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Organisational Behaviour-NMIMS Sep 18

Organisational Behaviour-NMIMS Sep 18

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Q1. As a manager how will you identify the stress, prevent and manage the stress of individuals working in the organization? Please cite the latest examples of stress from the corporate world. (10 Marks)


Q2. Mr Kabir was working in an Administrative department as officer Administration. He was responsible for keeping account of all the vehicles of the company apart from other arrangements including the guest house of the company. Mr Kabir has been working in the company for 6 years in the same grade without promotions. He was supposed to be very honest in his job. Once the GM of the factory Mr Rakesh Gupta, requested for the company car during office time for his personal work. Mr Kabir refused it by saying that it cannot be given during the office hours as the work would suffer. Mr Srivastava (Sr Manager Admin) was very happy to oblige Mr Gupta as he wanted one of his relatives to be employed as officer. Hence, he shouted at Mr Kabir for his disobedience and threatened to transfer him to stores if he continued to show disrespect to senior officers. Kabir was also an active member of staff union. He immediately went to the Union President and informed him about the misuse of the company car for private purpose by the GM at the cost of the office work. It was decided that Kabir would send a note in writing to Mr Srivastava asking him to approve sending the car to the house of Mr Gupta. Mr Srivastava understood the repercussions and refused to sign the approval. He lent his own car to Mr Gupta.

Questions: What power and power tactics was being used by Mr Kabir? What power Mr Srivastava was using and earmarked and explain the factors used by Mr Srivastava in contributing to the politics. (10 Marks)


Q3: Gulu's Snack Company is a family owned company located in Himalaya Mountains. Gulu started the business in 1956, by selling homemade chips. Nowadays, Gulu's is Rs.58 million snack Food Company that is struggling to regain market share lost to fierce competitors. In the early 1980, Gulu passed the business on to his son, Gulu Jr., who is currently grooming his son, Gulshan to succeed himself as head of the company. Six month ago, Gulshan joined Gulu's Snacks as a salesperson and after four months, he was quickly promoted to sales manager. Gulshan recently graduated from a local university with an M.B.A. in marketing, and Gulu Jr. was hoping that Gulshan would be able to implement strategies that could help turn the company around. One of Gulshan's initial strategies was to introduce a new sales performance management system. As part of this approach, any sales person who receives a below average performance rating would be required to attend a mandatory coaching session with his/her supervisor. Gulshan is hoping that these coaching sessions will motivate his employees in increase their sales. Here is the description of the reaction of three salespeople who have been required to attend a coaching session because of their low performance over the previous quarter.


Nishant is a hard worker. He takes pride in his work. He has learned selling techniques. He has accompanied top salesman. He has no problem asking for advice and doing whatever needs to be done to learn the business. He has cheery attitude and is a real "team player and giving the company 150 percent at all times. It has been a tough quarter for Nishant, but he is doing his best to achieve his sales targets. He feels that failure to make quota during this past quarter results not from lack of effort but just bad luck in the economy. But he is now hopeful in the next quarter. Nishant is upset with Gulshan for having him attend the coaching session because this is the first time in three years that his sales quota has not been met. He exceeded the sales quota this year yet had not received a "thank you" or "good job" for those efforts. The entire experience has left Nishant demotivated and questioning his future with the company.

Navin is happy to have his job at Gulu's Snack Company although he really doesn't like sales work that much. Navin accepted this position because he felt that he wouldn't have to work hard and would have a lot of free time during the day. Navin was sent to coaching mainly because his customer satisfaction reports were low; in fact, they were the lowest in the company. Navin tends to give scanned presentations and does not listen closely to customers’ needs. Consequently, Navin makes numerous errors is new sales orders, which delays shipments and loses business and goodwill for Gulu's Snack Company. He thinks that the coaching session is a waste of time. He doesn't socialize with others in the office. He attributes other's success and promotions to "who they know" in the company rather than their hard work. He feels that no matter how much effort is put into the job, he will never be adequately rewarded.


For three of the last five years Nikhil was the number one salesperson in the division and had hopes of being promoted to sales manager. When Gulshan joined the company, Nikhil worked closely with Gulu Jr. to help Gulshan learn all facets of the business. Nikhil thought this close relationship with Gulu Jr. would ensure his upcoming promotion to the coveted position of sales manager. He goes late for appointment or misses them entirely. His sales performance declined dramatically, which resulted in a drastic loss of income. Although Nikhil had been dedicated and fiercely loyal to Gulu Jr. and the company for many years, he is now looking for other employment. Nikhil is bitter and resentful of his current situation and now faces a mandatory coaching session that will be conducted by Gulshan.


a) How three needs identified by McClelland are related to worker behaviour in each situation? (5 Marks)

b) How is expectancy theory related with the 3 employees? Explain. (5 Marks)

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