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Register Number :
Name of the Cand ida te :
6 4 8 1
M.B.A. DEGREE EXAMINATION, 2011
( FIRST YEAR )
( PAPER - V )
170 / 150. ORGANISATIONAL BEHAVIOUR
( Common with M.B.A. Three Year Programme )
December ] [ Time : 3 Hours
Maximum : 75 Marks
SECTION A ( 5 3 = 15 )
Answer any FIV E q ues tio ns.
ALL que sti ons car ry equ al mar ks.
Write short notes on any FIVE of the following.
1. Socio Technical System.
2. Environmental factors.
3. Perception.
4. Att itude.
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5.Groupcohesiveness.
6.Secondarygroups.
7.Non-financialmotivators.
8.ODInterventions.
SECTIONB(310=30)
AnsweranyTHREEquestions.
ALLquestionscarryequalmarks.
9.Describethefactorsinfluencinggroup
cohesiveness.
10.Whatarethecharacteristicsofagoodleader?
11.Brieflydiscussthevarioustypesofvalues.
12.Ismoneyamotivator?
13.Brieflydiscussthefactorsinfluencingmoraleofemployeesinanorganization.
14.Whatislearning?
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shareofthesoapanddetergentmarket.Onthe
newproductdevelopmentfront,thingswereno
better.Thecompanywashavingdisappointing
resultswithitsPringlespotatochipsandwas
sufferingfinanciallossesonitsColdsnapHome
madeIceCreamMix,Wondrahandcream,and
RelyTampons.Thesesetbackswerereflected
onthecompanysbottomlineaspretaxearnings
fellforthefirsttimeinoverthirtyyears.Atthe
sametime,thefirmwashavingunionproblems.
ItsKansasCityplantvotedtounionize,andthe
companywentthroughalongfightwithworker
representativesinitseffortstochangework
practicesandimproveefficiency.
ThesedevelopmentsledP&Gtomake
changesinitsorganizationalculture.Someof
thesewerethefollowing:
(i)Theworkteamconcept,inwhich
productionandmaintenanceworkers
calledtechniciansarerequiredtomaster
anduseasecondskill,wasextended
throughoutP&Gsoperations.
(ii)Thelifetimejobtraditionthatoncemade
P&Gsworkerstheenvyoftheirblue
collarcounterpartselsewheregavewayto
lay-offs.
(iii)Thecorporatepaternalismofthepast
yieldedtosomehardpracticalitiesas
executivesandworkersalikewereputon
noticethatplantsthatdidntmeasureup
onproductivity,cost,andqualitywouldbe
shutdown.
(iv)Adeterminedmanagementvigorously
resistedattemptsbyorganizedlabourto
dictatehowP&Gsoperationsshouldbe
run.
Inadditiontotheabove,P&Gtrimmedits
workforceby5percentontheplantfloorand
4percentcompanywide.Thiswas
accomplishedthroughreducedhiring,earlyretirement,and,insomecases,lay-offs.
ChangingconditionshadledP&Gtochange
itsculture.
Questions:
(a)HowhastheenvironmentaffectedP&Gs
culture?
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(b) If you were hired as a consultant by P & Gs
Board, what recommendations would you make
to improve the companys cultural effectiveness?
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SECTION C ( 1 15 = 15 )
Ans wer any ONE que sti on.
15. Discuss the sources of status. What are the
probl ems assoc iated with status?
16. Critically evaluate any three theories of
motivation.
17. Explain the strategies used to manage various
types of conflicts.
SECTION D ( 1 15 = 15 )
( Case Study )
18. The New Procter and Gamble ( P & G )
For years the culture at P & G had
supported steady growth and profits. In recent
years, however, the company found itself under
a great deal of pressure from the external
competitive environment. For example, Kimberly
Clark had cut deeply into P & Gs di sposable
diaper mar ket , one of the compan ys mos t
lucrative market niches. At the same time, Lever
Brothers was making inroads into P & Gs
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