OCTOBER 2011 Time : Three hours

P/ID 37503/PBAC
Maximum : 80 marks

PART A (5 5 = 25 marks) Answer any FIVE questions. All questions carry equal marks. 1. 2. 3. Is organisation a social system? How? Distinguish between perception and attitude. Who are motivators? Enumerate non-financial motivators. Examine the qualities required for a leader. Describe the organisation. various types of groups in

4. 5.

6.

Does OD work or is it just a lot of hocus-pocus? Explain your views. How can a manager go about resolving intergroup conflict? Give some examples. Under what conditions will workers tend to tolerate change? Give an illustration.

7.

8.

PART B (4 10 = 40 marks) Answer any FOUR questions. All questions carry equal marks. 9. Why are individual, group and organisation systems level behaviours each described as increasingly more complex? 10. Describe the major factors affecting perception. How will you improve perceptual skills? 11. Critically evaluate the theories of motivation and their relevance in todays context. 12. What factors influence the degree to which group members will be attracted to each other? 13. Distinguish between organisational culture and organisational climate. What are the factors that influence organisational climate? 14. Examine the sources of conflict? Suggest solutions to solve them. 2

P/ID 37503/PBAC

PART C (15 marks) Compulsory. 15. Case study : Surya Publishers Co. Ltd. in Chennai has ten thousand employees. There is a formal union. But, the informal groups are diverse and dignified. The top management has explored their strengths and weaknesses and fully exploiting the inter group behaviour for enhancing productivity. Mr. Manickam is a newly appointed Managing Director. He has a biased opinion about Biharis and is very favourable to Karnataka employees. He thinks of the former as Lethargic and arrogant. The employees of bihar objected to his perception and warned him against such attitudes because intergroup policies would spoil the atmosphere. Mr. Manickam did not heed this warning. He gave more power to Karnataka employees, ignoring the behaviour of the Bihar employees production declined in the unit where a large number of employees from Karnataka were employed. He became doubtful and was forced to think seriously about the intergroup behaviour. 3

P/ID 37503/PBAC

Questions : (a) Where is the mistake in the organisation? Find and eliminate it. (b) Discuss the role of the middle manager in intergroup behaviour. (c) What is team sprit? How is it established?

P/ID 37503/PBAC