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IMT-14: Organizational Structure & Behaviour-MT2

IMT-14: Organizational Structure & Behaviour-MT2

 

IMT – 14: ORGANIZATIONAL STRUCTURE AND BEHAVIOUR - MT2

 

PART – A

 

Q1. Explain with the help of an example, how international forces as indirect environmental factor affect an organization.

 

Q2. Define the principles of scientific management.

 

Q3. Discuss the principles of job enrichment as given by Herzberg.

 

Q4. Define the concept of values and ethics

 

Q5. What are the three characteristics of motivation?

 

PART – B

 

Q1. Explain in detail the schedules of reinforcement?

 

Q2. Describe the psychoanalytical theory of personality.

 

Q3. Draw comparisons among American, Japanese and Indian organizational cultures?

 

Q4. What steps can you take to gain political strength?

 

Q5. How does the maturity of the followers determine or impact upon the style of leadership?

 

PART – C

 

Q1. Define organizational structure and explain how structure and productivity can be related to each other.

 

Q2. Describe the various OD interventions and explain as to how they improve the functioning of the organization.

Q3. What are the disadvantages or democratic leadership?

Q4. Explain in detail the physiological, psychological and behavioural responses to stress.

 

Q5. What are the three major factors that contribute towards the validation of attribution theory?

 

 

CASE STUDY – I

 

Fred was not handling the change in his department well. The company had recently changed hands, and even though no jobs had been lost, people had been changing jobs and were being asked to move to different locations.

 

The new leadership had a completely different outlook than those people he had worked under for the past 21 years. Fred found that he was unable to concentrate at work and generally felt like he did not like his job anymore.

 

At home, he was getting headaches and having trouble sleeping, which only enhanced his feeling that things were not going to work out well for him. When he thought about it, he had always hated change. He worked in the job he did partially because it was considered stable (boring to some) and predictable. Fred’s new boss kept trying to convince him that he was a valuable employee and that new opportunities, along with salary increases, were in his future. Unfortunately, Fred felt like he never knew what to expect the next day and what Fred really wanted was to have things the way they used to be.

 

Questions

1. Fred is obviously resistant to the change being introduced in his organization. What are the reasons that are likely to be the driver of Fred’s resistance?

 

2. If Fred’s manager noticed Fred’s stress, what should he do to reduce Fred’s stress level?


CASE STUDY – II

 

Edwin Edwards is a team leader for Lightspeed.com, an e-business that has employees in every global time zone, except three in the Pacific area and one in the Atlantic area. Some of the factors that the team has to contend with are deadlines, strong work ethic, creativity-innovation chain, highspeed turn around, and professionalism. As team leader, Edwin is the focal point of complaints from team members that he only sees via videoconference a few times per year, or compressed video via Internet a few times more per year. A frustration that he is encountering himself is that he works with all these people and does not have control over their “actual” work and few organizational rules, regulations, and policies. Yet due to the position he is in, he feels he gets all their complaints. The part he likes the most is that the team seems to prefer getting their objective accomplished instead of wasting time trying to decide who should be doing what tasks. The team does not deal well when a member offers an “off-the-wall” solution to a team problem. They tend to send Edwin more e-mail when a member offers an “off-the-wall” solution during a team “chat” than any other team-conflict issue.

 

Questions

1. What are the reasons for Edwin’s frustration?

 

2. State the factors that can develop organizational culture within the team members.

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