[MPRBA-106/MPRBA(RM)-106/MPCBA-106]

MBA, MBA (RM) & MBA (CMU) DEGREE EXAMINATION

I TRIMESTER
ORGANISATIONAL BEHAVIOUR
(Effective from the admitted batch 200809 onwards)
T!"# $ H%&'( M)*+M)',(# 60
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I-(.'&/.%-(# All parts of the unit must be answered in one place only.
i!ures in the ri!ht hand mar!in indicate mar"s allotted.
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SECTION-A
$. Answer any 0IVE of the followin!%
Each answer should not e&ceed one pa!e. (' & 2 ($0)
a) )hat is nature of *ana!ement+
b) )hat are the different types of attitudes+
c) ,efine perception
d) E&pectancy theory
e) -rait theory
f) ,ecentrali.ation
!) /r!ani.ational 0ulture
h) )hat are the /, techni1ues+
SECTION-B
Answer the followin!%
UNIT-I
2. a) E&plain the contin!ency theory of *ana!ement+ 8
OR
b) 2ow do you relate or!ani.ational behavior with *ana!ement+ 8
UNIT-II
3. a) ,efine motivation+ 0ompare and contrast *aslow4s hierarchy
need and 2er.ber!4s theories of motivation 8
OR
b) )hat is 5erception and e&plain different factors which effect
the perception 8
UNIT-III
6. a) ,efine the concept of 7roup. 2ow 7roups are formed and why
mana!ement is concerned about 7roup dynamics 8
OR
b) )hat are the styles of leadership+ E&plain which style of
leadership is best suitable to 8ndian conditions 8
UNIT-IV
'. a) )hat do you understand by the concept of dele!ation of
authority+ ,istin!uish dele!ation of authority and
decentrali.ation of authority 8
OR
b) )hat are the steps involved in developin! and maintainin!
or!ani.ational culture+ 8
UNIT-V
9. a) ,efine and distin!uish between or!ani.ational chan!e and
development. E&plain the process of /r!ani.ational
development 8
OR
b) )hat are the approaches to mana!in! the or!ani.ational chan!e+
E&plain the :ewin4s *odel 8
SECTION-C
;. 0ase <tudy (0ompulsory) $0
rom% =am >. =ao? *ana!er? )ord 5rocessin! 0enter
-o% =a"esh =. 5alyam? *ana!er? 5ersonnel ,epartment
=ef% ,epartment 5olicies
@nfortunately? some members of my staff are less than
conscientious when it comes to arrivin! on time in the mornin!
and after their lunch brea". 8n addition? some of the word#
processin! staff is not very motivated to do their best.
8 thin" that the most effective way to reduce this problem would
be a clear? simple? understandable policy to motivate the
employees. 8 have developed the followin! !uidelines for
punctuality and output%
All employees are to be punctual. At 8.30? which is startin!
time? 8 will patrol the word#processin! department and ma"e a
note of any one who is late. Anyone who is late three times
will be laid off.
All employees are to let me "now when they !o to lunch.
-hey must be bac" at their des"s within one hour. Anyone
who is late three times will be laid off.
Aased on five years e&perience with this department? a
reasonable 1uantity of wor" is $' pa!es a day of ori!inal
typin! or 30 pa!es of revisions. Employee4s annual raises
will be based on whether they e&ceed? meet or fall below this
level of output.
=aises will be computed as follows% an employee who
e&ceeds the standard level will receive a 3 per cent raise. An
employee who falls below the standard level will receive no
raise for the year.
8 believe this four#point policy is easy to remember and
understand. 5lease let me "now whether you thin" the policy
will be effective in motivatin! employees to be on time and to
wor" dili!ently while they are here. Also? 84m interested in
seein! any su!!estions you have for improvin! this policy.
1&"(.%-(#
$. Assume you are the mana!er of the personnel department?
write response to this memo
2. -o support your position? refer to the motivation theories
described in your subBect
3. )hat policies will help you in reinforcin! certain behaviours
of word#processin! *ana!er in phrasin! your response+
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