Maximum Marks: 90

PAPER ·1 ORGANISATIONAL
December 22, 2005 Instructions: i) Answer any five questions, but at/east two from each section.
-_.-_-_----

BEHAVIOUR
Time: 10 a.m. to 1 p.m.

il] Give illustrations to clarify your points. iii) All questions carry equal marks.

PART - I
1. Define Organizational Behaviour and explain how it has evolved as a discipline. What are the foundations for the discipline? What is meant by commitment? Discuss the importance of job

2.

satisfaction in achieving productivity. Discuss the relationship between job satisfaction and absenteeism and commitment. 3. Define Motivation. Discuss how Victor Vroom's Expectancy Theory depicts a process Theory. 4. Define stress. Discuss some sources of job stresf organizational, organizational, group and individual such as extra stressors. What __ are t~~t -\\ of cognitive variables, which reflect individual differences in motivation. What are the variables inhis the Expectancy

~ are some of the dysfunctional effects of high levels o~~_~ of major concern to human resource managers.

PART ~II
5. Define power. Discuss the major classifications of power as outlined by French and Raven. How are power and politics interrelated organizations? 6. What are the major categories Feedback make communications of organizational communication? in

a two way proce~s Discus~. What

;
\

P.T.O.

->.
.... -

are some methods of promoting effective improvin9 managers' listening habits. 7. Read the case and answer the questions.

upward communication and

MODERN INDUSTRIES LTD. Modern industries Limited (MIL) an automobile manufacturing

company in Bangalore is a subsidiary of a multinational company. It has a turnover o~over Rs. 100 crores. It employs around 5,000 persons of which about 600 are in the supervisory and manage rie:lcadre. The company is professionally managed and is well-known for its sound business practices. The management team is headed by the dynamic Managing Director. Performance of a high order and unquestionable integrity is expected at every level. This is more so at the officers' and managers level. Normally people of high calibre are selected through open of advertisements to meet the personnel requirements at these revels.

Over a period of time the company has put up a strong-team manpower which excels in several flelds,

The Purchase Department is headed by a Divisional Manager, Mr Joshi. The activities of the purchase department Manager Mr. Kulkarni, the Purchase Manager, have been broadly heads the !troup bifurcated into three groups, each of which is headed by a Group incharge of procurement of casting, forgins and pressed parts. There are three purchase officers under him each dealing with category of items. Mr Kumar is the Purchase procurements Officer responsible for planning and in 1977 as a

a particular

of forgings. He joined the company

Purchase Assistant and roseto the position of Purchase Officer in a short period of four years. He has a good track record and is known for his competence and hold on matters he deals with. After he was made responsible for looking after forgings around 1981. He had brought about several improvements and optimised the cost of orocurement.

'"

.~

Nonn_1 Practice It is the normal practice in MIL 10 develop and rotain multiple suppliers for major items. The company believes that this practice would assure them uninterrupted supplies in any eventuality. Further, this would ensure healthy competition among the few suppliers for the same item. This is particularly in the case of forgings. Mr Kishen Singh established his company "Singh Forgings Private Limited" (SFPL) in 1980. He started his dealings with MIL as a small suppliers around the same time when Mr. Kumar took over the charge of procurement of forgings. He has grown with MIL in the last four years and today he is one of their major suppliers. SFPL is rated high as a dependable supplier. Mr Singh and Mr Kumar have an excellent rapport. However, the Group Manager, Mr. Kulkarni, does not see eye-to-eye with Mr Kumar, particularly with respect to his dealings with Mr Singh. The practice in MIL is that the concerned purchase officers are responsible for recommendingthe orders to be placed on the suppliers from time to time They decide the split up the total quantity amongst the few suppliers for the same item. This is done generally on the basis of the suppliers rating done by them. Mr Kulkarni's Allegation Mr Gupte of Mis Gupte and Company is another supplier of forgings to the company. One day Mr. Gupte informed Mr Kulkarni that Mr Kumar had taken some money from Mr Singh. Mr Kulkarni called Mr Kumar and enquired whether this was so. Mr Kumar admitted that he had borrowed money from Mr. Singh when he needed itbadly)o arrange a religious trip for his parents. He further clarified that he had not approached Mr Singh. When Mr. Singh came to know, through a common friend, that "l8 needed money, he volunteered to help him. It had been a year since he borrowed the money, but he had not been able to return th~ amount so far. Mr Kulkarni reported this matter to Mr .Ioshi, the Divisional Manager. He complained that Mr. Kumar had entered into an unfair liaison with Mr Singh. This was in bad taste and might lead to misunderstandings and complications. He emphasised that Mr Kumar should have kept has superiors informed about his

P.T,Q
(/) (iii)

":Es,

personal financiai dealings with suppliers.vitit recommended taking action against Mr. Kumar. Kumar's Explanation

was inevttableHe

for what had happened. Mr. Kumar reported his earlier explanation and further stated that Mr Kulkarni was using this as an opportunity to snub him. He told Mr. Joshi that Mr. Kulkarni was in favour of releasing a larger order to Mr Gupte as he happened to be his friend and relative. While he had no objection to this, Mr Kumar was not it favour of this move, since Mr. Singh was rated comparatively better as a supplier . . Mr Gupte was given a much smaller order and this was not to Mr. Kulkarni's liking. Mr Gupte had started his company almost a decade back and had since been supplying forgings to MIL.Till 1982, he had not faced much competition; he used to get far larger orders than at present. Later on SFPL proved themselves to be a better supplier and as a result Mr Gupte lost his share of the supplies. He was quite bitter that he had to lose his share to a later entrant in the field. His pride was hurt. His relationship with Mr. Kumar was luke-warm. Mr.Joshi obtained the past records of both Mis SFPL and Mis Gupte & Company, and compared their performance as suppliers to MIL. The rating system maintained by Mr Kumar showed that SFPL was a superior supplier. He then called Mr Kulkarni and appraised him about the counter allegations on him by Mr Kumar and enquired from him whether he wanted to favour Mr, Gupte. While Mr Kulkarni admitted that Mr Gupte was his relative and friend,he assured him that he never sought any favour from Mr. Kumar. This was evident from the available facts and figures also. Mr Joshi further called Mr. Singh and enquired from him about this episode. The latter too admitted that he had loaned Rs. 6,000 to Mr. Kumar, after he came to know of his financial problems at that time, through a common friend. He had merely helped him as a good friend and did not have any ulterior motive. Mr. Singh further admitted that there was no discussion with Mr. Kumar, either in regard to when the
(I) (iv)

Mr Joshi promptly called Mr Kumar and asked for an explanation

-_ ... ----

'. amount was to be returnedoron the interest on the amount He just· assumed that he would get his money back whenever Mr. Kumar fo"und it convenient to do so. He had never reminded Mr. Kumar about. the amount during all those months. He begged to be pardoned iff his gesture had resulted in any misunderstanding in the purchiase department. M r Joshi is known for his high integrity and fair practices which arre a common tradition of the company at his level. He personally beliew/us. that anybody who works in a purchase department should be above any kind of suspicion and is known to act fast without fear or faveur. However, in this case he is still contemplating what mode of action he should take. Questions' L) In view of the facts of the case, should Mr. Joshi take aciton against Mr Kumar as (a) it is considered unethical to bomow money from a supplier of the company?(b) he is levelling charrges against his superior, which is not substantiated by facts and figures? ,Should Mr. Joshi take action against Mr Kulkarni for subtly trwing to influence Mr Kumar, though this is not proved by facts and ~igures? iii.) Should the supplier..Mr Singh, be black-listed for having given money to one of the officer in the purchase department who has to directly deal with him? Should the other supplier, Mr Gupte, be black-listed, for unnecessarily interfering in a matter which is of no concern to him and trying to play mischief? v.) Is Mr Kulkarni, the Group Manager, overreacting to the incident? Is he, as Mr. Kumar says, trying to make use of the situation to snub one of his efficient purchase officerswith whom apparently he is not on good terms? vi.) Should Mr Joshi ignore the whole episode as it has nothing to do directly with the official work? (I) (v)

ii.)

iv.)

P.TC

8.

Read the case and answer the questions"

PROMOTIONAL DECISION

.6

Mr Ramchandran is the President of ABC Limited. Recently, it" was decided by the Board of Directors that it would be profitable for the corporation to open its own Marketing Department. Mr. Ramchandran has beendlractsd to pick up person who he feels is capable of heading the'deparlment, and then putting this person incharge of getting the department on its feet. After considering a number of good men, Mr Ramchandran has narrowed the field down to two possible Choices: Rajesh Mehta and Pramod Kumar. Rajesh Mehta has good track record with the company" He was hired eight year ago, and through these years he has shown a good deal.of drive and initiative in all of his endeavours. He is an aggressive young man, and has received the nickname of go-getter in his department. Although Mehta seems to be more concerned at times with ends rather that means, he is very efficient and is considered a good leader by those who work under him. As one worker stated, "Although he can get rough with you at times, you always know where you stand with him, and when you have done a good"job, he lets you know iC,' Mehta is also credited with accepting full responsibility, in all cases, and making quick decisions when action is called for. Pramod Kumar has been with the company for eleven years. He is well liked by all in his department, and his work is firsts rate. Kumar's leader~hips,tyle d(~f~rs!f[omMehta's in that Kumar is not as aggressjy~ and quick to act as Mehta. Before Kumar makes a decision, he generally consults others who he feels can contribute further information on the given subject. This often includes those who work under him. Those who work under Kumar consider him a good leader, and state that the atmosphere of participation produced by Kumar really encourages their utmost individual output while on the job. This can be seen by the production increase which soon occurred when Kumar become the head of his work-force.
(I) (vi)

"

7
Questions i.) If you were Mr Ramchandran, whom would you select

head of the Marketing Deptt.? Why?

ii.)

Will you give any weightage to the length of service organisation while taking the decision? Why?

******

PAPER ~I
ORGANISATIONAL
June

Maximum Marks: 90

BEHAVIOUR
Time: 10 a.m. to 1 p.m.

21,2007

Instructions:
i) The Paper has total eight questions in two parts with five questions in Part-/ and three questions in Part-II. Students have to answer total five questions Answer any three questions from Part-/ and any two questions from Pen-it. All questions in Part-I carry 20 marks each while in Part-II carry 15 marks each. Give illustrations to clarify your poims.

ii) iii) iv)

PART· I 0.1. In the late '50s w_esaw the development of Modern Contemporary
Organizational behaviour. Discuss five major approaches emerged during this period. which

0.2. There are a number of internal and external factors which influence
th~ perception of an individual in an organization. What are these, explain with illustrations. Which negative traits hinder a person from reaching leadership potential?

0.3. What are the eight stages of life that develop an individual as per the
psychological theory of Erikson. Explain the frequently used techniques ofOD?

0.4. Discuss the elements which are common in the functioning of informal
groups. How do they inflence the organizational climate? Q.5. Answer any four short notes :(i) (ii) What are the essential characteristics of organizational behaviour? What are the demerits of Bureaucratic Organizations? (I) (i)

P.T.O.

(iii)

Explain the elements of Goal Setting Model enunciated by Edwin Locke. Explain the factors which contribute to the job satisfaction of an indIvidual in an organization. How will you improve the climate in your organization. Explain with the help of a sketch. What are the various methods of improving interpersonal skills?

(iv) (v) (vi)

PART ~ II
0 r 6. Case Study ~Problem of Mixed Task Force During the Indo Chinese conflict, large troops movement took place to occupy eastern border. One such area is in Aruncahal Pradesh. It was decided to induct large number of military personnel to cantonments in Tenga, Sela and Tawang. These were hilly terrain with freezing temperatures and inhospitable terrain. To house the troops who were not in the direct contact with the enemy prefabricated shelters were to be erected with speed.lt was decided to give this task to a fabrication firm located in Calcutta. The equipment was moved in civil commissioned trucks under armed escort and civil labour was employed from Tezpur and from the locals. The skilled personnel were provided by the civil firm at Calcutta. However, the administration was left to the local army engineers to ensure technical quality and security. . The work started off on happy note. However, there was grumbling about this 'and the matter was subsequently reported by the Civil contractor formally to the army authorities. Keeping thewar scenario, the army authorities declined their request and the security restrictions continued to be enforced. This could not be understood by the civilian work force and they decided
to stop the work altogether. This obviously created a tense situation in the

environment.
QUestions :(1)

(2)

What in your opinion is the real problem and the sequence leading to it. Do you think the work should be handed over to some other contractor and the problem will be resolved.
(I) (ii)
e

(3)

Is it possible to resolve the issue with the present work force and how do you intend to tackle it.

Q.7. Case Study: The Shark and the Fish With the 'opening of the sky policy' of the Govt. of India, many aviation companies have come up with small and large airlines. However, to reduce the overheads so that the tariff can be brought down various measures were taken by the new and the small airlines. The prominent ones bring:· (a) (b) (c) (d) (e) (f) (g) Hook on to the major airlines to share their assets egotransport, fire service, cargo handlers. etc. Share the workshop facilities of major airlines for the repairs and maintenance of their aircraft. Provide no meals on board. Have smaller aircrafts so that the strength of cabin crew is reduced. Have no numbering of seats, thus seats are occupied on first come first serve basis. Seats which were otherwise provided for staff, thus earning more revenue as compared to the budgeted income. Close ticket counter half an hour before, thus denying entry to confirmed but late arriving passengers and selling these tickets to waitlisted passengers.

Hower, in along run there were problems being faced by the small airlines, some of them were: (a) (b) Reduced occupacy due to poor service as mentioned above. Step-motherly treatment by larger airlines for the infrastructure facilities which were to be provide to small airlines. This is resulted in higher downtime of aircrafts, delays in baggage clearance, long waiting at departing airports etc. Pandemoniums at airports caused by the confirmed passengers arriving late.

(c)

All this has brought down the revenue of the small airlines and also
their low morale. P.T.a. (I) (iii)

Ij
Questions (a) (b) (c) Identify the problem faced by the small airlines. What are the reasons which have led to these problems. Do you think there. is a solution to this and jf so suggest it.
i-

0.8. Anv one

CASE STUDY

Rohini Industries Rohini Industries, a subsidiary company of a large industrial group, was not doing well. And everybody, including Directors of the subsidiary as well as the parent company, was dissatisfied, but there was considerable amount of faulHinding and 'post-mortem' discussion, rather than constructive decision-making. The Directors of the subsidiary company took some outside advise and the working of the company was analysed. It was found that the responsibility for a substantial part of areas of dissatisfaction was primarilywith the parent company and its management and the quality of decision-making at the policy level of the subsidiary also was poor. In general, this diagnosis was found to be true for the working of the parent company itself and was reflected in the image of the company and the management before the shareholders, the Government and the public in general. The chairman of the subsidiary company was pleased with the diagnosis and took up the matter with the parent company.

However, the discussion at the policy level of the parent company did not bear fruit, and the issue was 'settled' merely bya general indication that the subsidiary company, if necessary, may be disposed off or handed over to another group for running. This put the Board and Management of the subsidiary on the defensive. The Chairman resumed his original fault-finding habit with the Executive Director, the Functional Managers, etc. which in turn caused considerable amount of frustration and setback to progress and enthusiasm generated by analysis of the responsibilities and the remedial measures evolved, which were largely agreed upon before taking up the matter with the parent company. (I) (iv)

Questions 1. 2. 3. Analyse the problem in this case. How can strategic planning be of any use in this case? Expiain. If you were the Director of Subsidiary Company, what would have been done by you to resolve the present problem?
or

Fellow Feelings Sriram Fertilizer Ltd. is a urea manufacturing unit having a capacity of 700 tonnes per day. The total workforce of the plant is 3086. Being a self-contained plant, it has its own workshop in order to take care of regular and maintenance work. The workshop functions in two shifts a day under a shift incharge for each shift who is the cadre of AEE. The workers have been grouped into two groups, l.e. Relay 'X' and 'Y'. The shift routine changes once a week, Sunday usually being weekly holiday. Besides the two shifts, there are a group of people under a Senior AEE attending duty during general shift hours. The Relay 'X', consisting of 20 workers is placed under the charge of Shrl Mathur who is a Graduate in Mechanical Engineering with MBA. After undergoing training for a period of six months in various divisions in Fertilizer, he had acquired a thorough knowledge of works to be undertaken by the workshop. After serving as a Relay Supervisor for 3 years, he has been recently promoted to the post of AEE, who is the shift-in-charge, When he joined the workshop. he found that the tasks were done with application of thumbrules and higher officers had to be satisfied with such a quality of work. Shri Mathur, on witnessing this, started to instruct and train his workers in various theoretical aspects of welding, machining and machitronics etc., which he had studied in his college. They all highly appreciated the skills and techniques he had taught. The workers now learnt to do things in a much better way. Thus, he gained the confidence of workers. As he was able to finish his works in time and in a better way than Relay 'Y', more work orders were allotted to his group. A few workers

PoT.O.
(I) (v)

in his group started to grumble and one day, the Foreman came and told Mr. Mathur that the "other relay workers don't have much workload and our workers too don't want to strain much and they are murmuring over getting more work. Mr. Mathur, however, convinced the Foreman
Tt

that extra work should be taken as a credit and recognition, and they should do their best. After this had happened, some workers even tired to get transferred to the other Relay. One morning Mr. Mathur was making arrangements for the work to be taken and was giving instructions to his Foreman. Turner, Kailash came and told him, "Sir, father of Fitter Swami expired last night and we all want to go and attend the funeral" and added "it is customary for the men in workshop to attend such funerals and the chief-In-charge .has to arrange a lorry or any other conveyance for the people to go to Swami's house, which is nearly 10 km from the plant. "Since Mathur joined the company, this was the first such instance occurring and as he had to finish some urgent work orders, he told the worker Kaiiash. "You all neednotgo the funeral.! can, however, permit a few of you as representatives of Relay 'X' to go and offer condolences to Swami's family." Further, he regretted that he won't make any arrangements for conveyance. This statement created a turbulence among the workers and a group of workers stopped the work and started demanding that they be allowed to attend the funeral or else they would stop work in the coming shifts. The Foreman hurried up to Mr. Mathur to explain the turbulent situation in the shop floor. On hearing this, Mathur told his Foreman, "I have given you an alternative and I have already told the urgency of work and Iam going to allocate the work as per planning schedule. If the work is not done, I may have to take action against you. Then the group of workers started discussing among themselves as to what to do next. The Turner came forth and said, "You are not considerable enough to human matters and if you are still adamant, we may prefer half-a-day wagecut we must go and attend the funeral. Anyhow you have to make arrangements for our conveyance." Mr. Mathur at this instance noted that small groups, who were usually complaining about the workload and were murmuring, were keenly interested in the 'affair. He decided to face the situation as a matter of prestige. He issued the gate pass (I) (vi)

as

to whoever wished to go, still emphasising that he would not arange any conveyance. Nearly 20 per cent of the workers remained and the others collected contribution from all for the funeral and went off. On that day Mr. Mathur could finish only a part of the work as planned and he had to explain what had happened in his Relay to his boss. When he: came the next morning, it was rumoured that only a few of the workers attended the funeral and the others had gone to the cinema theatre near the village. Mr. Mathur got irritated by the workers' behaviour and started writing memos to those who had received the gate pass the previous day. Some workers got annoyed by this action -of Mr. Mathur and they approached the Union to intervene. The news had spread to other divisions and there was an air of protest at all places in the fertiliser plant.
Questions

Discuss the key issues in the case. Analyse this case in the light of Hawthorne experiments. What are the weaknesses and strong points, as you consider, of Mr. Mathur as a manager? How would you have tackled the situation, if you were Mr. Mathur? Do you think that system approach of management, would provide useful tips to Mr. Marhur for trackling the above problem.

******

(I) (vii)

Maximum PAPER ~ I

Marks: 90

ORGANISATIONAL
December 28, 2006 Instructions: i)

BEHAVIOUR
Time: 10 a.m. to 1 p.rn.

The Paper has total eight questions in two parts with five questions in Pett-i and three questions in Pert-it. Students have to answer total five questions Answer any three questions from Pert-I and any two questions from Part-II. All questions in Pen-t carry 20 marks each while in Pert-tl carry 15 marks each. Give illustrations to clarify your points.

ii) iii) iv)

PART ~ I
Q.1. Explain with the help of sketch the essential elements of Organisational Behaviour. (5+ 15=20)
..
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jL:;-

..

:;~,~~.

0.2. Spell out in specific terms the contribution of behavioural sciences to

the field of organisations behaviour. (20)

0.3. Answer any four of the following in brief.

(i)
(ii) (iii) (iv) (v) (vi) What are the personality traits that influence the organisational behaviour? What are the Characteristics of groups? Why are the work groups formed. What do you understand by Johari Window? Does it have any role to play in the organisational behaviour. What are the essential features of Paul Hersey and Ken Blenchards' Situational Theory of leadership. Explain if ie sources of Stress What techniques can be employed by the management to improve the organisational climate. (5x4=20) PT.O. (I) (i)

"OA.

What do you understand by "preception"? the role of "perception" in an organisation.

Explain with examples (5+ 15=20)

0.5. Explain Porter and Lawler's Model of Motivation with illustrations.

(15+5=20)

PART -II

0.6. What strategies can be employed for gainlng power? How does it
influences the Politics in organisation? Q.7. Case Study: Umakant's Delima (10+5=15)

Ram Singh was thrown out of the Army after 15 years of service both in peace and operational area. He had earned laurels in '1971 war while fighting in Bengladesh. However, his overstayel of leave repeatedlymade him lose his job, as it is considered a serious diclpllnary lapse in the defence forces. 'Fourtas Security' had employed him to train their security guards who were employed with various MNCs. He took the work very seriously and was strict and meticulous in training his wards. Sometimes he was even harsh and gave them punishment for not following the instructions.

.~
~::_-.

C;'''

."-:'::,,: ,.:.-

Mr Uma Kant, Manager (HR) was happy with the performance of Ram Singh, as he found that trained personnel under Ram Singh were doing well on job and earned good name for the company.
However, after few months Mr Uma Kant started getting complaints from the new entrants that the behaviour of Ram Singh was partial and he punished only those wards who did not obey his instructions. They also complained that Ram ,singh was taking the services of new entrants for his domestic chores. Mr Umakant called Ram Singh and sought his clarification on the matter. Ram Singh denied the allegations as baseless and malicious. He stated that it was due to strict behaviour while carrying out his duty of training security guards and he also mentioned that such complaints were originated by the trainees who were shirkirs and wanted to avoid strict regime of the training.

to

Mr Uma Kant was at a loss, because both the statements were contrary eachother. He did not know whether to retain Ram Singh or fire him.

(I) (ii)

Questions (1) Explain the events in this case in terms of perception Is it possible that the trainees have malafide reporting to Mr Uma Kant against Ram Singh. and attitude. when

(2)
(3)

intentions

In your opinion what course of action be adopted by Mr Uma Kant? Should he fire Ram Singh, counsel him or condone his harsh behaviour. (5x3=15)
CASESrUDY

0.8. Case Study: "A -One-Designer"

Mr Inder Ramani was a design engineer who had raised a consultancy firm with sheer hard work. He has constituted a team of finest engineers and had established branches in all the Metros of the country. The "A One Designer" was providing Design Consultancy for civil engineering projects not only to Indian Govt, Indian Corporates but to many foreign Countries as well. He had dedicated engineers and junior staff who had sincerely worked with him for more than 25 years and won many laurels for "A One Designer". Being an engineer himself Mr Inder Ramani was able to lead the organisation from the front. Being an intellectual he was humble and respected by his staff. Whenever he visited his branch offices, he met each and every individual personally not only enquired about the project they were handling but also about their welfare and problems. His was truly a paternal style of management. He was almost a Godfather for the organisation. As the time passed, his children grew up and one of his sons Mr Kewal Ramani completed his MBA from Harvard University. He was inducted as one the Directors in itA One Designer". Being son of the owner and chairman of the firm, he enjoyed implied authority. Approach of ivlr Kewal Ramani to tackle the problems was different. He weighed everything in terms of balance sheet l.e, profit and loss. He had little concern for the people. Though he had new and fresh ideas but they were not suitable for a design consultancy firm. With his approach, the turnround of personnel in the company increased. The annual pay hike was not commensurate to what other design consultancy firms were paying. Since there was boom in the infrastructure development market, jobs were aplenty. The design engineers therefore started looking for alternative employment. At the same time, Mr. Kewal Ramani instead of looking after the staff, came up with the idea of investing the profits in Real Estate. Real Estate P.T.O. (I) (iii)

'::'.'"
'•. _10';

gave better dividends with less headaches and less number of people had to be handled thus less HR problems. On the top of it the profits generated in the Real Estate business by renting out the property or selling it were comparatively higher. Questions (1) (2) What in your opinion is the problem being faced by the orqanisation? Discuss in the backdrop of motivational theories. If the company decides to diversify in the Real Esate Business then what would be the issues related to managing this change. (7+8=15)

******

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~~,-

(I) (iv)

PAPER ~ I ORGANISATIONAL
June 22,2006 Instructions: i)

Maximum Marks: 90

BEHAVIOUR
Time: 10 a.m. to 1 p.m.

The Paper has total eight questions in two parts with five questions in Part-! and three questions in Pert-it. Students have to answer total five questions Answer any three questions from Part-I and any two questions from Part-II. All questions in Pert-l carry 20 marks each while in Peri-l! carry 15 marks each. Give illustrations to clarify your points.

ii) iii) iv)

PART· I
0.1. After great depression Elton Mayo known as father of Human Relations
:
'~,;.-

'-'~'I'.

....

t~:-:T~'

School carried out experiments at Hawthrone. Discuss the stages in the experiments, the contribution of these studies and the essential characteristics of this approach. (20)

0.2. Which are the factors responsible for the shaping of personality?
Explain with illus!rations. motivational atmosphere in an organization. (8+ 12) (20) (5x4)

0.3. In your opinion, what conditions are required for establishing favourable 0.4. Write short notes on any four of the following.
(l) (il)
I

What are the sequences in Taylors' Scientific Management? What factors influence organization? Whatdoyou the behaviour of individuals in any

(iii)
(iv) (v)

understand by "Reinforcement Theory"?

What are the values categorized by Allport and Vernon? How can employees and managers influence an organization's climate?

P.T.O.
(I) (i)

(vi)

Suggest guidelines to overcome the resistance to change in an organization. by the "Trait of Leadersbip"? PART
w

0.5.

What do you understand agreement with this?

Are you in (15+5)

II

0.6.

What are the stages of conflict and how can the conflict be managed in an organization? (5+ 10)

0.7. Case Study: Humanised Robots?

Ms. Harshita was stumped. Sitting in her office at the plant, she pondered the same questions she had been facing for months; how to get her company's employees to work harder and produce more. No matter what she did, it didn't seem to help much. Ms. Harshita had inherited the family business three years ago when her father, Jaswant Sarin, passed away unexpectedly. Sarins Machine Parts was founded four decades ago by Jaswant and had grown into a moderatesize corporation. Sarin makes replacement parts for large-scale manufacturing machines such as lathes and mills. The firm with its' headquarter at Gurgaon and has three plants scattered throughout Haryana, Although Harshita grew up in a business family, she never understood her father's approach. Jaswant had treated his employees like part of his family. In Harshita's view, however, he paid them more than he had to, asked their advice for more often than he should have, and spent too much time listening to their ideas and complaints. When Harshita took over, she vowed to change howthings were done. In particular, she resolved to stop handling employees with kid gloves and to treat them like what they were: the hired help. In addition to changing the way employees were treated, Harshita had another goal for Sarins. She wanted to meet the challenge of international competition. Japanese firms had moved aggressively into the market for heavy industrial eqipment. She saw this as both a threat and an opportunity, On the one hand, if she could get a toehold as a parts supplier to these firms, sarlns could grow rapidly. On the other, the lucrative parts market was also sure to attract more Japanese competitors. Harshita had to make sure that Sarins could compete effectively with highly productive and profitable Japanese firms. (I) (ii)

From the day Harshita took over, she practiced an altogether different philosophy to achieve her goals. For one thing, she increased production quotas by 20 percent. She instructed her first-line supervisors to crack down on employees and eliminate all idle time. She also decided to shut down the company softball field her father had built She thought the employees really didn't use it much, and she wanted the spade for future expansion. .. .. Harshita also announced that future contributions to the firrn's profitsharing plan would be phased out. Employees were paid enOl!gh, she belleved, and all profits were the rightful property of the owner - her. She also had private plans to cut fufurepay increases to bring average wages down to where she thought they belonged. Finally. Harshita changed a number of operational procedures. In particular, she stopped asking other people for their advice. She reasoned that she was the boss and knew What was best. if she asked for advice and then didn't take it, it would only stirup resentment. All in all, Harshita thought, things should be going much better. Output should be up and costs should be down. Her strategy should be resulting in much higher levels of productivity and profits. But that was not happenlnq. Whenever Harshita walked through one of the plants, she sensed that people weren't doing their best. Performance reports indicated that output was only marginaly higher than before but scrap rates had soared. Payroll costs were indeed lower.but other personnel costs were up. It seemed that turnover had Increasedsubstantially and training costs had gone up as a result. . In desperation, Harshita finally hired a consultant. After carefully researching the history of the organisation and Harshita's recent changes, the consultant made some remarkable suggestions; The bottom'llne, Harshita felt, was that the consultant thought she should go back to that "humanistic nonsense" her father had used. No matter how she turned it, though, she just COUldn'tsee the wisdom in this. People worked to make a buck and didn't want all that participation stuff. Suddenly, Harshita knew just what to do: She would announce that all employees who failed to increase their productivity by 10 per cent would suffer an equal pay cut. She sighed in relief, feeling confident that she had finally figured out the answer. Questions (a) (b) (c) How successful be? do you think Harshita Sarin's new plan will

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What challenges does Harshita confront?

If you were Harshita's consultant, what would you advise her to do? 5

P.T.C.
(I) (iii)

CASE STUDY

O.S. Case Study: Sujoy Industries Ltd Sujoy Industries Ltd was 'about to instal a new incentive plan for the operative workforce in all its plants. The new plan was designed to enable high producing workers to earn 20 to 25 per cent more in weekly earnings. The rationale of the new plan was stated by the Executive Director of the company in the following words:
We are installing the plan to discourage t'1eworkers from socialising so much. Their output is satisfactory now, but if they would give all of their attention to the work and stop talking to each other about other things, they could produce a lot more. I know the work is not too difficult; anyone can learn one of these jobs in a few days. But we need more commitment to high performance.

Questions (a) Analyse the company's productivity problem from the viewpoints of classical, neo-classical and modern organisation theory. Do these points of view suggest different 'answers to the problem? Explain. (5) Do you believe the Executive Director has taken a classical, neo-c1assical, or modern theory view of the productivity issue? Why? (5) Suggest a solution to the company's problem and explain the theoretical assumptions that underlie your answer. (5)

(b)

(c)

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(I) (iv)