ORAGANIZATION BEHAVIOUR
2. What is the difference between a
manager and a leader? Do leaders need different skills to be effective?
3. What is the difference between a
group & a team? What are the different types of work teams?
4. How would you define conflict?
Distinguish between functional & dysfunctional conflicts by giving suitable
examples?
5. Explain the different types of
employee involvement and employee recognition programs with the help of
suitable examples.
6. Select the most appropriate
answer of the following: (20, each
2 marks)
1)
The
groups to which an individual aspires to belong, i.e. the one with which he or
she identifies is called
a) coalitions
b) committees
c) reference groups
d) task groups
2) One small drawback of the five-stage model is that it
a) ignores the organizational context
b) ignores the situational factors
c) ignores the individual attributes
d) ignores the formal structure
3) Individual employees can be converted into team players
through
a) appropriate feedback
b) training
c) monitoring
d) demonstration
4)
One
who tries to bring discipline and order through formal structures, plans and
processes and tries to monitor performance against plans is a
a) leader
b) manager
c) co-ordinator
d) team-player
5) If the followers are able and unwilling, then the leader
will have to use the
a) authoritarian style
b) participative style
c) situational style
d) strategic style
6)
According to situational leadership
approach, the style that denotes a high-task and a low-relationship style is
a) selling style
b) delegating style
c) participating style
d) telling style
7) Decision-making heavily depends on the individual
a) understanding
b) creativity
c) perception
d) ability
8) In formal groups and organizations, an individual has
maximum access to
a) referent power
b) reward power
c) legitimate power
d) coercive power
9) In an attempt to preserve their perceptions, people tend to
a) resist change violently
b) ignore the change process
c) create bottlenecks for change agents
d) process information selectively
10)
The
process, which is aimed at seeking change in attitudes, stereotypes and
perceptions,
that
groups hold of each other is called
a) Organizational development
b) Inter-group development
c) T-groups
d) Team-building
SUBJECT : ORGANIZATIONAL BEHAVIOUR
Note : All Questions are Compulsory
Each Question Carries Equal
Marks 10 Marks
6.
Discuss about the contemporary organizational challenges in Indian
industrial scenario
7.
What are
the “Big Five” personality traits? Which one seems to have the biggest impact
on performance? How would the knowledge of the Big Five help you in your job as
manger?
8. Describe and critique ways
in which organization’s typically evaluate an ‘intervention’; what would you
suggest they do to improve their evaluation design and methods?
9.
What type of barriers prevent people from changing their attitudes?
How can attitudes be changed?
10. Can temporary workers
develop relational contracts with the host organizaton? Provide an informed and
constructively critical social psychological justification for your answer.
11. Is the term ‘psychological contract’ more
useful as an explanatory construct or as a framework for understanding and
managing the employment relationship?
Defend your answer on theoretical, empirical and practical grounds.
12. Using theories from the
organizational psychology literature, explore how a leader can best ensure
their team achieves its goals.
13. Describe and explain the
difference between culture and climate in both theoretical and practical terms?
Use ‘safety management’ as your context for this discussion
Organizational
Behaviours and Business Communication
Q1. Using theories from the
organizational psychology literature, explore how a leader can best ensure
their team achieves its goals.
Q2. Discuss about the contemporary
organizational challenges in Indian industrial scenario
Q3. Describe and critique ways in
which organization’s typically evaluate an ‘intervention’; what would you
suggest they do to improve their evaluation design and methods?
Q4. Can temporary workers develop
relational contracts with the host organizaton? Provide an informed and
constructively critical social psychological justification for your answer.
Q5. Is the term ‘psychological
contract’ more useful as an explanatory construct or as a framework for
understanding and
managing the employment relationship?
Defend your answer on theoretical, empirical and practical grounds.
Q6. What are the “Big Five”
personality traits? Which one seems to have the biggest impact on performance?
How would the knowledge of the Big Five help you in your job as manger?
Q7. What type of barriers prevent
people from changing their attitudes? How can attitudes be changed?
Q8. Describe and explain the
difference between culture and climate in both theoretical and practical terms?
Use ‘safety management’ as your context for this discussion
Organizational Behaviour
Case Studies
Case
(20 Marks)
4. Dolly Daleja continued to drum
her fingers on her desk. She had a real problem and wasn’t sure what to do
next. She had a lot of confidence in Sunny Master, but she suspected she was
about the last person in the office who did. Perhaps if she ran through the
entire story again in her mind she would see the solution. Dolly Raheja had
been distribution manager for Raheja Industries for almost twenty years. An
early brush with the law and a short stay in prison had made her realize the
importance of honesty and hard work. Raheja had given her a chance despite her
record, and Dolly Raheja had made the most of it. She now was one of the most
respected managers in the company. Few people knew her background. Dolly Raheja
had hired Sunny Master fresh out of prison six months ago. Dolly Raheja
understood how Sunny Master felt when Sunny Master tried to explain his past
and asked for another chance. Dolly Raheja decided to give him that chance just
as Henry Raheja had given her one. Sunny Master eagerly accepted a job on the
loading docks and could soon load a truck as fast as anyone in the crew. Things
had gone well at first. Everyone seemed to like Jack, and he made several new
friends. Dolly Raheja had been vaguely disturbed about two months ago, however,
when another dock worker reported his wallet missing. She confronted Sunny
Master about this and was reassured when Sunny Master understood her concern
and earnestly but calmly asserted his innocence. Dolly Raheja was especially
relieved when the wallet was found a few days later. The events of last week,
however, had caused serious trouble. First, a new personnel clerk had come
across records about Jack’s past while updating employee files. Assuming that
the information was common knowledge, the clerk had mentioned to several employees
what a good thing it was to give exconvicts like Sunny Master a chance. The
next day, someone in bookkeeping discovered some money missing from petty cash.
Another worker claimed to have seen Sunny Master in the area around the office
strongbox, which was open during working hours, earlier that same day. Most
people assumed Sunny Master was the thief. Even the worker whose wallet had
been misplaced suggested that perhaps Sunny Master had indeed stolen it but had
returned it when questioned. Several employees had approached Dolly Raheja and
requested that Sunny Master be fired. To her dismay, Dolly Raheja found that
rethinking the story did little to solve his problem. Should she fire Sunny
Master? The evidence, of course, was purely circumstantial, yet everybody else
seemed to see things quite clearly. Dolly Raheja feared that if she did not
fire him, she would lose everyone’s trust and that some people might even begin
to question her own motives.
Answer
the following question.
Q1.
Explain the events in this case in terms of perception and attitudes. Does personality
play a role?
Q2.
What should Dolly Raheja do?
Q3.
Should she fire Sunny Master or give him another chance? Explain your answer
with reasons.
Q4.
Explain the differing perceptions at Raheja Industries?
Case
(20 Marks)
The case examines the increase in
employee downsizing across the world in the late 20th and early 21st century.
The case discusses in detail the downsizing concept and explores its positive
and negative impact on both, organization and employees. The case also examines
the ‘best practices' regarding downsizing and the steps downsized employees
need to take, to overcome the trauma of being downsized and to find other jobs.
It also discusses concepts such as flexible working arrangements and contingent
employment that are being adopted by many companies to avoid the negative
impact of downsizing.
Answer
the following question.
Q1.
Explain the concept of downsizing and describe the various downsizing
techniques. Critically evaluate the reasons for the increasing use of
downsizing during the late 20th century and the early 21st century. Also
discuss the positive and negative effects of downsizing on organizations as
well as employees (downsized and remaining).
Q2.
Why did contingent employment and flexible work arrangements become very
popular during the early 2000s? Discuss. Evaluate these concepts as
alternatives to downsizing in the context of organizational and employee welfare.
Q3.
Given the uncertainty in the job market, what do you think employees should do
to survive the trauma caused by downsizing and prepare themselves for it?
CASE
(20 Marks)
Tata Cummins Limited (TCL) is a
5050 joint venture between Tata Motors and Cummins Engine Co., Inc., USA. Tata Motors
is the largest manufacturer of commercial vehicles in India, and Cummins Engine
Co. is the largest 200+ HP diesel engine manufacturer in the world. The Joint
Venture was incorporated in October 1993 and commercial production commenced on
January 1, 1996. The vision of TCL is to be widely acknowledged and benchmarked
as one of the best companies in the world. The company, thus, abides by the
following core values: ô€€€ Care for
customers ô€€€ Obsession for
quality ô€€€ Care deeply
about people ô€€€ Do what's right
and not what's convenient ô€€€ Guarantee
product leadership ô€€€ Responsible
citizenship ô€€€ Relentless
improvement TCL is a QS 9000 company. TCL Jamshedpur boasts of stateoftheart,
fully airconditioned diesel engine plant, with a computerized Building
Management System for safety and energy conservation. The plant has five major
components manufacturing lines for Cylinder Block, Cylinder Head, Connecting
Rod, Crankshaft & Camshaft, with the best measuring and gauging instruments
to assure Consistent Quality. TCL has very strong systems and IT infrastructure
for controlling and facilitating its operations. To further increase overall
efficiency and visibility of information, Oracle Applications and a webbased
Supply Chain Management System have been implemented in June 2000. Products The
low emission Diesel Engines manufactured by Tata Cummins are for use in a new
generation of Tata Motors Ltd's Medium and Heavy Commercial Vehicles. The
engines conform to EUROI, EUROII & EUROIII standards for emissions. The 78
to 235 Horsepower engines have a high power to weight ratio and will enable
Tata Motors Ltd. access new markets worldwide with its advantage of emissions,
power, oil consumption and durability. Plant Tata Cummins has a modern
manufacturing facility located adjacent to Tata Motors Ltd., designed by Kevin
Roche, John Dinkeloo Associates of USA and C. P. Kukreja Associates of Delhi.
The unique plant comprises a fully airconditioned 182 x 186 m building with
precast\ concrete coffer roofing and 15 x 15 m bays. The North and South walls
are of glazed curtain glass. Features such as a PLC controlled Fire Detection /
Suppression System, Skylights and Building Management System ensures high
levels of Safety and Energy efficiency. 5 | P a g e Organizational Strategy At
Tata Cummins, the organizational strategy is designed by the leadership team
which includes the top management and the department heads. The department
goals are then formulated in accordance with the organizational goals. These
goals are reflected in a document called 'GoalTree'. The tree also contains the
action plan, the schedule for achieving the goals, and the persons responsible
for achieving them. As per the GoalTree, the three organizational goals for
2005 are: ô€€€ Grow Sales to
853 crores ô€€€ Improve PBIT by
10% over last year and achieve 25% ROANA ô€€€ Achieve and
Sustain the respect of all Stake Holders The organizational goals are broken
down to the strategies. The initiatives for implementing the strategies are
then identified. The responsibility for implementing these initiatives is then
assigned to respective departments. Further, the tentative deadlines are also
reflected. The targets are reviewed quarterly.
Answer
the following question.
Q1.
Do the core values, really influence and have a impact on organizational
development ?Explain.
Q2.
Is organizational development depended internally on employees and externally
influenced by customers? Discuss
Case
(20 Marks)
Sunder singh had studied only up
to high school. He was now 32 years of age, lived alone in a rented room, and
worked together eight hour shift at on e petrol pump, then went to the other
one for another eight hour shift. He had a girlfriend and was planning to
marry. One day when he returned to work, he got a note from his girlfriend that
she was getting married to someone else and he need not bother her. This was a
terrible shock to sunder singh and he fell apart. He stopped going to work,
spent sleepless nights, and was very depressed. After a month, he was running
low on his savings and approached his earlier employers to get back his job,
but they would not give him a second chance. He had to quit his rented room,
and sold the few things that he had. He would do some odd jobs at the railway
station or the bus terminus. One day, nearly two years ago, he was very hungry
and did not have any money and saw a young man selling newspapers. He asked him
what he was selling and he told him about Guzara(an independent, non profit, independent
newspaper sold by the homeless and economically disadvantaged men and women of
this metro city). Sunder singh approached the office and started selling the
newspaper. He did not make lot of money, but was good at saving it. He started
saving money for a warm jacket for next winter. He was reasonably happy; he had
money to buy food, and no longer homeless and shared a room with two others.
One day, with his savings he bought a pair of
econd hand Nike shoes from the flea market. Sunder singh is not unique
among low income consumers, especially in large cities, in wanting and buying
Nike shoes. Some experts believe that low income consumers too want the
same roducts and service that other
consumer wants. The working poor are forced to spend a disproportionate percent
of their income on food, housing, utilities and health care. They solely rely
on public transportation, spend very
little on entertainment of any kind, and have no security of any kind. Their
fight is mainly for daytoday survival.
Answer
the following question.
Q1.
What are the features of low income consumers?
Q2. How would you differentiate a low income
consumers and high income consumers?
SUBJECT:
ORGANIZATIONAL
BEHAVIOUR
|
|
Total Marks: 80
|
|
CASE
STUDY -1
|
(20
Marks)
|
|
Introduction:
XYZ -An Organizational Perspective
|
|
|
The
Pre-OD Scenario: Our Strengths and Areas of Concern
|
|
In the years 1990-91 XYZ had grown into the largest Indian HARDWARE
company with revenues of over Rs. 1100 crores and racing towards achieving its
vision of being global top ten. As pioneers in the industry, XYZ’s strengths
included on time delivery, premier position in the industry in terms of
revenues, focus on training programs, quality initiatives, use of good technical
tools and procedures and encouragement of individual excellence in
performance.However, XYZ’s was also, at that point in time, grappling with a
few areas of concern with regard to its operational paradigm.
Mounting revenue pressures: The pressure to retain its
strong premier position led the organization to tend towards short-term revenues, and relatively lesser efforts
were being put into medium and long-term markets and activities (such as
products and building up knowledge). Though XYZ’s built relationships with
individual customers, Relationship Managers largely tended to focus on
obtaining short-term projects – there was lesser investment on aligning to
long-term objectives of customers. The approach, by and large, was of reactive
project management and we were yet to espouse the approach of architecting
proactive solutions for the customer.
Selectivity in projects: There was a tangible tension
at, XYZ’s between generating revenues and
organizing strategically, on basis of technology and business areas,
impacting selectivity in projects accepted. Pressures from customers on
schedules was resulting in faster delivery and hence, snowballing into further
pressure on future schedules.
Focus on specialization: There was diffusion of
expertise and we were yet to focus on building strategic expertise in individual centers. Employees were rotated
across domains and skills in the interest of learn ability as well as for
meeting requirements. In a sense, there was heightened focus on Voice of the Customer,
in comparison to the Voice of Employee.
Efforts on Experimentation
& Innovation: The management at XYZ’s felt that by and large, employees tended to go straight by the book. Though Dr. De Bono’s
techniques were introduced and
Rewards and Recognitions: The reward structure at XYZ’s
was, at this point in time, primarily focused
on individual performance and we were yet to explore the institutionalization
of team based rewards at the organizational level.
Inter group co-ordination
& knowledge sharing: Sharing of knowledge was very centre-oriented, and although, informally, best
practices spread by interaction and word of mouth, we were yet to evolve a
formal system which would capture these for ease of replication across
projects. Multiple centers and multiple projects within the same centre ended
up resolving the same sort of issues, resulting in avoidable rework.
Branding and PR: Image building endeavors were
not yet an area of focus and, in a subtle way, this affected the sense of pride of employees. Among educational
institutions, this meant greater difficulty in terms of attracting quality talent,
which further aggravated stress among the few key performers in the
organization. By the year 2002, management felt the conscious need to bring in
changes in our approach to the aforementioned areas, in order to align more
closely with the customer, business and market requirements at an
organizational level.
Questions
1 List the various reasons in Organization xyz , which lead to its
development?
2 If the organization had not invested in its employee, would they
have developed?
3 Site few examples of Indian companies, similar to XYZ mentioned
above?
4 What would have been the drawback of the XYZ Company prior to
1991?
|
CASE
-2
|
(20
Marks)
|
|
The
Great US Meltdown: Privatization of Profits, Nationalization of Losses
|
|
These bail-outs would certainly be a bitter pill to swallow for all
those who argued that free market capitalism was the best, and there should be
no regulations at all in an unfettered market. And this idea has been most
certainly put to rest in the last few days with the US government curbing
short-selling and offering guarantees to money market mutual funds on 19th of
last month, as it attempted to bail-out hundreds of billions of dollars
mortgage debts. This follows the bail-out of three financial giants early last
month. The stocks soared in response to these actions. Though this certainly
re-affirms the requirement for regulations, but the question arises as to what
extent this marks a shift towards more interventions.
It is a fact supported by many leading economists that history
suggests that policy makers demand de-regulation during good times and bailing
out in a big way at the times of crisis.
The present action does address the short-term problems of
liquidity crisis and mid-term problem of dealing with bad assets, but on the
longer term regulatory issue, there is no strategic plan in place and that is
really problematic. What is required is a complete overhaul of present
regulations and not just more regulations. Moreover, the government rushed to
rescue these firms without trying many of the private sector solutions.
Questions
14.
Is it
fine to privatize profits and nationalize losses, is it right for
organizational development ?
15.
Was this
a result of failure of leadership of these firms?
CASE - 3 (20
Marks)
The vision of TCL is to be
widely acknowledged and bench-marked as one of the best companies in the world.
The company, thus, abides by the following core values: -
Care for customers Obsession for quality
Care deeply about people
Do what's right and not what's convenient Guarantee product
leadership
Responsible citizenship Relentless improvement
TCL is a QS 9000 company. TCL Jamshedpur boasts of
state-of-the-art, fully air-conditioned diesel engine plant, with a
computerized Building Management System for safety and energy conservation. The
plant has five major components manufacturing lines for Cylinder Block,
Cylinder Head, Connecting Rod, Crankshaft & Camshaft, with the best
measuring and gauging instruments to assure Consistent Quality. TCL has very
strong systems and IT infrastructure for controlling and facilitating its
operations. To further increase overall efficiency and visibility of
information, Oracle Applications and a web-based Supply Chain Management System
have been implemented in June 2000.
Products
The low emission Diesel Engines manufactured by Tata Cummins are
for use in a new generation of Tata Motors Ltd's Medium and Heavy Commercial
Vehicles. The engines conform to EURO-I, EURO-II & EURO-III standards for
emissions. The 78 to 235 Horsepower engines have a high power to weight ratio
and will enable Tata Motors Ltd. access new markets worldwide with its
advantage of emissions, power, oil consumption and durability.
Plant
Tata Cummins has a modern manufacturing facility located adjacent
to Tata Motors Ltd., designed by Kevin Roche, John Dinkeloo Associates of USA
and C. P. Kukreja Associates of Delhi. The unique plant comprises a fully
air-conditioned 182 x 186 m building with pre-cast concrete coffer roofing and
15 x 15 m bays.
The North and South walls are of glazed curtain glass. Features
such as a PLC controlled Fire Detection / Suppression System, Skylights and
Building Management System ensures high levels of Safety and Energy efficiency.
Organizational Strategy
As per the Goal-Tree, the three organizational goals for 2005 are:
-
Grow Sales to 853 crores
Improve PBIT by 10% over last year and achieve 25% ROANA Achieve
and Sustain the respect of all Stake Holders
The organizational goals are broken down to the strategies. The
initiatives for implementing the strategies are then identified. The
responsibility for implementing these initiatives is then assigned to
respective departments. Further, the tentative deadlines are also reflected.
The targets are reviewed quarterly.
Questions
1 Do the core values, really influence and have a impact on
organizational development ?Explain.
2 Is organizational
development depended internally on employees and externally influenced by
customers? Discuss
Case -4 (20
Marks)
Key performance indicators (KPIs) are the metrics deemed essential
to understanding operational health. Measuring performance allows an
organization to objectively determine what is working and what is not. In
addition, by identifying successes, managers can reward and learn from best
practices.
"Measurement has the power to focus
attention on desired behavior and results," said Gardner. "People will pay attention when they
know their job is being measured, especially if the measurement is linked to
compensation." When targets are set using validated, normalized data,
measurement will support a means to
determine operational improvement. Of course, it is critical to tie process
improvement to measures that matter to an organization. In doing so, measures
can provide:
Feedback to guide change,
Assessment and baseline information, A compelling business case,
A
diagnostic tool to identify areas for improvement and set priorities, and A
basis for communication (using a consistent definition).
Most measurement occurs at
the process level, where the transformation from input (resources applied) to
output (goods and services) takes place. The four main categories of metrics to
assess performance at the process level are:
Cost effectiveness (e.g., $ 6.22 per invoice),
Staff productivity (e.g., 93 invoices processed per FTE), Process
efficiency (e.g., 11.2 percent error rate), and
Cycle time (e.g., processing time of 3.8 days).
Cost Effectiveness
Cost effectiveness measures tell how well companies manage cost.
Normalized data usually include cost per unit, cost as a percentage of revenue,
cost as a percentage of total budget, and actual costs versus budgeted costs.
Supporting indicators include cost components as a percentage of total and
disaggregated cost per unit. Examples of measures follow:
Customer service/call centers
o
Cost per
call (or cost per minute)
o Cost per reported complaint
Finance and accounting
o
Cost per invoice
o
Cost per remittance Human resources
o
Cost per recruit
o Benefits administration cost per employee
Staff Productivity
Customer service/call centers
o Calls per representative
o Resolved complaints per FTE Finance and accounting
o Invoices processed per accounts payable FTE
o Remittances processed per
accounts receivable FTE Human resources
o
Total organization FTE per HR FTE
o Requisitions per recruiter
Questions
1)
Measurement has the power to focus attention on desired behavior
and results," How it leads to organizational development?
2)
Discuss
benchmarking techniques, are really helpful for succeeding in I today’s
scenario?
Organizational Behaviour
Q1. Explain the behavioral models of
decision making in an organization.
Q2. What is corporate identity? How
can it affect the formation and maintenance of ‘relational’ psychological
contracts?
Q3. Why have theories of
transformational leadership proven to be so popular in recent years?
Q4. Compare and contrast the ‘planned’
and ‘emergent’ approaches to effecting organizational change.
Q5. Describe and critique ways in
which organization’s typically evaluate an ‘intervention’; what would you
suggest they
do to improve their evaluation design
and methods?
Q6. Why managers today pay more
attention to the person organization fit then the personjob fit
Q7. Explain about the ethics of
manager in work situation.
Q8. What is scientific management? How
Hawthorne studies helps to understand work behavior?
Organizational Behaviour
Answer
the following question.
Q1. What are the critical issues
& challenges faced by Mangers today which are compelling them to use OB
concepts ? (10 marks)
Q2. How are OB concepts addressed
in Management functions, roles & skills ? (10 marks)
Q3. Explain with Example
Corporate Governance (10 marks)
Q4. Are workgroups and teams a
help or a hindrance to the achievement of organizational goals? (10 marks)
Q5. Discuss three different
criteria for ethical decision making (10 marks)
Q6. Explain the three job
redesign options. (10 marks)
Q7. Discuss the importance of
values (10 marks)
Q8. How does line and staff
organization structure differ from pure line organization structure? What are
the benefits and limitations of lino and staff organization structure? (10
marks)
Organizational Behaviour
Q1. What is workforce spirituality?
Q2. Explain the behavioral models of decision making in an
organization.
Q3. How does the study of personality helps in understanding
organizational behavior?
Q4.
What – if any – is the difference between a leader and a manager? How can
theories of leadership inform our understanding of effective management?
Q5. Describe
and critique ways in which organization’s typically evaluate an ‘intervention’;
what would you suggest they do to improve their evaluation design and methods?
Q6. Explain with Example Organisational Design
Q7. What are the “Big Five”
personality traits? Which one seems to have the biggest impact on performance?
How would the knowledge of the Big Five help you in your job as manger?
Q8. Describe the applications of models in Organisational
Behavior.
Organizational
Behaviour
Q1. What is workforce spirituality?
Q2. Compare and contrast the ‘planned’ and
‘emergent’ approaches to effecting organizational change.
Q3. Describe and critique ways in which
organization’s typically evaluate an ‘intervention’; what would you suggest
they do to improve their evaluation design and methods?
Q4. What are the organizational challenges present
in Indian scenario?
Q5. Discuss three different criteria for ethical
decision making
Q6. Discuss whether there are gender differences
regarding emotions
Q7. Explain with Example Corporate Governance
Q8. What are the critical issues & challenges
faced by Mangers today which are compelling them to use OB concepts ?
Organizational
Behaviour
Q1. Explain the importance of
groups.
Q2. What are the organizational
challenges present in Indian scenario?
Q3. Explain the relationship
between competencies, attitudes and skills and how they affect work performance
Q4. Describe and critique ways in
which organization’s typically evaluate an ‘intervention’; what would you
suggest they do to improve their evaluation design and methods?
Q5. Outline factors that may
affect the accurate evaluation of an intervention
Q6. How have traditional theories
in social psychology contributed to our understanding of how organizational
identity is formed?
Q7. What – if any – is the
difference between a leader and a manager? How can theories of leadership
inform our understanding of effective management?
Q8. What is corporate identity?
How can it affect the formation and maintenance of ‘relational’ psychological
contracts?
Organizational
Behaviour
Q1. What is scientific
management? How Hawthorne studies helps to understand work behavior?
Q2. Explain about the ethics of
manager in work situation.
Q3. Explain the relationship
between competencies, attitudes and skills and how they affect work performance
Q4. Explain with Example
Organisational Design
Q5. Compare and contrast the
‘planned’ and ‘emergent’ approaches to effecting organizational change.
Q6. Theorists have attempted to
define organizational cultures into specific taxonomies. How useful has this
profiling work been to our understanding of cultural effectiveness?
Q7. What – if any – is the
difference between a leader and a manager? How can theories of leadership
inform our understanding of effective management?
Q8. What is workforce
spirituality?
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