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SUB: ORGANIZATIONAL BEHAVIOR MAX MARKS: 100
Masters Program in Business Administration (MBA)
Note :- Solve any 4 case study All case carries equal marks
’’ A year later. who took her advice. I would never become anything. `I quickly realized that working there. ``I thought she was crazy. I didn’t know anything about jewelry. And that was just me. his roommate’s girlfriend suggested that he work at a local jeweler. There. That drove me to explore other business ventures. ``What burst?’’ Suraj bhai. .com. ``Once I had one. with little ability to speak English. business didn’t boom. ``I stopped working on it. Suraj bhai moved from his native town Suraj. Suraj bhai is now a savvy entrepreneur. `Some of my customers were telling me they could find diamonds for less on the Interest. tired of working for someone else. Business started to build. The future wasn’t always to bright for Suraj bhai. `You cannot sell diamonds on the Internet. In 1985. he had sales of INR 3. Suraj bhai decided to open his own jewelry store. Suraj bhai is optimistic about his business venture. Abhisaz. It blew my mind’’ Surajy bhai recognized an opportunity and began contacting well-known diamond dealers to see if they would be interested in selling their gems online. The first 3 months I sold INR 20 million worth of diamonds right off the bat. he wasn’t satisfied with his progress. went public in October 2003. Suraj bhai recalls one conversation with a prominent dealer who told him. I was just going to get a salary with a raise here and there. I started to add employees and eventually closed the jewelry store and got out of retail. If you have a dream. giving his customers an extraordinary selection from which to choose. he attended language courses and worked at the local mall to support himself. Business is becoming for Suraj bhai. You will not survive.’’ Discouraged. you have to keep working harder at it.’’ In 1997. Says Suray bhai. In 2004. However. he primarily acts as a connection point between buyers and suppliers. to New Delhi. Suraj bhai then says that he made a mistake. I also came to really known diamonds – their pricing and their quality. After graduation. Suraj bhai did work harder at his dream and found a dealer who agreed to provide him with some diamonds.INDIAN SCHOOL OF MANAGEMENT AND STUDIES SUB: ORGANIZATIONAL BEHAVIOR MAX MARKS: 100 CASE I A DIAMOND PERSONALITY Ask Suraj bhai about the dot-com burst and he may grin at you as if to say. however. a 38-year-old entrepreneur. Needless to say. Though he worked hard and received his Diamonds and Diamonds Grading certification from the Gemological Institute.’’ says Suraj bhai. owns an Internet business that sells loose diamonds to various buyers.’’ Although Suraj bhai does have some diamonds in inventory. and his company. I could approach others.500 million.
a realtor who helped build Suraj bhai building. ``Suraj bhai has always been an extremely motivated individual with a lot of resources. What factors do you think attributed to Suraj bhai’s success? Was he merely ``in the right place at the right time’’. says. `I am not surprised at all at his success. ``Suraj bhai is a very ambitious young man. or are there characteristics about him that contribute to his success? 2.’’ Questions: 1. I am not surprised at all how successful he is. emotional stability. and I am proud of him. I am not in debt. I care about the company. and then it may be another ball game.’’ One of Suraj bhai former real-estate instructors. What information about Suraj bhai suggests that he has a proactive personality? . I want to keep everything even until we take off. He has a wonderful personality and pays close attention to detail. Arun Jain. agreeableness.’’ says Arun. concurs.’’ Suraj bhai is keeping his success in perspective. Do you believe that Suraj bhai is high or low on core self-evaluations? On what information did you base your decision? 4. but he also realizes his business’ potential: ``I take a very small salary. He is an entrepreneur in the truest sense of the world. You could tell from the beginning that he was going to persevere. How do you believe Suraj bhai would score on the Big Five dimensions of personality (extroversion. and our overhead in INR 25 million a year.INDIAN SCHOOL OF MANAGEMENT AND STUDIES SUB: ORGANIZATIONAL BEHAVIOR Why is Suraj bhai successful? Just ask two people who have known Suraj bhai MAX MARKS: 100 over the years. Yogesh bhai. conscientiousness. and the business is breaking ever. openness to experience)? Which ones would he score high on? Which ones might he score low on? 3. He also has an ability to stick to things.
a retired professor from Teachers College at Columbia University. However. Helping others. according to Dr. they did something to earn it. Bennett Tepper of the University of North Carolina. it does appear that victims of bullies are less motivated to perform extra-role or citizenship behaviors. coworkers often blame victims of bullying in order to resolve their guilt. And these bullies do not just pick on the weakest in the group. As Emelise Aleandri. gender discrepancies are found in victims of bullying. on the way into work. Additionally. stated. rather.’’ Though many individuals recall bullies from their elementary school days. or lazy. speaking positively about the organization. some are realizing that bullies can exist in the workplace as well. ``Some people were afraid to do anything. Michelle Duffy of the University of Kentucky. because they wanted my job. One example of an employee who . and going beyond the call of duty are behaviors that are reduced as a result of bullying. Harvey Hornstein. Gary Namie. according to Dr. she finally quit her job.INDIAN SCHOOL OF MANAGEMENT AND STUDIES SUB: ORGANIZATIONAL BEHAVIOR MAX MARKS: 100 CASE II BULLYING BOSSES It got to where I was twitching. After enduring 10 months of repeated insults and mistreatment from her supervisor. even though victims of workplace bullies may feel less motivated to go to work every day. ``I had to take care of my health. it does not appear that they discontinue performing their required job duties.’’ states Carrie Clark. Namie further says workplace bullies are not limited to menwomen are at least as likely to be bullies. director of the Workplace Bullying and Trauma Institute. any subordinate in their path may fall prey to their torment. And not all individuals reduce their citizenship behaviors.’’ Moreover. What motivates a boss to be a bully? Dr.’’ states Dr. What is the impact of bullying on employee motivation and behavior? Surprisingly. fear may be the reason that many workers continue to perform their job duties. Some continue to engage in extra-role behaviors to make themselves look better than their colleagues. as women are more likely to be targets. the sheer desire to wield power may be the primary reason for bullying. What should you do if your boss is bullying you? Don’t necessarily expect help from coworkers. supervisors may bully individuals to vent frustrations. Dr. suggests that supervisors may use bullying as a means to subdue a subordinate that poses a threat to the supervisor’s status. However. Many times however. literally. But others didn’t mind what was happening at all. an actress and producer from New York who left her job after being bullied. ``they do this by wondering whether maybe the person deserved the treatment. According to Dr. that he or she has been annoying. Duffy. a 52-year-old retired teacher and administrator.
& Beal. 1986). and often it won’t escalate. procedural. and lack of bias then procedural justice is enhanced (Leventhal.INDIAN SCHOOL OF MANAGEMENT AND STUDIES SUB: ORGANIZATIONAL BEHAVIOR observed this phenomenon firsthand is Sherry Hamby. Hornstein suggests that employees try to ignore the insults and respond only to the substance of the bully’s grip. ``This was a man who insulted me. who was frequently verbally abused by her boss and then eventually fired.g. Distributive justice is conceptualized as the fairness associated with decision outcomes and distribution of resources. `stick with the substance. A myriad of literature in the industrial/organizational psychology field has examined organizational justice as well as the associated outcomes. ethicality. The people in my office eventually started blaming me. that is easier said than done. ... Research also suggests the importance of affect and emotion in the appraisal of the fairness of a situation as well as one’s behavioral and attitudinal reactions to the situation (e.’’ he states. 2010). procedural.g. and interactional justice (which includes informational and interpersonal justice). pay) or intangible (e. 1965). Barsky. 2011). and informational justice. Interpersonal justice refers to perceptions of respect and propriety in one’s treatment while informational justice related to the adequacy of the explanations given in terms of their timeliness.. interpersonal.’’ What can a bullied employee do? Dr. She stated. Kaplan. Perceptions of distributive justice can be fostered when outcomes are perceived to be equally applied (Adams. The outcomes or resources distributed may be tangible (e. Questions: 1) Of the three types of organizational justice. accuracy. who would lay into me while everyone else in the office just sat there and let it happen. Interactional justice refers to the treatment that an individual receives as decisions are made and can be promoted by providing explanations for decisions and delivering the news with sensitivity and respect (Bies & Moag.g. Of course. praise). specificity. not the process. 1980). The four proposed components are distributive. Procedural justice is defined as the fairness of the processes that lead to outcomes. A construct validation study by Colquitt (2001) suggests that interactional justice should be broken into two components: interpersonal and informational justice. Perceptions of justice influence many key organizational outcomes such as motivation (Latham & Pinder. and truthfulness. who insulted by family. which one does workplace bullying most closely resemble? MAX MARKS: 100 Organizational justice is conceptualized as a multidimensional construct. 2005) and job satisfaction (Al-Zu’bi. Types of Organizational Justice Three main proposed components of organizational justice are distributive. When individuals feel that they have a voice in the process or that the process involves characteristics such as consistency.
then the subordinate will hold feelings of resentment toward either the supervisor or institution and will therefore seek to “even the score. . the individual (supervisor) is unwilling to retaliate against the direct source of mistreatment and will therefore abuse a less threatening target such as a subordinate since the subordinate is incapable of retaliation. interactional injustice can essentially trickle-down from the top of an organization to the bottom due to displaced aggression that exists in the top ranks of the hierarchy. dignity. Abuse directed toward a subordinate from a supervisor often stems from displaced aggression. and respect by authorities and third parties involved in executing procedures or determining outcomes” Informational justice “focuses on explanations provided to people that convey information about why procedures were used in a certain way or why outcomes were distributed in a certain fashion” Interactional Justice within an Organization It is important that a high degree of interactional justice exists in a subordinate/supervisor relationship in order to reduce the likelihood of counterproductive work behavior. If a subordinate perceives that interactional injustice exists.INDIAN SCHOOL OF MANAGEMENT AND STUDIES SUB: ORGANIZATIONAL BEHAVIOR MAX MARKS: 100 Interpersonal justice “reflects the degree to which people are treated with politeness. In this case. Thus.”  A victim of interaction injustice will have increased expressions of hostility toward the offender which can manifest in actions of counterproductive work behavior and reduce the effectiveness of organizational communication.
are there likely to be effects on an employee’s self-efficacy? If so.INDIAN SCHOOL OF MANAGEMENT AND STUDIES SUB: ORGANIZATIONAL BEHAVIOR MAX MARKS: 100 2) What aspects of motivation might workplace bullying reduce? For example. what might those effects be? 3) If you were a victim of workplace bullying. or are they flawed personalities? What situations and what personality factors might contribute to the presence of bullies? . what steps would you take to try to reduce its occurrence? What strategies would be most effective? What strategies might be ineffective? What would you do if one of your colleagues was a victim of an abusive supervisor? 4) What factors do you believe contribute to workplace bullying? Are bullies a product of the situation.
Her company proudly instituted a rewards program designed to motivate employees. Lange explains. and said.’’ Employee recognition programs. ``We’re operating at one-quarter of the capacity in terms of managing human capital. 71 percent of U. economy shifted from industrial to knowledge-based. would receive a T-shirt as a means of annual recognition. . ``It had absolutely no meaning for him. but the way they were distributed left a sour taste in the vice president’s mouth. ``He came into my office. What were the rewards for a job well-done? Employees would receive a badge which read ``U Done Good’’ and. he or she could trade them in for something bigger and better—a paperweight.S. Eric Lange. an employee of a trucking company. Both were lavish gifts. And what about those T-shirts? Ko states that the company instilled a strict dress code. According to curt Coffman global practice leader at Gallup. essentially meaning that they could care less about their organization. It’s alarming. recognition programs are doing ``more harm than good’’ according to Coffman. He entered his office to find the Rolex in a cheap cardboard box sitting on his desk. The vice president.INDIAN SCHOOL OF MANAGEMENT AND STUDIES SUB: ORGANIZATIONAL BEHAVIOR MAX MARKS: 100 CASE III THANKS FOR NOTHING Thought it may seem fairly obvious that receiving praise and recognition from one’s company is a motivating experience.000. she says the badges were handed out arbitrarily and were not tied to performance. Once an employee received 10 ``U Done Good’’ badges. which became more popular as the U. a 50-year-old former employee of a dot-com in California. received a Cadillac Seville as his company car and a new Rolex wristwatch that cost the company $10. can be an effective way to motivate employees and make them feel valued. the employee recognition program seemed like an empty gesture rather than a motivation. which was right next door. each year. In many cases. Take Ko. however. Even programs that provide employees with more expensive rewards can backfire. Lange state of the vice president. along with a brief letter explaining that he would be receiving a 1099 tax form in order to pay taxes on the watch. Ko states that she would have preferred a raise.S. especially if the rewards are given insincerely. Coffman states. sadly many companies are failing miserably when it comes to saying ``thanks’’ to their employees. recalls the time when one of the company’s vice presidents achieved a major financial goal for the company. Needless to say. There wasn’t any deep thought involved in any of this. who worked in an office best of Lange. the vice president pawned the watch. so employees couldn’t even wear the shirts if they wanted to.’’ To make matters worse. `can you believe this?’’ A mere 2 months later. ``It was patronizing. workers are ``disengaged’’.
Of course. In this way. as verbal rewards are not only inexpensive for companies to hand out but also are quick and easy to distribute. employees may not only feel valued by their organization but will also know what actions to take to be rewarded in the future. Gallup’s poll found that 61 percent of employees stated that they haven’t received a sincere. verbal rewards do need to be paired sometimes with tangible benefits that employees value – after all.INDIAN SCHOOL OF MANAGEMENT AND STUDIES SUB: ORGANIZATIONAL BEHAVIOR Such experiences resonate with employees who may find more value in a sincere MAX MARKS: 100 pat on the back than gifts from management that either are meaningless or aren’t conveyed with respect or sincerity. when praising employees for a job well-done. why do you think companies and managers don’t often do it? 2) 3) As a manager. In addition. what steps would you take to motivate your employees Are there any downsides to giving employees too much verbal praise? after observing them perform well? What might these downsides be and how could you alleviate them as a manager? 4) As a manager. money talks. Questions 1) If praising employees for doing a good job seems to be a fairly easy and obvious motivational tools. Finding such as these are troubling. sincere pats on the back may be hard to come by. However. managers need to ensure that the praise is given in conjunction with the specific accomplishment. how would you ensure that recognition given to employees is distributed fairly and justly? . ``thank you’’ from management in the past year.
A great president is perceived as ``being there’’ when a crisis emerges and taking bold action to lead the nation out of the crisis – for example. 1. Great presidents are bold and take risks. and Carter were ranked ``Below Average’’ and Presidents G. and expressive. 3.S.’’ Great George Washington Abraham Lincoln Franklin D. for example. presidents from George Washington to Bill Clinton. which helps capture the public’s attention and rallies people around a president’s cause. Most people. So what explains these ratings? The following are some qualities of presidents who have stood the test of time. Ford. president? A survey of 78 history. . Presidents Nixon. Roosevelt (FDR) Near Great Thomas Jefferson Andrew Jackson James Polk Theodore Roosevelt Harry Truman Dwight Eisenhower Ronald Reagan Among recent presidents. FDR’s speech to Congress after the attacks on Pearl Harbor. Lincoln and FDR were beloved. and almost all great presidents emerge successfully from a crisis. and hated. and Lincoln’s Gettysburg Address. W. And great presidents enact a vision that may not respond to popular opinion. you either love them or you hate them (it’s hard to hate someone who made little difference). 4. Great presidents are associated with a vision. They are engaging. Here are the presidents who were rated ``Great’’ and ``Near Great. and law scholars rated the U. H. Great presidents are transformational leaders who engender strong emotions – that is. Bush (the first President Bush) and Clinton were ranked ``Average’’. 2. BUSH BE A GREAT PRESIDENT? What does it take to be a great U. Lincoln in the Civil War and Roosevelt in WWII. articulate. by millions. are able to associate the great presidents with defining moment where a clear set of principles was articulated – for example. Great presidents are charismatic.S. political science.INDIAN SCHOOL OF MANAGEMENT AND STUDIES SUB: ORGANIZATIONAL BEHAVIOR MAX MARKS: 100 CASE IV WILL GEORGE W.
Do you think leaders in other contexts (business’.INDIAN SCHOOL OF MANAGEMENT AND STUDIES SUB: ORGANIZATIONAL BEHAVIOR One leadership expert argues that the best presidents create colorful personas with their language by using words with basic emotions – for example. tax reform.S. and always believed you earn political capital by expending it. President Bush embarked on an ambitious agenda of legal reform. ``Bush has always thought big. How would you rate President George W. presidents? presidential greatness? MAX MARKS: 100 . Bush (the second President Bush)? Shortly after his second inauguration. good versus evil or love versus hate.’’ However. So what about President George W. 2001? What do you think his handling of these two events says about his leadership? 2. and revising immigration laws. sports. Bush on the four characteristics outlined at the beginning of the case? How would you contrast his reaction to Hurricane Katrina with his reaction to the terrorist attacks of September 11. transforming the Social Security system. One writer commented. 3. Questions 1. religious) Do you think being in the right place at the right time could influence exhibit the same qualities of great or near-great U. the closeness of the 2004 election (Bush received 51 percent of the vote and Kerry received 48 percent) suggests that Bush may not have overwhelming support.
One of his drivers asked for 2 weeks off to help an ailing family member. I immediately started reaching out to people in a different way. Had Colvard been faced with this decision 6 months earlier. California.’’ CIP was established by UPS in the late 1960s to help open the eyes of the company’s predominantly white managers to the poverty and inequality in many cities. Although he took some heat for the decision. collected clothing for the Salvation Army. bridging the cultural divide that separates a white manager from an African American driver or an upper-income suburbanite from a worker raised in the rural South. There they deal with a variety of problems. education. Texas.INDIAN SCHOOL OF MANAGEMENT AND STUDIES SUB: ORGANIZATIONAL BEHAVIOR MAX MARKS: 100 Case V A UNIQUE TRAINING PROGRAM AT UPS Mark Colvard. Colvard chose to give the driver the time off. ``My goal was to make the numbers. Today. he says he would have gone the other way. a United Parcel manager in San Ramon. the driver would probably take the days off anyway and be fired. If Colvard went by the book. But company rules said this driver wasn’t eligible. the program takes 50 of the company’s most promising executives each summer and brings them to cities around the country. and worked in a drug rehab center.from transportation to housing. Colvard was likely to be criticized by other drivers if he bent the rules. What changed his thinking was a month he spent living in McAllen. and in some cases that meant not looking at the individual but looking the bottom line. After that 1-month stay. And he says that CIP has made him a better manager. and health care. he also kept a valuable employee. . recently faced a difficult decision. On the other hand. Colvard gives the program credit for helping him empathize with employees facing cries back home. The company’s goal is to awaken these managers to the challenges that many of their employees face. Colvard built housing for the poor. It was part of a UPS management training experience called the Community Internship Program (CIP). During his month in McAllen.
4. Postal Service don’t offer such programs? Does the program increase costs or reduce UPS profits? . 3. can you envision resulting from CIP? UPS has 2. DHL. 2. 5. How can UPS justify the cost of a program like CIP if competitors like FedEx.S. conflicts? diversity? program make a difference if it includes only 2 percent of all managers? Does this suggest that the program is more public relations than management training? 6.INDIAN SCHOOL OF MANAGEMENT AND STUDIES SUB: ORGANIZATIONAL BEHAVIOR Questions 1. CIP includes only 50 each year. How can the month CIP experience? Explain why or why not.400 managers. if any. MAX MARKS: 100 Do you think individuals can learn empathy from something like a 1How could UPS’s CIP help the organization better manage work-life How could UPS’s CIP help the organization improve its response to What negatives. and the U.
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