4409-1540-Organisational Behaviour - II (Group & Team Effectiveness) Dec 2005

7/30/2019 4409-1540-Organisational Behaviour - II (Group & Team Effectiveness) Dec 2005

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Narsee Monjee Institute of Management Studies (Deemed University)

Max. Marks: 100 Duration: 3 Hours

Subject: Organizational Behavior II

Instructions: Q. No. 1 & 2 are compulsory. Answer any 2 Questions from the

remaining questions.

Q. 1) Select the most appropriate answer of the following: (10)

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


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

a) authoritarian styleb) 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 styled) 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 violentlyb) 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


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Q.2) Read the following case study and answer the questions that follow: (30)

Case Study

Sagar Private Limited is a small company, which manufactures plastic products such

as mugs, buckets, and other household utility products. This company, which is

situated in an industrial belt in New Mumbai, has typical labour needs. Since quite a

few operations including packing of products are done manually, the company

employes 80 workers on the shop floor. The company supplies its products to retailers

in and around Mumbai. It has a long production run and longer product life-cycles

and therefore the management believes that the company is making fewer profits

because of this. As a result, the top-management, which comprises of the members of

Maheshwari family, since this is a family- managed business, decided to invest

resources on automation to have shorter production runs and shorter product life-cycles. It has decided to introduce packaging machines to reduce semi-skilled and

unskilled labour.

The company has a bad record in industrial relations since workers in the past have

had several problems pertaining to wages and working conditions. Rajnath Dube, a

worker who is often pampered by management to get their way, dominates the

company union. Rajnath is a man who ranks very low in personal & professional

ethics but ahs a way with people and is good at politics. He has a substantial clout

with the workers who trust him and would act on his advice. But the management is

fully aware that Rajnath may not be able to help much if the company thinks of

retrenching workers. Rajnath immediately sensed a a good opportunity to make a big

sum so he pretended that convincing the workers was a Herculean task and he would

need at least 6 months time to do this. The management was however impatient to

introduce automation and told Rajnath to convince workers within 3 months to help

them supplement the decision. Of course, Rajnath played his game and asked for a

huge sum in reciprocation of his effort. The Maheshwari brothers were shocked at the

price that rajnath wantd. They however knew that things would only get worse if they

refused Rajnaths proposal.

Case Questions

i)Was the Maheshwari familys method of introducing change in Sagar Private

Limited appropriate? Please substantiate your response giving suitable reasons.

ii)How would you handle Rajnath if you were in place of the Maheshwaris?


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Q.3) What is the difference between a group & a team? What are the different types

of work teams?

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

conflicts by giving suitable examples?

Q.5) What is the difference between a manager and a leader? Do leaders need

different skills to be effective?

Q.6) Explain the different types of employee involvement and employee recognition

programs with the help of suitable examples.

*********All The Best*********

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4409-1540-Organisational Behaviour - II (Group & Team Effectiveness) Dec 2005