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The document outlines the structure and content of an MBA examination for Organizational Behavior, including questions on key concepts such as perception, motivation, and group dynamics. It features three parts: short answer questions, detailed essay questions, and a case study about a business leader's challenges in managing employee productivity. The case study focuses on Helen Bowers, who struggles with her management approach after taking over her father's company and seeks advice on improving employee performance.

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15 views4 pages

Pages: 4

The document outlines the structure and content of an MBA examination for Organizational Behavior, including questions on key concepts such as perception, motivation, and group dynamics. It features three parts: short answer questions, detailed essay questions, and a case study about a business leader's challenges in managing employee productivity. The case study focuses on Helen Bowers, who struggles with her management approach after taking over her father's company and seeks advice on improving employee performance.

Uploaded by

jeffyshiju2017
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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(Pages : 4) N – 5582

Reg. No. : .............................

Name : ..................................

First Semester M.B.A. (Full Time/Travel & Tourism) Degree Examination,


May 2022
MGT 512 : ORGANISATIONAL BEHAVIOUR

(2020 scheme)

Time : 3 Hours Max. Marks :


75

PART – A

Answer all questions. Each question carries 4 marks.

1. Define Organization Behavior. What are the contemporary Applications


of OB?

2. Define Perception and explain the factors affecting perception.

3. Explain learning curves.

4. What is meant by Transactional Analysis? Explain.

5. Differentiate between organization climate and culture.

(5  4 = 20 Marks)
PART – B

Write in detail on any three questions. Each question carries 10 marks.

6. Explain Hawthrone Experiments and its importance in OB.

7. Bring out the different dimensions of Emotional Intelligence. How will


you bring strong Emotional Quotient? P.T.O.
8. Explain the importance of motivations in organization and also describe
types of motivation.

9. What is meant by Group Dynamics? Explain how group can be formed


in organizations in different stages and the emergence of informal
leaders and working norms.

10. Explain the organizational change process and suggest some methods
to address the issue of resistance to change.

(3  10 = 30 Marks)
PART – C

Compulsory Question

11. Case Study

Humanized Robots?

Helen Bowers was stumped. Sitting in her office at the plant, she
pondered the same questions she had been facing for months: how to
get her company's employees to work harder and produce more. No
matter what she did, it didn't seem to help much.

Helen had inherited the business three years ago when her father, Jake
Bowers, passed away unexpectedly. Bowers Machine Parts was
founded four decades ago by Jake and had grown into a moderate-size
corporation. Bowers makes replacement parts for large-scale
manufacturing machines such as lathes and mills. The firm is
headquartered in Kansas City and has three plants scattered
throughout Missouri.

Although Helen grew up in the family business, she never understood


her father's approach. Jake had treated his employees like part of his
family. In Helen's view, however, he paid them more than he had to,
asked their advice far more often than he should have, and spent too
much time listening to their ideas and complaints. When Helen took
over, she vowed to change how things were done. In particular, she
resolved to stop handling employees with kid gloves and to treat them
like what they were: the hired help.

In addition to changing the way2 employees were treated, Helen had


N – 5582
another goal for Bowers. She wanted to meet the challenge of
international competition.
Japanese firms had moved aggressively into the market for heavy
industrial equipment. She saw this as both a threat and an opportunity.
On the one hand, if she could get a toehold as a parts supplier to these
firms, Bowers could grow rapidly. On the other, the lucrative parts
market was also sure to attract more Japanese competitors. Helen had
to make sure that Bowers could compete effectively with highly
productive and profitable Japanese firms.

From the day Helen took over, she practiced an altogether different
philosophy to achieve her goals. For one thing, she increased
production quotas by 20 percent. She instructed her first-line
supervisors to crack down on employees and eliminate all idle time.
She also decided to shut down the company softball field her father
had built. She thought the employees really didn't use it much, and she
wanted the space for future expansion.

Helen also announced that future contributions to the firm's profit-


sharing plan would be phased out. Employees were paid enough, she
believed, and all profits were the rightful property of the owner-her.
She also had private plans to cut future pay increases to bring average
wages down to where she thought they belonged. Finally, Helen
changed a number of operational procedures. In particular, she
stopped asking other people for their advice. She reasoned that she
was the boss and knew what was best. If she asked for advice and then
didn't take it, it would only stir up resentment. All in all, Helen thought,
things should be going much better. Output should be up and costs
should be way down. Her strategy should be resulting in much higher
levels of productivity and profits.

But that was not happening. Whenever Helen walked through one of
the plants, she sensed that people weren't doing their best.
Performance reports indicated that output was only marginally higher
than before but scrap rates had soared. Payroll costs were indeed
lower, but other personnel costs were up. It seemed that turnover had
increased substantially and training costs had gone up as a result.

In desperation, Helen finally had hired a consultant. After carefully


researching the history of the organization and Helen's recent changes,
the consultant made some remarkable suggestions. The bottom line.
Helen felt, was that the consultant thought she should go back to that
“humanistic nonsense” her father had used. No matter how she turned
it, though, she just couldn't see the wisdom in this. People worked to
make a buck and didn't want all that participation stuff.
3 N – 5582
Suddenly, Helen knew just what to do: She would announce that all
employees who failed to increase their productivity by 10 percent
would suffer an equal pay cut. She sighed in relief, feeling confident
that she had finally figured out the answer.

Case Questions

(a) How successful do you think Helen Bowers's new plan will be?

(b) What challenges does Helen confront?

(c) If you were Helen's consultant, what would you advise her to do?

(1  25 = 25 Marks)

————————

4 N – 5582

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