M.B.A.

DEGREE EXAMINATION, May 1995

First Year
ORGANIZATIONAL BEHAVIOUR
(For those who joined in July 1993 and after)
Time: Three hours
Maximum: 100 marks
PARTA-(3 x20 = 60 marks)
Answer any THREE questions.
All questions carry equal marks.
1. What is meant by value system? Identify some of the important value systems of Indian
managers & their implications for organisational behaviour.
2. Identify some of the major personality traits of Indian managers. Can a manager use
such traits in shaping his action for better results in the organisational behaviour?
3. Examine the leadership styles being followed by Indian managers. Can you suggest a
right style.
4. Evaluate the state of participative management in Indian Organization.
5.What are some of the techniques, which have been developed in creating organizational
change.
PART-B
6. Is THERE AN ACCOUNTING PERSONALITY
Iana Maher was in the last semester of her senior year in California State LTniversity.
Mindful that her father was planning to discontinue her $600-a-month allowance upon her
graduation, and that she did like to eat regularly, Dana began to search for a full-time job.
The marker for accounting majors, such as Dana, Seemed favorable. A number of
companies were visiting the universitys placement center and were looking for young
graduates like Dana. She signed up for campus interviews sent out a couple of dozen
resumes to major companies and began spreading the word through friends and relatives
that she was soon to be available
Danas friends had frequently tested her about her choice of an accounting major. The
standard line was, Dana you just dont strike me as an account, Dana seemed different
from most of her peers. She was extremely ongoing, talkative & always in motion. She was
active in her sorority and had at least 200 best friends. Her mother frequently described
her as having the metabolism of a humming bird her friends stereotyped her as being in a
sales or personnel job rather than sitting quietly in some isolated office preparing amounting
reports.

About six weeks prior to graduation, the job offers began to crystallize. Dana narrowed her
choice to a trainee position with a San Francisco mortgage broker and a staff accounting job
in Los Angeles with a prestigious national hotel chain. She accepted the accounting position.
excited about the opportunity to work in the hotel business
After six months on the job Dana looked back on her experience. I really enjoy my job. I
spent the first six weeks in a general training program doing all kinds of different activities. I
worked in the kitchen in housekeeping behind the check-in-desk and as a night auditor.
Then I settled to the controllers office as a general accountant. I am involved with accounts
payable, preparing monthly financial statement and doing special projects as they re
needed. I think Im doing a good job, at least everything .Jim (her-boss) has tole me is
positive. Yet I cant ignore the constant comments by the people I work with in accounting
and s6me of my friends in other areas of the hotel, that Id be happier and have better
career opportunity of I was in marketing or operations. They say Im too outgoing for being
an accountant. I think thats nonsense Sure. Id be interested in getting into operations. It
would be a real challenge to someday be running my own hotel. But the job vacancy was in
accounting and thats what I studied in school.

Questions
a) Using the six-personality types model is there ay discrepancy between Danas personality
and her job?
b) Is there such a thing as an accounting personality or a marketing personality?
c) Can you relate this case to learning theory?
d) If you had been Tim, would you have hired Dana? Support your position.

M.B.A.DEGREE EXAMINATION, May 1997

First Year
ORGANIZATIONAL BEHAVIOUR
(For those who joined in July 1993 and after)
Time: Three hours
Maximum: 100 marks
PARTA-(3 x20 = 60 marks)
Answer any THREE questions.
All questions carry equal marks.
1. Critically examine the contributions of social s9iences to organizational behavior. Are the
outcomes of Hawthorne studies relevant in todays context. How?

2. Explain the barriers in communication. What are the essential features of non-verbal
communication?
3. Modern managers live under stressful conditiQns. What are the strategies used to
manage stress?
4. Is leadership a relevant factor in the modern organizational life? Are there any substitutes
for leadership? If so, explain.
5. Explain perceptual process. State the managerial implications on perception.
PART B
6. Srinath is an engineer in a large design engineering office. He comes from a rural
background and he belongs to a low income group family with traditional values.
Srinath is an intelligent and capable worker. His main fault is that he does not want to take
risks. He hesitates to take decisions for himself, often bringing petty and routine problems
to his supervisor or to other engineers for a decision. Whenever he does a job design he
brings it in rough draft to his supervisor for approval before he finalizes it Since Srinath ~s a
capable person. his supervisor wants to motivate him to be more independent in his (Irk.
The supervisor believes that his approach will improve Srinaths performance relieve the
supervisor from extra routine, and give Srinath more self-confidence, However, the
supervisor is not sure low to go about motivating Srinath to improve his performance.
Questions
1. In the role of supervisor; explain how you would motivate Srinath.
2. While motivating Srinath, how three different motivational models can be employed.
3. Be specific.
M.B.A.DEGREE EXAMINATION, November 1998
First Year
ORGANIZATIONAL BEHAVIOUR
(For those who joined in July 1993 and after)
Time: Three hours
Maximum: 100 marks
PARTA-(3 x20 = 60 marks)
Answer any THREE questions.
All questions carry equal marks.
I. What is transactional analysis? How can it be used as a facilitator in communication

process?
2. Define motivation. How can goal setting act as a common technique in the application of
motivation theories?
3. Explain the factors that influence group effectiveness.
4. Define leadership. Distinguish between leadership and management. What are the basic
leadership styles?
5. Explain Organisational Development Intervention.
PART-B

6. Case A Failure to Communicate

Could you come to my office for a minute, Bob? Asked Terry (4eech, the plant manager.
Sure, be right there, said Bob Gemson. Bob was the plants quality control director. He had
been with the company for four years. After completing his degree in mechanical
engineering, he worked as a production supervisor and then as maintenance manger prior
to promotion to his present job. Bob thought he knew what the call was about.
But letter of resignation catches me by surprise, began Terry. 1 know that Wilson products
will be getting a good man, but we sure need you here, too. J thought about it a lot, said
Bob, but there just doesnt seem to be a future for me here. Why do you say that?
asked Terry. Well, replied Bob, the next position above mine is yours. With you only
thirty- nine,. I dont think its likely that youll be leaving soon.
The fact is that I am leaving soon, said Terry. Thats why its even more of a shock to
know that you are resigning. I think Ill be moving to the corporate offices in .Tune of next
year. Besides, the company has several plants that are larger than this one. We need good
people in those plants from time to time, both in quality control and in general
management.
Well, I heard about an opening in the cvincinnati plant last year, said Bob, but by the time
I checked, the job had already been filled. We never know about job opportunities in the
other plants until we read about them in the company paper
All this is beside the point now. What would it take to get you to change your mind? asked
Terry. I dont think I can change my mind now, replied Bob. Ive already signed a contract
with Wilson.
Questions
(a) Evaluate the communication system at this company.

(b) What actions might have prevented Bobs resignation?

M.B.A.DEGREE EXAMINATION, April 1999
First Year
(Held in October 1999)
ORGANIZATIONAL BEHAVIOUR
(For those who joined in July 1993 and after)
Time: Three hours
Maximum: 100 marks
PARTA-(3 x20 = 60 marks)
Answer any THREE questions.
All questions carry equal marks.
1. Sketch the historical development of Organisational Behaviour. Discuss its scope and
limitations.
2. What is leadership? Explain leadership styles through Managerial Grid.
3. Compare role ambiguity and role conflict. Briefly explain the four selfs in the Johars
window. What implications does each have for inter personal conflict?
4. What is personality? Discuss the various stages and factors of personality development.
5. Why do people resist change in organisation? How to integrate the changing needs of
organisations and individuals?
PART B (40 marks)
(Compulsory)
6. A case of Letting Ones Hair Down
Mr. Raj an, the Manager of Suratmal Jewellers in Coimbatore called the sales clerk, Mr.
Singh, to his office on a bright sunny morning and said, The annual audit is due and the
chartered accountants will be coming next week to examine our accounts. I want you to
organize all the sales and purchase receipts neatly. You simply cannot let your hair down on
this. We must be perceived as a neat and tidy operation and I want things to proceed
without any hitch. Singh just mumbled, Yes, sir, and walked out. After he returned to his
seat he appeared very distracted and could not concentrate on his work all day. He
remained absent the next day, and the day after, he walked in with his letter of resignation
which he handed over to his supervisor, Mr. Kiren. Kiren was stunned, What is the problem?
What is wrong? Why are you resigning? asked Kiren to which he could not elicit any
answers from Singh. Kiren took Singh out to a nearby hotel and over a cup of coffee and
some masala vadas he tried to explore the reasons for Singhs sudden action. Do you have

another job which pays you more?, he asked, to which Singh replied, The Manager wants
me to shave off my beard by next week, and I cant because it is against my religion. So I
am resigning my job, Mr. Kiren.
Discuss the following with reference to the above case:
(a) What were the encoded and decoded messages?
(b) What are the concepts relevant to the above communication problem?
(c) What should Kiren do now why?
M.B.A.DEGREE EXAMINATION, APRIL 2000
First Year
ORGANIZATIONAL BEHAVIOUR
(For those who joined in July 1993 and after)
Time: Three hours
Maximum: 100 marks
PARTA-(3 x20 = 60 marks)
Answer any THREE questions.
All questions carry equal marks.
1. What is perceptual process? Explain the managerial implications of perception.
2. How attitudes are formed and changed? Is job satisfaction an attitude?
3. What is group dynamics? Why people join groups? Discuss the theories of group
formation.
4. What are the contributions of Bob House on path goal theory of leadership?
5. What is planned change? Why people resist change?
PART B - (40 marks)
Compulsory.
6. Case Analysis: A CASE OF BURNOUT
When Mahesh joined .XYZ Bank (private sector) in 1985, he had one clear goal-to prove his
mettle. He did prove and has been promoted five times since his entry into the Bank.
Compared to others, his progress has been the fastest. Currently, his job demands that
Mahesh should work 10 hours a day with practically no holidays. At least two days in a week
Mahesh is required to travel.
Peers and subordinates at the Bank have appreciation for Mahesh. They don't grudge
ascension achieved by Mahesh, though there are some who wish they too had been
promoted as well.

The post of General Manager fell vacant. One should work as GM for a couple of years if he
were to climb up to the top of the ladder. Mahesh applied for the post along with others in
the Bank. Chairman has assured Mahesh that the post would be his.
A sudden development took place which almost wrecked Mahesh's chances. The Bank has
the practice of subjecting all its executives to medical check up once in a year. The medical
reports go straight to the Chairman who would initiate remedials where necessary. Though
Mahesh is only 85, he too was required to undergo the test.
Chairman of the Bank received a copy of Mahesh's physical examination results, along with
a note from be gven an immediate four week vacation. The doctor also recommended that
Mahesh's work load must the doctor. The note explained that Mahesh was seriously
overworked and recommended that he be reduced and he must take to physical exercise
every day. The note warned that if Mahesh did not care for advice, he would be in for heart
trouble in another six months.
After reading the doctor's note, the Chairman sat back in his chair, and started brooding
over. Three issues were uppermost in his mind : (i) How would Mahesh take this news? (ii)
How many others do have similar fitness problems? (iii) Since the environment in the Bank
helps create the problem, what could he do to alleviate it? The idea of holding a stress
management programme flashed his mind and suddenly he instructed his secretary to set
up a meeting with the doctor and some key staff members at the earliest.
Questions
(a) If the news is broken to Mahesh, how would he react?
(b) If you were gving advice to the Chairman on this matter, what would you recommend?
(c) What is burnout? What are its symptoms? What are its effects? Substantiate your
answer illustrating the above case.