Part one: Multiple choices:
problem: It is the degree to which a person identifies with a specific organization and its goals, and wishes to maintain the membership in organization.
a) Job involvement.
b) Terminal value.
problem: _________ means moving information from the hidden area to open area.
a) Blind area.
b) Unknown area.
c) Public area.
d) Self disclosure.
problem: An approach in which the goals of one party are in direct conflict with the goals of the other party:
b) Distributive bargaining
d) None of the above
problem: The measure of a person’s ability to operate within business organizations through social communication and interactions.
a) Transactional analysis.
b) Interpersonal skill.
c) Life position.
d) Johari window.
problem: Where the source of power is in person’s control over rewarding outcomes, that power is termed as:
a) Coercive power.
b) Referent power.
c) Legitimate power.
d) Reward power.
problem: It means melting resistance to change; the people who will be affected by the change come to accept the requirement for it.
problem: This training is as well known as laboratory training, encounter groups and T-groups.
d) Team building.
problem: They are the things which come altogether to define a culture & reveal that the culture is about to those who pay attention to them.
b) Espoused value.
d) Organizational culture.
problem: This phase encompasses all the learning which takes place before a new member joins the organizations.
b) The Pre-arrival stage.
c) Encounter stage.
d) Metamorphosis stage.
problem: It refers to the behavior pattern adopted by a leader to influence the behavior of his subordinate for attaining the organizational goal.
b) Traits of leadership.
c) Leadership grid.
d) Leadership style.
problem: Define Informal groups.
problem: What do you understand by the word ‘Emotion’?
problem: prepare a brief note on ‘Reinforcement theory’.
problem: Describe the terms ‘Attitudes and Values’.
Case 1: M/s. ABC Ltd is a medium-sized engineering company producing a large-range of product lines according to customer needs. It has earned a good reputation as a quick and reliable supplier to its customers because of which its volume of business kept on increasing. Though, over the past one year, the Managing Director of the company has been receiving customer complaints due to delays in dispatch of products and at times the company has to pay substantial penalty for not meeting the schedule in time.
The Managing Director convened an urgent meeting of different functional managers to discuss the issue. The marketing manager problemed the arbitrary way of giving priority to products in manufacturing line, causing delays in wanted products and over-stocking of products which are not required immediately. Production Control Manager complained that he does not have sufficient staff to plan and control the production function; and whatever little planning he does, is usually overlooked by shop floor manager. Shop floor managers complained of unrealistic planning, excessive machine breakdowns, power failure, and shortage of materials for scheduled products because of which it is not possible to stick to the schedule. Maintenance manager states that he does not get important spares needed for equipment-maintenance because of which he can’t repair machines at a faster rate. Inventory control manager states that on one hand the company often accuses him of carrying too much stock and on other hand people are grumbling over shortages. Fed up by mutual mud-slinging, the Managing Director decided to appoint you, a bright management consultant with training in business management to suggest ways and means to put his “house in order”.
1) How would you look at if there is any merit in the remarks of different functional managers?
2) What, in your opinion, could be the reasons for different Managerial thinking in this case?
3) How would you design a system of getting correct information about job status to recognize delays quickly?
4) What would you propose to promote co-ordinate interaction of various people to meet the scheduled dates?
Case 2: Rajender Kumar was a production worker at competent Motors Limited (CML) that made components and accessories for the automotive industry. He had worked at CML for almost seven years as a welder, along with fifteen other men in the plant. All had received training in welding both on the job and through company sponsored external programs. They had friendly relations and got along very well with one another. They played Volleyball in the playground regularly before retiring to the quarters allotted by the company. They work altogether in the company canteen, cutting Jokes on each other and making fun of everyone who dared to step into their privacy during lunch hour. Most of the fellows had been there for some length of time, except for two men who had joined the ranks only two months back. Rajender was usually considered to be the leader of the group, so it was no surprise that when the foreman of the new was transferred and his job was posted, Rajender applied for the job and got it.
There were only four other applicants for the job, two from mechanical section and two from outside, when there was a formal announcement of the appointment on a Friday afternoon, everyone in the group congratulated Rajender. They literally taken him on their shoulders, and bought him snacks and celebrated. On Monday morning, Rajender joined duty as Foreman. It was company practice for all foremen to wear blue jacket and a white shirt. Each man’s coat had his name badge sewn onto the left side pocket. The company had given two pairs to Rajender. He was proud to wear the coat to work on Monday. People who saw him from a distance went up to him and well-liked the new blue coat. There was a lot of kidding around calling Rajender as ‘Hero’, ‘Raja Babu’ and ‘Officer’ and so on. One of the guys went back to his locker and returned with a long brush and acted as though he were removing dust particles on the new coat. After about five minutes of horseplay, all the men went back to work. Rajender went to his office to familiarize himself with the new job and environment. At noon, all the men broke for Lunch and went to the canteen to eat and take a break as usual. Rajender was busy when they left but followed after them a few minutes later. He bought the food coupon, took the snacks and tea and turned to face the open canteen. On the left-side corner of the room was his old work group; on the right-hand side of the canteen sat the other entire foreman in the plant—all in their smart blue coats. At that point of time, silence descended on the canteen. Both groups looked at Rajender anxiously, waiting to see which group he would prefer to eat with.
1) Whom do you think Rajender will eat with? Why?
2) If you were one of the other foremen, what could you do to make Rajinder’s transition easier?