Ms-21 Question bank (12)
Ms-21 Question bank
Ms-21 june 2008
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-21 June, 2008
MS-21 : SOCIAL PROCESSES AND BEHAVIOURAL ISSUES
1. Review and describe Herzberg's work motivation theory and discuss its relevance for organizational processes.
2. Describe the importance of counselling process in organisations and discuss the ethical issues involved in counselling. Discuss how an organization can handle them.
3. Identify and deliberate on group processes. Discuss the measures ons could adapt to improve group productivity.
4. Describe different types of organisational culture and their significance in the Indian context.
5. Write short notes on any three of the following :
(a) Interpersonal Perception
(b) Importance of persuasion
(c) Sociometry
(d) Leadership effectiveness
(e) Barriers to communication
6. Read the following case carefully and answer the questions given at the end :
Hari Iyer; the Vice President (Marketing) of Victor Computer Systems Ltd., was immersed in thoughts, about the happenings, taking him few years (1999) down the
memory lane. This was when George (the Marketing Manager) had proudly walked down the aisle to shake hands with the founder and chairman Victor at the latter's residence in England and all the company's employees and special invitees standing and cheering him. There were another 49 employees along with George, to have dinner with the founder chairman at his home in England. This dinner was a part of the 'Quality performance circle programme' in which the chairman rewards quality top performers, who are exceeding their quarterly targets by more than 15 per cent for the entire year. All winners were given a cash award, a certificate and also had their pictures taken with the chairman and printed and published in the company's inhouse magazine.
Victor Computer Systems Ltd. is a 20 year old global company, having set up base in I99I and has a sound product range of computer peripherals. Right from the beginning, the company has been able to build up a goodwill for its quality products. Very soon, it was selling its products at a higher price in the market. George had joined the company in 1997 and his immediate boss Gaurav Patei was thoroughly satisfied with him an,C also liked him. Because of his excellent track record and performance, George was not only liked by his superior but also enjoyed many company benefits.
George had earned the reputation of a go-getter, who enjoyed working on challenging customers (or clients) though he doesn't believe in wasting much time on trying to please very hard to please customers. He was very focussed on the targets set for the month for all his teams. He tries to instill in his teams (executives and managers) the idea of always being ahead in the race of hard core selling and also put it into practice by working hard himself. He was also very smart at closing sales with institutional buyers thereby bring in a lot of sales in terms of volume for the firm. Seeing George's potential, Gaurav always tried to provide enough scope to explore the potential of bis customers on his own. Inspite of all this, Gaurav was a little worried about George's attitude towards those Area and Regional Managers who made efforts to sell to small customers. Even though he had heard rumours about George's belittling attitude towards few of such Regional Managers, he had ignored them because of George's performance.
However, from 2000 onwards, the recession world over was having its impact on the Indian IT industry. This slack also affected Victor Computer Systems in business with a noticeable dip in corporate customers demand for its products. The company also had redesigned its marketing strategies and reallocated its targets to its marketing teams. But keeping in mind George's obsession for big customers and a person of strong likes and dislikes, Gaurav thought it right to bring up this matter with the Vice President, Hari lyer. After hearing Gaurav, Hari was in a dilemma because he knew people like George were always in demand and chased by head hunters.
Questions :
(a) Which aspects of goal setting model have gone wrong in George's case ?
(b) What strategy should be adopted by Gaurav and Hari to motivate George ?
(c) Suggest how you would chann elize the social processes to avoid attitude problems.
Ms-21 june 2009
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-21 June, 2009
MS-21 : SOCIAL PROCESSES AND BEHAVIOURAL ISSUES
1. Describe any two models of group development and discuss how group effectiveness could be improved.
2. What is Perception ? Discuss the implications of Perception in organis ational functioning. Illustrate with examples.
3. Describe the importance of Behaviour Modification in organizations and briefly discuss the importance of ethics in behaviour modification.
4. How are organisations also political entities ? Discuss how political behaviour is inevitable in organisations ? Illustrate with examples.
5. Write short notes on any three of the following :
(a) Emotional intelligence.
(b) Work ethics.
© Importance of counselling.
(d) Corporate culture.
e) Role of Punishment in learning.
Ms-21 june 2010
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-21 June, 2010
MS-21 : SOCIAL PROCESSES AND BEHAVIOURAL ISSUES
1. Describe power dynamics in an organisation and explain how power can be used ethically ? Cite examples.
2. Discuss the process and management of ethical counselling in organisation set ups. Illustrate with a suitable example.
3. Describe any one approach to conflict process and discuss various conflict Management styles and their relevance citing suitable examples.
4. What is perception and discuss the common errors in perception and how it can be overcome with reference to organisational processes ?
5. Write short notes on any three of the following :
a) Porter and Lawler's Model of Motivation
b) Corporate Governance
c) Emotional intelligence
d) Formal communication channels
(e) Groups vs Teams
6. Read the following case carefully and answer the questions given at the end :
Mr. Venkat Raman joined Southern Fertilizers Manufacturing Company in January
1987 as a Junior Operator Trainee. Within the non-executive category, the company had five levels from P1 (the lowest grade) to P5 (the highest grade). Raman joined at P2 level. After training, he was absorbed in the Ammonium Sulphate Shop as a Junior Operator. He rose up to the level of P4 in December 1991 because of his sincere and hard work. All through these years, he kept away from union activities. He never refused or avoided any job. Very often his officers used to ask him to do additional jobs which he did willingly.
Gradually Raman became a handy man for all sundry assignments which others might have refused. Since February 1992, Raman was regularly asked to perform certain duties which were actually to be done by a P5 level operator as the post in the higher grade was vacant. However, as per the company's rules, Raman was not eligible for promotion to the higher grade at that time.
Gradually, Raman started performing all the duties attached to the higher post. About this
time, Raman started taking interest in union activities. On August 8, 1993 Raman was instructed by his superior to stop one agitator pump and start another one. He was also asked to normalise the operation of the sulphate drier. Later his boss alleged that he did not attend to these jobs and neglected his normal inspection duty as a result of which tar got settled in a tank which was to remain free of tar. On August 12, Raman was instructed to attend to the breakdown of discharge feeder chain and conveyor. Later his superior alleged that he did not do this job. On both these days, Raman did not fill the
section's log book which was a part of his normal duty. On August 25, a show-cause notice was served on Raman demanding explanation within 48 hours as to why disciplinary action should not be taken against him. He replied on August 29, denying the allegations and stating that the management had fabricated the charges. As per the company's rules, he was charge-sheeted on October 18, for (a) neglect of duty, and (b) willful insubordination and disobedience of the lawful and reasonable orders of his superiors. Raman replied on October 25, denying all the charges and requesting the management to withdraw the charges immediately. Thereafter, an Enquiry Committee consisting of an officer from the Ammonium Nitrate Department and an officer from the Personnel Department was set up to look into the charges. Raman was given an opportunity to produce evidence on his behalf and defend himself. The committee held 20 sittings and throughout the proceedings, Raman denied the allegations levelled against him and asserted that his boss was prejudiced against him because of his union activities.
In April 1995, the enquiry committee brought out the following points in its findings.
A) There was a provision in the company for paying acting allowance to those operators who acted in the higher grade temporarily for more than three months. It appeared that Raman had been demanding the acting allowance, but due to some procedural problems, he was not paid.
B) It could not be proved beyond doubt that the instructions were given to him and that he did not abide by the instructions given to him on August 8, 1993. On August 8, 1993,
C) Raman deliberately neglected his normal inspection duty resulting in the deposit of tar in the tank. The loss to the company was, however, insignificant.
D) Raman did not attend to the breakdown on August 12, 1993 as instructed by his boss.
E) Raman did not fill the section's log book on August 8 and 12, 1993 as was expected of him.
Questions :
i) Critically explain the change in Raman's behaviour.
ii) What would you have done if you were his immediate boss ?
iii) Do you feel that recurrence of such cases can be avoided by improving the motivational climate of the organisation ?
iv) What steps would you initiate as Chief Executive of the company ?
Ms-21 Question bank