mba-1-sem-organization-behaviour-and-processes-feb-2008

mba-1-sem-organization-behaviour-and-processes-feb-2008

December 2007 / January 2008

Master of Business Administration (MBA) Examination

I Semester

Organisational Behaviour

Time : 3 Hours ]                                                                                              [ Max. Marks : 90


Nate : (1) Paper has been divided into two parts. Part A and part B. Attempt any three questions from Part A and Part B is compulsory.

(2)        Draw appropriate models, where applicable.

(3)        Write in a legible hand, it shall be appreciated.

( Part A)

1.         "Organisational Behaviour represents interactions among individuals "Elucidate this statement.

2.         What are the pr.ictical implications of Expectancy Theory for motivating employees?

3.         What are the components in the Conflict Process Model? Explain conflict management strategies also.

4.         Think of a leader you know and apply Fiedler's Theory of Leadership to his case. Give your point of view whether the theory seems to be accurate.

5.         Write short notes on any two of the following :

(a)Organisation Culture          (b) Team Effectiveness.

(c) Learning Theories              (d) Organisational Change.

(Part B)

Analyse the following case and answer the questions given at the end :

CASE

U.S. federal laws consider anyone who is 40 years of age or older to be older worker. This means that no organization has the right to discrinjuaate _against these individuals because of their age. Yet, as more and more organizations downsize and Millions, of middle-aged workers are pounding the pavement, looking for work, examples of age discrimination are happening every day in every profession. Statistics, for example, show that it takes older job seekers 64 percent longer to find work thatn younger ones Even though age 'discrimination is Regal, it appears to Take such an ingrained part of our culture that we may not even recognize if and when we're doing it.

When you talk with people who hire, they'll tell you they don't discriminate. Then they list "certain realities" to face about older workers. They get Sick more often, they don't stay with the company as long as younger workers do, and they can't work as hard, of course, there realities are all false, but they nevenheless influence hiring decisions,

The actual performance of older workers is impressive for instance. Days his deliberately recruited older workers to see how they performed. Days Inn found that the older workers stay with the company longer, take fewer sick days, and are just as productive as their younger counterparts.

Negative attitude toward older, workers have subtle influences on the way we perceive and behave toward them. For instance, in job interviews, differences can be seen in the treatment of younger and older applicants. In several staged interviews with pairs of applicants- one older and one younger the younger women were accommodated more by the interviewer. The older women were subtly discouraged. In fact, in one-third of these 24 staged interviews, a starting difference in the way older and younger job applicants were treated could be seen In another staged interview situation, one individual made up to look younger one time and older another found a job opening at a brokerage firm offered to his "younger" self even though this "person" had less job experience and didn't follow up on the interview with a letter or phone call. Although the interviewers didn't appear to purposefully discriminate (after all, it is illegal) against the older job applicants in the way they acted and in the questions they asked, differences in attitude could still be seen.

Questions.;

1.      Describe the three components of an attitude and relate then). to the views often held about older workers.

2.      Is stereotyping part of the problem with attitudes about age? Explain.

3.      What are the implications of this case for building a diverse workforce?

4.      What can organization do to lesson the negative attitudes that managers and employees might hold toward older workers?