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 Final Exam / Fall 2020 (Paper Duration 24 hours)
(Online Short Questions Based Paper)

Course No. : …………… MGT-512…………………Course Title: Introduction to Organizational Behavior

Total Marks:……….30…………………………Date of Exam:………………………………………......................................
Degree: ……BSCS/BSIT…………………………..…. Semester:……6, 7 th ………………… Section: …………A………
Marks
Q.No. 1 2 3 4 5 6 7 8 9 10 Obtained/
Total Marks
Marks
Obtaine
d
Total Obtained Marks in Words:
Name of the teacher: Shireen Mussawar
Who taught the course: Signature of teacher / Examiner:

To be filled by Student

Registration No.: ………………………………………….……… Name:……………………………………………………..

(THEORETICAL EXAMINATION)
Answer the following questions.
Q.No.1. The New England Arts Project had its headquarters above an Italian restaurant in
Portsmouth, New Hampshire. The project had five full-time employees, and during busy times of the
year, particularly the month before Christmas, it hired as many as six part-time workers to type,
address envelopes, and send out mailings. Although each of the five full-timers had a title and a
formal job description, an observer would have had trouble telling their positions apart. Suzanne
Clammer, for instance, was the executive director, the head of the office, but she could be found
typing or licking envelopes just as often as Martin Welk, who had been working for less than a year
as office coordinator, the lowest position in the project’s hierarchy.

Despite a constant sense of being a month behind, the office ran relatively smoothly. No outsider
would have had a prayer of finding a mailing list or a budget in the office, but project employees
knew where almost everything was, and after a quiet fall they did not mind having their small space
packed with workers in November. But a number of the federal funding agencies on which the
project relied began to grumble about the cost of the part-time workers, the amount of time the
project spent handling routine paperwork, and the chaotic condition of its financial records. The
pressure to make a radical change was on. Finally Martin Welk said it: "Maybe we should get a
computer."

To Welk, fresh out of college, where he had written his papers on a word processor, computers were
just another tool to make a job easier. But his belief was not shared by the others in the office, the
youngest of whom had fifteen years more seniority than he. A computer would eat the project’s
mailing list, they said, destroying any chance of raising funds for the year. It would send the wrong
things to the wrong people, insulting them and convincing them that the project had become
another faceless organization that did not care. They swapped horror stories about computers that
had charged them thousands of dollars for purchases they had never made or had assigned the
same airplane seat to five people.

"We’ll lose all control," Suzanne Clammer complained. She saw some kind of office automation as
inevitable, yet she kept thinking she would probably quit before it came about. She liked hand-
addressing mailings to arts patrons whom she had met, and she felt sure that the recipients
contributed more because they recognized her neat blue printing. She remembered the agonies of
typing class in high school and believed she was too old to take on something new and bound to be
much more confusing. Two other employees, with whom she had worked for a decade, called her
after work to ask if the prospect of a computer in the office meant they should be looking for other
jobs. "I have enough trouble with English grammar," one of them wailed. "I’ll never be able to learn
computer language."

One morning Clammer called Martin Welk into her office, shut the door, and asked him if he could
recommend any computer consultants. She had read an article that explained how a company could
waste thousands of dollars by adopting integrated office automation in the wrong way, and she
figured the project would have to hire somebody for at least six months to get the new machines
working and to teach the staff how to use them. Welk was pleased because Clammer evidently had
accepted the idea of a computer in the office. But he also realized that as the resident authority on
computers, he had a lot of work to do before they went shopping for machines.

Case Questions
1. Is organization development appropriate in this situation? Why or why not?
2. What kinds of resistance to change have the employees of the project displayed?
3. What can Martin Welk do to overcome the resistance?
(Marks 05)
Answer:

Q.No.2 Is conflict good or bad? If it is good, how to create productive/healthy conflicts? What are
the ways according to you that best helps in managing conflicts at workplace? (Marks 05)
Answer:

Q.No.3. Read the Case and answer the questions given below: (Marks 5*2=10)
Susan Harrington continued to drum her fingers on her desk. She had a real problem and wasn’t sure
what to do next. She had a lot of confidence in Jack Reed, but she suspected she was about the last
person in the office who did. Perhaps if she ran through the entire story again in her mind she would
see the solution. Susan had been distribution manager for Clarkston Industries for almost twenty
years. An early brush with the law and a short stay in prison had made her realize the importance of
honesty and hard work. Henry Clarkston had given her a chance despite her record, and Susan had
made the most of it. She now was one of the most respected managers in the company. Few people
knew her background.
Susan had hired Jack Reed fresh out of prison six months ago. Susan understood how Jack felt when
Jack tried to explain his past and asked for another chance. Susan decided to give him that chance
just as Henry Clarkston had given her one. Jack eagerly accepted a job on the loading docks and
could soon load a truck as fast as anyone in the crew. Things had gone well at first. Everyone seemed
to like Jack, and he made several new friends. Susan had been vaguely disturbed about two months
ago, however, when another dock worker reported his wallet missing. She confronted Jack about
this and was reassured when Jack understood her concern and earnestly but calmly asserted his
innocence. Susan was especially relieved when the wallet was found a few days later. The events of
last week, however, had caused serious trouble. First, a new personnel clerk had come across
records about Jack’s past while updating employee files. Assuming that the information was
common knowledge, the clerk had mentioned to several employees what a good thing it was to give
ex-convicts like Jack a chance. The next day, someone in bookkeeping discovered some money
missing from petty cash. Another worker claimed to have seen Jack in the area around the office
strongbox, which was open during working hours, earlier that same day.
Most people assumed Jack was the thief. Even the worker whose wallet had been misplaced
suggested that perhaps Jack had indeed stolen it but had returned it when questioned. Several
employees had approached Susan and requested that Jack be fired. Meanwhile, when Susan had
discussed the problem with Jack, Jack had been defensive and sullen and said little about the petty-
cash situation other than to deny stealing the money. To her dismay, Susan found that rethinking the
story did little to solve his problem. Should she fire Jack? The evidence, of course, was purely
circumstantial, yet everybody else seemed to see things quite clearly. Susan feared that if she did
not fire Jack, she would lose everyone’s trust and that some people might even begin to question
her own motives.
1) Explain the events in this case in terms of perception and attitudes. Does personality play a
role?
2) What should Susan do? Should she fire Jack or give him another chance?
Answer:

Q.No.4. Read the Case and answer the questions given below: (Marks 2.5*4=10)
It is unique to hear about a CEO who studies happiness and motivation and builds those principles
into the company’s core values or about a company with a 5-week training course and an offer of
$2,000 to quit anytime during that 5 weeks if you feel the company is not a good fit. Top that off
with an on-site life coach who also happens to be a chiropractor, and you are really talking about
something you don’t hear about every day. Zappos is known as much for its 365-day return policy
and free shipping as it is for its innovative corporate culture. Although acquired in 2009 by Amazon.
Zappos managed to move from number 23 in 2009 on Fortune magazine’s “100 Best Companies to
Work For” list to 15 in 2010.
Performance is a function of motivation, ability, and the environment in which you work. Zappos
seems to be creating an environment that encourages motivation and builds inclusiveness. The
company delivers above and beyond basic workplace needs and addresses the self-actualization
needs that most individuals desire from their work experience. CEO Tony Hsieh believes that the
secret to customer loyalty is to make a corporate culture of caring a priority. This is reflected in the
company’s 10 core values and its emphasis on building a team and a family. During the interview
process, applicants are asked questions relating to the company’s values, such as gauging their own
weirdness, open-mindedness, and sense of family. Although the offer to be paid to quit during the
training process has increased from its original number of $400, only 1% of trainees take the offer.
Work is structured differently at Zappos as well. For example, there is no limit to the time customer
service representatives spend on a phone call, and they are encouraged to make personal
connections with the individuals on the other end rather than try to get rid of them.
Although Zappos has over 1,300 employees, the company has been able to maintain a relatively flat
organizational structure and prides itself on its extreme transparency. In an exceptionally detailed
and lengthy letter to employees, Hsieh spelled out what the new partnership with Amazon would
mean for the company, what would change, and more important, what would remain the same. As a
result of this type of company structure, individuals have more freedom, which can lead to greater
satisfaction. Although Zappos pays its employees well and offers attractive benefits such as
employees receiving full healthcare coverage and a compressed workweek, the desire to work at
Zappos seems to go beyond that. As Hsieh would say, happiness is the driving force behind almost
any action an individual take. Whether your goals are for achievement, affiliation, or simply to find
an enjoyable environment in which to work, Zappos strives to address these needs.
 1) What potential organizational changes might result from the acquisition by Amazon?
2) Why do you think Zappos’ approach is not utilized more often? In other words, what are the
challenges to these techniques?
3) Why do you think Zappos offers a $2,000 incentive to quit?
4) Would you be motivated to work at Zappos? Why or why not?

Answer: