Organization Structure
& Behaviour
PART A
1.
How does Indian Organizations differ from their Western counterparts?
2.
Define Organisational Behaviour. State its importance and scope with at least
two examples from the corporate world.
3.
What are the trends affecting business organizations globally? How are
organizations responding to the challenges raised by these needs?
4.
What is an “ethical dilemma”? Why would ethical dimensions of management be
highlighted along with a rise of diversity in Organizations?
5.
What is social perception? Why is it described as self-fulfilling in nature?
PART B
1.
Explain the following factors of the Attribution Process:
a)
Consistency
b)
Consensus
c)
Distinctiveness
2.
What are the limitations of extrinsic motivation? Why do organisations rely on
it?
3.
Explain the similarities between Need Hierarchy Two –Factor, ERG and Mc clellands
classification of needs?
4.
How can a systematic study of personality help the individual and the
organization?
5.
Why do we need to manage emotions? How can emotional Intelligence help manage
emotions?
PART C
1.
Which are the key interpersonal skills? What is the advantage of the skills
approach to Interpersonal phenomenon at work?
2.
What measures should be taken by an organization to make the teams more
effective?
3.
If you saw a diagram depicting an organizational structure, would you be able
to identify the sources and direction of power in it? Give examples?
4.
Explain how role pressure and role forces shape role performance? Which one
should have a stronger impact? Support your answer with examples?
5.
Detail how leaders can bring about effective turnaround of organization?
Explain a leader’s contribution to the process of Institution Building?
Case Study - I
Jeenat
is the Accounting Department manager for a regional chain of convenience
stores. Jennifer is an accounting “superstar.” She has a bachelor’s degree,
recently passed her CA exam, and is really exceptional in her accounting
knowledge. She was so good, in fact, that she was promoted to department
manager in her previous company after only two years on the job. She has been
at her current company for ten months. She has implemented two accounting
procedural changes that have streamlined the work and resulted in cost savings
for the company.
She
reports to the CFO, and he is concerned about Jeenat, despite her obvious
talents. There is no denying that she has had a positive impact, but Jennifer
is not fitting in so well. Jennifer is a poor communicator and seems to have
alienated quite a few of her peers and her employees. She is often aloof and
distant, and her usual way of motivating performance is to simply dictate what
will be done and expect compliance with her orders. She has good ideas but has
little ability to present them well or to work as part of a team.
Q1.
You are Jeenat’s CFO, and you believe you can coach Jeenat. How would you
approach her and what would you say? What issues would you work with her on?
Q2.
How would you hold Jeenat accountable for improvement on the issues you
identified?
Case Study - II
Abhay
joined a leading construction conglomerate for summer job. The company he was
assigned Cranebow was in the business of manufacturing construction material
which had to be delivered to the client sites using a missed fleet of hired and
owned trucks. Abhay was interviewed by the head of this business, Raman Varma,
who had taken charge of this operation about three months back.Varma has been
brought by the top officials at the conglomerate for bringing Cranebow from
loss to profit as soon as possible.
When
Abhay analysed the industry, he saw opportunities flying everywhere. The demand
was rising, the market was liberalized and there were no conditions that
favored competitor’s more than Cranebow. So how could the losses at Cranebow be
explained? Abhay had been taking his meals at the common mess, and hoped to
make some contacts with the regular employees. Two weeks in to the assignments,
he was still hopeful to develop friendly rapport with some people there. He
accompanied some of the trucks to the sites and got to talk to the site
personnel of the clients. Abhay learned that the revenue collection at Cronbow
was problematic. Some clients tricked the company because the records of the
order price,, dispatch quantity and the proof of material received by the
client were not maintained properly. So, when disputes arose,the copany had to
grant the clients’ claim.
Next
day,Abhay met the plant head to show to him some of the formats of the reports
he had been preparing. The plant head took a look at those forms,and
said,”Good,you have worked very hard on those forms.But these are not usable.
”Plant head then showed the flaws in each of the forms drafted by Abhay. Abhay
was amazed to see this-the forms suggested by the plant head were simple, user
friendly and compact. Then why was the information not available in the
interest of the company when needed? The plant head said, “You should have
asked the person’s sitting at the top. If I show what I know to them,will they
listen? What do I gain by revealing what I know? My job is to run the plant,
and run the plant I do. Why should I worry about anything else?
Q1.
What attitude is reflected in the plant-head’s words and action? Is it
favorable for the organization?
Q2.
What measures do you recommend for changing the current attitude of the plant
–head?
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