All India Management Association (AIMA) 2007 M.B.A Marketing Management Organizational Behavior – II - Question Paper

more attractive than the BATNA of the other party.
? Integrative Bargaining is based on assumption that there exist
one/more solution to a issue that would outcome in a win-win
situations.
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58. E All the statements are actual regarding role perception
? Role perception involves understanding how 1 is supposed to
behave in a particular role by observing the behavior of a different
individual in the identical role.
? External stimuli in the form of books, movies, television etc
influences role perception.
? The role is both perceived and interpreted through external learning
before being enacted.
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59. D Cluster chain: In this type, people transmit info to others selectively. So,
the message gradually dies out because those who receive it do not pass it on to
others.
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60. D Members of an organization use a common language in dealing with one
another. The language used may include simple tech. jargons or acronyms
that are identified by a majority of members in the organization or a particular
department of the organization.
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61. D Storming: This stage is characterized by conflict and confrontation within the
group.
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62. E Statements (III) and (IV) are actual regarding depth of an intervention.
? The depth of an intervention depends upon the knowledge possessed
by the consultant on different conceptual models and intervention
techniques.
? The depth of the intervention should be only to the extent to which
the client is willing to commit its resources towards solving the
problem.
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63. A The main purpose of the formal group diagnostic method is to analyze the
reasons for the existence of the team. In this, the leader asks his members to
identify the strengths of the team, the issues that need immediate attention,
their perceptions on where the team is heading, interpersonal relations within the
team and the ways to improve performance of the team.
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64. A Role identity: The attitude and behavior of an individual provide rise to role
identity. When a certain situation requires the individual to make major modifications
in his behavior and attitude, the individual does so in order to fit the role.
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65. B Participation may take the form of physical, emotional or intellectual
involvement of employees during a decision making process.
The degree of participation by employees varies from 1 organization to the
other.
The decision making system could be 1 of absolutely nil participation, where
the manager decides on every problem without consulting the other employees.
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66. D The systems approach to OD tries to analyze events by finding multiple causes
for the event rather than identifying only a single reason.
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67. D Force Field analysis technique is based on the assumption that there are two
forces, namely driving forces and restraining forces that play a role in attaining a
desired state of equilibrium in an organization.
The purpose of sensitivity training is to sensitize people to perceptions and the
behavior related aspects of themselves and others.
In survey feedback technique, data is collected systematically from a large
sample of employees at all levels of the organization or an organizational unit.
Process consultation: This technique seeks to resolve interpersonal issues
and increase the participation of employees in issue solving process. In this,
greater emphasis is laid on understanding organizational processes.
Team interventions are the techniques used by OD practitioners to improve the
performance of work teams.
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68. B Informal groups are formed by the employees themselves.
Tasks groups are formed to carry out specific tasks. Such groups are temporary
in nature.
A command group is represented in the organization chart and is relatively
permanent in nature.
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69. C Statements (I) and (II) are actual.
I. When an organization does not have clear goals, it provides more
opportunity to employees to engage in politics.
II. When organizations place a lot of importance on performance and when
responsibilities are fixed; people are more likely to engage in politicking.
III. When an organization faces a scarcity of resources, the employees are
more likely to engage in politicking.
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70. C In probability chain, an individual may come in contact with several persons but
will randomly pass info to a few of them.
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71. B Statements (I),(II) and (III) are actual.
Status plays a significant role as a motivator and is an important factor in
human behavior.
Offering organizational titles or providing special amenities may formally
establish status.
Status may be acquired informally by virtue of characteristics such as age,
gender, skill and experience.
Statement (IV) is not actual since, when inequity is perceived in the status
hierarchy of a group, it creates disequilibrium.
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72. A Statement (I) is actual.
In encounter stage, the employee becomes aware of the reality of the workplace
as compared to his/her expectations of the job and the organization.
In prearrival stage, every employee is treated as an individual with a distinct set
of values and principles.
In prearrival stage, a gradual attempt is made to introduce the values, norms and
expectations of the organization to the new employee.
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73. B In terms of Vroom’s expectancy-valence theory, reward power refers to a
person’s ability to administer positive valences to a different person and the
recognition of this power by the other person.
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74. C The behavioral approach towards decision making emphasizes the role and
importance of human behavior in the process of decision making.
Behavioral approach emphasizes that decision makers are prone to varying
degrees of rationality while making decisions.
According to the behavioral approach, there is a scope for an element of
subjectivity to creep in during the process of decision making.
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75. C The power-coercive strategy presume that change can be brought about by
making people who have less power comply with the instructions provided by
people who have more power.
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76. B An individual plays a variety of roles in various groups as well as balances the
different roles he plays. Sometimes, these roles place conflicting demands on the
individual. This is known as role conflict.
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77. D Norming: The stage is characterized by the development of close relationships
and cohesiveness within the group. Members develop a strong sense of group
identity and camaraderie. The stage is completed when a common set of
expectations defining improper behavior has been developed. In this stage,
there is development of close relationships and cohesiveness within the group.
Statement (IV) is actual in case of storming stage.
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78. A Cousin T-groups include people working in the identical organization who may not
know every other. They may be from various departments, plants or locations.
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79. D The different methods to control rumors are:
Paying heed to the rumors
Providing adequate info to employees in times of uncertainty.
Identifying the causes of rumors and tackling them.
Seeking support of the informal and union leaders.
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80. E Even if individuals want to change their behavior, group norms may act as a
constraint. This is known as group inertia and it comes under the organizational
resistance to change.
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81. B A kind of formal group that is represented in the organization chart; is relatively
permanent in nature and wherein employees/ members report to a common
superior is known as Command group.
Interest groups: type of informal group
Task group: are temporary groups formed to carry out specific tasks. Once the
task is or the issue is solved, they are dissolved.
Primary group: members tend to have similar values and loyalties and feelings
of comradeship towards every other.
Secondary group: these are large in size and members share the identical values and
beliefs, but because of the size of the group they do not interact often with every
other.
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82. D Taking into consideration the normative-re-educative strategy of change, the OD
program has the subsequent implications:
? The clients suggest the improvements and modifications desired in the
organization.
? The change agent, i.e. the OD practitioner and the client make
collaborative efforts to design interventions for the client organization.
Together they describe problems, develop solutions and identify
obstacles that may impede the generation of effective solutions.
? Solutions can be developed not only by applying tech. knowledge
or information, but can also be generated by understanding the values,
attitudes, relationships, and the usual way of doing things in the
organization.
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83. B Adhocracy: In this kind of culture, the performance of individual members is
judged on the basis of their commitment to organizational values and norms.
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84. D It has been revealed that groups do not follow standard trend of development
The subsequent statements are actual for the punctuated equilibrium model
(I) the members of this group suddenly experience a heightened sense of
awareness of the lapse of time and lack of progress in the project
(II) the last meeting of the group just before the completion of the project is
marked by a period of intense activity
(III) the sudden awareness of the limited time left to complete the project act as
an alarm and leads to flurry of activity
Statement (IV) is incorrect because punctuated equilibrium model is not very
predictable or precise.
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85. B Grapevine refers to oral communication ranging from employees; it also includes
informal written communication & electronic messages. ‘Gossip chain’ is the
trend of ‘grapevine’, where 1 person randomly spreads info to
everybody he comes in contact with.
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86. D The role profile consists of discretionary activities of the role, obligatory duties
towards other roles and the expectations of focal role from other roles in the
organization.
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87. D Statements (I), (II) and (IV) are actual regarding power. Statement (III) is not actual
since influence has a broader scope than influence.
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88. B Bureaucracy is an ideal structure for organizations. Unfortunately, when
organizations attempt to restructure, bureaucracy becomes a major barrier to
change.
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89. C Coalitions group:They are independent of the formal organization structure ;
they try to address the problems which are important to the members
Statement (III) is actual in case of formal group
Statement (IV) is actual in case of task group.
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90. A problem diagnosis: In this step, the parties are provided problem diagnosis forms. In the
forms, every part writes what kind of change in work behavior he expects from
others and in what way will the change affect his own performance.
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91. D Departmentalization by customer: This method involves dividing the
organization into various departments based on the kinds of customers they
serve.
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92. E Sensitivity training is a method of changing individual behavior through
unstructured group interaction. The main objective of sensitivity training is to
develop awareness and sensitivity trends of oneself and others. Participants are
brought together in a free and open environment when they interact with every
other, loosely facilitated by a professional behavioral scientist.
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93. C The changing patterns in global economy, workforce, technology and
organizations will have a major impact on processes and practices of OD. In this
context, the need for clarity regarding OD values will increase in the future.
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94. E Groups unlike mobs, tend to have a definite structure. The subsequent statements
are actual for group structure.
? It helps in shaping the behavior of its members.
It helps in predicting the behavior of its members.
It guides the performance of the group as a whole.
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95. A Departmentalization by function: The method involves grouping people with
similar skills into 1 unit which helps organizations utilize employee skills
efficiently and achieve economies of scale.
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96. C Delphi technique is not only an effective decision making tool in business
applications, but is also widely used for decision making in technological,
political, cultural and governmental situations.
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97. B Data pertaining to human and social processes obtains more use in an OD program
than tech. data, financial info and market info.
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98. A As every employee in an organization is needed to play diverse roles within
and outside an organization, role is referred to as a set of behavior trends
where an individual occupies a certain position in a society and is expected to
display.
A set of standards where all members in a group follow and agree upon are
norms.
Status is a social position or rank provided to groups or members by others.
A process by which individuals arrange and interpret their sensory impressions
in order to provide meaning to their environment is perception.
A personality dimension describing someone who is sociable, talkative, and
assertive. Is extraversion.
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99. A The economic rationality model assumes that the decision maker is perfectly
rational while making a decision.
According to this model, as managers gain experience they tend to develop
heuristics or rules of thumb to assess the current situation.
While the usage of heuristics simplifies the decision making process, it can also
prove to be counter productive under certain conditions.
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100. B Managers tend to be prejudiced against their colleagues and subordinates due to
racial, regional, age and gender differences. This is called stereotyping..

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