Register Number :

Name of the Candidate :

6358
M.B.A. DEGREE EXAMINATION, 2010
( FIRST YEAR )
( PAPER - VII )

150 / 170. ORGANISATIONAL

BEHAVIOUR
( Common with M.B.A. Three year programme )
December ]

[ Time : 3 Hours
Maximum : 75 Marks
SECTION A

( 5 3 = 15 )

Answer any FIVE questions.

All questions carry equal marks.
Write short notes on any FIVE of the following:
1.

Social System.

2.

Introvert.

3.

Projection.
Turn Over

4. Social loafing.

SECTION C

5. Transformational Leadership.

Answer any ONE question.

6. Self actualization need.

14. How do the characteristics of the perceiver, the

perceived and the situation affect the perception
process?

7. Change agent.
8. Define organizational Climate.
SECTION B

( 1 15 = 15 )

( 3 10 = 30 )

Answer any THREE questions.

All questions carry equal marks.
9. Outline the factors influencing organizational
behaviour.
10. What personality characteristics you would
associate with a manager?
11. Are cohesive groups more productive? Explain.
12. Explain the managerial grid.
13. Why do employees resist change?

15. Are groups better than individuals in making

decisions? Discuss the group decision making
process.
16. Give reasons for organizational conflict. How
can organizational conflict be managed?
SECTION D ( 1 15 = 15 )
( Case Study )
17. Metropolitan Hospital was built two years ago
and currently has a work force of 235 people.
The hospital is small, but because it is new, it
is extremely efficient. The board has voted to
increase its capacity from 60 to 190 beds. By
this time next year, the hospital will be over
three times as large as it now in terms of both
beds and personnel.

Turn Over

4
The administrator, Clara Hawkins, feels that the
major problem with this proposed increase is
that the hospital will lose its efficiency. I want
to hire people who are just like our current
team of personnel hardworking, dedicated,
talented and able to interact well with patients.
If we triple the number of employees, I dont
see how it will be possible to maintain our
quality patient care. We are going to lose our
family atmosphere. We will be inundated with
mediocrity and well end up being like every
other institution in the local area- large and
uncaring.
The chairman of the board is also
concerned about the effect of hiring such a large
number of employees. However, he believes that
Clara is overreacting. It cant be that hard to
find people who are like our current staff. There
must be a lot of people out there who are just
as good. What you need to do is to develop a
plan of action that will allow you to carefully
screen those who will fit into your current
organizational culture and those who will not.
Its not going to be as difficult as you believe.
Trust me. Everything will work out just fine.

5
As a result of the chairmans comments,
Clara has decided that the most effective way
of dealing with the situation is to develop a plan
of action. She intends to meet with her
administrative group and determine the best way
of screening incoming candidates and then
helping those who are hired to become
socialized in terms of the hospitals culture.
Clara has called a meeting for the day after
tomorrow. At that time, she intends to discuss
her ideas, get suggestions from her people, and
then formulate a plan of action. Weve come
too far to lose it all now, she told her
administrative staff assistant. If we keep our
wits about us, I think we can continue to keep
Metropolitan as the showcase hospital in this
region.
(a) What can Clara and her staff do to select
the type of entry-level candidates they
want? Explain.
(b) How can Clara ensure that those who are
hired come to accept the core cultural
values of the hospital? What steps would
you recommend?
Turn Over

(c) Could Clara use this same approach if

another 200 people were hired a few years
from now?
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Turn Over

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