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Sikkim Manipal University - DDE

Master of Business Administration

1st Semester

Management Process and Organisational Behaviour (MBA101)

1. An organisation is a __________ system of people who are structured and meet specified goals.

a. Geographical

b. Social

c. Private

d. Specified

Answer: b

2. Building a vision involves the joint efforts of the owner and ____________ of the organisation.

a. Employees

b. Stakeholders

c. Competitors

d. Vendors

Answer: b

3. When a company has many business operations running out of different centres, the plan made by the head office/
headquarter to achieve the organisational vision, is known to be _________________.

a. Corporate strategy

b. Functional strategy

c. Business strategy

d. Organisational strategy

Answer: a

4. Peter Drucker is known for the modern management thought of _____________.

a. Improving quality

b. Higher productivity

c. Management by objective

d. Customer orientation

Answer: c

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5. When major tasks and activities of the organisation are divided and carried out by different people in the organisation, it
is called ____________.

a. Co-existence of authority and responsibility

b. Division of labour

c. Unity of command

d. Unity of direction

Answer: b

6. When the workers are encouraged to do things which are not defined but add to productivity, it is called as
___________.

a. Equity

b. Order

c. Initiative

d. Overtime

Answer: c

7. Planning should always end in _________ because that is the purpose of planning.

a. Structuring

b. Decision

c. Profits

d. Staffing

Answer: b

8. Planning implies goal setting for the organisation keeping in mind the constraints, __________ and threats.

a. Opportunities

b. Strengths

c. Weaknesses

d. Deadlines

Answer: a

9. A plan that is important and future oriented and forms the hub of fulfilling the vision is called ________________.

a. Corporate plan

b. Operational plan

c. Short-term plan
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d. Strategic plan

Answer: d

10. Organising is centred on the concept of _________________ and division of work.

a. Efficiency

b. Specialisation

c. Planning

d. Combination

Answer: b

11. Social groups existing within the overall organisational structure can be called as _________________
organisations. Here relationship is built on likes, dislikes, feelings, and emotions.

a. Matrix

b. Formal

c. Informal

d. Strategic Business Unit

Answer: c

12. Usually in an organisation, a manager may have seven to ten sub-ordinates working under him. This however, depends
on the ___________ and technology level.

a. Structure within the organisation

b. Span of control

c. Complexities in an organisation

d. Nature of industry

Answer: d

13. Controlling can be defined as measuring and _____________ of performance to achieve the organisational goals.

a. Analysing

b. Correcting

c. Interpreting

d. evaluating

Answer: b

14. In order to create a feed-forward system, which of the following is required first?

a. Input variable
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b. Development of the model system

c. Business vision

d. Revenue target

Answer: a

15. If a control has to be effective, it must also control the _______________ at the critical point.

a. Direction

b. Exception

c. Output

d. Feedback

Answer: b

16. Which approach is concerned with the growth and development of people towards higher levels of competency,
creativity and fulfilment?

a. Productivity

b. System

c. Contingency

d. Human Resources

Answer: d

17._____________ is an important factor while planning because it impacts the way threat and opportunities are seen by
people.

a. Perception

b. Company's Profits

c. Previous Year's Productivity

d. Working Condition

Answer: a

18. By __________, we mean looking at relationships and attempting to attribute causes and effects and drawing
conclusions based on scientific evidence.

a. Organisational Citizenship

b. Systematic Study

c. Productivity

d. Absenteeism

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Answer: b

19. Traits like temperament, intelligence, reflexes, etc. are generally referred to describe the influence of
______________ in developing personality.

a. Environment

b. Culture

c. Situation

d. Heredity

Answer: d

20. According to Catell's 16 PF model, if a person likes people on the high range as against impersonal, which personality
factor does he / she possess?

a. Emotional stability

b. Reasoning

c. Warmth

d. Liveliness

Answer: c

21. The MBTI classifies human beings into four categories of opposite pairs (dichotomies). Identify the correct one from the
following.

a. Thinking or feeling

b. Extroverted or judging

c. Perceiving or thinking

d. Sensing or thinking

Answer: a

22. ____________ are the outcome of evaluative statements or judgments we make on objects, people and events.

a. Attitudes

b. Values

c. Behaviour

d. Emotions

Answer: a

23. __________________ enables a person to manage his own self, customers and other stake holders, peers,
subordinates and superiors alike.

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a. Knowledge

b. Intelligence

c. Emotional Intelligence

d. Behaviour

Answer: c

24.___________ are also called as important and enduring beliefs or ideals shared by the members of a culture, whether
national, local or organisational.

a. Goals

b. Values

c. Attitude

d. Disposition

Answer: b

25. _________________ is used to create safety and security amongst employees.

a. Promotions

b. Basic pay

c. Performance pay

d. Spot prizes

Answer: b

26 ______________ emphasises participative set goals that are tangible, verifiable and measurable.

a. Employee Recognition Programs

b. Employee Involvement Programme

c. Management by Objective

d. Participative Management

Answer: c

27 ______________ is concerned with how hard a person tries. This is the element most of us focus on when we talk
about motivation.

a. Persistence

b. Direction

c. Immediacy

d. Intensity
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Answer: d

28 A/an _________________ is a relatively permanent informal group that involves intense friendship for a narrow
(often negative) goal.

a. Interest group

b. Reference group

c. Membership group

d. Clique

Answer: d

29 In the group process, if the personal relations function is 'testing and dependence', what would be its task function?

a. Orientation

b. Organising to get work done

c. Information-flow

d. Problem-solving

Answer: a

30 _____________ can be defined as 'acceptable standards of behaviour that are shared by the group members'.

a. Conformity

b. Norms

c. Groupthink

d. Social loafing

Answer: b

31. A team can be defined as a group of people operating with complementary skills and a high degree of _________ and
accountability.

a. Authority

b. Interdependence

c. Influence

d. Independence

Answer: b

32 Teams brainstorm because the destiny in terms of the objective is so strong that they brainstorm all possible solutions
which bring forth diversity of ideas. Which benefit of a 'team' does this point echo?

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a. Accomplish targets

b. Detect flaws in solution

c. Creative solutions and better decisions

d. Increase in information sharing amongst team members

Answer: c

33 ____________ allows group members to benefit from the knowledge, experience, emotional support, energy and
tools/equipment possessed by other group members.

a. Willingness to share

b. Clear roles and assignments

c. Informal relations

d. Style diversity

Answer: a

34 Nelson and Quick defines _______________ as a style of leadership in which the leader fails to accept the
responsibilities of the position.

a. Authoritarian

b. Democratic

c. Consultative

d. Laissez Faire

Answer: d

35 Psychodynamic theory is also known as _____________.

a. Managerial Grid

b. Bernard Bass Model

c. Contingency Model

d. LMX Theory

Answer: d

36 One of the types of Transformational Leadership that speaks about building confidence and trust and being a role model
through setting examples is _________________.

a. Inspirational motivation

b. Intellectual stimulation

c. Idealised influence

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d. Individualised consideration

Answer: c

37 _________________ power comes because of the position and the belief that some things are supposed to be done
when told by a person in that position.

a. Expert

b. Referent

c. Information

d. Legitimate

Answer: d

38 In which negotiation, the strategy adopted focuses on creating a win-win solution?

a. Integrative bargaining

b. Distributive bargaining

c. Trade-off

d. Pre-conditioned bargaining

Answer: a

39 ________ defines the laws in which people work in an organisation.

a. Location

b. Culture

c. Competence

d. Goals

Answer: b

40 If the organisational culture is strong, it is possible for it to be ________.

a. Resistant to change

b. Irreversible

c. Change-oriented

d. Frequently changeable

Answer: c

41. When the information flow takes place in all directions inside the organisation and it is considered to be the
organisation structure of the future, which structure are we referring to?

a. Matrix
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b. Adhocracy

c. Hierarchialx

d. Team

Answer: b

42. Experiments have proved that good working relationship with the supervisor and colleagues and the idea of challenge
accounted for higher productivity. This is supported by which management theory?

a. Operational management theory

b. Behavioural science theory

c. Systems theory

d. Scientific management theory

Answer: b

43. Which of the following is not a step in Planning?

a. Establishing objectives

b. Developing premises

c. Determining the course as per staffing

d. Evaluating alternate course

Answer: c

44. The most fundamental authority that exists within an organisation is ____________.

a. Line authority

b. Functional authority

c. Staff authority

d. Manager/ supervisor

Answer: a

45. Capturing the mind space of the stakeholders is _________.

a. Alignment

b. Direction setting

c. Engagement

d. Directing

Answer: c

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46. Which of the following is a term used in PERT and CPM methods of project management? a. Critical path

b. Critical control point

c. Balanced scorecard

d. Overall performance control

Answer: a

47. By __________, we mean looking at relationships and attempting to attribute causes and effects and drawing
conclusions based on scientific evidence.

a. Organisational Citizenship

b. Systematic Study

c. Productivity

d. Absenteeism

Answer: b

48. _______________ is the term that some social and personality psychologists use to describe a person's tendency to
deceive and manipulate others for personal gain.

a. Self-monitoring

b. Self-esteem

c. Locus of control

d. Machiavellianism

Answer: d

49. What is referred to as 'frames of reference'?

a. Attitude

b. Values

c. Behaviour

d. Emotional Intelligence

Answer: a

50._____________ is caused by the lack of any consequence following a behaviour.

a. Shaping

b. Extinction

c. Avoidance learning
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d. Chaining

Answer: b

51. (i) When one can communicate to his boss as well as others laterally; the structure is called as _______________.

(ii) When one belongs to one of the basic pillars on which the business is built but report to another head, the structure is
called as ____________.

a. Flat, matrix

b. Hierarchical, team

c. Simple, adhocracy

d. Adhocracy, bureaucracy

Answer: a

52. Organisations are ongoing and the structure determines the relationship between the ______________ and
_________________.

a. Departments, jobs

b. Functions, positions

c. Team, responsibilities

d. Hierarchy, roles

Answer: b

53. (i). The system takes its own feedback and uses it and other resources to __________. (ii) Any change or modification
required to correct a problem would start by looking at the __________."

a. (i)-Modify, (ii)--Highest level

b. (i)--Change, (ii)--Source

c. (i)--Self-rejuvinate, (ii)--Lowest level

d. (i)--Improve efficiency, (ii)--Highest level

Answer: c

54. The management functions that figure in management process include ___________, organising, staffing, controlling
and _______________.

a. Recruiting, planning

b. Authorising, directing

c. Planning, analysing

d. Planning, leading

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Answer: d

55. (i) _____________ is the start point for creative decision making.

(ii). When a decision is taken after verifying the insight and checking its viability, it is called ______________.

a. (i) - Incubation, (ii) - Logical formulation

b. (i) - Insight, (ii) - Verification

c. (i) - Intuition, (ii) - Rational decision

d. (i) - Logical formulation, (ii) - Programmed decision

Answer: a

56. (i) The strategy which talks about using it's strength and entering untouched opportunity areas, is called
___________.

(ii) Porter's five forces suggest that companies have to make a strategic choice by choosing to be a _____________, or
differentiator or follower of focus strategy.

a. (i)- Red Ocean, (ii)- Cost center

b. (i)- Blue Ocean, (ii)- Resource leader

c. (i)- Blue Ocean, (ii)- Cost leader

d. (i)- Red Ocean, (ii)- Knowledge center

Answer: c

57. Consider the following statements with respect to decision making and its model:

(i) Taking a decision which is not entirely rational because of lack of information on issues, is called 'Bounded Rationality'.

(ii) The segments/ products and services not served by a business is termed as Red Ocean."

State True or False.

a. (i)- True, (ii)- False

b. (i)- True, (ii)- True

c. (i)- False, (ii)- False

d. (i)- False, (ii)- True

Answer: a

58. (i) Organising means providing co-ordination horizontally and vertically by creating a/an ____________.

(ii) Organising can be described as ____________ and classifying required activities.

a. (i) Order, (ii) identifying

b. (i) Communication, (ii) grouping


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c. (i) Tasks, (ii) allocating

d. (i) Roles, (ii) specifying

Answer: a

59. Consider the following statements with respect to the types of organisations:

(i) In formal organisations, the relationships, roles, norms and responsibilities are defined but the outcome of achieving or
not achieving the goal is not defined.

(ii) Informal organisation refers to a network of personal and social relationships which originate within the formal set up.

State True or False:

a. (i)- True, (ii)- True

b. (i)- False, (ii)- False

c. (i)- False, (ii)- True

d. (i)- True, (ii)- False

Answer: c

60. Consider the following statements with respect to an advantage of implementing PERT methodology in an
organisation:

(i) It enables managers to aim reports and builds pressure for action at the right spot.

(ii) It forces the managers to plan since they have to make a time event chart.

State true or false

a. (i)- True, (ii)- True

b. (i)- True, (ii)- False

c. (i)- False, (ii)- False

d. (i)- False, (ii)- True

Answer: a

61. The requirement for _______________control is to review _______________to see whether the input variables
are identified and their inter-relationships continue to represent realities.

a. Feed-forward, regularly

b. Real time information, quarterly

c. Feed-backward, annually

d. Critical Control Points, occasionally

Answer: a

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62. Consider the following statements with respect to the relation between organisational behaviour and Human Resource
Management in an organisation:

(i) In HR, we learn about learning, personality, perception, attitude, emotions and motivation.

(ii) Humans can vary their production, qualitatively and quantitatively for reasons such as time of day, mood, interest,
motivation. Besides great pay, they need motivation and meaningful work

Which of them is True?

a. (i)-True, (ii)-True

b. (i)-True, (ii)-False

c. (i)-False, (ii)-False

d. (i)-False, (ii)-True

Answer: d

63. Consider the following statements with respect to organisational behaviour:

(i) It tries to integrate both individual and organisational objectives so that both are achieved simultaneously.

(ii) It addresses issues of workplace motivation or conflict which are oriented towards organisational objectives.

State true or false.

a. (i)-True, (ii)-True

b. (i)-True, (ii)-False

c. (i)-False, (ii)-False

d. (i)-False, (ii)-True

Answer: a

64. Personality influences his/her interactions with and adaptations to ___________ and _____________
environments.

a. Positive, negative

b. Physical, social

c. Situational factor, social

d. Individual personality, work

Answer: b

65. (i). Values define modes of socially acceptable conduct and therefore social sanction make adjustments in our values.
This is called as _______. (ii). ________ is impacted by individual values as well as that of others and hence the need to
achieve value congruence in organisations.

a. (i). Espoused, (ii). Behaviour

b. (i). values in-use, (ii). Task outcome

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c. (i). Terminal values, (ii). Perception

d. (i). Instrumental values, (ii). Performance

Answer: b

66. (i) The social learning theory was proposed by______________. (ii) It explains human behaviour in terms of
continuous reciprocal interaction between_____________, behavioural and environmental influences.

a. (i) Pavlov (ii) unconditioned stimulus

b. (i) Munn N.L (ii)conditioned stimulus

c. (i) Bandura (ii) cognitive

d. (i) Vroom (ii) emotional

Answer: c

67. Size, interaction, ______________ and _____________ are the key ingredients of a group.

a. Deadlines, roles

b. Influence, goal

c. Safety, security

d. Power, status

Answer: b

68. Consider the following statements with respect to designing teams based on functions:

(i) Teams should be large enough to be diverse and creative and small enough for easy communication and cohesion.

(ii) Every team has seventeen functions to work on to be successful.

State True or False:

a. (i)- True, (ii)- True

b. (i)- False, (ii)- True

c. (i)- True, (ii)- False

d. (i)- False, (ii)- False

Answer: c

69. Bernard Bass suggests that there are five different styles namely directive style or telling, _________ participative,
negotiative or selling and __________.

a. Orientation, bureaucrat

b. Authoritarian, democratic

c. Delegative, consultative

d. Developer, executive
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Answer: c

70. (i)________________ is a process in which two or more parties exchange goods or services and attempt to agree
upon the exchange rate for them.

(ii) One way to assess ________________ is to begin by identifying the best and worst possible outcomes, next, specify
what impact it will have on these outcomes.

a. (i) Negotiation, (ii) exhaustion

b. (i) Conflict, (ii) bottleneck

c. (i) Negotiation, (ii) trade-offs

d. (i) Stress, (ii) arbitrator

Answer: c

71. Consider the following statements:

(i). Status is a socially defined position or rank given to groups or group members by others.

(ii). Conformity can be defined as acceptable standards of behaviour that are shared by the group members

State True or False:

a. (i). - True, (ii) - True

b. (i). - False, (ii) - False

c. (i). - False, (ii) - True

d. (i). - True, (ii) False

Answer: d

72. Consider the following statements with respect to team:

(i). Cross-functional team is a group of people who gradually assume responsibility for self-direction in all aspects of work.

(ii) A team is any group of people organised to work together interdependently and cooperatively to meet a purpose or a
goal.

State True or False:

a. (i). True, (ii) - True

b. (i). False, (ii) - True

c. (i). True, (ii) - False

d. (i). False, (ii) False

Answer: b

73. State True or False:

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(i) In individual-group conflict the individuals find themselves in conflict with groups. For example, a manager differing
with the departmental policy.

(ii) Conflict in most organisations persists between line and staff, because it is partially possible to define precisely the
responsibility and authority relationships between the two.

a. 1-False, 2-False

b. 1-True, 2-True

c. 1- True, 2- False

d. 1- False, 2-True

Answer: c

74. Consider the following statements with respect to power to influence people in an organisation:

(i) In inspirational appeals, the person seeks your participation in making a decision or planning how to implement a
proposed policy, strategy, or change.

(ii) In ingratiation, the person seeks to get you in a good mood or to think favourably of him or her before asking you to do
something.

State True or False:

a. (i) - False, 2- True

b. (i) - False, 2- False

c. (i) - True, 2- True

d. (i) - True, 2- False

Answer: a

75. Consider the following statements with respect to the basic model of change:

(i) The three steps involved in the basic model of change are freezing, change and unfreezing.

(ii) At the unfreezing stage, the forces, which maintain the status quo in the organisational behaviour, are reduced by
refuting the present attitude and behaviour to create a perceived need for something new.

State True or False:

a. (i) - False, (ii) - True

b. (i) - False, (ii) - False

c. (i) - True, (ii) - False

d. (i) - True, (ii) True

Answer: a

77. An ____________ is a social system of people who are structured and managed to meet some goals.
Answer: Organisation

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78. The __________ determines the relationship between the functions and positions.

Answer: Structure

79. Business organisations are open systems which are affected by ___________ systems.
Answer: External

80. A ____________ is an organisation that the society has created to fulfill its needs.

Answer: Business

81. Creating structure is about grouping ____________ works and doing it.

Answer: Similar

82. A process is a logically sequenced set of actions. (True/False)

Answer: True

83. Only large and complex organisations have a vision/mission. (True/False)

Answer: False

84. A Big Hairy Audacious Goal should be 100% achievable. (True/False)

Answer: False

85. Vision statements must be elaborate and complex. (True/False)

Answer: False

86. Strategy can be broadly divided into _________ strategy, _________ strategy and _________ strategy.

Answer: Corporate, functional, business

87. _____________ lays down the grand plan to be followed by each business under a corporate headquarters.
Answer: Corporate

88. When each independent department creates its own strategy, it is known as __________.

Answer: Functional

89. The basic pillars on which the business is built is called ____________.

Answer: Structure
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90. _____________ is a set of logical activities that lead to some final or interim output.

Answer: Process

91. __________ is a basic unit or activity in an organisation.

Answer: Tasks

92 .Ravasi and Schultz (2006) believe that organisational culture is a set of ______________ that guide the
interpretation and action in organisations.

Answer: Shared mental assumptions

93. Right culture, while a necessary condition for organisational success, is by no means __________.

Answer: Sufficient

94. At the core of culture lies ____________ of an organisation.

Answer: Fundamental assumptions.

95. In order to give meaning to the pattern of behaviour, people have __________, _________ and practices, etc.

Answer: Symbols, artifacts

96. Schein argues that culture of modern organisations should be strong on _________ issues.

Answer: Pivotal

97. Collins and Porras (1994) found that companies with long-term success had a limited but strong set of timeless core
values that did not prevent organisational __________ over time.

Answer: Change
98. Organisational change may be defined as the adoption of a _________ or _________ by an organisation.

Answer: new idea or a behavior

99. Four important external forces of change are political, economic, social, and ___________.

Answer: Technology

100. Factors for resistance of change can be broadly classified into three namely economic, _________, and social.

Answer: Psychological

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101. Basic model of change has ________ steps.

Answer: Three

102. John Kotter suggests __________ steps for creating change.

Answer: Eight

103. For change to take off, _____% of a company's people and particularly the managers have to buy into the change idea.

Answer: 75

104. Reward management is an effective tool in change management. (True/False)

Answer: True

105. Anchoring change in _____________ is an important step in change management.

Answer: Corporate culture

106. The most unpredictable dimension to manage is ____________.


Answer: Human

107. Hawthorne experiments refer to a series of _________ sub-experiments conducted in US.

Answer: 4

108. Hawthorne experiments proved that good physical conditions is more than insufficient to increase productivity.
(True/false)

Answer: False

109. Hawthorne experiments proved that treating employees with respect and dignity leads to __________ .

Answer: Performance improvement.

110. OB can be learnt from different approaches such as human resources approach,
__________, productivity approach and systems approach.

Answer: Contingency

111. The human resources approach is concerned with the growth and development of people towards higher levels of
________, _______ and fulfillment.

Answer: Competency, creativity

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112. When a manager gives orders to two different people who are identical in department, status, salary and other
organisational factors, the response could be very different and this depends on how each of them __________ the order.

Answer: Perceives

113. By systematic study we mean looking at relationships and attempting to attribute ___________ and effects, and
drawing conclusions based on scientific evidence.

Answer: Causes

114. The two inherent components in the term productivity are ________ and ________.

Answer: Efficiency and effectiveness.

115. By organisational citizenship we mean ________ behaviour that is not part of an employees formal job
requirements, but that nevertheless promotes the effective functioning of the organisation.

Answer: Discretionary

116. In the OB learning framework we learn about personality, perception, learning, attitude and motivation under group
level variables. (True/False)

Answer: False

117. Perception is an important factor while planning because it __________ the way threat and ---------- are seen by
people.
Answer: Impacts, opportunities

118. Though people want to do things their way, their attitude, perceptions and decisions are often modified by
___________ pressures. Hawthorne experiment gives us an insight into this.

Answer: Group

119. Groups are capable of making their own plans and objectives in consonance with the organisational objectives. Some of
them make excellent decisions and follow up with action on the shop floor. A good example of such a group is the
_____________.

Answer: Quality circles

120. Selection process ensures that individual factors such as right personality, _________ and __________ exist in an
individual so that the organisation can work smoothly.
Answer: Perception and attitude

121. OB is not a standalone concept. All OB concepts can be mapped to ___________ systems and processes.

Answer: HR
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122. If you know your OB, you can completely remove conflict and frustration (True/False).

Answer: False

123. Tunnel vision of OB can lead to satisfying employee experiences at the cost of broader system of an organisation.
(True/False)

Answer: True

124. If we give infinite freedom and security to people, productivity is seen to improve. (True/False)

Answer: False

125. One of the ways global alliances impact OB is that they compel the countries to adjust the ___________ to remain
competitive.

Answer: Organisational structure

126. Culture is quite hardwired in our mind and ___________ requires that it is rewired.

Answer: Globalisation

127. In work life, we use terms like efficiency, productivity, fairness, flexibility, achievement, loyalty, order, etc. These are
________.
Answer: Values

128. Those cultures with high power distance would have obedience, _____, loyalty as important values.
Answer: Respect

129. As per Rokeach Value Survey there are two sets of values, namely _______ and _______ values.
Answer: instrumental and terminal

130. When there is _________ between individual and organisational values, work place will be smoother.

Answer: Congruence

131. Attitudes are also known as __________.


Answer: Frames of reference

132. There are three components of an attitude namely cognition, and _______.
Answer: Affect, Behaviour

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133. Attitude and consistency is explained by _____ theory.

Answer: Cognitive Dissonance Theory

134. Emotion is a complex psycho-physiological experience in an individual's state of mind and created by the interaction of
biochemical (internal) and _________ influences

Answer: Environmental

135. __________ is a form of emotional regulation wherein workers are expected to display certain emotions as part of
their job and to promote organizational goals.

Answer: Emotional labour

136. There are _______ kinds of emotional regulations.

Answer: Two

137. Deep acting is argued to be associated with reduced stress and an increased sense of personal accomplishment
(True/False).

Answer: True

138. Emotional intelligence is the capacity for __________ our own feelings and those of others.

Answer: Recognising

139. Components of Daniel Goleman model of EI are _________, self management, ___________ and relationship
management.

Answer: Self awareness, Social awareness

140. Empathy and social skills are components of _________ in the EI model.

Answer: Social Competence

141. The organisation that promotes EI must necessarily promote a culture of transparency. (True/False)

Answer: True

142. A concept of _________ is similar to the concept of EI, can be traced in the second chapter of Srimad Bhagavad-
Gita.

Answer: Sthitha-prajna

143. _______is the ability to bring out of-control emotions back into line.

Answer: Emotional Maturity


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144. Planning is a __________ management function which enables one to select the purpose of the business, and how
the ________ should be mustered to achieve that purpose.
Answer: Basic, resources

145. A ________ is a desired future state that the organization attempts to reach.
Answer: Goal

146. Planning helps management to clarify, ___________ and _________ their businesses or project's development
and prospects.
Answer: focus, and research

147. In the business context, planning guides most importantly _________ and ________.

Answer: Markets and competition

148. Based on importance, planning can be _________ and _________.


Answer: Strategic, operational

149. Purpose of proactive planning is to gain __________.


Answer: Growth

150. There are long, medium, and short-term plans. There is a standard rule on the length of years for these. (True/False)
Answer: False

151. Informal plans are made by informal business sectors (True/False)

Answer: False

152. The term being aware while describing the steps of planning means knowing the customer needs, market,
_________, our strengths and weaknesses.
Answer: Competition

153. Deciding on the environment (both external and internal) in which our plans are going to operate is called
_________.

Answer: Developing premises

154. The process leading to decision can be thought of as __________ , ________, research and analysis.
Answer: Experience, experimentation

155. Junior managers have to take non-programmed decisions very often (True/False)
Answer: False

25
156. Incubation of idea is an excellent start point for ________.

Answer: Creative decision making

157. If you are a cash cow, you should expand at a fast pace. (True/False)
Answer: False

158. Blue Ocean strategy means entering a competitive market with huge resources. (True/False)

Answer: False

159. Power is of two types __________ and _________.

Answer: formal, informal

160. Getting that account will be tough, but I know you can do it. This is an example of using __________as a tactic for
influence.

Answer: Inspiration

161. Expert power is about possessing _________, experience, or judgment that the other person lacks, but needs.

Answer: Knowledge

162. Organisational politics refers to the use and __________ of situation, power and people to secure their position and
gain from the situation.

Answer: Manipulation

163. There are many organisations that work in an environment completely free of organisational politics. (True/False)
Answer: False

164. In relation to office politics, if you feel that something will come to haunt you, it is better to keep a
______________.

Answer: Record

165. Conflict is any situation in which incompatible goals, attitudes, ___________ or __________ lead to disagreement
or opposition between two or more parties.

Answer: Goals, attitudes, emotions or behaviours

166. Based on the organisational outcomes, we can classify conflicts into ____________ and _____________
conflicts.

Answer: Functional, dysfunctional

167. When a conflict occurs where a person must decide to do something that has both positive and negative consequences,
it is called _________.
26
Answer: Approachavoidance

168. Conflict handling styles are _________, _________, compromising, avoiding and accomodating.

Answer: Competing, collaborating

169. Negotiation is a process in which two or more parties exchange goods or services and attempt to agree upon the
exchange rate for them. This occurs when there is no fixed or established set of rules set and ______________.
Answer: Conflict of interest

170. For integrative bargaining to be a success, the parties must be open with information and candid about their concerns,
be _________ to each other , __________ one another, and be flexible.
Answer: Sensitive, trust

171. A mediator is a _______ third party who facilitates a negotiated solution by using reasoning and persuasion,
suggesting alternatives, etc.

Answer: Neutral

172. Stress is the _______ threat to ones physical or psychological well being.

Answer: Perceived

173. Stress has three stages which are ___________, _________, and __________.

Answer: Alarm, resistance, and exhaustion

174. One of the reasons for stress is Inner Conflicts. It means __________, ________ and guilt feelings.
Answer: Non-specific fears, anxiety

175. Design of the individual's job can cause stress. (True/False)

Answer: True

176. Efficient ____________ leads to better economical production and also increases the economic, social, and general
welfare of the people.
Answer: Management

177. In addition to organisational goals, one has to manage ________ goals also.
Answer: Individual

178. Process of designing and maintaining environment in which individuals working in groups efficiently employ
resources is called __________.
Answer: Management

179. Reduction of costs gets __________ results through __________ input through proper planning.

27
Answer: Maximum, minimum

180. In Taylors parlance there are __________ identifiable components to scientific management.
Answer: 4

181. Elton Mayos Hawthorne experiments proved that ____________ with the supervisor and colleagues and the idea of
__________ in the job accounted for higher productivity.
Answer: Good working relationship, challenge

182. Ouchi is known for Theory _________ .


Answer: Z

183. Thomas Peters and Robert Waterman identified ____________ characteristics in successful companies.

Answer: 8

184. Unity of command means _________ person should report to ________ one boss.
Answer: One, only

185. Centralisation principle propagates finding the __________ between these keeping in mind the size, nature of
business, experience of superiors and subordinates, dependability and ability of the subordinates
Answer: Ideal balance

186. Order means doing things _____________.

Answer: Systematically

187. When the management functions are placed into its logical sequence, we call it a ___________.
Answer: Process

188. System approach to management enables us to understand management from a ____________ perspective.
Answer: Holistic

189. The five management functions that figure in the management process in the modern literature are planning,
organising, staffing, _______, and __________.
Answer: leading and controlling

190. A system is connected to its external environment through _______.


Answer: Information system
191. The inputs of the adventure system as explained in the section are completely independent of the hotel system.
(True/False)
Answer: False

192. Each process of the system would require different people to man. (True/False)
Answer: False

28
193. One of the benefits of looking at systems is that even when the problem is large, we are able to analyse the organisation
by analysing _________ by _______ and making changes where it is most effective.
Answer: System, system

194. Organisations which are _____________ driven are smoother than organisations which are individual driven.
Answer: System

195. Research shows that a majority of business leaders have shown leadership while in school in some small way.
(True/False)
Answer: True

196. If leadership training has to be fruitful, self-awareness and are extremely important.
Answer: Self-discipline

197. A manger imitates while a leader .


Answer: Originates

198. A simple definition of leadership is that leadership is the art of motivating a group of people to act towards achieving a
.
Answer: Common goal

199. Modern business moves from competitiveness to _____________, which is one of the reasons why leaders are
required.

Answer: Collaboration

200. If the service industry had not boomed the way it has, perhaps leadership in business would not have receive so much
attention. (True/False)

Answer: True

201. Leadership has become imperative because markets have shifted to ____________ economics.

Answer: Emerging

202. Social sensitivity, people sensitivity, and ___________ sensitivity are the three new realities of business which
demand leadership.

Answer: Environmental
203. According to Deloitte Touche study, creating vision is one of the characteristics of a leader. (True/False)

Answer: False

204. Leadership style theories have ____________ dimensions.

29
Answer: 2

205. Managerial grid theory is built on _________ and __________ studies.

Answer: Ohio and Michigan

206. A 5,5 leader is a good compromise between task and people orientation. (True/False)

Answer: False

207. Bernard Bass suggests that there are five different styles namely Directive Style or Telling, _________ Participative,
Negotiative or Selling and __________.

Answer: Consultative, Delegative.

208. According to ACL, the greater the congruence between task, ________ and _________, the greater will be the
effectiveness.

Answer: team, individual.

209. In LMX theory, the leader and each follower is perceived as a _______.

Answer: Dyad

210. Fielders model suggests that leadership _________ and _________ favourableness interact to make leadership
effective.
Answer: Style, Situational

211. Depending on (contingent upon) the maturity of the follower, a leader has four styles 1) telling (directing), 2) selling
(consulting), 3) _______ and 4) _________.
Answer: Participating, delegating

212. Path goal theory draws its inspiration from the ____________ model of motivation.
Answer: Expectancy

213. Reddin identifies ________ effective styles that are matched to the situation.

Answer: 4

214. Transactional leaders use management by _________ and in _______ reward

Answer: Exception, contingent


215. Transformational leaders tend to use 1) ________, 2) inspirational motivation, 3) ________, and 4) individualised
consideration.

Answer: Idealised Influence, intellectual stimulation


30
216. When a person does most of the things that a transformational leader does for selfish agenda, they are called
_________.
Answer: Pseudo-transformational leaders

217. Charismatic leaders may not deliver exceptional results during normal economic times. (True/False)

Answer: True

218. Personality influences interactions with, and adaptations to ________ and _____________ environments and
his/her own psyche.

Answer: Physical, social

219. Personality is genetically inherited. (True/False)

Answer: False

220. Socialisation starts with the ___________ between a mother and her new infant.

Answer: initial contact

221. There is some evidence that immediate family impacts personality. (True/False)

Answer: True

222. 16 PF, MBTI and _________ are the most popular personality tests.

Answer: Big 5

223. 16 PF has four dimensions namely extroverted or introverted, sensing or intuitive, thinking or feeling and perceiving
or judging. (True/False)

Answer: False

224. Those with high score in Agreeableness factor of Big 5 always become excellent managers. (True/False)

Answer: False

225. If you were selecting someone as team leader of a quality circle, he should have a high __________ as per the Big 5
test.

Answer: Openness

226. Those with high internal locus of control always look for orders from their bosses. (True/False)

Answer: False
31
227. Those high on Machiavellianism are always excellent negotiators with people. (True/False)

Answer: True

228. Self-esteem is defined as the degree to which people __________ or ________________ themselves.

Answer: Like, dislike

229. Type B personalities are cool and reflective. (True/False)

Answer: True

230. Holland Hexagon is a method used to match the ______________ and ___________________.

Answer: Personality, job

231. Perception is the process by which individuals organise and interpret their ______________ in order to give
meaning to their environment.

Answer: sensory impressions

232. Perception is affected by perceiver related, ______________ related and situation related factors.

Answer: Target

233. Those with high _______________ are able to perceive multiple characteristics of another person rather than just a
few and are therefore better decision makers.

Answer: Cognitive complexity

234. In attribution theory, ___________ means whether an individual displays different behaviours in different
situations.

Answer: Distinctiveness

235. ____________ is the tendency to underestimate the influence of external factors and overestimate the internal
ones.

Answer: Fundamental attribution error

236. Our tendency to feel and see that others are like us is called _______.

Answer: Projection

237. After the interview, the chairman concluded, She is very good and well qualified. I wish we get a man like her because
being a woman she may not work late hours. This is a statement because of ________ based stereotyping.

32
Answer: Gender

238. Directing can be defined as the process by which the managers instruct, ________ and __________ the
performance of the workers.
Answer: guide, and oversee

239. Directing and leading is a continuum. (True/False)


Answer: True

240. When an employee buys into the vision and mission, time has come for ________ rather than __________.

Answer: Leading, directing

241. Leading is required mostly at the top level. (True/False)


Answer: False

242. Leading is a process that we adopt when there is an urgent requirement for a change. (True/False)
Answer: False

243. Delegating is natural fallout of _____________.

Answer: Leading

244. A few philosophers call ________ as Life spark of an enterprise.


Answer: Leading

245. ________ makes the role of subordinates clear.


Answer: Goal setting

246. While both directing and leading are important, directing is a much better way to sustain action. (True/False)

Answer: False

247. Three fundamental functions of leading are selling direction, creating alignment and _________.
Answer: Direction setting, creating engagement and creating alignment

248. Direction setting means defining the goals and objectives. (True/False)
Answer: False
249. Engagement can be defined as capturing the ________ of stakeholders.

Answer: Mind space


250. Size, Interaction, __________ and _________ are the key ingredients of a group.

33
Answer: Influence and goal

251. A group is based on the concept of ____________ to attain the goal.

Answer: Synergy

252. A reference group is a formal group to which disciplinary issues are referred (True/false)

Answer: False

253. The five stages in group formation are forming, _______________, ___________ and adjourning.

Answer: Storming, performing

254. Punctuated equilibrium model explains a way to bring about balance between time lost in conflict and deadlines.
(True/False)

Answer: True

255. For a formal work group to be effective, it must be independent. (True/false)

Answer: False

256. Members of work groups have to accept the standards implied in the organisations ____________ culture if they
are to remain in good standing.

Answer: Dominant

257. When a person from a function role such as accounting or auditing role is included in a group task in which such role
is not predominant, there is a danger of role ____________.

Answer: Ambiguity

258. Norms are enforced effectively by the groups by 1) increasing communication with a non-conforming member, 2)
ignoring the non-conforming member and 3) excluding him/ her from ______ and ________.

Answer: activities and physical coercion or expulsion

259. Groupthink is a deterioration of mental efficiency, reality testing, and _______________ resulting from in-group
pressures.

Answer: Moral judgment

260. Devils advocate is useful for preventing _______________.

Answer: Groupthink

261. Three people in a group were very conservative in the first two meetings. Then they joined the others who supported a
high risk decision. The reason for this can be explained by a phenomenon called ___________________.

34
Answer: Groupshift

262. Group process enables in decreasing controls. (True/False)

Answer: True

263. Group process is an excellent motivating tool since there is a high degree of employee ______________ in the
process.

Answer: Involvement

264. Group process enhances job satisfaction and therefore impacts _____________ and _______________.

Answer: retention, productivity

265. Organising enables a business to create roles by linking a person to an _________.


Answer: activity

266. Activities along with the roles can be divided into units and departments. This division helps in bringing specialisation
in various activities with a view to enhance _________.

Answer: efficiency

267. Delegation and decentralisation will not be easy without a clear _________.

Answer: organizational structure

268. One of the ways to facilitate change due to introduction of new technology and process is to _________ the
organisation.

Answer: restructure

269. For an efficient organisation, both ____________ and ____________ organisations are required.

Answer: formal and informal

270. An informal organisation exists outside the organisation. (True/False)

Answer: False

271. The difference between formal and informal organisation is the ______ effort made in the former and the lack of it in
the latter.

Answer: conscious

35
272. In every formal organisation, informal organisations should be encouraged because it creates ________ with the
formal organisation.

Answer: synergy

273. The term department and __________ are often used interchangeably.

Answer: division

274. Narrow span facilitates close control, close supervision, and faster ________________.

Answer: communication

275. Organisations having narrow span require higher quality managers than the ones having wide span. (True/False)

Answer: false

276. Wide span demands _______________ objectives.

Answer: verifiable

277. Enterprise function based organisation structure facilitates tight ___________ on top.

Answer: control

278. Postal service, several banks, and motor vehicle distributors tend to follow ____________ based departmentation.

Answer: Territory or geographic

279. NRI banking is an example of _________________.

Answer: customer based departmentation

280. Whenever a company starts a project, it shifts to matrix organisation. (True/False)

Answer: False

281. Staffing can be defined as that management process which ensures _____________ and keeping __________ the
various organisational positions

Answer: filling, filled

282. Staffing function prepares manpower planning to match the organisational and departmental requirements.
(True/False).

Answer: True

36
283. Staffing impacts productivity indirectly. (True/False)

Answer: false

284. Line and staff are forms of _______________.

Answer: authority

285. There are four conditions under which authority will be accepted. Larger the presence of the conditions, greater will be
the probability that the authority will be accepted. (True/False)

Answer: True

286. There are three types of authority namely line, staff, and ___________.

Answer: functional

287. Three roles that staff perform are advisory, service, and ___________.

Answer: control

288.___________is important for greater coordination and integration, product innovation, effective management of
dispersed work units, facilitation and support of teamwork, execution of high performance work systems, maximising value
of employees, cross cultural management.

Answer: Organisational culture

289. A process is a set of actions that are logically sequenced. (True/False)

Answer: True

290. A vision statement has to have four parts namely: _____,__________,________,_______.

Answer: Core values, Core purposes, The Big Hairy Audacious Goal, vivid description.

291. ___________ refers to the idea that a shared sense of purpose, direction, and strategy can coordinate and galvanise
the organisational members toward collective goals.
Answer: mission hypothesis

292. _____________ is a process in which two or more parties exchange goods or services and attempt to agree upon
the exchange rate for them.
Answer: Negotiation

293. A person who exhibits some of the qualities of a transformational leader with intent to gain influence for selfish
reasons is called_________.
Answer: Pseudo-transformational leadership

37
294. ____________ refers to the idea that a common perspective, shared beliefs, and communal values among the
organisational participants will enhance internal coordination and promote meaning and a sense of identification on the
part of its members.
Answer: consistency hypothesis

295. Making the organisation act in union with the mission statement is known as _______________.
Answer: Aligning

296. One who leads by managing exception (variations) and provides conditional rewards is known as ___________.
Answer: Transactional leadership

297. What should make the entire vision statement very inspiring to all stakeholders?
Answer: The vivid description

298. Fixing the purpose, mission, and values of an organisation is called ____________.
Answer: Direction setting

299. ___________process involves preparation, evaluation of alternatives, identifying interests and making trade-offs
and creating joint gains.
Answer: Negotiation

300. A leader who goes beyond the transactional ones to ensure the well being and goal achievement of the group is known
as _________.
Answer: Transformational leadership

301. Process is a set of logical activities that lead to some final or interim output. (True/False)

Answer: True

302. Stress is the perceived threat to ones physical or psychological well being. It has three stages ________,
_________________, ____________..
Answer: alarm, resistance and exhaustion

303. _____________ is the art of motivating a group of people to act towards achieving a common goal.

Answer: Leadership

304. Style theories are based on two key elements, i.e.,____________, ____________.

Answer: task, people orientation

305. The ____________ hypothesis refers to the idea that involvement and participation will contribute to a sense
of responsibility and ownership and hence, organisational commitment and loyalty.
Answer: involvement/participation

38
306. The ___________ hypothesis refers to the idea that norms and beliefs that enhance an organisations ability to
receive, interpret, and translate signals from the environment into internal organisational and behavioural changes will
promote its survival, growth, and development.
Answer: adaptability

307. _________is an important management function/process by which plans are converted into actions.

Answer: Leading

308. ___________ can be defined as capturing the mind space of the stake holders.

Answer: Engagement

309. Theories related to ___________ highlight only two entities, i.e., the leader and the follower.

Answer: style

310. ____________ can be defined as a dynamic and organised set of characteristics possessed by a person who uniquely
influences his/her knowledge, motivations and behaviour in various situations

Answer: Personality

311. Leading, as a function, has three important components -____________, _________, and creating engagement.
Answer: direction setting, aligning

312. Factors for resistance to change can be broadly classified into:

Answer: Economic factors, Psychological factors, Social factors

313. ____________ is the term that some social and personality psychologists use to describe a person's tendency to
deceive and manipulate others for personal gain

Answer: Machiavellianism

314. Creating alignment can be defined as making the organisation act in unions with the __________ statement.

Answer: mission

315. __________ is defined as the degree to which people like or dislike themselves.

Answer: Self-esteem

39
316. There are three factors of production namely________, ___________, __________.

Answer: land, labour and capital

317. ____________ can be defined as fixing the purpose and the mission of an organisation along with the values.

Answer: Direction setting

318. The management functions occur in a logical sequence and hence, it is also called________.
Answer: management process

319. ________ refers to an individuals ability to adjust his/her behaviour to external, situational factors.

Answer: Self-monitoring

320. ____________ may be defined as the adoption of a new idea or a behaviour by an organisation

Answer: Organisational change

321. Type __________ personalities are often described as aggressive, ambitious, controlling, business-like, highly
competitive, time-conscious, impatient, preoccupied with status, workaholic, hostile, tightly-wound.

Answer: Organisational change

322. Directing and leading are not mutually exclusive, nor are they two sides of a coin. (True/False)

Answer: True

323. Organisational level OB studies organisational design, structure, roles and culture. (True/False)

Answer: True

324. __________ refers to whether an individual displays different behaviours in different situations.

Answer: Distinctiveness

325. Formal groups can be classified into _________, _______________, ___________.

Answer: Command group, Task Group, Committee

326. Informal groups are created due to proximity, social and emotional needs for bonding, common interests etc.
(True/False)
Answer: True

40
327. ____________ occurs when too many employees are trying to work in a given space or when the organisation has
poorly planned the use of its facilities.

Answer: Production blocking

328. ____________ occurs when one or more group members rely on the efforts of other group members and fail to
contribute their own time, effort, thoughts or other resources to a group since it is harder to attribute the group's output to
individual contributions.

Answer: Social loafing

329. __________occurs if everyone, who is faced with a similar situation, responds in the same way.
Answer: Consensus

330. Attitudes are also known as "____________."

Answer: frames of reference

331. __________ refers to the pattern that is reflected regularly in a persons actions.

Answer: Consistency

332. The ___________hypothesis refers to the idea that involvement and participation will contribute to a sense of
responsibility and ownership and hence, organisational commitment and loyalty.

Answer: involvement/participation

333. Groupthink is perhaps the greatest danger to effectiveness of groups. (True/False)

Answer: True

334. Factors affecting perception are _________related factors, _________ related factors, and __________related
factors.

Answer: perceiver, target, situation

335. When an employee has to exhibit an emotion inconsistent with the situation, the process takes effort and energy. This
is called__________________.

Answer: emotional labour

41
336. Halo effect, contrast effect, attribution error, self serving bias, projection, stereotyping, primacy effect, recency effect
and self fulfilling prophecy are_______________________.

Answer: Common perceptual biases

337. Personal competence comprises three dimensions of EI, such as, __________, ____________, ___________.

Answer: self-awareness, self-regulation and motivation.

338. The ___________hypothesis refers to the idea that a shared sense of purpose, direction, and strategy can
coordinate and galvanise the organisational members toward collective goals.

Answer: mission

339. _____________ is the process of adhering to group norms.

Answer: Conformity

340. ________is the ability of an individual to observe himself/herself and to recognise 'a feeling as it happens'

Answer: Self-awareness

341. ___________can be defined as acceptable standards of behaviour that are shared by the group members.

Answer: Norms

342. Organising is a function of the management that follows____________.

Answer: planning

343. Self-regulation is the ability to control emotions and to redirect those emotions that can have __________ impact.

Answer: negative

344. _____________refers to the idea that a common perspective, shared beliefs, and communal values among the
organisational participants will enhance internal coordination and promote meaning and a sense of identification on the
part of its members.

Answer: The consistency hypothesis

42
345. In formal organisations, the relationships, roles, norms, and responsibilities are defined and are usually reduced to
writing. (True/False)

Answer: True

346. __________ is the ability to channelise emotion to achieve a goal through self-control and by moderating impulses
as per the requirement of the situation.

Answer: Motivation

347. _____________refers to a network of personal and social relationships which originates within the formal set up
spontaneously.

Answer: Informal organisation

348. The three steps in organisational change are_______,____________,___________.

Answer: unfreeze, change and refreeze

349. The difference between formal and informal organisations is the conscious effort made in formal organisation and the
lack of it in the informal organisation. (True/False)

Answer: True

350. Social competence comprises of two dimensions namely,___________ and _____________.

Answer: empathy and social skills

351. Factors responsible for resistance to change are economic, social and psychological. (True/False)

Answer: True

352. _____________ is the ability to feel and show concern for others, take their perspective and to treat people
according to their emotional reactions.

Answer: Empathy

353. Resistance to change are of two types _____________, __________.

Answer: individual and organisational

43
354. ___________ are the abilities to build a rapport and to manage relationships with people.

Answer: Social skills

355. External forces are political and legal, economic, social and technological environment. (True/False)

Answer: True

356. When planning is done as per the steps and documented in a structured way, it is called _________plan and when
this is missing it is called _____________ plan.

Answer: formal, informal

367. Those segments/products and services not served by a business is called __________.
Answer: Blue Ocean:

368.External forces are change in top management, size of organisation, performance gaps, employee needs and values,
deficiency in existing organisation, change in business. (True/False)

Answer: False (internal forces)

369. ____________is known as segments/product and services served by several business leading to traditional
competitive environment

Answer: Red Ocean

370.______________ is a way of altering an existing organisation to increase the organisational effectiveness for
achieving its objectives.

Answer: Organisational change

371. _____________approach is to get the opponent agree to your view


Answer: Distributive bargaining

372. Integrative bargaining strategy is adopted to create a___________.

Answer: win-win solution

373. Integrative bargaining builds long-term relationships and facilitates __________work.

Answer: collaborative

374. An ___________is a third party with the authority to dictate an agreement.


44
Answer: arbitrator

MB0038 -Management Process & organization Behavior - Model Question paper with Answer.
Management Process & organization Behavior
MBA/SMU/SEM1
1-Marks

Q. 1 - Which one of the following actions cannot be included in the planning process.

(a) Goal definition


(b) SWOT Analysis
(c) Identification of target markets
(d) Placing orders for buying equipment
Ans: D

Q. 2 - Training starts with

(a) Personal needs analysis


(b) Task analysis
(c) PEST analysis
(d) Organization Analysis
Ans: B

Q. 3 - Variation is equal to

(a) Task preference


(b) Difference between standards and results
(c) Turnover of firm
(d) None of those
Ans: B

Q. 4 - Why do we need to do team-building exercises quite often?

(a) Teams Cost less to firm


(b) Teams enable knowledge-based and innovative decision making
(c) Teams are directly under the Control of their (respective) team leaders.
(d) Teams are to be made, for firms cannot survive without the same
Ans: B
Q. 5 - An engineering graduate would be more adapt at developing his

(a) Technical Skill


(b) Human skill
(c) Communication Skill
(d) All of These
Ans: A

Q. 6 - Which one of the following is not a decisional role of manager, as defined by Mintzberg?

(a) Negotiator
(b) Entrepreneur
(c) Monitor
(d) Resource allocator

Ans C

Q. 7 - A Successful manager spends much of his total office time on Communication.

(a) 28 percent
45
(b) 48 percent
(c) 50 percent
(d) 44 percent

Ans D

Q. 8 - What is networking?

(a) Forming an all-channel decentralized communication network


(b) Socializing and interacting with people outside ones own firm
(c) Pursuing boss and developing intimacy with him
(d) All of these

Ans B

Q. 9 - Which One of the following researchers/thinkers did not belong to the classical era of management thought?

(a) FW Taylor
(b) Max Weber
(c) Adam Smith
(d) Chester Bernard
Ans C

Q. 10 - One person shall have only one boss. This tenet is better known as principle of

(a) Unity of direction


(b) Discipline
(c) Division of work
(d) None of these

Ans D

Q. 11 - According to Elton Mayo, after he completed Hawthorne studies in Chicago

(a) Work performance is dependent upon Job content only


(b) Work performance is dependent upon social issues only
(c) The Organization we work for much be mechanistic so that we may be ask deliver output in it
(d) Both job content and social issues determine how much work performance would be
Ans D

Q. 12 - Yon buy a BMW car and flaunt it before your neighbor. Which one of the following needs is being
satisfied?

(a) Self-actualization
(b) Social
(c) Safety
(d) Esteem

Ans D

Q. 13 - According to BF skinner behavior is a function of

(a) Motivation
(b) Power
(c) Consequences
(d) All of these

Ans C

Q. 14 - Currently, Organizational behavior is being understood and practiced in terms of

46
(a) study of Situational factors
(b) policies of the top management
(c) Interpersonal interactions only
(d) Group interactions only
Ans A

Q. 15- Political Science has contributed to OB in terms of the study and practice of
(a) Work design
(b) Intra-organizational politics
(c) Leadership effectiveness
(d) Cultural exchanges

Ans B

Q. 16- Aptitude represents a persons capability to


(a) Do a task
(b) Learn something
(c) lead people
(d) Solve complex problems

Ans B

Q. 17- what is trunk strength?


(a) Ability to make flexing movements at a high speed
(b) Ability to exert muscular force repeatedly.
(c) Ability to exert insular strength using the trunk (and abdominal) muscles
(d) All of these

Ans C

Q. 18- Mr. Ram cal Sharma can produce 2,400 pieces of a product on a lathe machine he would take eight hours to do this
job. He is told to produce 1,700 pieces only. What is the problem?
(a) Role overload
(b) Dynamic flexibility is missing
(c) Ability-job fit.
(d) There is no problem.

Ans C

Q. 19- Pavlov conducted some experiments on his dogs in 1927 and propounded the classical conditioning theory. He
concluded that
(a) Neutral stimulus becomes a conditioned stimulus due to consistent pairing with unconditioned stimulus
(b) Mental stimulus is not required to a create and maintain a conditioned stimulus.
(c) The behavior of dogs towards meat cannot be replicated in humans
(d) None of these
Ans A

Q. 20- which one of the following is not a tenet of the operant Conditioning theory?
(a) Positively reinforced behavior will recur.
(b) Behavior is learnt
(c) Information should be presented in large amounts so that responses could be reinforced
(d) Rewards are most effective if they immediately follow the desired response.

Ans C

Q. 21- what are the motor reproduction processes under the gamut of social learning?
(a) People learn from a model only when they recognize and pay attention to its critical features
(b) After seeing a new behavior by observing the model, the watching must be converted into doing
(c) Individuals will be motivated to exhibit the modeled behavior if positive incentives or rewards are provided.
(d) None of the above

47
Ans B

Q. 22- Which one of the following statements is correct?


(a) Individuals adopt a behavior if their bosses enforce it on them.
(b) Individuals are so complex that a group or individuals can never adopt a particular behavior.
(c) Individuals are more likely to adopt a modeled behavior if it results in the outcomes they value.
(d) All of these
Ans C

Q. 23- Ramesh gets commission or Rs 12,000 on the sale of Rs 1,00,000. This is a case of
(a) Extinction
(b) Punishment
(c) Negative reinforcement
(d) None of these
Ans D

Q. 24- Suresh made 435 pieces of a product; he was supposed to make 235 pieces. He was not recognized or given any
reward. This is a case of
(a) Negative reinforcement
(b) Punishment
(c) Extinction
(d) Positive reinforcement
Ans C

Q. 25- In an intermittent reinforcement schedule


(a) Every instance of desirable behavior is not reinforced; rather reinforcement is given often enough to make the
behavior worth repeating
(b) Reinforces the desired behavior every time it is demonstrated
(c) is not capable of reinforcing desired behavior under any condition.
(d) None of these
Ans A

Q. 26- which one of the following is not a major step in the process of behavior modification?
(a) Developing baseline data
(b) Evaluating performance improvement
(c) Ignoring key indictors of problem
(d) Developing and implementing an intervention strategy

Ans C

Q. 27- which one of the following is not part of disciplinary actions?


(a) Written warning
(b) Oral reprimand
(c) Conference about technical training
(d) Temporary suspension
Ans C

Q. 28- Social learning theory suggests that training should


(a) Develop technical aptitude of trainee
(b) Create chaos in film
(c) Offer positive rewards for accomplishments
(d) Allow trainee to learn on his own.
Ans C

Q. 29- what is the content attribute of value?


(a) In Signifies that a mode of conduct on end states of existence is important.
(b) It tells individual about the importance of hard work
(c) It is a state of mind that has nothing to do with beliefs of individual
(d) None of these
Ans A
Q. 30- Collectivism focuses on
48
1. Distinctiveness of Individuals

2. Social ties or bonds among individuals.

3. The muscularity aspect of individual

4. All of these

Ans B

Q. 31- Power distance is the

1. Degree to which power is unequally shared in society or organization

2. Difference between the powers of two managers at the same level

3. Degree to which individuals take pride in their family

4. Degree to which individuals are assertive in there firm

Ans A
Q. 32- Assertiveness is concerned with

1. Withdrawal in face of crisis

2. Loyalty of individual to his firm

3. Conformance to group norms

4. Confrontation in the organizational and social context

Ans D

Q. 33- which one of the following is not a component of attitude?

1. Cognitive

2. Affective

3. Withdrawal

4. Behavioral

Ans C

Q. 34- Job involvement refers to

1. The degree to which individual is satisfied with his job

2. The ability of individual to learn the intricacies of a job

3. The degree to which individual identifies psychologically with his job and considered his perceived performance
level important to his self-worth.

4. Addition of more job responsibilities to the existing job

49
Ans C
Q. 35- If managers want employees to achieve high levels of job satisfaction, they must not resort to the following
(a) Task variety for employees
(b) Flexible work settings
(c) Supportive work environment
(d) Additional leaves to allow employees to remain away from duty.

Ans D

Q. 36- what does culture establish over a period?


(a) Norms and values
(b) Norms value and attributes
(c) Values and beliefs
(d) None of these
Ans: B

Q. 37- the lowest limit of emotional stability, according to the sixteen Personalities Factor model or Cattell is
(a) Easily affected by feelings
(b) Not at all affected by feelings
(c) Neutral to emotional outbursts
(d) There is no lowest limit
Ans: A
Q. 38- According to the Big Five Model of personality, extraversion refers to those features that are associated with
(a) Trusting and warm people
(b) Gregarious and sociable people
(c) Self-confident individuals
(d) Creative and curios beings
Ans: B
Q. 39- an individual, who is high on the Machiavellianism.

1. Is not pragmatic

2. Does not behave in the tenet that ends can justify means

3. Prefers to lose

4. Manipulates and longs to win

Ans: D
Q. 40 - If Parrots classification of emotions is referred to, the tertiary emotions like isolation and neglect would fall under
the gamut of the following primary emotion.

1. Fear

2. Anger

3. Surprise

4. Sadness

Ans: D

2 Marks
Q. 41- Statements

(1) Empowerment is a process, through which fine staff all forced to become powerful staff specialists,
(2) The Concept of Empowerment is usury identified with centralized organization structures
50
1. 1-T, 2-F

2. 1-F, 2-T

3. 1-F, 2-F

4. 1-T, 2-T

Ans: B
Q. 42- Statements

(1) In employing power tactics, manager may use Eason to sell ideas to his juniors and also, he may be friendly towards
them to get famous from them
(2) Coalition refers to getting the support of people outside firm to get a denned accepted

1. 1-T, 2-T

2. 1-F, 2-F

3. 1-T, 2-F

4. 1-F, 2-T

Ans:C
Q. 43- Statements

(1) The structural inertia of an organization may persuade its members to resist change
(2) If we want to change an organization, we must change its people, structure, technologies and tasks

1. 1-T, 2-F

2. 1-F, 2-T

3. 1-F, 2-F

4. 1-T, 2-T

Ans: D
Q. 44- Statements

(1) The normative re-educative strategy for change management involves the redefinition of existing norms and values,
although people may or may not be committed to them.
(2) Change cane be brought about through coercive measures, so states the power- coercive strategy .

1. 1-T, 2-F

2. 1-F, 2-T

3. 1-T, 2-T

4. 1-F, 2-F

51
Ans: B

Q. 45- State whether the given statements are or not:

(1) OD interventions our not deliberate; rather, the top boss and its juniors invite OB/OD interventionists to being
about change in the form
(2) Any change in one part of the firm is likely to bring about changes in other (and all) parts of the system, avers
Leavitt (1972)

1. 1-T, 2-F

2. 1-F, 2-T

3. 1-F, 2-F

4. 1-T, 2-T

Ans: C

Q. 46 State whether the given statement s are correct or not


(I) According to the equity theory of J Stacy Adams, self-outside is employees experiences in a situation inside his firm
(II) According to the equity theory, employees with short tenure in their firm tend to have more information about
others
(III) The Expectancy theory of motivation was given by Chris Argyris
(IV) Procedural justice refers to the perceived fairness of the way rewards are distributed among people

1. (I) T (II) T (III) F (IV) F

2. (I) F (II) T (III) F (IV) F

3. (I) F (II) F (III) F (IV) F

4. (I) T (II) F (III) F (IV) F

Ans C

Q. 47- State True /False


(I) Expectancy refers to the belief that ones efforts would positively affect ones performance.
(II) Performance is the plaudit or ability, motivation and opportunity
(III) MBO has succeeded as a motivational tool in India
(IV) Peter Duckers concept of MBO has been taken from the participative leadership style
(a) (I) T (II) F (III) F (IV) T
(b) (I) F (II) F (III) T (IV) T
(c) (I) F (II) T (III) T (IV) T
(d) (I) T (II) T (III) F (IV) T
Ans D

Q. 48- State True/False


(I) A senior manager work be better motivated with status elevation and recognition techniques
(II) A supervisor would be better motivated if he gets an out-of-turn increment.
(III) Employees can sell their shares, given to them under the ESOP, at any point of time.
(IV) Team and a group are synonymous terms

(a) (I) T (II) T (III) F (IV) F


(b) (I) T (II) F (III) F (IV) T
(c) (I) T (II) T (III) T (IV) T
(d) (I) F (II) F (III) F (IV) F
Ans A
52
Q. 49- (I) Command groups are not dictated by formal organization
(II) Performing occurs after adjourning
(III) Allocation of resources to a group does not affect its behavior
(IV) The norming stage is the one in which group actually starts executing task allocated to it

(a) (I) T (II) F (III) F (IV) T


(b) (I) F (II) F (III) F (IV) F
(c) (I) F (II) T (III) T (IV) T
(d) (I) T (II) T (III) F (IV) F
Ans B
Q. 50- State True/False
(I) The more formal regulations that firm imposes an its employees, the more consistent the behavior of work group
will be
(II) Group behavior is not affected by how firm evaluates performance and what behaviors are rewarded
(III) Role conflict occurs when individual fails to meet the demands of conflicting roles
(IV) Status is given to a person in a group by the members of that group.

(a) (I) T (II) F (III) T (IV) T


(b) (I) T (II) T (III) T (IV) F
(c) (I) F (II) T (III) T (IV) T
(d) (I) F (II) F (III) T (IV) T
Ans A

Q. 51- Type A personality is _____________ Whereas Type B personality is_____________.


(a) Impatient, competitive
(b) Competitive, restless
(c) Time-conscious, fast
(e) Aggressive, relaxed
Ans D
Q. 52 Societal collectivism relates to the encouragement given by _________ and in-group collectivism refers to the
loyalty offered by ________.
(a) People, managers
(b) Leaders, followers
(c) Films, individuals
(d) None of the above

Ans C

Q. 53- If you are fighting for your interest and are selfish, you are__________ but if you fight for your teams interests,
you are ___________.
(a) Submissive, assertive
(b) Aggressive, assertive
(c) Withdrawn, Submissive
(d) Assertive, with drawn

Ans B

Q. 54- Veterans have joined the work force for during the ______ and Xers had joined the work force during the
_______.
(a) Seventies, sixties
(b) Mid-eighties, nineties
(c) Forties, mid-eighties
(d) Sixties, seventies
Ans C
Q. 55 The potential for creativity is enhanced when individuals have ___________ and ________, among other traits.

(a) Knowledge, character


(b) Character, abilities
(c) Knowledge, proficiencies
53
(d) Character, charm
Ans C

Q. 56- People would indulge in intuitive decision making when a high level of __________ exists and ______ data is of
little use.

(a) Analytical, uncertainty


(b) Uncertainty, problematic
(c) Uncertainty, analytical
(d) Certainty, vague
Ans C

Q. 57- _________ is a physiological need and ________ is an esteem need.


(a) Shelter, thirst
(b) Thirst, security
(c) Shelter, autonomy
(d) Recognition, acceptance
Ans C

Q. 58- __________relates to appearance norms and ________ relates to performance norms


(a) Output, dress
(b) Dress, output
(c) Socialization, absence
(d) Absence, socialization
Ans B

Q. 59- _________ people and ________ members of a firm are better able to resist conformity pressures.
(a) Low-status, old
(b) High-status, old
(c) Old, manipulative
(d) Powerful, powerless
Ans B

Q. 60- Teams are ________ and they ________ individuals


(a) Flexible, comprise
(b) Rigid, outperform
(c) Excellent, overpower
(d) Flexible, outperform
Ans A

4 marks

Q. 61 (1) The basic management process variation is measured after comparing desired performance with actual one.
This is the gist of control
(2) Mangers command their juniors.
(3) Organization chart is created
(4) top boss makes blue-prints for all actions to be done by firm.
(5) Conferences are organized.
(6) Coordination is done even as the execution of tasks is underway.
(7) Executives are given free luncheons.

1. 4, 3, 2, 6, 1

2. 2, 4, 5, 7, 6

3. 5, 1, 2, 3, 7

4. None the these

54
Ans: A

Q. 62- The group performance procedure

1. Group is adjourned

2. Group is proposed and made

3. People fight against one another

4. Group delivers results

5. People start following norms of group.

6. CEO addresses the group leader

1. 1, 2, 3, 5, 4

2. 2, 3, 5, 4, 1

3. 2, 3, 1, 4, 5

4. 2, 6, 3, 5, 4

Ans: B

Q. 63- The conflict process

1. Cognition and personalization

2. Intentions

3. Outcomes

4. Potential opposition

5. Behavior

6. Cognition

7. Retention

1. 5, 3, 2, 4, 6

2. 7, 4, 6, 2, 3

3. 1, 3, 6, 7, 5

4. 4, 1, 2, 5, 3

Ans: D
55
Q. 64- The negotiation process

1. Closure

2. Clarification

3. Bargaining

4. Money exchange

5. Preparation

6. Confrontation

7. Definition of ground roles

1. 5, 3, 2, 1, 6

2. 2, 5, 1, 4, 6

3. 5, 7, 2, 3, 1

4. 7, 5, 2, 6, 4

Ans: C
Q. 65- The steps to manage stress:

1. Recognize what can be changed

2. Cry over stress woes

3. Reduce the intensity of emotional reactions to stress

4. Build your physical reserves

5. Maintain your emotional reserves

6. Learn to moderate your physical reactions to stress

7. Be aware of stresses

8. Talk to boss about stressors

1. 7, 1, 3, 6, 4, 5

2. 8, 1, 3, 5, 2, 4

3. 2, 7, 6, 8, 5, 1

56
4. 1, 7, 5, 6, 4, 3

Ans: A

Q. 66-Match the following:


Column A Column B
1. Scientific Management (I) Hawthorne Experiments
2. E Kamans Typology (II) FW Taylor
3. Elton Mayo (III) Love, Joy, Surprise Anger, sadness, tear
4. Parrots Typology (IV) Anger, Gear, Sadness happiness, disgust supplies

(a) 1-(IV) 2-(III) 3-(II) 4-(I)


(b) 1-(II) 2-(IV) 3-(I) 4-(III)
(c) 1-(IV) 2-(I) 3-(II) 4-(III)
(d) 1-(I) 2-(II) 3-(IV) 4-(III)
Ans: B
Q. 67-Match the following

Column A Column B
1. Legitimate Power (I) terrorist
2. Expect Power (II) Judiciary
3. Coercive power (III) My Uncle is Gay
4. Referent Power (IV) A prefect salesmen

(a) 1-(III) 2-(IV) 3-(I) 4-(II)


(b) 1-(IV) 2-(III) 3-(I) 4-(II)
(c) 1-(II) 2-(IV) 3-(I) 4-(III)
(d) None of these
Ans: C

Q. 68- Match the following:

Column A Column B
1. Internal loans of control (I) I am angry most of the times
2. Role Overload (II) I am confident on my abilities
3. Hostility (III) I have too many roles to perform
4. Self-efficacy (IV) I control my own destiny

(a) 1-(I) 2-(III) 3-(IV) 4-(II)


(b) 1-(IV) 2-(III) 3-(IV) 4-(I)
(c) 1-(II) 2-(IV) 3-(I) 4-(III)
(d) 1-(IV) 2-(III) 3-(I) 4-(II)
Ans: D

Q. 69- Match the following:


Column A Column B
1. Kurt Lewin (I) Equity Theory
2. Pavlov (II) Needs Hierarchy
3. J Stacy Adams (III) Force field Analysis
4. A H Maslow (IV) Classical Conditioning Theory

(a) 1-(I) 2-(II) 3-(IV) 4-(III)


(b) 1-(III) 2-(IV) 3-(I) 4-(II)
(c) 1-(IV) 2-(III) 3-(I) 4-(II)
(d) None of these
Ans: B

Q. 70- Match the following:


Column A Column B
1. Bounded Rationality (I) drawing a general impression on the basis of a single
characteristic
57
2. Halo effect (II) Different behaviors in different situations
3. Distinctiveness (III) I seek solutions according to my level of understanding and
information processing.
4. Con sensus (IV) Every one faces a similar situation responds in the same way

(a) 1-(II) 2-(III) 3-(IV) 4-(I)


(b) 1-(IV) 2-(III) 3-(I) 4-(II)
(c) 1-(III) 2-(I) 3-(II) 4-(IV)
(d) None of These
Ans: C

Q. 71- State whether the given statements are true or not:

(i) Pavlov gave the classical conditioning theory.


(ii) Self regulation is the ability to control emotions.
(iii) Man are more expressive & emotional than women
(iv) Personal competence does not determine how we manage ourselves.

(a) (I) True (II) False (III) False (IV) True


(b) (I) True (II) True (III) False (IV) False
(c) (I) False (II) False (III) True (IV) True
(d) (I) True (II) True (III) False (IV) True
Ans: B
Q. 72- State whether the given statements are true or not:
(I) In the context of the attribution theory, if consensus value is high, one would give external attribution to employees
tardiness.
(II) The tendency of individual to attribute ones own characteristics to other people is called stereotyping
(III) Under the concept of projection, we tend to see people as more homogeneous then they really are
(IV) Individual takes stimuli selectively, according to what he wants to hear, see comprehend; this is the gist of
selector perception
(a) (I) T (II) T (III) T (IV) F
(b) (I) F (II) F (III) T (IV) T
(c) (I) T (II) F (III) T (IV) T
(d) (I) F (II) F (III) F (IV) T
Ans: C
Q. 73- State whether the given statements are true or not:

1. I. is the foundation of all creature work

2. II. Very Stereotypes can be perceived on the basis of ethnicity

3. III. The rational decision-making model has six steps

4. IV. Expertise few people can be adept at intuitive decision making

a. (I) F (II) F (III) F (IV) F


b. (I) T (II) F (III) T (IV) F
c. (I) F (II) F (III) F (IV) T
d. (I) T (II) T (III) T (IV) T
Ans: D
Q. 74- State whether the given statements are true or not:

1. I. Decision marking is executed when we have to solve a problem.

2. II. No person on the earth can escape the tendency to engage in self- salving bias

3. III. People with high tendency to socialize love to live and work in seclusion
58
4. IV. The mass movement of marks Luther king (for protecting the civil rights of the blecks) emanated from
his need to socialize.

1. (I) T (II) F (III) T (IV) F

2. (I) T (II) T (III) F (IV) F

3. (I) F (II) T (III) F (IV) T

4. (I) T (II) T (III) T (IV) T

Ans: B

Q. 75- Statements

1. I. Theory X people are innovative

2. II. Theory Y people are hardworking & independent

3. III. Salary is a hygiene factor, according to the Motivation hygiene theory or Frederick Herberg

4. IV. The desire for close interpersonal relations falls under the gamut of affiliation need (n/aff), according to
McClellands theory of needs.

1. (I) T (II) T (III) T (IV) T

2. (I) F (II) T (III) F (IV) T

3. (I) F (II) T (III) T (IV) T

4. (I) T (II) T (III) T (IV) T

(a) (I) T (II) F (III) F (IV) T


(b) (I) F (II) F (III) F (IV) F
(c) (I) F (II) T (III) T (IV) T
(d) (I) T (II) T (III) F (IV) F
Ans C

Section C: Answer all the questions 4*10=40 marks

Case study- 20 marks

Case study:

Improving the Listening Skills of Managers at Procter & Gamble

Introduction

The managers of Procter & Gamble (P&G) are highly trained professionals. They work under heavy time pressures and tight
deadlines. As a result of this, the managers were not listening effectively to customers and co-workers.

LEAD group

59
To improve the listening skills of the employees and managers, the Research and Development (R&D) department
conducted a programme for middle managers and technical leaders. A group Leaders Effect A Difference (LEAD) was
formed to attend that programme. The objective of the LEAD group was to increase innovation and build lasting
relationships to increase long-term networking.

The participants of the LEAD group could obtain the following benefits:

Recognise the complexities of work issues.

Accept the senior management expectation.

Recognise the importance of helping others to solve their work issues.

The programme for a LEAD group begins with a 45 minute introduction to LEAD process and is followed by building in-
depth listening skills. Listening is the main point of coaching; hence it plays a critical role in developing coaching.

The lead group was structured into groups of six persons. Participants were asked to play the role of helper and observer.
Each member of the group was assigned the role of seeker for one of the six LEAD sessions.

The seeker was assigned the role of practicing the skills of helping others on work issues. The helper was assigned the role
of practicing listening and training skills with the aim of assisting the seeker to think, feel, and plan.

Outcome of the LEAD group

Over time, the LEAD group programme was effective in motivating listening skills of managers.

The LEAD group approach met the business need for improved coaching by managers and was successful in establishing
communication with broader network of employees.

Discussion Questions:

1. Give the reason which made the managers ineffective listeners?

(Hint: Refer Introduction of the case study)

2. What are the benefits of LEAD group program to the participants?

(Hint: Refer Lead group of the case study) Refer to unit 4

Descriptive questions: 10 marks each 1. Discuss the channels of communication. Explain the guidelines followed while
selecting the appropriate channel. (refer to unit 2)

2. With the help of three steps format (Preliminary parts, body of the reports and annexes) prepare a business report. (refer
to unit 13)

DESCRIPTIVE QUESTIONS FOR PRACTICE

Master of Business Administration (MBA) - Semester I


Descriptive Practice Question Paper
MB0038 Management Process and Organisational Behaviour
Book ID (B1621)
(4 Credits)
Set 1

60
Q.
Question Marks
No
Define the term management. Explain the scientific management 10 Marks
Q.N1. theory proposed by Taylor. Question Marks
o
Define planning and describe the importance of planning. Explain the
(Unit 2)
1. types of planning.
2. Give the definition and importance of motivation. Describe 1010Marks
Marks
(Unit 3)
Maslows hierarchy of needs theory.

(Unit 10)
Differentiate between narrow span of control and wide span of control.
What are the factors that influence the span of control?
2. 1010Marks
Marks
Set 2
(Unit 4)
Case Study
Maverick
Explain the Learning
importanceisofinvolved in imparting
such perception. Whatunder
are thegraduate
factors level
education
affecting through distance learning. It has been working for around
perception?
3. two decades. It is an immensely popular educational group whose 10 Marks
students
(Unit 8) range from working professionals to people residing in the
remote areas of the country.
Maverick
Define Learning
the term decides
group. to introduce
Describe technology-enabled
the factors that affect group learning
with a vision to create a virtual class room experience. Another reason
behaviour.
4. 10 Marks
is to keep its pace with the competitors and sustain them in the
information
(Unit 11) communication revolution.
It has been over a year that they are working on developing and
implementing the plan. It involves big amount of investments as well
as more manpower with different skill sets. It is a tough challenge but
to adopt this technological change is mandatory for Maverick learning.
At different levels, there are mixed reactions towards the change. For
old academicians, it is difficult to catch up with the change and
prepare the e-content. Even at higher level there are financial
constraints which put the limitation for hiring more employees or
outsourcing the work.

In the academic council meeting, most of the academicians say that


preparing e-content is duplication of work, technology-enabled
learning is useless because many students from remote areas cannot
access it. They say whatever requirements the learning consultants are
putting before them cannot be implemented.

Mr.Shantaram is leading the academics, and he picks few people from


the team to coordinate the tasks related to academics. Within a month,
the response improves, raising the number of logins by ten times.

Mr.Shantaram again calls a meeting of all academicians and shares the


interesting results. This time, he also61
makes more teams and allocates
responsibility amongst the old academicians. He promises to hire two
more people to provide technical assistance. He also introduces some