Andhra University 2004 M.B.A Organisational Dynamics - Question Paper

Test Papers of Andhra University SDE MBA (DM) - AMDM - 309 - Organisational Dynamics - 2004
Third Year

Time : 3 hours

Maximum : 75 marks

1. part A consists of 8 short ans ques.. The candidate has to ans 4 ques..
2. part B consists of 4 ques.. every ques. consists of either or options and the candidate has to ans either (a) or (b) from every ques.. The ans shall not exceed five pages every.
3. part C consists of Case which is compulsory and carries 15 marks.

part A - (4 x three = 12 marks)

1. Write briefly on any 4 of the following:

(a) Group cohesion.
(b) Conformity.
(c) Role flexibility.
(d) Burnout.
(e) Decentralization.
(f) Transformational leadership.
(g) Ethics.
(h) Coalition formation.

part B - (4 x 12 = 48 marks)

2. (a) How do you understand groups? discuss the various phases of group development.

Or

(b) What is group dynamics? discuss the interpersonal trust.

3. (a) What is role dynamics? How do people develop role models?

Or

(b) What is organizational stress? discuss the strategies to cope up with stress and burnout.

4. (a) What is power? How is it various from politics? discuss the bases of power.

Or

(b) What is empowerment? discuss the process of empowerment.

5. (a) What is social responsibility? discuss the social responsibilities of an organization.

Or

(b) What is cross-cultural dynamics? How do you manage the diversity?

part C - (15 marks)

6. CASE:

TWIST VS. TRUST

Mr. Murthy, the General Manager (Personnel) of Coromandel Cements Ltd. Mumbai, is going to retire within 2 weeks after rendering his services to the company for 18 years in different capacities. He is assisted by the Personnel Manager in all the personnel functions. He directly reports to the Managing Director of the Company. The General Manager (Production) was elevated to the position pf Managing Director just 2 months ago.

Mr. Murthy has been performing different personnel functions since 1976 as Chief Personnel Manager. He has been provided complete freedom and authority regarding all personnel functions including wage fixation, adjustments, revisions, bargaining etc. The employees several times reported their dissatisfaction about the wage level to the Managing Direct. But the Managing Director used to convince them about the systems and techniques followed by Mr. Murthy in fixing wages.

The employees got a doubt about the info supplied by Mr.Murthy about the wage levels in comparable industries and the residing cost index. Consequently they approached Mr. Murthy for clarification. Mr. Murthy did not clarify their doubt immediately and asked them to meet him after 10 days so that he will collect and give all the facts, data and info. Accordingly, they met him after 10 days. Then he simply stated that "the info given in the recent collective bargaining meeting is accurate but the info supplied in the earlier meetings was not completely accurate. He further added that he was forced by the top management to supply such incorrect information". This situation resulted in industrial unrest in the company for 14 days and the new Managing Director solved the problem by enhancing the wages by 100 per cent.

Question:

What is the communication issue involved in this case?

Earning:   Approval pending.