Organization Behavior 1. Define organizational behavior, and organizational structure? 2. What is the difference between a manager and a leader? Do leaders need different skills to be effective? 3. What is the difference between a group & a team? What are the different types of work teams? 4. How would you define conflict? Distinguish between functional & dysfunctional conflicts by giving suitable examples? 5. Explain the different types of employee involvement and employee recognition programs with the help of suitable examples. 6. Select the most appropriate answer of the following: (20, each 2 marks) 1) The groups to which an individual aspires to belong, i.e. the one with which he or she identifies is called a) coalitions b) committees c) reference groups d) task groups 2) One small drawback of the five-stage model is that it a) ignores the organizational context b) ignores the situational factors c) ignores the individual attributes d) ignores the formal structure 3) Individual employees can be converted into team players through a) appropriate feedback b) training c) monitoring d) demonstration 4) One who tries to bring discipline and order through formal structures, plans and processes and tries to monitor performance against plans is a a) leader b) manager c) co-ordinator d) team-player 5) If the followers are able and unwilling, then the leader will have to use the a) authoritarian style b) participative style c) situational style d) strategic style 6) According to situational leadership approach, the style that denotes a high-task and a low-relationship style is a) selling style b) delegating style c) participating style d) telling style 7) Decision-making heavily depends on the individual a) understanding b) creativity c) perception d) ability 8) In formal groups and organizations, an individual has maximum access to a) referent power b) reward power c) legitimate power d) coercive power 9) In an attempt to preserve their perceptions, people tend to a) resist change violently b) ignore the change process c) create bottlenecks for change agents d) process information selectively 10) The process, which is aimed at seeking change in attitudes, stereotypes and perceptions, that groups hold of each other is called a) Organizational development b) Inter-group development c) T-groups d) Team-building PERSONNAL MANAGEMENT 1. Psychological test as selection criteria can at best be a support to the interview process. Please evaluate. (15 Marks) 2. Retention of employees in the organization starts with a structured and effective induction program.Please comment. (15 Marks) 3. If you have to hire an HR Manager for your firm,what competencies would you look for? Please answer in terms of your understanding of the HR function. (15 Marks) 4. Designing an attractive motivational strategy is the key to making of a high performance driven organization. (15 Marks) 5. Briefly explain (Any two): a) Different type of employee appraisals and rating b) Validity / reliability c) Job analysis d) Stress interview (20 Marks)

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Organization Behavior

1. Define organizational behavior, and organizational structure?

2. What is the difference between a manager and a leader? Do leaders need different skills

to be effective?

3. What is the difference between a group & a team? What are the different types of work

teams?

4. How would you define conflict? Distinguish between functional & dysfunctional conflicts

by giving suitable examples?

5. Explain the different types of employee involvement and employee recognition

programs with the help of suitable examples.

6. Select the most appropriate answer of the following: (20, each 2 marks)

1) The groups to which an individual aspires to belong, i.e. the one with which he or she

identifies is called

a) coalitions b) committees c) reference groups d) task groups

2) One small drawback of the five-stage model is that it

a) ignores the organizational context b) ignores the situational factors c) ignores the individual attributes d) ignores the formal structure

3) Individual employees can be converted into team players through

a) appropriate feedback b) training c) monitoring d) demonstration

4) One who tries to bring discipline and order through formal structures, plans and

processes and tries to monitor performance against plans is a

a) leader b) manager c) co-ordinator d) team-player

5) If the followers are able and unwilling, then the leader will have to use the

a) authoritarian style b) participative style c) situational style d) strategic style

6) According to situational leadership approach, the style that denotes a high-task and a

low-relationship style is

a) selling style b) delegating style c) participating style d) telling style

7) Decision-making heavily depends on the individual

a) understanding b) creativity c) perception d) ability

8) In formal groups and organizations, an individual has maximum access to

a) referent power b) reward power c) legitimate power d) coercive power

9) In an attempt to preserve their perceptions, people tend to

a) resist change violently b) ignore the change process c) create bottlenecks for change agents d) process information selectively

10) The process, which is aimed at seeking change in attitudes, stereotypes and

perceptions, that groups hold of each other is called

a) Organizational development b) Inter-group development c) T-groups d) Team-building

PERSONNAL MANAGEMENT

1. Psychological test as selection criteria can at best be a support to the interview process. Please

evaluate. (15 Marks)

2. Retention of employees in the organization starts with a structured and effective induction

program.Please comment. (15 Marks)

3. If you have to hire an HR Manager for your firm,what competencies would you look for?

Please answer in terms of your understanding of the HR function. (15 Marks)

4. Designing an attractive motivational strategy is the key to making of a high performance driven

organization. (15 Marks)

5. Briefly explain (Any two):

a) Different type of employee appraisals and rating

b) Validity / reliability

c) Job analysis

d) Stress interview (20 Marks)