Cochin University of Science and Techology (CUST) 2006 M.B.A Organisational Effectiveness and Change - Question Paper
MBA.F.2/06.1
M.B.A. DEGREE (FT) II SEMESTER EXAMINATION MAY 2006 ORGANIZATION EFFECTIVENESS AND CHANCE
Time: 3 Hours Maximum marks : 50
(Answer ALL questions)
(All questions carry EQUAL marks)
(5x 10 = 50)
A. Discuss the impact of organizational climate on organizational health an 1 effectiveness.
OR
B. Explain the dimensions by which an organizational culture is gene ally judged and differentiate between material and non-material culture.
II. A. List the sources of power that leader; can use to influence subordinate and distinguish leaders and
managers.
OR
B. Effectiveness results from a leader ushg a style that is appropriate to th; demands of the environment. Critically examine the leadership theories that support this approach.
III. A. Identify the types of conflict commonly found in organizations, and describe suitable strategies to
reduce conflict in organizations.
OR
B. What are the merits and demerits of performing the conflicting parties t) settle their scores ? Why do high performing organizations often use confrontation techniques for res jiving their conflicts.
IV. A. Change is highly important to the effectiveness of an organization, but many people have the
tendency, overtly or'covertly, to resist t. How do you think resistance t) change can be overcome ?
OR
B. Explain the steps involved in the organizational development process and how does the managerial grid approach help in enhancing organ zational health and effectiveness.
9K
V. Marc Latton supervises an eight member cost accounting department in a larg: metals fabricating plant in New Mexico. He wa& promoted about six moriths ago to his supervisory positio n after only a year ago as an accountant. It was no secret that Marc got the promotion predominantly due 10 his education - he has an M.B.A. whereas no one else in the department has a college degree. The t ansition to supervisor went smoothly, and there was little in the way of problems until this morning.
Business had been prospering at the plant for sDmetime, and the need for an add tional cost accountant in the department to handle the increased workload was becoming increasingly appaisnt. In fact, it had been on Mares mind for over a month. Department members were complaining about the heavy workload. Overtime had become common place and the large amount of overtime vas adversely effecting the departments efficiency statistics. Marc beliuved that he would have little cr no trouble supporting his request for a new full time with his boss.
Marc believed the search for the new employee would be relatively hassle fret . This was because he had already spotted an individual who he thought would fill the new slot nicely. The individual he had in mind was currently working in the production control department of the plant.
Unofficially, Marc had talked With the production control supervisor and the p ants director, and the three had agreed that Ralph Simpson, a young black clerk in production, would be an excellent candidate to move into cost accounting. Ralph had been with the company for eight months, had shown above average potential, and was only six units shy of his bachelors degree which he was :aming at night at the State University.
Marc had met with Ralph earlier in the week and discussed the possibility that < ost accounting might have a vacancy. Ralph told Marc that he would be very interested in pursuing the posit on. After further discussing the subject over lunch, all unofficially, Marc said that although he could make td promises, he was prepared to recommend Ralph for the job. However, Marc emphasized that it would be a week to ten days before a final decision was made and the announcement made official.
This morning, Marc came into his office and usual around five minutes to eijht. As he began reviewing some audit reports, there was a heavy knock 0:1 his door. Before marc could get the words come in out of his mouth, the door flew open and in stormed T ip OMalley, one of the accountai it in the cost department.
Tip OMalley is fifty eight years old and has been at the plant since its opening t venty six years ago. He was bom and resided in a small town in the deep smith. From his angered red face, i t was obviously to Marc that Tip was not paying a social call.
What is this I hear that some black guy is joining our department. The grave v ne is saying that black down in production control is coming up here. Well, let me tell you something. Iv; never worked with a black and 1 never will. I have no intension of working in the same department as any b ack.
Questions:
1. Analyse the actions on this case in terms of formal and informal communi< adon.
2. Analyse the power relationship between Marc and Tip.
3. What is the source of the conflict ?
4. What conflict resolution techniques wou d be relevant in handling this situ ition ?
5. Which techniques do you recommend fo- Marc ? Why ?
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