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AEREN FOUNDATION’S Maharashtra Govt. Reg. No.: F-11724
|
AN ISO 9001 : 2008 CERTIFIED INTERNATIONAL B-SCHOOL
|
SUBJECT –
ORGANIZATIONAL BEHAVIOUR
Q.1. Define organizational
behavior, and organizational structure?
Answer: There are a variety of different models and philosophies
of organizational behavior. Areas of research include improving job
performance, increasing job satisfaction, promoting innovation and encouraging
leadership. In order to achieve the desired results, managers may adopt
different tactics, including reorganizing groups, modifying compensation
structures and changing the way performance is evaluated. Organizational
behavior is a study of the way people interact within groups. Normally this
study is applied in an attempt to create more efficient business organizations.
The central idea of the study of organizational behavior is that a scientific
approach can be applied to the management of workers. Organizational behavior
theories are used for
Q.2. What is the difference
between a manager and a leader? Do leaders need different skillsto be
effective?
Answer: Perhaps there was a time when the calling of the
manager and that of the leader could be separated. A foreman in an
industrial-era factory probably didn’t have to give much thought to what he was
producing or to the people who were producing it. His or her job was to follow
orders, organize the work, assign the right people to the necessary tasks,
coordinate the results, and ensure the job got done as ordered. The focus was
on efficiency.
But in the new economy, where value comes
Q.3. What is the difference
between a group & a team? What are the different types of workteams?
Answer: Many people used the words team and group
interchangeably, but there are actually a number of differences between them in
real world applications. A number of leadership courses designed for the
corporate world stress the importance of team building, not group building, for
instance. A team's strength depends on the commonality of purpose and
interconnectivity between individual members, whereas a group's strength may
come from sheer volume or willingness to carry out a single leader's
commands.It is often much easier to form a group than a team. If you had a room
filled with professional accountants, for example, they could be
Q.4. How would you define
conflict? Distinguish between functional & dysfunctional conflictsby giving
suitable examples?
Answer: We define conflict as a disagreement through which the
parties involved perceive a threat to their needs, interests or concerns.
Within this simple definition there are several important understandings that
emerge:
Disagreement - Generally, we are aware there is some level of
difference in the positions of the two (or more) parties involved in the
conflict. But the true disagreement versus the perceived disagreement may be
quite different from one another. In fact,
Q.5. Explain the different
types of employee involvement and employee recognitionprograms with the help of
suitable examples.
Answer: An Employee involvement program -helps with building
morale, fostering a spirit of teamwork among management and employees and
strengthening relationships with key stakeholders. Yet, there have been limited
studies focusing on the needs of corporations in order to help them conduct
more effective programs.
Employee Picnic-An employee picnic is a celebration! It's a
celebration of their hard work, reaching goals and most of all, togetherness. A
picnic is a time-proven way to show your employees how much you care for them
and their families!
Holiday Party-reward your employees with some
1) The groups to which an individual aspires to belong, i.e.
the one with which he or sheidentifies is called
a) coalitions
b) committees
c) reference groups
d) task groups
2) One small drawback of the five-stage model is that it
a) ignores the organizational context
b) ignores the situational factors
c) ignores the individual attributes
d) ignores the formal structure
3) Individual employees can be converted into team players
through
a) appropriate feedback
b) training
c) monitoring
d) demonstration
4) One who tries to bring discipline and order through formal
structures, plans andprocesses and tries to monitor performance against plans
is a
a) leader
b) manager
c) co-ordinator
d) team-player
5) If the followers are able and unwilling, then the leader
will have to use the
a) authoritarian style
b) participative style
c) situational style
d) strategic style
6) According to situational leadership approach, the style
that denotes a high-task and alow-relationship style is
a) selling style
b) delegating style
c) participating style
d) telling style
7) Decision-making heavily depends on the individual
a) understanding
b) creativity
c) perception
d) ability
8) In formal groups and organizations, an individual has
maximum access to
a) referent power
b) reward power
c) legitimate power
d) coercive power
9) In an attempt to preserve their perceptions, people tend
to
a) resist change violently
b) ignore the change process
c) create bottlenecks for change agents
d) process information selectively
10) The process, which is aimed at seeking change in
attitudes, stereotypes andperceptions,
that groups hold of each other is called
a) Organizational development
b) Inter-group development
c) T-groups
d) Team-building
Dear
students get fully solved assignments
Send
your semester & Specialization name to our mail id :
“
help.mbaassignments@gmail.com ”
or
Call
us at : 08263069601
(Prefer
mailing. Call in emergency )
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