Organisational Behaviour —_____ 307 MULTIPLE CHOICE QUESTIONS |. Individual who achieve the goal through other people is/are (A) Individual (B) Group (© Manager (D) Allofthese A consciously coordinated social unit, com- posed of two or more people, that function ona relatively continuous basis to achieve a common goal or set of a goal is (A) Organisational Change (8) Organisational (© Organisational stress (0) Allofthese 3. Which one gave management skill? (A) Robert Katz. (8) JoeGracie (© Berne (D) Allofthese Management skills is concerned with (A) Technical skill (8) Human skill (© Conceptual skill(O) All ofthese . The ability to apply specialized knowledge orexpertise is called (A) Technical skill (6) Human skill © Conceptual skill(0) All of these >. The ability to work with, understand and motivate other people, both individually and in group is concerned with (A) Technical skill (B) Human skill (© Conceptual skill(D) Allof these The mental ability to analyse and diagnose complex situation iscalled (A) Technical skill (B) Human skill (© Conceptual skill(D) Allof these ‘A Field of study that investigates the impact that individual, group and structure have on behaviour within organisations is knownas (A) Organisational change (B) Organisational behaviour (© Organisational stress (D) Allofthese 9. 10. nn. 2 2B. This model focuses better employee satisfac tion and security. Under this model organisations satisfy the security and wel- fareneeds of employees. (A) Custodial model (B) Social psychology (© Anthropology (0) Allofthese In the manager has the power to command his subordinates to do a specific job. Management believes that it knows what is best for an organisation and therefore, em= ployees are required to follow their order (A) Custodial model (B) Autocraticmodel (© Anthropology (©) Allofthese is useful in measuring, understand- ing and changing attitude, communication pattern, the way in which group activities can satisfy individual need and in group decision making process. (A) Psychology (B) Social Psychology (© Anthropology (©) Allofthese The study of societies to learn about human, being and their activities. tis the study of the human race, in particular, its culture. Culture has significant influence of human behaviour, (A) Psychology /sociology (B) Social Psychology © Anthropology (©) Allofthese The concepts that organisations are becom- ng more heterogeneous in terms of gender, race ethnicity and inclusion of others diverse groups is (A) Psychology © Anthropology (8) Work diversity (©) Allofthesese] sma Resource Management spstc 14, 15, 16. W. 18, 19, 20. The constant attainment of satisfaction through the continuous improvement of all organisational processes is (A) Quality management @) Social Psychology (© Anthropology (0) Allofthese Reconsidering how work would be done and an organisation structured if it were startingover (A) Process re-engineering ® wt (© Anthropology (©) Allofthese Putting employees incharge of what they (A) Process re-engineering (8) QM (© Empoweringemployees ©) Allofthese Situation in which individual are required to define right and wrong conduct (A) Process re-engineering (8) QM (© Ethical dilemmas (©) Allofthese A response that is affected by an indepen- dent variable. (A) Dependent variable @) Process re-engineering (© Anthropology (©) Allofthese ‘A performance measure that includes effec- tiveness and efficiency. (A) Dependent variable ®) Process re-engineering (© Productivity (©) Allofthese ‘The ratio of effective output to the input re- quired to achieveit (A) Efficiency (B) Process re-engineering (© Anthropology (©) Allofthese a. 24, 25, 27. The voluntary and involuntary permanent withdrawal from an organisation (A) Efficiency (8) Turnover (© Anthropology (D) Alllof these iscretionary behaviour that is not part of anemployee's formal job requirement, but that nevertheless promotes the effective func- tioning of the organisation is (A) Efficiency (B) Process re-engineering (©) Organisation citizenship behaviour (0) Allofthese ‘An individual capacity to perform the vari- cous tasks in a job is (A) Ability (B) Process re-engineering (© Anthropology (D) Allofthese Any relatively permanent change in behaviours that occursasa result of experi- (A) Improve productivity ®) Capability (© Learning (©) None of these Theory of classical conditioning was given by (A) IvanPavlov(B) Elton Mayo (© RP.Quinn —_(D) Noneof these Theory of classical conditioning grew out of experiment conducted by (a) Cats (®) Dogs © Rats (©) None of these A type of conditioning in which an indi- vidual responds to some stimulus that would not ordinarily produce such a re- sponse is known as (A) Operant conditioning, @) Classical conditioning © BothA&B (D) None of these 3. type of conditioning in which desired vol- untary behaviours leads to a rewards or pre- vents punishment (A) Operant conditioning,Organisational Behaviour —____ 309 29. 30. a 22 33, 35. 36. 37, (8) Classical conditioning © Botha &B (©) None of these InOB studies which of the following deter: minant of behaviour in organisation (A) Individual (B) Group © Structure) Allofthese Which of the following field contribute to oB? (A) Psychology (B) Social Psychology (© Anthropology (0) All ofthese Which of the following field contribute to OB mainly atthe individual level analysis? (A) Psychology (B) Social Psychology (© Anthropology (D) All ofthese The models of organisational behaviour are (A) Autocratic model (B) Custodial model (© Supportive model (©) Allofthese ‘The managerial grid was given by (A) Rensis ikerts (B) Blakeand mouton © KurtLewin (0) Allofthese |. The failure to report to work is known as (A) Efficiency (B)_Absentecism (© BothA&B — (D) Noneof these Systematically reinforcing each successive step that moves an individual closer to de- sired response (A) Efficiency (8) Shaping behaviour (© BothA&B (D) None of these A desired behaviour is reinforced each time itis demonstrated by (A) Continuous reinforcement (8) Shaping behaviour (© BothA&B — (D) Noneof these A desired behaviour is reinforced often enough to make the behaviour worth repeat ing but not every itis demonstrated is (A) Continuous reinforcement () Intermittent reinforcement 38, 39, a, 43. (© Botha &B (©) None of thes Learning techniques that allow individual to manage their own behaviour so that less external management control isnecessary (A) Continuous reinforcement (B) Self management (© Botha &B (©) None of these The voluntary and non veluntary perma- nent withdrawal from an organisation is knownas (A) Absenteeism (B) Employee turnover (© Botha &B (D) None of these |. An individual attitude towards his job is (A) Job satisfaction (B) Employee turnover (© BothA&B (D) None of these Summation of the attitude of employees is called (A) Motivation (© Botha &B ®) Morale (©) None of these . Leaders create in-groups and out group and subordinate within group status will have higher performance rating, less turnover, and greater job satisfaction (A) Charismatic leadership (B) Transformational leaders (© LMXtheory (D) Allofthese Operant conditioning is given by (A) BFSkinner —_(B) Elton Mayo (© RPQuinn — (D) Noneof these . “People can learn through observation di- rects experience”. It comes under (A) Operant conditioning 8) Classical conditioning (© Social learning (D) None of these . Evaluate statements concerning objects, people or events,46, 47, 48, 49. 50. 51, 52, (A) Attitude (B) Moral (© BothA&B —(D) Noneof these Basic convictions that a specific mode of con- duct or end state of existence is personally or socially preferable to an opposite or con- verse mode of conduct or end state of exist- (A) Attitude 8) Value (© BothA&B (PD) Noneof these Which of the following is a cognitive com- ponent of an attitude? (A) An Opinion & belief segment (B) AnEmotional segment (© Botha &B (D) None of these Which of the following isan affective com- ponent of an attitude? (A) Anopinion segment (8) AnEmotional/feeting segment © BothA&B (0) None of these ___is the degree to whicha person identi- fies with his job and considers his job and consider his performance important to self worth, (A) JobSatisfaction (B) Capability (© Jobinvolvement (PD) None of these is the degree to which an employee's identifies with a particular organisation and its goals. And wishes to maintain membership in the organisation. (A) Job satisfaction (B) Organisation Commitment (© Learning () None of these Who proposed the theory of eognitive dis (A) Leon Festinger (B) Edwin Locke © Taylor (D) None of these Any incompatibility between 2.or more atti tude or between behaviours and attitude is known as (A) Cognition (B) Capability (© Cognitive dissonance (D) None of these 53. 54, 55. 56. 57. 58, 59. 6. Human Resource Management specific’ —__—__ is a personality dimension that describe someone who is responsible, de- pendable, agrecableness, (A) Extraversion (8) Introversion © Conscientiousness {D) None of these ______is the degree to which people be- lieves they are masters oftheir own fate. (A) Locus of Control (B) Capability (© Cognitive dissonance (D) None of these —___is individual degree liking and un- linking themselves. (A) Selfworth —_(B) Selfesteem (© Selfefficiency (D) None of these ____is individual ability to adjust his behaviours to external, situational factors. (A) Selfes @) Selfefficiency © Self monitoring (D) None of these _is a process by which individual ‘organise and interpret their sensory impres- sion in orders to give meaning to their envi- ronment, (A) Motivation (8) Morale © Perception _(D) Noneof these ___are individual who reports unethical Practices by their employers to outsiders. (A) Motivation (B) Whistle-blowers (© BothA&B — (D) Noneof these isa designed work group defined by the organisation structure. (A) Informal group (B) Morale (© Formal group (D) None of these |. A set of expected behaviours patterns attrib uted to someone occupying a given position ina social unit is known as (A) Roles @®) Status (© BothA&B — (D) Noneof these _____isan individual view of how he or She is supposed to act ina given situation (A) Roles Expectations @) RolePerceptions (© BothA&B — (D) Noneof theseOrganisational Behaviour —____ 311 62, 63, 65. 66. 67. 68, 69. 70. am. A situation in which an individual is con- fronted by divergent role expectations is known as (A) Roleconflicts (B) Role identity (© BothA&B (PD) Noneof these A socially rank given to group member by others is referred to (A) Roles (8) Status (© BothA&B (PD) Noneof these are the teams that use computer technology to tie together physically dis- persed member in order to achieve a com- ‘mon goal, (A) Virtual Teams (B) Self Managed team (© BothA&B —_ (D) Noneof these ‘A work generates positive synergy through coordinated efforts (A) Virtual Teams (B) Self Managed team (© BothA&B —_ (D) Noneof these {sa group whose individual efforts resultina performance that is greater than the sum of individual inputs (A) Virtual Teams —(B) Self Managed team (© WorkTeam —(D) Noneof these is a stage in group development Characterized by intergroup conflicts, (A) Norming "— (B) Storming (© BothA&B —_(D) Noneof these _isa stage in group development characterized by close relationship and co- hesiveness. (A) Norming ——_(B) Storming (© BothA&B —_(D) Noneof these How employees can express their dissatis- faction (A) Exit {®) Voice (© BothA&B —_ (D) Noneof these How employees can express their dissatis- faction (A) Loyalty {B) Neglect (© BothA&B — (D) Noneof these —_____ is the sum or total number of ways in which an individual reacts and in- teracts with others. 2. 2. 74, 5. 76. (A) Personality (B) Voice © BothA&B —(D) Noneof these Enduring characteristics that describe an in- dividual behaviour (A) Personality Trait (B) Voice (© Botha &B (D) None of these A personality test taps four characteristics and classifies people into 1 to 16 personal- ity types (A) Personality (8) MBTI Test (© BothA&B — (D) Noneof these Model of personality includes (A) Extroversion "(B) Agreeableness © BothA&B —(D) Allof these A personality dimension describing some- one who is sociable gregorious and asser~ tive (A) Extroversion (B) Agreeableness © Conscientiousness (D) Allofthese ‘A personality dimension describing some- ‘one who is good natured cooperative and ‘rusting is (A) Extroversion (B) Agrecableness (© Emotional Stability (©) All of these A personality dimension describing some- ‘one who is responsible, dependent and per- sistentand organised is, (A) Extroversion (8) Agreeableness (© Conscientiousness (D) Emotional Stability A personality Dimension that characteris- tics someone as calm, self confident, secure verses nervous, depressed and insecure (A) Extroversion (B) Agreeableness (© Locus of control (©) EmotionalStability A personality dimension describing some- conein terms of imagination, sensitivity and curiosity is (A) Opennessto experience ®) Agrecableness (© Conscientiousness (©) Allof these80. 81. 82, 83, 85, 86, Degree to which an individual is pragmatic maintain emotional distance and believe that end can justify means (A) Locus of control (8) Machiavellianism (© Botha &B (D) None of these Aggressive involvement in a chronic, inces- sant struggle to achieve more and more in less and less time and, if necessary, against the opposing efforts of others things and oth- ers people. (A) Type A Personality ®) TypeB Personality (© Botha &B (D) None of these Rarely harried by the desire to obtain a widely increasing number of things or par- ticipate in an endless growing series of events in an ever decreasing amount of time. The statement is (A) Type A Personality (®) TypeB Personality (© Botha &B (©) None of these Intense feeling that are directed at someone or something is (A) Emotion (B) Personality (© BothA&B —_ (D) Noneof these An assortment of non cognitive skills and capabilities that influence a person ability to succeed in coping with environmental de- mands and pressure is (A) Emotion intelligence (8) Personality (© BothA&B —_(D) Noneof these Voluntary action that violates established norms that threaten the organisation, its ‘member and both is (A) Emotion (B) Employeedeviance (© Botha &B (©) None of these A process by which individual organise, in- terprets their sensory impression in order to 87. 88, 89. 2. Human Resource Management specific: givemeaning to their environmentis (A) Emotion (®) Perception (© BothA&B —(D) Noneof these People selectively interpret what they see on the basis oftheir interest, background and experience and attitude. (A) Emotion @) Selective perception (© Botha &B (D) None of these Evaluation of person characteristics thatare affected by comparison with others people recently encountered who rank higher or lower on the same characteristies (A) Contrasteffects {@) Selective perception (© Botha &B (D) None of these Attributing one own characteristics to other people is (A) Contrasteffects (B) Projection (© BothA&B — (D) Noneof these situation in which one person inaccurately perceivea seconds person and theresulting expectations cause the second person to be- have in way consistent with the original perception (A) Selffulfilling prophecy /Pygmalion @) Selective Perception (© Botha &B (D) None of these |. Individual make decision by constructing simplified models that extracts the essential features from problem without capturing all their complexity (A) Contrast effects (B) Bounded rationality (© Botha &B (D) None of these Judgement shortcuts in decision making is, called (A) Heuristics, {(B) Selective perception © BothA&B — (D) Noneof theseOrganisational Behaviour —_____ 313 93. 95. 96. 97, 98. 99, 100, 101. Anincreased commitment toa pervious de- cision in spite of negative information. (A) Heuristics (8) Escalation of commitment (© Botha &B (D) None of these The process that account for an individual intensity, direction and persistence of efforts towards attaining a goal is (A) Motivation (B) Escalation of commitment (© BothA&B — (D) Noneof these Need hierarchy theory was given by (A) William Ouchi (B) Abraham Maslow (© HerbertSimon (D) Elton Mayo Abraham Maslow lower need include (A) Physiological & safety ®) Security (© Social and need (D) Egoneed. Which is/are the highest’s need of the Maslow hierarchy? (A) Physiological (© Fgoneed (0) Selfactualization need Abraham Maslow’s Highest need include (A) Esteem & self actualization (B) Egoneed (© Social need (©) Physiological need Douglas McGregor propounded the (A) Theories Xand Y (B) Theory Z. (© ERG (D) None of these Which theory istraditional and narrow ap- proach of human nature. Average worker arelazy, passive, and prefer toled by supe- wx BY Oz ©) None of these Which theory is optimistic dynamic and flex- ible. People are not lazy, and passive by na- ture, they will exercise self control and self (B) Social 102 103, 104. 105, 106. 107. 108, 109, n0. direction, People are ready to accept respon- sibility x ®) Y Oz (D) None of these Need that are satisfied externally, physi ological and safety needs is (A) Lowerlevel need @) Higher order need (© BothA&B — (D)Noneofthese Need that are satisfied internally, social, es- teem and self actualisation needs is (A) Lowerlevel need (8) Higher order need (©) Both (A) &(B) {D) None ofthese Two factor theory was given by (A) Abraham Maslow @) Fredrick Herzberg (© Chester Barnard (©) Allofthese Dissatsties factor are (A) Maintenance —(B) Hygiene (© Jobcontext —_(D) Allof these The change in specialization and integra- tion in organisation contexts called (A) Coordination ®) Cooperation (© Organisation structuring (©) Allofthese Working condition, status and salary area (A) Maintenance _ (B) Hygiene factors (© Jobcontext —_(D) Allof these Achievements and growth factors related to (A) Motivator factors () Hygiene (© Both(A) &(B) (©) Allofthese Reasonability, Recognition & Growth are (A) Motivator (8) Hygiene (© Both(A) &(B) ©) Allofthese Salary and Company policy and adminis- tration, working condition are (A) Motivator (B) Hygiene (© Both(A) &(B) ©) Allofthese factors.314 m1. m2. 113. m4. us. 116. 7. 8. 19. 120, 121. Theory Zisrelated to (A) India (8) America (© Japanese (D) None of these ‘Theory Zwas developed by (A) William Ouchi (B) Herbert Simon (© Chester Barnard (D) All of these Feature of theory Zis (A) Trust ®) Employee development (© Coordination (©) Allofthese The assumption that employees dislike work, are, lazy dislike responsibility, and ‘must be coerces to perform (A) TheoryX (8) Theory Y (© TheoryZ — (D) Noneof these The assumption that employees dislike work, are, creative seek responsibility, and can exercise self direction is (A) Theory X (B) Theory Y (© TheoryZ —_(D) Noneof these Theory X greatest reliance should be placed (A) Internal control (B) External control (©) Both(A) &(B) (D) Noneof these ‘Theory Y greatest reliance should be placed (A) Internal Control (B) External Control © Both(A) &(B) (D) None of these ‘Who gave Expectancy theory of motivation? (A) Victor H. Vroom (B) Herbert Simon (© Chester Barnard (D) All of these ‘There are three groups of core needs: exist= ence relatedness and growth. There are in (A) Theories Xand Y ®) Theory Z. © ERG ©) None of these Achievement, power affiliation is three im- portant needs that explain motivation is given by (A) McClelland’s (B) Herbert Simon (© ChesterBarnard (D) Allofthese ‘The theory that specific and difficult goal, with feedback leads to higher performance is 122, 123, 124. 126. 127. 128, Human Resource Management specific’ (A) Theories Xand Y @) Theory Z, © Goal setting theory (D) None of these The individual beliefs that he or she is ca- pable of performing a task is (A) Motivation (B) Selfefficiency © ERG (©) None of these Individual compare their job inputs and out- comes with those of others and then re- sponds to eliminate any inequities (A) Equity theory (8) Theory Z (© ERG (©) None of these The strength of an tendency to act in a cer- tain way depends on the strength that the act will followed by a given outcomes and onthe attractiveness of that outcome to the individual is (A) Equity theory (8) TheoryZ (© Expectancy theory (©) None of these Company established benefits plan in which employees acquire stock asa part of their benefits is (A) Equity theory (8) Theory Z (© ESOP ©) None of these Workers are paid to fixed some for each unit of production completed in (A) Piece rate pay plan (B) Gain sharing (© Profit sharing plan (D) None of these Organisation wide program that distribute compensation based on some established formula designed around accompany prof itability is (A) Piece rate pay plan (B) Gain sharing (© Profit sharing plan (©) None of these Anincentive planin which improvementin a group productivity determine the total amount of money that is allocated is (A) Piece rate pay planOrganisational Behaviour —____ 315 129. 130. 131. 132, 133, 134, 135. 136, 137. 138, (8) Gain sharing (© Profit sharing plan (D) None of these ‘Two or more individual interacting and in- terdependent, who have come together to achieve particular objective is (A) Group (B) Formal group (© Informal group (D) None of these A designated work group defined by the organisation structure is (A) Group (B) Formal group (© Informal group (D) None of these A group either formally structured or organisationally determined appears in re- sponse to the need for social contact is (A) Group (B) Formal group (© Informal group (D) None of these A group composed of the individual who reports directly toa given manager is, (A) Command group ®) Formal group (© Informal group (D) None of these Those working together to complete a job task is (A) Group (B) Task group (© Informal group (D) None of these Those working together to attain a specific objectives with which each is concerned is (A) Interest group _(B) Formal group (© Informal group (D) None of these ‘Those brought together because they share one or more common characteristics is (A) Friendship group (8) Formal group (© Informal group (D) None of these Stages of group development includes (A) Forming (8) Storming © Norming __(D) Allofthese The first stage in group develop- ment characteristics by great uncertainty. (A) Forming (B) Storming © Adjourning (0) Allofthese ‘The seconds stage in group devel- ‘opment, characteristics by intergroup con- flict. 139, 140. 141, 142. 13, 144. 1s, 146. (A) Forming ®) Storming (© Norming (D) Performing, The third stage in group develop- ment, characteristics by close relationship and cohesiveness, (A) Forming ®) Storming (© Norming (©) Performing The Fourth stage in group devel- ‘opment, characteristics by when the group fully functional. (A) Forming @) Storming (© Norming (D) Performing The Final stage _ in group develop- ‘ment for temporary group, characteristics by concern with wrapping up activities rather than task performance. (A) Forming {B) Adjourning (© Norming _(D) Performing Individual who, asa part ofa group, hold a common attribute is called (A) Cohorts @®) Formal group (© Informal group (D) None of these Degree to which group members are at- tracted to each other and are motivate to stay inthe group (A) Cohorts ®) Cohesiveness (© Informal group (D) None of these ‘An action of two or more substances that result in an effect that is different from the individual summation of the substances is (A) Synergy ®) Formal group (© Informal group (D) None of these Phenomenon in which the norms for con- sensus overrides the realistic appraisal of alternative course of action is (A) Group think (B) Group Shift (© Electronic meeting (D) None of these Achangein decision risk between the group decision and the individual decision that member within the group would make, can beeither towards conservation of greater risk (A) Group think — (B) Group shift (© Flectronic meeting (D) None of these316 17. 148, 149, 150, 151. 153. ‘A meeting in which member interacts on computers allowing for anonymity of com- ments and aggregation of votes. (A) Group thinks (8) Group shift (© Flectronicmeeting (D) None of these refers to the strength of an em- ployee involvement in an organisation. (A) Organisation commitment ®) Group shift (© Flectronicmeeting (D) None of these __are evaluated statement,arestableand onglasting beliefs about what is important. (A) Value (B) Group shift (© Electronicmeeting (©) None of these is an adaptive response to an exter- nalsituation that result in physical, psycho- logical and or behavioural deviations for organisation participants. (A) Organisation commitment @) Stress (© Electronic meeting () None of these A process that begin when one party per~ ceives that another's party have negatively affected, or is about to negatively affects, something that the first party care about is, (A) Organisation commitment (B) Stress © Conflicts (D) None of these Js the social transaction that takes place between two individual. (A) Organisation commitment @®) Stress (© Transaction analysis, (©) None of these ‘Three Ego states are (A) Parents (© Chie (B) Adult (D) Allofthese 154. 156. 157, 158, 159, 160. 161, 162. 163, 164, Human Resource Management specific: The. personalities is authoritative, dogmatic, overprotective, controlling and critical and righteous. (A) Parents Ego (B) Adult © Child (©) Allof these The. personalities is mature ratio- nal and objective part of person personality (A) Parents (8) Adult © Child (©) Allof these ‘The___personality is childish, dependent and immature part of person personality. (A) Parents @) Adult (© Child ©) Allof these Transaction analyses is given by (A) EricBerne (8) Herbert Simon (© Chester Barnard (D) Alllof these Which ego state is “Taught ego” state? (A) ParentsEgo (8) Adult (© Child ©) Allofthese Which state is “Thinking Ego” state? (A) Parents ®) Adult (© Child ©) Allofthese Which state is “Felt ego ” state? (A) Parents (B) Adult © Child ©) Allofthese Johari Window is given by (A) Joseph Luft & Harry Inghram (B) Herbert Simon © Chester Barnard (D) Alllof these Four region of johari window are (A) Openarea —_(B) Hidden self (© Blind & unknown (©) Allofthese This area consists of details known to self and to others (A) Openarea _(B) Hidden self (© Blind & unknown (0) Allofthese This area compromise the knowledge about nut known to others (A) Openarea _(B) Hidden self (© Blind & unknown (D) AlloftheseOrganisational Behaviour —_____ 37 165. 166. 167. 168, 169, 170. am. 172. 173. 174, ‘Thisarea compromises the knowledge about the person that is known to others but not to self (A) Openarea —_(B) Hidden self (© Blindarea __(D) Allofthese ‘Thisarea compromises the unknown about self & unknown to others. (A) Openarea (8) Unknownarea (© Blind area (D) Allofthese Contents theories of motivation are (A) Theories Xand Y (B) Two factors theory (© ERG é& need hierarchy theory (0) Allofthese ‘The process theories of motivation includes (A) Vroom Expectancy (B) Theporter and Lawler model (© Both (A) &(B) (©) Allofthese The Contemporary theories of motivation (A) Equity theory (B) Carrot & stick (© Both(A) &(B) (D) Allofthese ‘The Reinforcement approaches of motiva- tionare (A) McClelland (8) Goalsetting theory (© Both(A) &(B) (0) Allofthese is a mental condition, which is produced by the constant repetition of some function over along period of time. (A) Monotony — (B) Stress (© Conflicts (D) None of these is a mental condition in which the individual exhibits negative attitude for a particular work. It means he does not want todo the work. (A) Monotony —_(B) Stress © Boredom (D) None of these Effects of monotony are (A) Fatigue (B) Slow production (O Dissatisfaction (D) All of these Which of the following is the causes of mo- notony? (A) Attitude of the workers. 176. 17. 178, 179, 180. 181, 182 @) Individuality of workers © Situation (©) Allofthese Causes of monotony are (A) Social environment @) Intellectual level of workers (© Uncompleted Task (0) Allofthese Which factors are useful for eliminating mo- notony? (A) Jobenlargement (8) Jobrotation (© Workingimprovements (©) Allofthese Types of Fatigue are (A) Physical ®) Mental (© Both(A) &(B) @) Allofthese Causes of Fatigue are (A) Long hours work @) Absence of rest pause (© Absence of proper ventilation (©) Allofthese The paper ‘Engineer as an Economist’, which influence F.W. Taylor to develop his scientific Management principles was authored by (A) Charles A. Babbage (@) Henry Gratt © LouisD. Brandies (©) Henry R. Towne is an overall attitude of an indi vidual or group towards all aspects of their work. (A) Morale @) Job satisfaction © Stress ©) Allof these Motivational techniques are (a) MBO (®) Job satisfaction (© Jobenlargement & enrichment (©) Allofthese ___is a process whereby both manager and subordinate work together in identify- ing goalsas well as setting standards of per- formance, (a) MBO @) Job satisfaction318 183, 184, 185. 186, 187. 188, 189, 190, 191. © Jobenlargement & enrichment (©) Allofthese as the extents of positive feeling or attitade that individual towards their jobs. (A) MBO (B) Jobsatisfaction © Job enlargement & enrichment (D) Allof these Sources ofthe job satisfaction are (A) Organisational factors (B) Work environmental factors (© Workitself& personal factors ©) Allofthese ‘Theories of job satisfaction are (A) Need fulfilment theory ®) Equity theory (© Twofactors theory ©) Allof these Jobenrichment is given by (A) Fredrick Herzberg @) Herbert Simon (© Chester Barnard (D) Allofthese involves vertical loading of func- ‘ion and responsibilities of the employee. It is an improvement in the quality of a jab in terms of intrinsic worth, (a) MBO {@) Jobsatisfaction (© Jobenrichment (D) All ofthese ____involves a horizontal loading or ‘expansion of job in other words, inaddition totaskinsame nature. (A) MBO () Jobsatisfaction (© Jobenlargement (0) All ofthese provides achievement, recognition, responsibility, achievement and growth, (A) MBO (B) Jobsatisfaction (© JobEnrichment (D) All ofthese Shifting ofan employee for onejob to another inorder to provide some variety. (A) MBO (B) Jobsatisfaction (© JobRotation _(D) All ofthese “The alteration of status quo or making things differentis 192 193, 194. 196. 197. 198, 199, Human Resource Management specific: (A) Organisational development 8) Jobsatisfaction © Change (D) Allofthese Which ofthe following isthe type ofchange? (A) Reactive (®) Proactive (© BothA&B —D) Allofthese Changes activities that are intentional and goal oriented are (4) Reactive (®) Proactive (© Planned change (D) Alllof these Person who act as catalyst and assume the responsibility for managing change activi- ties (A) Change Agent (B) Proactive © BothA&B —_D) Allofthese Kurt Lewin three step models are (A) Unfreezing —(B) Changing (© Refreezing _D) Allofthese Which one is not the part of McKinsey 7s framework (A) System @®) Standard (© Strategy ©) Allofthese Stabilising a change intervention by balane- ing driving and restraining forces._ the person undergoes cognitive restracturing, The person acquires information and evi- deences showing that the change is desirable and possible (A) Unfreezing, (B) Changing or moving © Refreezing _(D) Allof these is to integrate the new behaviour into the person personality and attitudes. Helping the client to integrate new point of (A) Unfreezing (8) Changing © Refreezing __(D) Allof these ‘A change process based on systematic col- lection of data and then selection of a change action based on what the analyzed data in- dicate (A) Action Research(B) Changing (© Refreezing _(D) Allof theseOrganisational Behaviour —____ 319 200. 201. 202. 203, 204, 205. 206. 207. 208. Causes of resistance to change is (A) Individual (8) Group (© Organisational (0) Allof these Individual causes of resistance to change is (A) Feonomic & Social factors (B) Habits (© Insecurity (D) Allofthese Which of the following is the individual causes of resistance to change? (A) Lack of communication @) Extents of change (© Psychological factors (©) Allofthese Which of the following is not the organisa- tional resistance causes? (A) Threats to power ®) Group (© Organisational structure (D) None of these Another Organisational resistance causes is (A) Threats to specialization (B) Resources constraints (© Sunk Cost (©) Allofthese Overcoming resistances to change is (A) Individual (B) Group © BothA&B —_(D) Allofthese Overcoming resistances to change in indi- vidual levels (A) Participation and involvement (8) Effective communication (© Facilitation and support (©) Allofthese Overcoming resistances to change in indi- vidual levels (A) Manipulation co-operation (8) Coercion (© Timing of change (©) Allofthese What can a change agent change? (A) Structure (B) Technology (© People & physical setting (D) Allofthese 209, 210. a4, 22, 23, 24. 216. is a technique used for bringing change in the entire aspects of the organisa- tion, rather than focusing attention on the individual so that change is readily ab- sorbed. (A) Organisational development (B) Jobsatisfaction (© Change ©) Allof these Characteristics of organisation development (A) Planned change (B) Long range change (© System orientation (D) Allofthese List of Unfair labour practices on the part of the trade unions and employers was in- cluded in (A) Trade Union Act B) (© Both (A) and (B) (D) Industrial Dispute Act The theory that itis the leaders job to assist followers in attaining their goal and provide the necessary direction and or support to ensure that their goal are compatible with the overall objectives of the group in organisation is (A) Charismatic leadership (8) Goaltheory (© LMXtheory (D) Allofthese OD values tend to be (A) Humanistic (8) Optimistic (© Democratic (D) Alllof these "OCTAPACE” was given by (A) McClelland (B) UdaiPareek (©) Both(A) &(B) (D) Allofthese OD Programare in nature (A) Short-term —_(B) Long-term (© Middleerm — (D) Allof these The central theme of OD is (A) Planned change (B) Actionresearch © Consulting methods (D) Allofthese Factories Actsm] sma Resource Management Spstc 27. 218. 219. 220, 221. 22. 23, 224, 225. 26. In’T-group’‘T’ stands for (A) Training (B) Technical (© Trade (D) Allofthese OD isa__ in an organisational context. (A) Planned change (B) Interchange (© BothA&B — (D) Allofthese OD process is based on _ which begins witha known problem. (A) Planned change (B) Interchange (© Process (©) Action research model Concern for people refers to of others. (A) Planned change (B) Consideration of social and interper- sonal (© Personal (0) Action research model ‘The initial interest of the managers for the Organisational Development efforts is intro- duced, through personal attendance at (A) Planned change ®) Social and interpersonal (©) Action Research (©) T-Group laboratory While describing the indi role” is called as (A) FocalRole _(B) Local Role © BothA&B —(D) Allofthese Management should __at the right depth. (A) Intervene (B) System © BothA&B (0) Allofthese Inan organisation there should be a tobe taken on business decisions (A) Transactional (6) Team Approach (© BothA&B —(D) Allofthese ‘The data collection on organisation is un- dertaken by the Consultant, by way of (A) Interviews (B) Personal observations (© Questionnaires (©) Allofthese At the heart of OD lies, intact work team. idual roles, “ the with an 27. 228, 29, 230. 231. Marvin's Six Box Model, was. 232. 233, 234, (A) Transactional (B) Team building and intervention © BothA&B — (D) Allofthese Most of the Organisational Development ac- tivities are based ona basic model, i. (A) Data based. (B) Problem solving (©) Scientific method of enquiry (D) Allofthese Always try and reduce. sultant. (A) Transactional (B) Dependency (© BothA&B —(D) Allofthese The refreezing stage of the model consists of (A) Helping the client to integrate the new point of view Helping total personality and self.con- cept © Developing significant relationship (D) Allofthese “Transactional Factors” theory has been enunciated in the book ~ Organisational Development which is authored by (A) Kurtlewin (6) Warmer Burke © BothA&B —(D) Allofthese upon con- ®) from his experience in consulting in different organisations. (A) Developed (© Botha &B (8) NeverDeveloped (©) Allof these Asaresult of OD intervention, the result ob- tained isa (A) Winlose @) Win-win situation (C)BothA&B — (D) Allofthese During and after the of interven tion, the data is gathered. (A) Planning @) Implementation (© BothA&B — (D) Allofthese When a substantial conflict exists in the ‘group, the most appropriate Group Interven- tion would be (A) Role Negotiation technique ®) Role analysis © Botha &B (D) AlloftheseOrganisational Behaviour —____ 321 235, 236. 237. 238, 239, 240, 2a. 242, 243, OD process is based on the action research model, which begins with (A) Identifyingneed for change ®) Implementation © BothA&B (0) Allofthese Quality Circle is basically an idea based on (A) Japanese Synthesis of American Idea (B) America idea (© Botha &B (©) Allofthese Thename of the Japanese professor from To- kyo University, who added the notion of small groups formed to address the prob- lems in their work areas, is (A) Kaoru Ishikawa (B) Taylor (© BothA&B —_(D) Allofthese A known OD conceptualize, has identified prime responsibilities of OD, consultant. The initiator’ sname is (A) Kaoru Ishikawa (B) Argyris (© BothA&B —_(D) Allofthese The role of OD practitioner and that of con- sultant is that of (A) Facilitator (B) Catalyst © BothA&B —_(D) Allofthese The unfreezing stage of the Changed pro- cess, consists of (A) Provision of psychological safety @) Creation of guilt oranxiety (©) Disconfirmation or lack of confirmation (©) Allofthese op believes that, work teams are the building blocks of the organisation. (A) Fundamentally (B) Social (© BothA&B —(D) Allofthese MBO programme generally consists of (A) FiveStages " (B) SixStages © BothA&B (0) Allofthese ‘The team of authors, who called organisa tional development as, practical application of science of organisation is (A) Porras and Robertson (B) Berne (© Botha &B (©) Allofthese 24. 246. 247. 248, 249, 250. 251 —_____ is the low task and low relation- Ship behaviour stage where the subordinate inthis stage are ata very high level of matu- tity (A) Telling @) Selling © Participating (D) Delegating Self Managing are powerful social intervention ina supportive organisation. (A) Actionteam (8) Workteam © BothA&B —_(D) Allof these Survey feedback system consists of cyclical process, there number being, (A) Four cyclical processes (B) Workteam © Both A&B (D) Allofthese The Grid OD system has been developed by psychologists (A) Porras and Robertson (B) Robert Blake and Jane Moulton (© Botha &B (D) Allofthese The various types and categories of “ Power” (A) Expert power (B) Information power © Reference power, (D) Allofthese, Transactional Factors” theory has been enunciated in the book - Organisational De- velopment which is authored by (A) Porras and Robertson (B) Warner Burke (©) Both &B (D) Allofthese Reputation analysis is based on the idea, that (A) Peopleare not known itself ®) Powerful people are known others (© Botha &B (©) Allofthese OD was founded on the belief that using behavioural science methods to increase collaborative problem solving would in creasesal tsa Resource Management Spstc 252. 253. 254, 256. 257. (A) Organisational effectiveness ®) Organisational development © BothA& B (©) Allofthese ‘Theteam building interventionsare directed towards main areas of (A) Diagnosis (B) Team and organisational processes (© Team relationships (©) Allofthese According to Deal and Kennedy, in a dy- namic organisation characterized by fun andaction, where employees take few risks and games, meetings, promotions and con- ventions are encouraged to help maintain motivation, the type of culture can be de- scribed as: (A) Hard /play-hard culture. (B) Work-hard /play-hard culture. (© Botha &B (©) Allofthese can be viewed in terms of men- {al attitudes which people have towards their tasks and responsibilities. (A) Morale ®) Team processes (© Team relationships (D) Allofthese 8. A transformational change which occurs as a reaction to drastic changes in an organisation's environments identified by Nadler and Tushman (1986) as (A) Recreation (B) Creating, (© BothA&B —(D) Allofthese According to Koffman and Senge (1993), which ofthe following isa barrier that needs to be overcome in an organisation if an organisation is to become ‘a learning organisation’ (A) The barrier of fragmentation. (B) The barrier of inefficiency (© Botha &B (0) Allofthese Survey feedback uses, to collect data, (A) Interviews (B) Personal observations 258, 259, 260. 261 262. 263, 264. 266. (© Questionnaires (©) Allofthese Not more than 50% of members of the office bears of trade union can be outsiders, as per provisions of legislations {A) Industrial Dispute Act (B) Trade Union Act (© Mines Act (D) ESIAct. Third party peacemaking is a Intervention. (A) Intergroup __(B) Team processes (©) Team relationships (0) Allofthese Interpersonal peacemaking confrontation & third party peacemaking intervention is givenby (A) Porras and Robertson (B) Richard Walton (© Both A&B (D) Allofthese OD interventions a set of___activities. (A) Unstructured (8) Structured © BothA&B —_(D) Allofthese ‘Culture Analysis’ interventions was given by (A) Porras and Robertson (B) Edger Schein © Botha &B (0D) Allofthese Life goal exercise was given by (A) Porras and Robertson (B) Herbert A Sheppard © BothA&B — (D) Allofthese Appreciate Inquiry was given by (A) FrankBarrett (8) David © BothA&B —(D) Allofthese —_ has provided the concepts of Career anchors. (A) Porras and Robertson (B) Edger Schein © BothA&B — (D) Allofthese Stream analyses is given by (A) Jerry Porras (B) EdgerSchein © BothA&B —(D) AlloftheseOrganisational Behaviour —____ 323 267. Confrontation meeting is developed by (A) Jerry Porras (B) Richard Beckhard (© BothA&B (0) Allofthese 268. Role negotiation techniques is given by (A) Roger Harrison (B) Edger Schein (© BothA& B — (D) Allofthese 269, The concepts of visioning is created by (A) Roger Harrison (B) EdgerSchein (© BothA&B — D) Allofthese 270. Major Families of OD interventionare (A) Sensitivity training (®) Team Building (© Survey Feedback (©) Allofthese Which of the following is/are the OD inter- ventions? (A) Process consultation (®) MBO (© Grid‘Training (0) Allofthese Major Families of OD intervention are (A) Third party peacemaking, (B) Techno structural activities (© Strategicmanagement activities (©) Allofthese It isa technique for learning about one self and others by observing, and participating ina group situation, (A) Sensitivity Training (®) Team Building (© Survey Feedback (©) Allofthese A conscious effort by management to de- velop effective works group throughout the organisation is (A) Sensitivity training, ®) Team building (© Survey feedback (0) Allofthese It isa method of basing change efforts on the systematic collection and measurement of subordinate attitude through anonymous question. (A) Sensitivity training, (B) Team building 2. 272. 273. 274, 275. 276. 277. 278. 279, 280. 281, © Survey feedback (©) Allof these A set of activities that help others perceive understand and react constructively to cur rent behavioural events around them (A) Process consultation (6) MBO (© Grid Training and development (©) Allofthese Activities developed by the Blake and Mou- ton which constitute a six phase change ‘model of involving the total organisation. (A) Process consultation (®) MBO (© Grid Training and development ©) Allofthese Activities conducted by the skilled consult- ant (the third party), designed to “help two ‘member of an organisation to manage their interpersonal conflicts” is, (A) Third party peacemaking @®) Techno structural activities (© Strategic management activities (©) Allofthese They designed to improve the effectiveness of organisational structure and job design. (A) Third party peacemaking @) Techno structural activities (© Strategic management activities (©) Allofthese Activities that help key policy maker and reflects systematically in the organisation basic mission and goal and environmental demands threats and opportunities and to engage in long range action planning of both areactiveand proactive is (A) Third party peacemaking, 8) Techno structural activities © Strategic management activities (0) Alloftheabove OD practitioner kit bag is the A device for understanding a problematic situation and planning corrective action, (A) Force field analysis 8) Techno structural activitiessu] sma Resource Management Spstc (© Strategicmanagement activities (D) Allofthese 282. Force field analysis is given by (A) Kurt Lewin (©) Botha &B (B) Edger Schein (©) Allofthese 283, The outsider to discuss and explore the data 284, 285, 286, 287. 288, 289, 290. presented by the consultant is/are (A) Anchors (8) Fishbowl © BothA&B —(D) Allofthese A problem solving approach, a rather straight forward one consisting of three phases problem identification, problem solv- ing and implementation, consisting of five behavioural skill is (A) Behavioural Modelling, @®) Fishbow! (© BothA&B — (D) Alloftheabove Action research as a methodology for behavioural science was proposed by (A) PE.Drucker (8) KurtLewin (© Reddin (D) Allofthese Edger Schein has provided the concepts of which are useful individually and voluntary group discussions in career development workshop. (A) Career Anchors (B) Fishbow! (© BothA&B — (D) Allofthese The change procedure of unfreezing, mov- ing, refreezing was given by (A) Rensis Likerts (B) Blakeand Mouton © KurtLewin (OD) Alloftheabove OD values includes (A) Humanistic values ®) Optimistic values (© Democratic values (©) Allofthese The term___in OD refers to core structured activities involving clients and consultants. (A) Reactive {(B) Intervention (© Action Research(D) All of these isthe ability to influence people to- ‘wards the accomplishment of the organisa- tional goal. (A) Leadership (© Botha &B (B) Roleidentity (D) None of these 291, 292 293, 294, 296. 297. 298, Under this style, the leader expects complete ‘obedience from his subordinate and all de- cision making power is centralized in the leader. (A) Autocratic style (B) Laissez faire or free rain style (©) Democratic or participative (©) Paternalistic leader style Maximum freedom is allowed to subordi- nate they are given free hand in deciding their own policiesand methods and to make independent decision (A) Autocratic style (B) Laissez faire or free rain style (© Democratic or participative (D) Paternalistic leader style is based upon sentiments and. emotion of people. He looks after the subor- dinate like a fathers looks after his family (A) Autocratic style (B) Laissez faire or free rain style (© Democratic or participative (D) Paternalistic leader style A is one who is formally appointed and clected to directs and control the activie ties of the subordinate (A) Formal leader (B) Informal leader (© BothA&B — (D) Noneof these arenot formally recognized. They de- Tive authority from the people who are un- der their influence. (A) Formal leader (B) Informal leader (© BothA&B — (D) Noneof these Managerial Grid is given by (A) Elton Mayo (B) Blake& Mouton (© BothA&B — (D) Noneof these The first style (1.1) isthe. manage- ‘ment under which the manager is least con- cerned with either people and management. (A) Impoverished (B) Country club (© Taskmanagement (D) Team management The management as shown in grid at 9.1is one in which the management haveOrganisational Behaviour —____ 325 299, 300. 301. 302. 303, 304, great concern for their people but lack people orientation, (A) impoverished ®) Country club (© Task management (D) Team management The management as shown in grid at 1.Jis one in which the management have great concern for their production but lack people orientation. (A) Impoverished ®) Country club (© Taskmanagement (©) Team management The ‘management as shown in grid at (99) is onein which the management have great concern for their people and produc- tion, (A) Impoverished (8) Country club (© Taskmanagement (D) Team management The ___management as shown in grid at (6.5) is one in which the management have Medium concern for their people and pro- duction (A) Impoverished ®) Country club (© Taskmanagement (D) Middle of the road ‘There is some personal qualities and Char- acteristics known as which are essential to bea successful leader. The theory is (A) Trait Theory (B) Behavioural (© Ohiostate _(D) Allofthese Accordingto this/these theories, leadership involves an interpersonal relationship be- tween a leaders and subordinate in which behaviour of the leaders towards the subor- dinate constitute the most critical element (A) Trait (8) Behavioural Theories (© Ohiostate (D) Allofthese ‘Theories proposing that specific behaviour differentiate leaders and non leaders is/are (A) Trait (B) Behavioural Theories (© Ohiostate —_(D) Allofthese 305, 306. 307. 308, 309, 310. 311, Two important Behavioural Theories are (A) Michigan studies ®) Ohio state (© Botha &B (©) Allofthese Michigan studies two distinct styles of lead- crship are (A) Production centered leadership (B) Employee entered leadership © Botha &B (D) Allofthese Rigid work standards, procedure, rules and close supervision of the subordinate is the part (A) Production centered leadership (B) Employee entered leadership © Botha &B (D) Allofthese This style is known as relation because it emphasis on human relation. To show concern for the employees, needs, wel- fare advancement etc. (A) Production centered leadership (B) Employee entered leadership (© Botha &B (D) Allofthese Annine-by-nine matrix outlining 81 differ- ent leadership styles is (A) Managerial Grid (B) Cognitive resources theory (© Botha &B (D) None of these An instruments that purports to measure whether person is task oF relationship ori- ented is (A) Path Goal theory (B) LPC questionnaire (© Botha &B (D) None of thes InFielders, theory LPC means (A) Least preferred co-worker @) Last prefer co-workers (© Low prefer cause (©) None of thesese] sma Resource Management spstc 312. 313. 314, 315. 316, 318. 319, 320, Which of the following is an important dynamic variable? (A) Superior style and behaviour ®) Organisation culture © Low prefer cause () None of these The authoritarian leadership goes with (A) Theory X (B) Theory Y (© TheoryZ — (D) Noneof these ‘The democratic leadership goes with (A) TheoryX —_(B) Theory Y (© TheoryZ — (D) Noneof these Managerial grid suggest the following as the best leader behaviour. (A) Low structure and low consideration (B) High concern with people and produc- tion (© Low concem with people and produc- tion (D) None of these Effective leadership behaviour isa result of following variable (A) Structure (8) Consideration (© Environment (©) Allofthese . Structure variables is synonymous with, (A) Task @®) Relation (© Environment (©) Situational variable The concepts that leaders create in-groups &out-groups will have higher performance rating, less turnover, and greater job satis- faction is (A) Leader member Exchange (LMX) ® Lc (© BothA&B —_(D) Noneof these Charismatic leadership is given by (A) Robert House (B) Max Waber (© Taylor (D) Allofthese isa type of influence which is based “onthe Ieaders personal charisma. (A) Charismatic leadership (B) Transformational leaders 321 322. 323, 324. 326. 327. (© Transactional leaders (0) Allofthese Leaders who guides their followers in the direction of established goals by clarifying role and task requirement are knownas (A) Charismatic leadership (B) Transformational leaders (© Transactional leaders (©) Allofthese A leadership style that focuses on the social transaction or exchanges between leaders and followers (A) Charismatic leadership (B) Transformational leaders (© Transactional leaders (©) Allofthese A leadership style in which leaders are not constrained by their followers perception but are free to act to transform their followers (A) Charismatic leadership (B) Transformational leaders (© Transactional leaders (©) Allofthese The ability to crate & articulate a realistic, credibleaitractive vision of the future for an. organisation is/are (A) Visionary leaders (B) Transformational leaders (© Transactional leaders (©) Allofthese is the high task and low relationship Dehaviour stage, where the subordinate have low maturity. (A) Telling, @®) Selling (© Participating (D) Delegating ____s the high task and High relation- Ship behaviour stage, where the subordinate require both supportive and participating, where the subordinate have moderate ma- turity (A) Telling @) Selling © Participating (D) Delegating willbe effective because its the high {ask and low relationship behaviour stage, where the subordinate have moderate highOrganisational Behaviour —____ 327 32 32 330, 8. 9. to moderate maturity. (A) Telling (®) Selling (© Participating (©) Delegating Match the following Group A (a) Efficiency Group B () Country club (0) Motivation Gi) Two factor theory (©) Leadership (ii) Input output ratio. (@) Jobsatisfaction (iv) Hierarchy need Codes: @ & © @ (A) Gi) Gi) ® (i) dv) @ Gi Ow Ww @ Gi) Od Gi) mm @ Match the following Group A Group B (@) Douglas .M. () Jobri Window McGregor (®) William Ouchi (jl) Force Field Thet ory (©) Joseph Lufth and (ji) Theory X and Y Harry Ingham (@) KurtLewin Gv) TheoryZ Codes: ® ®© © @ aa @ & 6 Hw @ © w& © wi) @ 0 w Ow @ 0 Gi Which of the following are the correct se- quences of need suggested by Abraham Maslow () Self Esteem Needs Gi) Belongingness need (iil) Safety Needs (iv) Physiological Need Self actualization Need ao (i) Gv) Gi) &) ® &) (wv) Gi) Gi) @ © Ww) Gi) @ Om Gi) © W 331, 332. 333, 334. Whatis the correct sequence of stage of group development () Norming (i) Forming (iil) Storming Codes: ao Gi (i 6 6) Gi) © a) (D) Noneof the above Which of the following are the sequences of the group development process? () Performing (i) Storming (ii) Adjourning (iv) Forming () Norming Codes: Ai) © Gi) @ @ ®@ i) Gg %) w& ow @& Gi) ™ @ Ow i © @ ii) Find the right sequences of Kurt Lewin’s planned change () Refreezing, moving, unfreezing (ii) Moving, refreezing, unfreezing Gil) Unfreezing, moving, refreezing Codes: A @ (i) (iti) ®@) Gi) © Gi) =f) i) (D) Noneof the above Match the following behavioural scientist with the areas of distribution Scientist ‘Area of interest (@) Charles. Hulin (i) Transactional &MiltonR Blood Analysis, (B) Blake and Mouton (i) Organisational Development (©) EricBerne ii) BARS (@ BeckhardR (iv) Managerial Grid Codes: @ ® © @ (4) Gi) vy) i) ® i) @ Gi ow Ww) i) @ Om wm ™se] sma Resource Management spstc ANSWER KEY 60) 70 8B) 9A) 10.0) 16.) 17.) 18.(A) 19.0) 20.14) 26.(B) 27.(B)28.(A)28.(D)_30.(D) 36.(A) 37.(B) 38.(B)— 39.8) 40.(A) 46.(B)47.(A) 48.08) 49.(C)_50.(8) 56.(C) 57.0) 5B(A) 58.0) 60.(A) 66.(C) 67.18) 681A) 63.10) 70.0) 76.(B) 7.(C) 78.0) 79.(A) 80.(8) 86.(8) 87.(B)88.(A)—89.(8)90.(A) 96.(A) 97.(D)98.(A)98.(A) 100. (A) 106. (C) 107.(B) 108.(A) 109.4) 110. (B) 116.(8) 117.(A) 118.(A) 119. (©) 120.(a) 126.(A) 127.(©) 128.(0) 129.(A)_ 130.8) 136.(0) 137.(A) 138.6) 13%. (C)140.(0) 146.(8) 147. ()148.(A)149.(A) 150. (8) 151. (CQ) 152(C) 15. (D)154.(A) 156.(C)157.(A) 158.(A) 159.08) 160.(0) T6L.(A) 162.(D) 163.(A) 164. (A) 166.(B)167.(D) 168. (C) 168.) 170.() L(A) 172% (CQ) W73.(D) 174. (D) 175. (D)176.(D)_ 177. ()_178.(D)_179.(0)_180.(A) 181. (C) 182.(A)183.(B) 184. (D) 185. (D)186.(A) 187. (C) 188. (©) 18.) 190.) 191.) 192 (C) 193. (C) 194.(A)195.(D)196.(B) 197. (8) 198.(C) 199.4) 200. (0) 201.(D) 202.(D) 203. (1D) 204. (D) 205. (C) 206. (1D) 207.(D) 208. (1D) 209.(A) 210. (D) 211.(D) 212.(8) 213.(D) 214.(B)215.(B) 216. (0) 217.(A)-21B.(A)219.(A) 220. (8) 221.(D) 222.(A) 23.(A) 224.(B) 225.(D) 226.(B) 227.(D) 228.8) 229.(D) 230. (B) 231.(A) 232,(B) 233.(B)234.(A) 235.(A)236.(A)237.(A)238.(8) 239. (©) 240.(D) 2H1.(A) 242.(B) 243.(A) 244. (D) 245. (B)246.(A) 247. (B) 248. (D) 249. (8) 250. (B) 251.(A) 252.(D) 253.(B) 254.(A) 255.(8) 256.(A) 257. (C)258.(B)259.(A) 260. (8) 261.(B) 262.(B) 263. (B) 264. (C)265.(B) 266.(A) 267. (B) 268.(A) 269.(A) 270.(D) 271.(D)272.(D)273.(A) 274.(B) 275. (C) 276.(A) 27. (C)_278.(A) 279. (8). 280. (C) 2B1.(D) 282.(A) 283.(B)284.(A) 285. (8) 286.(A) 287. (C) 288. (D) 289. (8) 290. (A) 291.(A) 292.(8) 293.(D)294.(A) 295. (8) 296.(B) 297.(A) 298.(8) 299. (C) 300. (D) 301.(D) 302. (A)303.(B) 304. (B) 305. (©) 306. (C)307.(A) 308.6) 309.(A) 310. (B) SIL(A) 3I2(A) 313.(A) 314.(B) 315.(B) 316.(D)317.(D)IR.(A)319.(A) 320.(A) 521. (C) 322 (C) 323.(8) 32K(A) 325.(A) 326.08) 327.(C) 328.8) 32.) 330.1 331.(8)_332.(8)_333.(D) _334.() 1 20) RA) 4D) 1.0) 2O© Be) 4A) 21.(8) 22.0) 23,(A) 24) 31.(0) 32D) 33.8) 34. (8) 4.8) 4 43(A)_ 448. (0) 5L(A) 52(C) 53.(C) BALA) 61.(A) 6A) 63.(8)64.(A) TL(A) 72(A) 73.8) 74. (0) 81.(A) 82.8) 83.(A)84(A) 91.(B) 92.(A) 93.8) 94.(A) 101.(8) 102.(A) 103.(8) 104. (8) 11.) MAA) 10) 14a) BLO MO wa) 24.0 TLC) W2(A) 133.8) 134.(A) 141.(B) 142.(A)143.(8) 144. (A)