8

z] ~

Register Number :
( 1 15 = 15 )

Name of the Candidate :

( y gF )

6 4 8 1

18. The New Procter & Gamble ( P & G )

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zkV[ c^ m >l_ P & G >B
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P & G >[

M.B.A. DEGREE EXAMINATION, 2011

( FIRST YEAR )
( PAPER - V )

170 / 150. ORGANISATIONAL BEHAVIOUR

( Common with M.B.A. Three Year Programme )
December ]

[ Time : 3 Hours
Maximum : 75 Marks
SECTION A

( 5 3 = 15 )

Answer any FIVE questions.

ALL questions carry equal marks.
Write short notes on any FIVE of the following.

>[ VV_ DM B_ x
\VuD, ]\B ]D
\V>_ VV \Vu> F>m.

1. Socio Technical System.

(i) >Va_
O
]\BV^
[
w BV^ k >Va_
OD >_ k|D.

3. Perception.

2. Environmental factors.

4. Attitude.
Turn Over

7
z] g

5. Group cohesiveness.

( 3 10 = 30 )

>D J[ sVz sBD.

m sVzD \ \]^.

6. Secondary groups.
7. Non-financial motivators.
8. OD Interventions.

9. z u\B cVzD V sz.

10. E> >k[ A [^ BVk?
11. kBV [ \V .

SECTION B

( 3 10 = 30 )

Answer any THREE questions.

ALL questions carry equal marks.
9. D e s c r i b e t h e f a c t o r s i n f l u e n c i n g g r o u p
cohesiveness.
10. What are the characteristics of a good leader?

12. D zs gz\V?
13. Wk]_ BV[ zszD
z cm>KV V sz.
14. u>_ [V_ [?
z]

( 1 15 = 15 )

>D sVz sBD.

11. Briefly discuss the various types of values.
12. Is money a motivator?
13. Briefly discuss the factors influencing morale of
employees in an organization.

15. x>VB]_ DW \]A [][ g>V

skV]. >V_ sD ^ BVk?
16. cm>_ uB >D J[ >u
m \]| F.
17. s>\V >V \V FB|D
c] sk.

14. What is learning?

Turn Over

4
share of the soap and detergent market. On the
new product development front, things were no
better. The company was having disappointing
results with its Pringles potato chips and was
suffering financial losses on its Coldsnap Home
made Ice Cream Mix, Wondra hand cream, and
Rely Tampons. These set backs were reflected
on the companys bottom line as pretax earnings
fell for the first time in over thirty years. At the
same time, the firm was having union problems.
Its Kansas City plant voted to unionize, and the
company went through a long fight with worker
representatives in its efforts to change work
practices and improve efficiency.
These developments led P & G to make
changes in its organizational culture. Some of
these were the following:
(i) T h e w o r k t e a m c o n c e p t , i n w h i c h
production and maintenance workers
called technicians are required to master
and use a second skill, was extended
throughout P & Gs operations.

5
(ii) The lifetime job tradition that once made
P & Gs workers the envy of their blue
collar counterparts elsewhere gave way to
lay-offs.
(iii) The corporate paternalism of the past
yielded to some hard practicalities as
executives and workers alike were put on
notice that plants that didnt measure up
on productivity, cost, and quality would be
shut down.
(iv) A determined management vigorously
resisted attempts by organized labour to
dictate how P & Gs operations should be
run.
In addition to the above, P & G trimmed its
work force by 5 percent on the plant floor and
4 percent company wide. This was
accomplished through reduced hiring, early
retirement, and, in some cases, lay-offs.
Changing conditions had led P & G to change
its culture.
Questions :
(a) How has the environment affected P & Gs
culture?
Turn Over

(b) If you were hired as a consultant by P & Gs

Board, what recommendations would you make
to improve the companys cultural effectiveness?

SECTION C

( 5 3 = 15 )

>D nm sVz sBD.

m sVzD \ \]^.
1.

Answer any ONE question.

15. Discuss the sources of status. What are the
problems associated with status?

>twVD
z]

( 1 15 = 15 )

16. Critically evaluate any three theories of

motivation.
17. Explain the strategies used to manage various
types of conflicts.

x>VB >Va_ Ob \A x.

2. u W V^.
3. Vk Vz.

SECTION D ( 1 15 = 15 )
( Case Study )

4. kw B_.
18. The New Procter and Gamble ( P & G )
5. z u\.
6. m z^.
7. W]BD u B zsA^.
8. Wk \DV| z|^.

For years the culture at P & G had

supported steady growth and profits. In recent
years, however, the company found itself under
a great deal of pressure from the external
competitive environment. For example, Kimberly
Clark had cut deeply into P & Gs disposable
diaper market, one of the companys most
lucrative market niches. At the same time, Lever
Brothers was making inroads into P & Gs
Turn Over

(ii) E g, E W]
km, Lay-Off FBm.

(ii) E g, E W]
km, Lay-Off FBm.

(iii) cu] ][ z, ED [\,

>z V_ > k Js|kVD
V|m.

(iii) cu] ][ z, ED [\,

>z V_ > k Js|kVD
V|m.

(iv) WkVD c]BV >VaV^ B_V|

k|D [ s>m.

(iv) WkVD c]BV >VaV^ B_V|

k|D [ s>m.

\KD >VaV^, DM |
\V>\V 4 sV| \uD, 5 sV|
zm. Ez F, cB
V]uz x[AD V|m.

\KD >VaV^, DM |
\V>\V 4 sV| \uD, 5 sV|
zm. Ez F, cB
V]uz x[AD V|m.

sV^:

sV^:

() W kV VV> >VBm?

() W kV VV> >VBm?

(g) > P & G gVV WBtm

DMB ]D|> m FB
V[V_, [ m ^?

(g) > P & G gVV WBtm

DMB ]D|> m FB
V[V_, [ m ^?