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Ms-21 Question bank

Ms-21 Question bank (11)

Ms-21 Question bank

MS-21    June, 2009


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


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    June, 2011


1.  Briefly discuss the role of Manager with reference  to paradigm shift in the present day business  context.

2.  What is perception ? Discuss the role of perception  in organisations. How can errors in perception  be overcome ? Justify your answer with suitable  examples.

3.  Describe the importance of Behaviour  Modification in organisations. Briefly discuss the  role of ethics in Behaviour Modification.

4. What are the various sources of conflict ? Explain  any two Conflict Management styles and their  relevance in an organizational set up.

5.  Write short notes on any three of the following :

(a)  Learning Organisations

(b)  Barriers to Communication

(c)  McClelland's Achievement Motivation  Theory.

(d)  Work Ethics

(e)  Groups vs Teams


6.  Read the following case carefully and answer the  questions given at the end :

The lyer group of Hotels, Chief Manager  Ashish (Bangalore Branch) was facing a unique  problem. Inspite of being recognised as  'A Chain  of Hotels which can he trusted for its excellent service  delivery'.  One of the main problems faced by its  Bangalore branch was a high turnover of its  housekeeping staff, since the past one year, which

led to its existing clientele's dissatisfaction. Two  to three of the hotel's esteemed existing customers  had made it a point to make a note of this in the  customers suggestion book. Ashish realised that  it was imperative to reduce if not stop the housing  staff turnover as this apart from causing customer  dissatisfaction was adversely affecting the hotel's  overall performance.  Ashish had a meeting with the  housekeeping managers and the housekeeping  executives and it was decided that a new  reinforcement system would be effective from the  following month when the housekeeping staff  would get an additional bonus of Rs. 500/- every  month, provided the employee had 100 percent  attendance and a performance rating of above 90  per cent. Over and above, the first ten of best  housekeeping as identified by the housekeeping  manager, would be allowed to undergo training at the hotel's in- house centre of learning and  development. Ashish had thought the above  reinforcement system would be more effective  since it would take care of the otherwise incurring  costs involved in hiring new housing staff - the  price to be paid for losing experienced housing  personnel.

The housekeeping tasks were separated into  vacuum cleaning, dusting, changing sheets,

changing water and flowers in the room etc. The  managers (or supervisors) were asked to observe  the housekeeping staff's behaviour while they  performed their tasks and then forward the names  of the best performers for the training programme.  At the end of six months Ashish was  surprised to see that the housing staff turnover  remained the same at 40 per cent. A meeting with  the housekeeping managers did not get anywhere  because the reasons cited by them (those leaving  the firm) were mentioned as 'personal reasons'.

One day when Ashish was on his way to  greet a good old customer of the hotel, overheard  a (chanced) conversation between two  housekeeping staff Sagar and Vinay.

Sagar - "Our HM (House Manager) Maya  madam had promised me that if my performance  improves she would recommend my name for the  training programme, but this time once again she  has recommended the name of Trivedi - another  sloppy worker".

Vinay - "Biswas Sir, my HM has said that  he is happy with my cent per cent attendance and  92% (on an average) performance rating since the  last three months, but he says that the bonus  although promised monthly, will be paid as a  single consolidated amount every six months, due  to the accounting problems."

Questions for Discussion

(a)  Was the contingency of positive  reinforcement suggested by Ashish proper  in the above context ?

(b)  How do you feel the schedule of  reinforcement can be modified to improve  employee performance ?

(c)  What reinforcement should be provided for  changing the behaviour of the housekeeping  managers in the above case ?


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