Kerala University 2010-1st Sem M.B.A ,- Organisational Behavior - Question Paper

First semester MBA Degree Examination, January 2010
(2006 scheme) (Full Time & Part Time)
Organisational Behavior

Time: three hours
Max. Marks: 60

PART A

Write short notes in any five ques.. every ques. carries three marks.

1.Differentiate effectiveness & efficiency.

2.What are the advantages of using observational methods for collecting behavioural data?

3.Write short notes on projection.

4.What are the factors influencing ethical decision making behavior?

5.Write short notes on kinesics.

6.Discuss the advantages of group decision making.

7.Write short notes on dysfunctional conflict.

8.What are the issues faced in performance evaluation? [5X3=15 Marks]


Part B

Write descriptively any three ques.. every ques. carries 10 marks. [3X10=30Marks]

9.Discuss the challenges & opportunities for OB in current scenario.

10.Discuss the different potential sources of stress.

11.Discuss the barriers to effective communication & techniques to overcome.

12.Explain the managerial grid. Compare its approach to leadership with the approaches of the Ohio state & Michigan studies.

13.Discuss the different individual & organizational resistances to change & methods to overcome it.

Part C

14.Answer the subsequent case: [1X15=15 marks]

The case against "Vision"

Robert J Eaton had big shoes to fill. In July 1993 he took the post of chairman at Chrysler Corp. that had previously been held by "Mr. Charisma", Lee Iacocca. Iacocca had taken over the top spot at Chrysler in 1980, when the company was on the verge of bankruptcy. In only a few short years, Iacocca had turned Chrysler into a money making machine.

Iacocca's style was bold & visionary. He developed several grand strategies for Chrysler. To get the company immediately profitable, he created a basic compact model- the K car- and used its platform to create a host of new cars including the incredibly successful minivan. To fill the need for subcompacts, he began importing cars from Japan and putting Chrysler Corp. nameplates on them.
But that was then and this is now. Robert Eaton has joined an impressive group of chief executives who no longer buy the notion that leaders need to give grand visions or long term strategies for their companies. In its place, they are emphasizing the short term bottom line.

"Internally, we don't use the word vision", says Eaton. "I believe in quantifiable short term results- things we can all relate to – as opposed to a few esoteric thing no 1 can quantify."
That view is also being articulated by CEOs at Apple Computer, IBM, Aetna Life and Casualty and General Motors. When asked for his recipe for an IBM comeback, the recently appointed chairman, Louis V Gerstner said, "The last thing IBM needs right now is a vision".

It appears that, at lowest among a few leaders, grand visions are out of fashion. They're concentrating on d nuts and bolts of running their businesses.

Questions:

1)Isn't this short term focus likely to hurt their companies in the longer term?

2)What's the purpose of a grand vision? What takes place if a company's leader doesn't give it?

3)Don't organizations need radical new ideas to win in the marketplace?

4)Eaton says his goal for Chrysler is "getting a little bit better every single day". Is that a viable goal for a real "leader"?

Earning:   Approval pending.