mba-1-sem-organization-behaviour-and-processes-feb-2009

mba-1-sem-organization-behaviour-and-processes-feb-2009

March 2009

Master of Business Administration (MBA) Examination

I Semester (Full Time)

Organisational Behaviour

Time : 3 Hours]                                                                                                 (Max. Marks : 90


Note: (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.

(Section A)

1.         Define OB and explain the Tole of interdisciplinary areas that has affected OB.

2.         What can the management do to satisfy the various level needs of workers, as shown in Maslow's Model ?

3.         Management by Objective (MBO) is considered to be the most effective tool of organisational effectiveness. Explain some of the contributions of the concept of MBO toward employee motivation as well.

4.         Explain the causes of stress along with coping strategies of stress.

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

(a)        Approach to beat Conflict.

(b)        Factors affecting Personality Formation.

(c)        Barriers of Perception.

(d)       Group Vs. Team.

(Section B)

Read the case carefully and answer the questions in case:

Rahul Mehra (Mehra) was annoyed that the week had begun badly. It was Monday morning and it was time for him to provide his manager, Ashish Gupta (Gupta), with a detailed report on achievement of his weekly targets. Unfortunately, the preceding week too, had been at dull one with not even fifty percent of the targets being met.

Mehra worked as a sales representative for the personal loan division of a. leading private bank. He had to meet weekly targets to become eligible for the special sales incentives, the only lucrative monetary benefit offered by the company. The bank set the targets for each sales representative in Terms of the number of new customers and the total value of sales to be achieved.

Gupta was a manager who liked to be in total control of any situation. His micromanaging tendency made him exercise total control over his subordinates in all organizational aspects. (A micromanager is one who does not trust his subordinates and who closely monitors them on the job.) He thought of himself as being very knowledgeable and did not feel he had to seek suggestions from his team members. He believed in issuing instructions to his subordinates and expected them to follow the instructions without questioning. He kept an eye on the performance of his 12•member team of sales representatives throughout the twelve-odd hours they. spent in office. He expected his team members to keep him informed about their progress on any target on an hourly basis even when they were on the field. The team was responsible for obtaining leads (prospective customers) and eventually converting them into customers. The targets, in terms of the volumes and value of loans were so high that achieving them seemed a difficult task. Mehra went into Gupta's room only to be given a strong-arming that if the achievement of targets for the week ahead was also below expectations, it would cost him his job. Most of Mehra's colleagues too had a similar experience narrate after they had submitted their weekly report. To make matters worse, Gupta called for an emergency meeting of sales representatives, and announced that all teams must follow a systematic procedure together data, make cold calls to potential customers from the leads obtained and then close the deal. No one was permitted to deviate from this style of working. The team was thus forced to follow traditional way of marketing, which included calling up prospective customers and following up until the deal was finalized. They were not allowed to try out new and innovative ways of marketing their services. The team members were expected to report to Gupta. about their performance on a daily basis, unlike the weekly reporting that was followed previously.

The week that followed, was. one in which team members struggled under tremendous pressure. Ultimately, they were unable to meet even the weekly targets. This made Gupta even more frustrated and he again called for a meeting. But what took place at the meeting left 'him in a state of shock, helplessness and despair. Mehra, along with three others, among• the best performers in the organization, quit the organization.

Questions for Discussion :

1.      Describe the leadership style that was followed by Ashish Gupta. Also discuss the effects of such leadership on and organization.

2.      Outline the concept of micromanagement and bring out its impact on employee behavior in the context of the case.