Total No. of Questions 08] [Total No. of Pages 03
M.B.A. DEGREE EXAMINATION, MAY 2018
Third Year
C-HUMAN RESOURCE MANAGEMENT
Organisational Dynamics
Time 3 Hours Maximum Marks :70
SECTION A
Answer any three questions. x 5 15)
Q1) Group cohesion.
Role efficiency.
Delegation.
Organisational ethics.
Cross cultural dynamics.
Management of diversity.
SECTION B
Answer any three of the following questions. x 15 45)
Q2) What do you understand by group dynamics? Explain phases of group
development?
Q3) Explain about management of stress in organisation?
Q4) Discuss features of transformational leaders.
Q5) Explain social responsibilities of organisation.
Q6) Explain the process of empowerment.
Q7) What is strategic alliance? Explain its advantages and disadvantages?
SECTION C
(Compulsory)
Q8) Case Study:
Mr. Srinivasa Raghavan, the Chairman of the Best Food Products Company, was
tired of being the only one in the company actually responsible for profits. While
he had good vice-presidents in charge of finance, sales, advertising,
manufacturing, purchasing, and product research, he realized he could not hold
any of them responsible for company profits, as much as he would like to. He
often found it difficult even to hold them responsible for the contribution of their
various areas to company profits. The sales vice-president, for example, had
rather reasonably complained that he could not be fully responsible for sales
when the advertising was ineffective, when the products wanted by customers
were not readily available from manufacturing, or when he did not have the new
products he needed to meet competition. Likewise, the manufacturing vicepresident
had some justification when he made the point that he could not hold
costs down and still be able to produce short runs so as to fill orders on short
notice; moreover, financial controls would not allow the company to carry a
large inventory of everything.
Mr. Raghavan had considered breaking the company down into six or seven
segments by setting product divisions with a manager over each with profit
responsibility. But he found that this would not be feasible or economical since
many of the company's branded food products were produced on the same
factory equipment and used the same raw materials and a sales person calling on
a store or supermarket could far more economically handle a number of related
products than one or a few.
Consequently, Mr. Raghavan came to the conclusion that the best thing to do was
to set up six product managers reporting to a product marketing manager. Each
product manager would be given responsibility for one or a few products and
would oversee, for each product, all aspects product research, manufacturing,
advertising and sale thereby becoming the person responsible for the
performance and profits relating to the products.
Mr. Raghavan realized that he could not give these product managers actual line
authority over the various operating departments of the company since that
would cause each vice-president and his department to report to six product
managers and the product marketing manager, as well as the president. He was
concerned with this problem but knew that some of the most successful larger
companies in the world had used the product manager system. Moreover one of
his friends on a university faculty told him that he must expect a certain amount
of confusion in any organisation and that this might not be bad since it forced
people to work together as teams.
Mr. Raghavan resolves to put in the product manager system in his organisation
as outlined and hoped for the best. But he wondered how he could avoid the
problem of confusion in reporting relationships.
Questions:
Do you agree with Mr. Raghavan's programme? State the exact problem in
the case.
What would you do to avoid any confusion in this organisation?
Do you suggest any other organisation model for this business? If so, present
the organisation chart of the same.