[Note: The Question Paper has five Questions of 14 marks each. It is compulsory to attempt all the questions.]
Q1. Answer the following multiple choice questions 14 marks
1. Power is the ability of individuals or groups to induce or influence the beliefs or actions of other persons and groups. Power can be derived from many sources. The managers source of power that comes directly from his formal position within the organization is called (a) Legitimate power (b) Expert power (c) Referent power (d) Reward power (e) Coercive power. 2. Every organization has certain goals and objectives, and one of the important factors affecting their achievement is the structure of the organization. In which of the following organizational structures are activities grouped by workflow? (a) Functionaldepartmentation (b) Process departmentation (c) Customer departmentation (d) Geographic departmentation (e) Product departmentation. 3. Which of the following is a course of action selected as a way to deal with a specific problem? (a) Downsizing (b) Leadership (c) Organizing (d) Decision-making (e) Structuring.
4. Complex interactions between the manager's stage of moral development and the various moderating variables determine whether he will act in an ethical or unethical manner. Moderating variables include individual characteristics, structural design of the organization, the organizational culture and the intensity of the ethical issue. The strength of a person's convictions refers to which of the following individual characteristics? (a) Value (b) Ego strength (c) Attitude (d) Perception (e) Locus of control.
5. Which of the following is not true about the differences between authority and power? (a) Authority is the right to do something, power is the ability to do something (b) Authority is the legitimate power given by an organizationto a member holding a position power, requires no formal position. (c) Authority is derived only through position; power is derived through many sources (d) Authority is a broader concept; power is a narrow concept (e) Authority can be delegated; power cannot be delegated.
6. Which of the following is/are common forms of group decision-making? I. Decision trees. II. Preference theory. III. Delphi technique. (a) Only (I) above (b) Only (II) above (c) Only (III) above (d) Both (I) and (II) above (e) All (I), (II) and (III) above. 7. Acc to Herzberg , Which of the following is a maintenance factor (a) Salary (b) Work (c) Responsibility (d) Recognition (e) All 8. Which of the following is a method that can be used to overcome the tendency towards conformity in group decision-making? (a) Interactive Groups (b) Nominal group technique (c) Groupthink (d) Senstivity Training.
9. A Study of culture and practices in different societies is called a) Personality b) Anthropology c) Perception d) Attitude 10. Hawthrone study is related to which state of organizational behavior a) Industrial revolution b) Scientific management c) Organizational Behavior d) Human relation movement 11. Which motivational theory states that Humans are motivated by levels of need a) Maslow b) Hertzberg c) Porter Lawler d) All of the above 12. In leadership trait theory for the Ohio state leadership study the leader is a) combine the focus on task and employee b) Focus and aim on task and getting things done c) Inspires workers to aim higher and earn more d) Is concern about small detail and how to increase productivity? e) All of the above 13. Girls are not good at sports is an example of a) Perception b) Stereotyping c) Personality d) Halo effect 14. Felt emotions are: a) Individuals fake emotions b) Individuals actual emotions c) Individuals hiding true emotions d) Individuals trying to modify true emotions
Q.2 (a) Briefly explain the following terms with example:- i. Anchoring Bias ii. BATNA iii. Little professor in Transactional analysis (TA) iv. Emotional intelligence v. Distributive bargaining vi. Organizational citizenship behavior
07 (b) Distinguish between (any two) i. Job Enrichment & Job Enlargement
ii. Transactional and transformational leadership. iii. Trait fit and person fit theory of personality.
07 OR (b) Compare Maslow s Hierarchy of need theory and Herzberg Two factor 07 theory.
Q.3 (a) What are the common Errors and Biasness and errors occur at the time of making decisions.
07 (b) Thirty five years ago, young employees who were hired, were ambitious, conscientious, hardworking and honest. Todays young workers do not have the same values. Do you agree with the managers statement? Support your answer with reasons.
07 OR Q.3 (a) Explain any one situational theory of leadership in detail. 07 (b) What is the evidence for the effect of culture on group status and social loafing? According to you, how does diversity affect groups and their effectiveness over time?
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Q.4 (a) Describe the major factors that describe individual s Personality. Explain any trait theory in detail. 1. 07 (b) What ere existential positions in TA? How do the following positions affect the transactional styles of managers ? a. Im not OK Youre OK b. Im not OK Youre OK c. Im OK Youre not OK d. Im OK Youre OK
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Q.4 (a) Discuss the steps of negotiation process. What can you do to improve your your negotiation effectiveness. 07 (b) How does culture influence perceptions of politics, preferences for different power or influence tactics, and the effectiveness of those tactics.
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Q.5 Ethical Dilemma Is there an emotional double standard for Men and women at work ? 14 marks Although we all have emotions, norms moderate the display of emotions at work. You might wonder whether this informal rule applies more to one gender than another. Are there norms against men displaying feminine emotions such as compassion or tearfulness, and are women discouraged from displaying masculine emotions such
as angry hostility or bravado?
Although evidence continues to accumulate, there is some support for existence of this double standardat least for the few emotions that have been studied. Research consistently shows that displays of anger raise mens status and lower womens. One study found female managers who displayed anger were viewed as having an angry personality (Shes a witch, Shes out of control), whereas mens anger was attributed to external circumstances (He was under pressure, His colleagues behavior caused his anger). What about crying at work? Stereotype theory would suggest that crying hurts men more than women, but that does not appear to be the case. A Penn State study found that crying on the job was more damaging to a womans career than a mans. These studies suggest that, to some degree, women are in a no-win situation. They are expected to be more emotional than men, but when they show those emotions they are punished for it. Questions 1. If one of your coworkers cried at work, would it influence your opinion of him or her? What factors might be relevant to your appraisal? ( 7 marks)
2. If you were concerned about a possible no-win situation for women displaying emotions at work, what specific things might you do to change the culture if you were in charge? ( 7 marks)
OR
Q.5 1. Thanks for Nothing 14 marks Though it may seem fairly obvious that receiving praise and recognition from ones company is a motivating experience, sadly many companies are failing miserably when it comes to saying thanks to their employees. According to a recent report by BlessingWhite Inc., 24 percent of Indian workers are highly disengaged, meaning that they couldnt care less about their organization. Employee recognition programs, which became more popular as the world economy shifted from industrial to knowledge- based, can be an effective way to motivate employees and make them feel valued. In many cases, however, recognition programs are doing more harm than good according to Curt Coffman, global practice leader at Gallup. Take Ko, a 50-year-old former employee of a dot-com in California. Her company proudly instituted a rewards program designed to motivate employees. What were the rewards for a job well-done? Employees would receive a badge which read U Done Good and, each year, would receive a T-shirt as a means of annual recognition.
Once an employee received 10 U Done Good badges, he or she could trade them in for something bigger and bettera paperweight. Ko states that she would have preferred a raise. It was patronizing. There wasnt any deep thought involved in any of this. To make matters worse, she says, the badges were handed out arbitrarily and were not tied to performance. And what about those T-shirts? Ko states that the company instilled a strict dress code, so employees couldnt even wear the shirts if they wanted to. Needless to say, the employee recognition program seemed like an empty gesture rather than a motivator. Even programs that provide employees with more expensive rewards can backfire, especially if the rewards are given insincerely. Employees may find more value in a sincere pat on the back than gifts from management that either are meaningless or arent conveyed with respect or sincerity. However, sincere pats on the back may be hard to come by. Gallups poll found that 61 percent of employees stated that they havent received a sincere thank you from management in the past year. Findings such as these are troubling, as verbal rewards are not only inexpensive for companies to hand out but also are quick and easy to distribute. Of course, verbal rewards do need to be paired sometimes with tangible benefits that employees valueafter all, money talks. In addition, when praising employees for a job well-done, managers need to ensure that the praise is given in conjunction with the specific accomplishment. In this way, employees may not only feel valued by their organization but will also know what actions to take to be rewarded in the future. Questions 1. If praising employees for doing a good job seems to be a fairly easy and obvious motivational tool, why do you think companies and managers dont often do it? ( 7 marks) 2. Are there any downsides to giving employees too much verbal praise? What might these downsides be andhow could you alleviate them as a manager? ( 7 marks)