*PG810* PG – 810

IV Semester M.B.A. (Evening) Degree Examination, July/August 2014

(2008 Scheme)
MANAGEMENT
H-5 : Learning Organizations and Leadership

Time : 3 Hours Max. Marks : 75

Instruction : Answer all Sections.

SECTION – A

Answer any six questions. Each carries 2 marks. (6×2=12)

a. What is Learning Organization ?

b. Define leadership.

c. What is Managerial Grid ?

d. What is Adaptive Learning vs. Generative Learning ?

e. What is transformational leadership ?

f. What is the difference between a leader and a manager ?

SECTION – B

Answer any three questions. Each carries 8 marks. (3×8=24)

1. What is the difference between Organizational Learning vs. Learning Organization ?

2. Explain the role of the Manager in the Learning Organization.

3. Briefly explain the relationship between Strategy and Organizational Learning.

4. Discuss the importance of Information Systems in the Learning Organization.

5. Describe the various leadership styles.

6. Discuss how a leader is able to influence his followers and followers influence
their leader.
P.T.O.
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SECTION – C

Answer any two questions. Each carries 12 marks. (2×12=24)

7. Some people have stated that the trait approach is dead and buried. Is it true.

8. What personal characteristics or traits would you look for in an individual to be

appointed as a leader ?

9. What are the two critical leader behaviours identified at Ohio State studies of
leadership ? Do you notice any similarity between Ohio studies and Michigan
studies ?

SECTION – D

Compulsory : (1×15=15)

10. Robert J. Eaton had big shoes to fill. He took the post of chairmen at Chrysler
Corp. That had previously been held by “Mr. Charisma”, Lee Iacocca. Iacocca
had taken over the top spot at Chrysler in 1980, when the company was on the
verge of bankruptcy. In only a few short years, Iacocca had turned Chrysler into
a money – making machine.
Iacocca’s style was bold and visionary. He had developed several grand strategies
for Chrysler. To get the company immediately profitable, he created a basic
compact model the K car – and used its platform to create a host of new cars
including the incredibly successful minivan. To fill the need for subcompacts, he
began importing cars from Japan and putting Chrysler Corp. nameplates on
them.
But that was then and this is now. Robert Eaton has joined an impressive group
of chief executives who no longer buy the notion that leaders need to provide
grand visions or long – term strategies for their companies. In its place, they are
emphasizing the short – term bottom line.
“Internally, we don’t use the word vision”, says Eaton. “I believe in quantifiable
short – term results – things we can all relate to-as opposed to some esoteric
thing no one can quantify”.
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That view is also being articulated by CEO’s Apple Computers, IBM, Aetna Life
and Casualty and GM. When asked for his recipe for an IBM comeback, the
recently appointed chairman, Louis V. Gerstner, said, “The last thing IBM needs
right now is a vision”.
It appears that, atleast among some leaders, grand visions are out of fashion.
They are concentrating on the nuts and bolts of running their businesses.

Questions :

1) Is not this short – term focus likely to hurt companies in the longer term.

2) What is the purpose of a grand vision ? What takes its place if a company’s
leader does not provide it ?

3) Don’t organizations need radical new ideas to win in the market place ?

4) Eaton says his goal for Chrysler is “getting a little bit better every single day”.
Is that a viable goal for a real “leader”.

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