Uttar Pradesh Technical University (UPTU) 2009-1st Sem M.C.A ---Organizational Behaviour - Question Paper
MCA
(I sem) ODD semester Theory exam
Organizational Behaviour
Printed Pages: 8 MCA115
(Following Paper ID and Roll No. to be filled in your Answer Book) Roll No. ff |q lihMi
PAPER ID: 7305
(SEM1) ODD SEMESTER THEORY EXAMINATION 2009-10 ORGANIZATIONAL BEHAVIOUR
Time: J Hoursj [TotalMarks: 100
Note : The question paper contains three parts. All questions are compulsory. Marks are indicated against questions.
1 Choose the correct answer/fill in the blank/state true or false, for the following objective questions :
1x20=20
(a) The basis of autocratic model is_ .
(i) Economic
(ii) Leadership
(iii) Power
(iv) Money
(b) The three levels of analysis done in organizational behaviour are individual, group and _ .
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; J 0 ?
(c) The behaviouristic framework of organizational behaviour was given by
(i) B.F. Skinner
(ii) Alderfer
(iii) Maslow
(iv) Pavlov and Watson
(d) Learning is a _ change in person's
behaviour.
(i) Actual
(ii) Real
(iii) Permanent
(iv) Temporary
(e) Leadership is the process of exercising_
(i) Authority
(ii) Power
(iii) Threat
(iv) Influence
(f) When a person is perceived on the basis of one trait it is known as _.
(i) Stereotyping
(ii) Projection
(iii) Halo effect
(iv) Contrast effect
(g) Two factor model in motivation was given by
(i) A. Maslow
(ii) Fiedler
(iii) Herzberg
(iv) Blake and Mouton
[Contd...
(h) According to _ J_ view all conflict is
harmful and should be avoided.
(i) Latest
(ii) Classical
(iii) Neo Classical
(iv) Human Relations
(i )__is a device through which grievance is
settled.
(i) Grievance procedure
(ii) Participation
(iii) Exchange
(iv) Consultation
(j) Knowledge acquisition is first step in
(i) Knowledge power
(ii) Knowledge management
(iii) Knowledge Role
(iv) Knowledge importance
(k) The determinants of personality are _
environment and situation.
(i) target
(ii) perception
(iii) attitude
(iv) heredity
(1) The four variables in organisation behaviour are people, structure, technology and__.
(i) Leadership
(ii) Perception
(iii) Environment
(iv) Challenges
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(m) The acceptable standards of behaviour in a group are known as
(i) Standards
(ii) Rules
(iii) Policies
(iv) Norms
(n) Theory X and Y was proposed by__.
(i) B.F. Skinner
(ii) Douglas Me. Gregor
(iii) Alderfer
(iv) Adams
(o) Path goal theory of leadership was developed by
(i) Fiedler
(ii) Paul Hersey
(iii) Me. Clleland
(iv) Me Gragor
(p) A group which arises spontaneously out of interaction among individuals is a
(i) Formal group
(ii) Task group
(iii) Command group
(iv) Informal group
(q) When the introduction of a negative consequence decreases the likelihood of the occurrence of a behaviour, it is known as _.
(i) Positive reinforcement
(ii) Negative reinforcement
(iii) Punishment j
(iv) Extinction
(r) Sociology has contributed the concept of _to O.B,
I
(i) Learning
(ii) Individual Behaviour
(iii) Personality
(iv) Group Behaviour
(s) Ego states is a concept of
(i) Perception
(ii) Inter-personal relationship
(iii) Learning
(iv) Group behaviour
(t) _ policy implies that employee that are
invited to discuss their problems freely and frankly at any time.
(i) Open door
(ii) Closed door
(iii) Mutual
(iv) Settlement
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j - - ; s 11
2 A Case Study
Pal Riverer is vice president of manufacturing and operations of a medium-size pharmaceutical firm in the midwest. Pat has Ph.D. in chemistry but has not been directly involved in research and new-product development for twenty years. From the "School of hard knocks" when it comes to managing operations, Pat runs a "tight ship'. The company does not have the turnover problem, but it is obvious to Pat and other key management personnel that the hourly people are putting in only their eight hours a day. They are not working an where near their full potential. Pat is very upset with the situation because, with rising costs, the only way that the company can continue to prosper is to increase the productivity of its hourly people.
Pat called the human resources manager, Carmen Lopez, and laid it on the line : "What is it with our people, anyway? Your wage surveys show that we pay near the top in this region, our conditions are tremendous, and our fringes choke a horse. Yet these people still are not motivated. What in the world do they want?" Carmen replied : I have told you and the president time after time that money, conditions, and benefits are not enough. Employees
also need other things to motivate them. Also, I have been conducting some random confidential interviews with some of our hourly people, and they tell me that they are very discouraged because, no matter how hard they work, jhey get the same pay and opportunities for advancement as their coworkers who are first scraping by." Pat then replied "Okay, you are the motivation expert, what do we do about it ? We have to increase their performance".
(i) Explain the "motivation problem" in this organisation in tefms of the content models of Maslow, Alderfer,1 and Herzberg. What are the 'other things' that the human resources. Manager is referring to in speaking of things besides money conditions, and fringe benefits that are needed to motivate employees?
(ii) Explain the motivation of the employees in this company in terms of one or more of the "process
models. On the basis of the responses during the
k.
confidential interviews, what would you guess are some of the expectancies inequicies and attribution of the employees in this company.
How about Pat? Do you think this manager is internally or externally controlled?
(iii) How would you respond to Pat's last question and statement if you were the human resource manager in this company?
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What is organisation behaviour? Discuss its 12
relationship with other fields.
OR
Discuss the emerging challenges and opportunities in managing human behaviour in the near future.
Explain various perceptual errors. 12
OR
Discuss the various determinants of personality.
Explain the concept of IR with the use of 12
transactional analysis.
OR
What is group cohesivenessj Explain the factors affecting group cohesiveness.
Explain the concept of organisational change and 12 how would you manage resistance to change.
OR
Discuss different types of conflict.
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| Earning: Approval pending. |
