Seat No.: Enrolment
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA SEMESTER 1 EXAMINATION WINTER 2018
Subject Code: 3519204 Date: 28/12/2018
Subject Name: Organizational Behavior
Time: 10:30 am to 30 pm Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Explain the following terms:
Strong Culture
Organizational Behavior
Team
Psychology
Social Learning
Formal Group
Storming
Q.2 Explain Mintzber's managerial roles in details.
Q.2 Discuss Ego States in detail.
OR
Q.2 Do you think Company should hire individual according to personality and nature
of work? Discuss with Big 5 personality model in detail.
Q.3 Compare Maslow's theory of motivation and ERG theory of motivation in detail.
Q.3 Write a detailed note on Stress Management
OR
Q.3 Discuss different types of power along with suitable examples in detail.
Q.3 Discuss different types of conflict with suitable examples in detail.
Q. 4 Discuss behavioural theories of leadership in detail.
Q.4 Write a detailed note on Decision Making.
OR
Q.4 Write a detailed note on 'Culture'.
Q.4 Write a detailed note on Ethics and Leadership
Q.5 Study the case and give answer for the questions:
Spookedby Computers
The New England Arts Project had its headquarters above an Indian restaurant in Portsmouth,
New Hampshire. The project had five full-time employees, and during busy times of the year
particularly the month before Christmas, it hired as many as six part-time workers to type,
address envelopes, and send out mailings. Although each of the five full-timers had a title and
a formal job description, an observer would have had trouble telling their positions apart.
Suzanne Clammer, for instance, was the executive director, the head of the office, but she could
be found typing or licking envelops just as often as Martin Welk, who had been working for
less than a year as office coordinator, the lowest position in the project's hierarchy.
Despite a constant sense of being a month behind, the office ran relatively smoothly. No
outsider would have had a prayer of finding a mailing list or a budget in the office, but project
employees knew where almost everything was, and after a quiet fall they did not mind having
their small space packed with workers in November. But a number of the federal funding
agencies on which the project relied began to grumble about the cost of the part-time workers,
the amount of time the project spent handling routine paperwork, and the chaotic condition of
its financial records. The pressure to make a radical change was on. Finally Martin Welk said
it: "May be we should get a computer."
The Welk, fresh out of college, where he had written his papers on a word processor, computers
were just another tool to make a job easier. But his belief was not shared by the others in the
office, the youngest of whom had fifteen years more seniority than he. A computer would eat
the project's mailing list, they said, destroying any chance of raising funds for the year. It would
send the wrong things to the wrong people, insulting them and convincing them that they
project had become another faceless organization that did not care. They swapped horror stories
about computers that had charged them thousands of dollars for purchases they had never made
or had assigned the same airplane seat to five people.
"We'll lose all control," Suzanne Clammer complained. She saw some kind of office
automation as inevitable, yet she kept thinking she would probably quit before it came about.
She liked hand-addressing mailings to arts patrons whom she had met, and she felt sure that
the recipients contributed more because they recognized her neat blue printing. She
remembered the agonies of typing class in high school and believed she was too old to take on
something new and bound to be much more confusing. Two other employees, with whom she
had worked for a decade, called her after work to ask if the prospect of a computer in the office
meant they should be looking for other jobs. "I have enough trouble with English grammar,"
one of them wailed. "I'll never be able to learn computer language."
One morning Clammer called Martin Welk into her office, shut the door, and asked him if he
could recommend any computer consultants. She had read an article that explained how a
company could waste thousands of dollars by adopting interated office automation in the wrong
way, and she figured the project would have to hire somebody for at least six months to get the
new machines working and teach the staff how to use them. Welk was pleased because
Clammer evidently had accepted the idea of a computer in the office. But he also realized that
as the resident authority on computers, he had a lot of work to do before they went shopping
for machines.
Q.5 Is organization development appropriate in this situation? Why or Why not?
Q.5 What kinds of resistance to change have the employees of the project displayed.
OR
Q.5 What cam Martin Welk do to overcome the resistance?
Q.5 Do you think Change Management and resistance to change are inevitable in
competitive organization? Why?