Organisational Bhaviour

1. JOSEPH’S COLLEGE OF COMMERCE (AUTONOMOUS)

END SEMESTER EXAMINATION – OCTOBER 2014

B.Com (Travel & Tourism) – V SEMESTER

ORGANISATIONAL BHAVIOUR

Duration: 3 Hours                                                                                           Max. Marks: 100

SECTION – A

 

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

 

1. Give examples of extrinsic motivation.
2. What is ‘referent power’?
3. Mention 2 characteristics of the latent stage of conflict.
4. Who invented the ‘Operant conditioning chamber’?
5. Briefly explain the concept of ‘groupthink’.
6. What are ‘command groups’?
7. Differentiate between proactive and reactive change.

• What are learning organisations?

9. Name three attitudes related to work.
10. What are ‘Artefacts’ with respect to Organisational Culture?

 

 

SECTION – B

1. Answer any FOUR Each carries 5 marks.                                      (4×5=20)
2. What are the stages of group formation?
3. Enumerate the different ways of managing stress in an organisation.
4. Mention the various ways in which employees learn culture in an organization.
5. Explain any three errors in perception.
6. Critically examine the ‘trait theories’ of leadership.
7. Explain Kurt Lewin’s model of managing organisational change.

 

SECTION – C

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

 

17. “People influence organizations, and organizations influence people”. Elaborate.
18. What are the personality attributes influencing OB?
19. What is group cohesiveness? Explain the factors influencing group cohesiveness.
20. What are the different kinds of reinforcers? Bring out the differences between positive and negative reinforcement with suitable examples.
21. Explain the ‘behavioural theories’ of leadership.

SECTION – D

 

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

Rajeev Bhatia, a graduate from a top tier Business school was appointed the CEO of Cosmos Consultancy Ltd. Cosmos developed software packages for the finance companies and banks. The ambience at Cosmos was rather relaxed with a flat organizational structure. Being a software house, it was but natural for programmers and managers to mingle freely with each other. The company promoted a friendly unstructured atmosphere to gel with its nature of business. The average age of a Cosmos employee was 25-27 years. Before Bhatia took over as the CEO, Ramachandran, who held a B.E degree from one of the top Engineering colleges of the country, was heading Cosmos for nearly 4 years. Ramachandran was known for his professionalism and “human touch”. Most of the young programmers saw a role model in Ramachandran because of his down-to-earth and amicable approach. Out of the total staff of 167 employees, anyone could walk up to him and freely discuss his problems with him. He enjoyed the week-end “fun hours” with his employees when the company would give snacks and tea to all the employees and allow them time and space to enjoy themselves. Cosmos had seen a steady growth under him, which in tangible terms meant an increase in business turnover of up to Rs.45 crores. His decision to leave for USA came as a shock to all the employees. And when the new appointee Bhatia, joined Cosmos, there was apprehension in the air. Bhatia, ofcourse, had an impeccable track record, with a sound computer engineering degree and the added management qualification from IIM.

Within a few days of taking charge, Bhatia introduced a few changes. He saw no value in “fun hours” and decided to discontinue this practice. He also insisted that employees first check with his PA and then meet him. Moreover, when one of the programmers remained absent for more than 2 days without any intimation, Bhatia used strong words to communicate his displeasure to Naresh Gupta, the project leader to whose team the programmer belonged. Naresh obviously found Bhatia strongly opinionated because he realized that Bhatia was not prepared to buy his explanation for the absence. One particular project team ran into trouble chasing the deadline. Bhatia minced no words in communicating to the project manager, Subodh Walavalkar, that if the project was not completed within next two weeks then he may be forced to assign the project to another team. Of course, by now the office grapevine was abuzz that Bhatia has an “attitude” problem. In the meanwhile, Subodh Walavalkar resigned along with two other programmers from his team. During the first 6 months, the company showed a slight dip in its profitability. The company’s employee turnover went up by a whopping 10%. The managing director, Mr. Shrihari Sharma was a worried man. He invited Bhatia for a meeting to discuss the issue.

Questions:
a. What happened at Cosmos when Hariprasad Bhardwaj left the company?
b. Was Mihir Bhandari wrong in his approach? Give reasons for your response.