mba 2011 annamali part 1

7/25/2019 mba 2011 annamali part 1

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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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mba 2011 annamali part 1

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