1. JOSEPH’S COLLEGE OF COMMERCE (AUTONOMOUS)

END SEMESTER EXAMINATION – OCTOBER 2014

B.B.M. – I SEMESTER

 ORGANIZATIONAL BEHAVIOR

Duration: 3 Hours                                                                                       Max. Marks: 100

SECTION – A

 

1. Answer ALL the questions. Each carries 2 marks.                                       (10 x2 =20)

 

1. What do you understand by contingency approach to OB?
2. Define ‘self concept’?
3. What is Job Enrichment?
4. Why and how do people impress others?
5. Explain Halo effect?
6. What is group cohesiveness?
7. Describe a charismatic leader?
8. How are values different from attitudes?
9. Differentiate between functional & dysfunctional conflict?
10. What is organizational change?

SECTION – B

 

1. Answer any FOUR Each carries 5 marks.                                  (4×5=20)

 

11. “Organizational Behavior represents interaction among individuals, groups and the organizations”. Elucidate this statement.
12. Differentiate between people of type A personality and type B personality.
13. Differentiate between motivators and hygiene factors with respect to Herzberg’s theory.
14. Explain any five types of leaders
15. In order to function effectively an individual has to manage stress what are the techniques used to do so?
16. Explain the stages of group formation.

 

SECTION – C

 

III)      Answer any THREE questions.    Each carries 15 marks.                    (3×15=45)

 

17. Compare and contrast Classical conditioning with Operational conditioning.

 

18. What is perceptual selectivity? Explain the external and internal environmental factors on perceptual selectivity.
19. In what sense are the trait and behavioral approaches to study leadership, two sides of a coin? How are the two approaches essentially different?
20. How do you modify one’s behavior? Explain.
21. Discuss in detail the stages of conflict.

 

SECTION – D

1. IV) Case study- Compulsory questions.          (15 marks)

 

22. An over confident employee

Firms are downsizing, consumer confidence is plunging. Given the uncertain economic environment, why should anybody give up a secure job?

It may seem odd, but competent people still do it every day. They job-hop in search of greener pastures. Take Sridhar, a software expert in a Bangalore – based firm, who scribbled the following remarks on his exit interview questionnaire.

‘This job is not right for me, I would like to have more input on decisions that affect me, more chance to show what I can do. I do not get enough feedback to tell me if I am doing a good job or not, and the firm keeps people in the dark about where it is headed. Basically, I feel like an interchangeable part most of the time.

In reply to the question whether the firm could have done anything to retain Sridhar, he replied ‘probably not’.

Why do so many promising employees leave their jobs? And why do so many others stay on but perform at minimal levels for lack of better alternatives? One of the main reasons (Sridhar’s reasons) can be all but invisible, because it is so common in so many organizations, a systematical failure to keep good people. Companies should worry about people like Sridhar. By investing in them may actually help reduce turnover, save on training costs, increase productivity, improve quality and reap the benefits of innovative thinking and teamwork.

Human resource professionals and managers can contribute to corporate success by encouraging employees’ empowerment, security, identity and competence. How? By recognizing the essential components of keeping their best people and by understanding what enhances and diminishes those components.

 

 

 

 

Sridhar doubts that his firm will ever change, but other organizations are taking positive steps to focus on and enhance employee retention. As a result, they are reducing turnover, improving quality, increasing productivity, and saving on their training costs.

 

Questions:

 

1. Do you think that Sridhar’s self esteem had anything to do with his leaving the firm? Substantiate your answer
2. What do you think were Sridhar’s satisfaction and commitment with the job and the firm at the time when he left?
3. What lessons can this firm learn from the case of Sridhar? What can and should the firm do?
4. Which theory of personality does best describes Sridhar’s behavior?
5. How do you think the firm can change his behavior?

 

 

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