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Ms-21 Question bank

Ms-21 Question bank (11)

Ms-21 Question bank

MS-21    Dec, 2007


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


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.


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



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 ?

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