipment design and production, All Avionics equipment designs were state of the art at the time of their design, a result of the importance of research and development engineering for the department\’s future.  As the division grew and Avionics\’s success with Doppler systems brought large increases in sales, Mr. Ketan\’s preoccupations became considerably more managerial than technical. He began to reassess some of his thinking about organizations. The organization appeared too weak, both structurally and managerially, to cope with the increasing complexity of his division\’s activities. Mr. Ketan was finding it impossible to cope with the number of major decisions that had to be made. Six major programs and several minor ones were in different stages of design and/or production. All had different customers, sometimes in different countries. Every program\’s product although they were all Doppler radar systems, was significantly different from every other one, particularly in its technology. Nevertheless, the programs had to share manufacturing facilities, major items of capital equipment, and specialized functions. Mr. Ketan felt he had to find some way to force the whole decision process down to some level below his own.

Question:

1. What is the principal problem with ANC\’s existing organizational Structure?
2. How can the matrix form of organization assist Mr. Ketan?

Section C: Applied Theory (30 marks)

1. What are the components of attitude? How does attitude determine the behavior of an individual? (15)
2. Explain the factors that affect an organizational climate. What are the determinants of job satisfaction of employees inside the organization? (15)

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