Ms-21 Question bank (11)
Ms-21 Question bank
Ms-21 dec 2007
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-21 Dec, 2007
MS-21 : SOCIAL PROCESSES AND BEHAVIOURAL ISSUES
1. Identify the reasons for growing importance of values in an organisation. Discuss impact of Globalisation on value systems in the organisations.
2. Describe Herzberg's Motivation and their context. and McClelland's theories of relevance in today's organisational
3. Discuss the importance of Behaviour Modification in organisations and describe the format which is required for industrial behaviour modification.
4. What is the contribution of team roles as an approach to work ? Are they better than individual approach ? Justify.
5. Write short not€s on any three of the following :
(a) Communication networks
(b) Dynamics of power
(c) Perceptual errors
(d) Knowledge management
(e) Emotional intelligence
6. Read the following case carefully and answer the questions given at the end :
For over a year now, Sandeep, the CEO of consulting firm Market Movers (MM) had been trying to inculcate a deep involvement with the customer as a way. of life at MM. But no matter what, their involvement seemed to only skim the surface. of course, the teams worked very. diligently, but sandeep always felt that there Are something missing in their approach. He had tried many models and methods; but after a grand start full of enthusiasm and effectiveness, somehow the momentum would be lost.
The incidents kept coming to his mind as if to remind him to find the elusive 'something'. what had triggered his thinking today was an angry exchange between him and Vinay Chabra the previous evening over what Sandeep felt was inability to look beyond the nose. Keya Sircar, his associate director, had been surprised over what she called'loss of decorum'. "A little loss of decorum is good," Sandeep had said later. "lt allows you to go beyond the ordinary. And I don't want the ordinary ! we are working with minds and the mind is such that it can create just
as well as it can destroy as it can go into a state of inactivity. But because the mind controls when you are not in control. I admonish to demand commitment to their innate creativity. it's a reminder of what they truly are passionate people who
must control the mind's meanderings from the focus." Sandeep was aware of the potential creativity of his team. I3ut what nullified his efforts was the gap between
ideas and execution. When they brainstormed, bright ideas emerged. But after this, there was a virtual paralysis : the ideas did not lead to performance. Rather, the passion in the performance did not match the passion in the ideas, so was there a breach opening up between lnspiration and motivation ? At MM, there was no performance bonus. Sandeep's view was : "Perform we will; that's what we are here for. If I give you rewards for performing, you will only perform. But we will reward creative observation." Sandeep did not believe in motivation' It led to performaocg doing an act which had to be done -but not to creativity. This then was the substance of his appeal for passion. Motivation presunred the existence of knowledge that had to be turned into action, execution and application. So he sai'd : "knowledge + motivation : activity or event". But the event itself was a tried and tested one. Therefore, motivation was only a means to deliver the desired results. But the business they were in could not operate from known past outcomes any more. Today's businesses demanded all-new, outstanding outcomes. That originality and uniqueness was possible only if there was passion to go beyond known 'knowledge' and trained abilities. What he called passion for creativity, ngt mere productivity. "Anyone can produce based on another's template and ideas. But to be the template generator, that's originality." Keya said , ''This, radical approach is not conducive for our kind of timeframes !" Sandeep said :
"in consulting, the cutting edge is innovation. The tried and tested consulting model of doing process reviews and model-building will wither away because the faith in
models is dying. Innovation can happen only if the people involved have a passion for it. The key differentiator between businesses that succeed and those that fail is passion. The moment there is a mismatch between personal passion and the product line, it fails to work."
Questions :
(a) Does motivation help in raising performance only. Or it also inspires creativity and innovativeness among employees ?
(b) Why is Sandeep's approach o{ niotivation not suitable ?
(c) Does Organisation need a team of highly motivated employees to succeed ? Give reasons.
Ms-21 dec 2008
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-21 Dec, 2008
MS-21 : SOCIAL PROCESSES AND BEHAVIOURAL ISSUES
1. Describe briefly the salient features of counseling in organizations. Discuss the possible outcomes of counselling.
2. Explain briefly the Behaviourist and Cognitive approaches to learning and their relevance in organizations.
3. How do groups form ? What are the conditions for enhancing group effectiveness.
4. What are the characteristics of a Learning Organization and explain how a learning organization differs from a Traditional Organisation.
5. Write short notes on any three of. the following
(a) Power vs. Authority
(b) Emotional Intelligence
(c) Political Implications
(d) Corporate Governance
(e) Transaction Analysis
6. Read the case gizten belozo and anszoer the questions given at the end.
Mr. Subash works at the headquarters of a multinational Motorbike company. His task was to process warranty claims and advice service engineers working in the field with distributors throughout the world. Then Mr. Subash heard of an opening for a field engineer in this company itself. As a first step, Mr. Subash approached his immediate superior Mr. Manohar and asked to be considered for the post. He was told to mind his present job sincerely with an assurance that his request would be considered.later on. After sometime while Mr. Manohar was on a business trip, Subash approached Ms. Sarala, the Service Manager for international operations, who was of course the boss of Mr. Manohar. During the discussion, Ms. Sarala, who favoured promoting young talents from within the company realized that Mr. Subash was well qualified for the position of a field engineer. Ms. Sarala promised to talk to Mr. Manohar after his return from the trip. One week later, Mr. Manohar called Subash to his room and said, "I learnt you have talked to Ms. Sarala while I was away about the position of field engineer. I would not like you to be shifted at this moment, as very recently we have switched over to a computerised claim-processing system and I need your services because you have the broadest experience among all the seven persons working under me on this project." Subash was shocked to see the logic as to why he should not seek for promotion and why should he not be considered for the same, as he fulfils all the eligibitity criteria for being appointed as a field engineer. He was not able to justify the stand taken by his superior as he should be punished for being the most experienced person in the group. Two weeks later, a field engineer was appointed from outside the organisation with almost identical qualifications but with a little more experience. Subash was wondering what he should do next.
Questions:
l. Identify the problem in the case. What would be your next step, if you were Subash ?
2. How would you react to this development, if you were the CEO of the organisation and it was done wlth/ without your consent/knowledge ?
3. How do you perceive the role of Mr. Manohar and other superiors as Managers ? Do you think it may lead to any organisational problem ? If yes, why ?
4. Do you see this development as a solitary case or a happening which may have its bearing on the overall work culture of the organization
Ms-21 dec 2009
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-21 Dec, 2009
MS-21 : SOCIAL PROCESSES AND BEHAVIOURAL ISSUES
1. Describe Maslow's need hierarchy theory and it's relevance in the present day organizational context.
2. Describe Johari window model in enhancing interpersonal relations.
3.Discuss the importance of organisational culture and how it contributes to organisational success.
4. What are the barriers to effective communication and how to overcome them. Give examples.
5. Write short notes on any three of the following :
a) Learning organisations
b) Counselling
c) Groups vs teams
d) Emotional intelligence
(e) Conflict resolution
6. Read the following case carefully and answer the questions given at the end :
Arun joins 'ZAPTO' chain of casual wear stores as a sales representative, immediately after the completion of graduation and a diploma in sales management. The firm was very happy with his extremely good performance. Arun was awarded the 'Star Performer Prize' for his continuous display of the highest sales volume record for 12 consecutive months. The General Manager of 'ZAPTO' chain of stores, Rajkumar, was informed by his Marketing Manager, Madhuraj, that Arun was a very aggressive and dynamic sales representative having a strong target commitment and orientation. Within a span of two years, based on his good performance appraisal, Arun was promoted to the position of Assistant Marketing Manager. Under his new assignment, Arun had 8 sales representatives reporting to him and also to ensure that the sales target of his shop was met. Arun took to his new promoted assignments with the same zeal and enthusiasm. Arun now set the targets to be met by his team members for the first month and communicated the same, clearly indicating that all the team members have to meet the target without fail. The eight team members (sales representatives) felt that the targets set were too ambitious but declined to comment on it directly. After the meeting, during an informal chat all the team members discussed the matter amongst themselves and then dispersed. Arun called for a review meeting at the end of a fortnight to take stock of the situation and was shocked and disappointed to learn that all the representatives were well behind the target set for them. Arun could not control his disappointment and openly and bluntly condemned them for not reaching the target. He once again reiterated that he expected all his team members to achieve their targets by the end of the month. After the meeting, the team members amongst themselves admitted that they found Arun to be a difficult person with an unapproachable mind-set. However, they also decided to give in their best efforts to achieve the targets assigned to them. But even with their sustained efforts they could achieve only 70 per cent of the target set by Arun, by the end of the
month. At the end of the month, when Arun reviewed the sales statements of his team, he was disappointed though slightly happy with the marginal improved efforts of his team. However, in the meeting instead of praising and encouraging his team's efforts, Arun communicated his displeasure and once again was emphatic and told his team that lack of
commitment from them was stopping them from attaining their target, so they had to try hard once again. This outburst was not liked by his team. And in the next month-end briefing, Arun was greeted with well below the target set. Arun now openly rebuked his sales representatives team, for their slow performance and refused to accept that he had set too high targets for his team. Ultimately, the team members met their Marketing Manager, Madhuraj and conveyed everything to him. Madhuraj was shocked but promised to talk to Arun.
Questions for discussion :
a) In the above case, what are the problems affecting the team's effectiveness and performance ?
b) Do you feel Madhuraj should modify team members roles before talking to Arun ?
(c) Can you suggest ways by which Arun can be developed as good team leader ?
