Enrol. No. SECOND SEMESTER END TERM EXAMINATION: MAY, 2013 MASTER OF BUSINESS ADMINIST! MGBHR 10201 ORGANISATIONAL BEHAVIO : (Only for Repeaters) Lime:3 Note: Attempt questions from alll sections as directed. Section Attempt any five questions out of six. Each question carri 1) What is politics in organizations? How do it relate to power? 2) Discuss various stages of perceptual process. 3) How do effective teams benefit organisation? 4) Explain briefly measures that can shape*favourable attitude at work. 5) How conflict can be productive and desirable? 6) Differentiate consistency, consensus and distinctiveness factors used in Attribution theory. pom: Section —B + Attempt any two questions out of three, Each question carries 10 marks 7) Discuss similarity between Need Hierarchy, two-factor, ERG and McClellan classification of needs. 8) How can effective leadership guarantet organizational success? Discuss with the leaders in the corporate world, 9) What are the differences between organization culture and climate? Explain social process in detailCompulsory question : 120 Marks Speaking “Up”* ee P i My Place?. Balrisnan wax pleased when he was reruted from campus, to manage the interval and extemal reporting for 2 peo: organisation whose work he respected. His oxganisaton collectog doaations of medical supptics trom «duets abd shipped them to developing countries where the need was great and where they had partner says ss scavicg providers atthe grass-root levels. Tt vas a small, thiny-staffed office nad that also appeated to Bslkrishnan. He knew their small size as the reas he ecld tke-on 0 rach responsibility so quickly, and he approved the thin operating expenses, The more ‘> eperations, the greater the services they ould provide 10 the individuals who most needed hem However shortly aller starting work, he began 10 see the downside of the organisation’ thin staffing, 1 unveutive Director was over-worked and stressed, Although, by nature, a person deeply involved ino the dota “of operation, she had Title choice but to delegate everything she could to her staff. And he quickly ‘hat the organisation had no formal system for monitoring the value of the donated supplies for “They relied on donors who might feel pressures from their own organisations to inflate the values. se'krishnaa struggled with several questions af frst: shouldn't he just trust the donors? AMter sl. they sen gaan, an eonporate philanthropy. And how much di it relly matter? The point was to get the suppic ‘weeded them averseas. He didn't want to do anything that would discourege the donations And i ‘confident his Executive Director was aware of the conflict but just didn't see i a8 priority. in fect, she tintructing staff on what she needed from ther with regard to reporting, she often commented that she ws Interested in “data,” but rater Focused on relationships and real warld impacts. Woulda't she know better than he ‘dd bow to prioritise tis issue? And where was the organisation's accountant on this question? ‘On the other hand, as time went on, Balkrishnan became quite certain that some of their donors ware den the Income Tax Department, and that he ~ aad his organisation ~ were facilitating that deception. He Kr ‘taint want to be part of that. And alduough he was young, he could be outspoken at times. fn fact, it Bl bs oitspoken identification ofa technical accounting error during his interview that had secured hit the job i the fit place, despite bis relative youth. OF course, thot error had no ethical implications 10) Discussion Questions 4a) What are the rin arguments Balkrishnan is likely to counter, and from whom? Why? }) What should Batkrishnan do? ‘ow shold Balkrishnan persuade the parties who might disagree?