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MBA
(SEM I) THEORY EXAMINATION 2023-24
MANAGEMENT CONCEPTS AND ORGANISATIONAL BEHAVIOUR
TIME: 3HRS M.MARKS: 100

Note: 1. Attempt all Sections. If require any missing data; then choose suitably.
SECTION A
1. Attempt all questions in brief.
Qno. Question Marks
a. Define Productivity. 2
b. Explain Human Skills. 2
c. Name on the Job training methods. 2
d. Explain Matrix Organizational Structure. 2
e. What do you mean by Personality Traits? 2
f. Name types of Groups. 2
g. What are hygiene factors? 2
h. What is selective perception? 2
i. Name types of leaders. 2
j. Explain Autocratic leadership style. 2
SECTION B
2. Attempt any three of the following:
29

98
a. “A manager plans, organizes, staffs direct and controls.” Discuss. 10
_0

b. “A Supervisor in order to be effective in his work should have some fundamentals in 10

9.
mind.” Discuss.
P2

24
c. What is Organizational Behavior? Why do managers need a conceptual framework for 10

1.
studying Behavior in Organizations.
4D

d. “Motivation is the function of individuals, job design and Work Environment.” Explain. 10
.2
P2

e. “Leadership is the essence of Managership.” Comment. 10

25
Q

SECTION C
|1

3. Attempt any one part of the following:

a. Define Management and discuss in brief the scope of management. 10
02

b. Explain the concept of Planning state its characteristics. Discuss its benefits and 10
2:

limitation.
:5

4. Attempt any one part of the following:

08

a. Define organization and discuss different types of organizational structures. 10

b. Briefly describe the methods of training and development of Managers. 10
4

5. Attempt any one part of the following:

02

a. What is Personality and Explain the Myers-Briggs type indicator. 10

-2

b. Explain Interpersonal Conflicts with the help of Johari Window Model. 10

03

6. Attempt any one part of the following:

a. Briefly discuss Herzberg’s two factor theory? 10
2-

b. What is Perceptual Process? Discuss perpetual inputs, through puts and output? 10
|1

7. Attempt any one part of the following:

a. Discuss Kurt Lewin Model of change. 10
b. Briefly discuss leadership Situational Model. 10

1|Page
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 MBA
II Semester
KMBN 101 SOLUTIONS
MANAGEMENT CONCEPTS AND ORGANISATIONAL BEHAVIOUR

SECTION A
Ans. 1a Productivity refers to the efficiency and effectiveness with which resources are utilized to
achieve desired outcomes. It measures output per input over time, emphasizing efficiency,
effectiveness, quality, and continuous improvement. Engaged employees and a positive culture
contribute to higher productivity, crucial for organizational success and sustainability.
Productivity encompasses both quantitative and qualitative dimensions of organizational performance
and efficiency. It is a key metric that organizations monitor closely to assess their competitiveness,
profitability, and long-term sustainability.
Ans. 1b Human skills are integral to the role of middle management as they bridge the gap between
strategic directives from upper management and day-to-day operations. By mastering these skills,
middle managers can effectively lead their teams, drive performance, and contribute to the overall
success of the organization.

Ans.1c On-the-job training (methods refer to techniques and strategies used to train employees within
the actual work environment. These methods allow employees to learn while performing their regular
job duties, gaining practical experience and skills directly relevant to their roles.
On the Job Training Methods :
(a) Apprenticeship programs
(b) Internship training
(c) Induction training
Ans. 1d A matrix organizational structure combines elements of functional and project-based
organizational structures.
Authority: Dual reporting lines—functional manager (departmental) and project manager (temporary).
Advantages: Enhanced communication, flexibility, specialized skills utilization.
Disadvantages: Potential for conflicts, complexity in decision-making, and power struggles.
Ans. 1e An individual personality is composed of definite pre-dispositional attributes called traits.
 A trait may be defined as distinguishable, relatively enduring way in which one individual differ from
another.
Traits are distinct, enduring characteristics that define an individual's personality and distinguish them
from others. They are consistent patterns of behaviour, thoughts, and emotions that tend to remain stable
over time and across different situations. Traits are important in understanding and predicting how
individuals will behave in various circumstances, as they provide a framework for understanding an
individual's typical reactions and preferences.
Ans. 1f A group is any number of people who interact with one another, are psychologically aware of
one another, and perceive themselves to be a group.
TYPES OF GROUPS
• Small VS Large
• Primary VS Secondary
• Formal VS Informal
Ans. 1g According to Herzberg, there are satisfiers and dis-satisfiers in a job for the individuals.
Herzberg labeled the dissatisfiers hygiene factors.
The hygiene factors are preventive and environmental in nature, and they are roughly equivalent to
Maslow’s lower – level needs.

Ans. 1h Selective Perception

People generally interpret according to their basis of interests, idea and backgrounds. It is the tendency
not to notice and forget the stimuli that cause emotional discomfort. For example we might think that
fresher graduates with above 80 % marks will exceptionally do well in technical interviews of respective
subjects.
Ans. 1i TYPES OF LEADERS
Autocratic Leadership: Leaders who make decisions independently with little or no input from
others, exerting strict control over followers.
Democratic Leadership: Leaders who involve followers in decision-making processes, valuing their
input and fostering a collaborative environment.
• Laissez-Faire Leadership: Leaders who adopt a hands-off approach, providing minimal guidance
and allowing followers considerable freedom in their work.

Ans. 1j Autocratic Leadership style

• Characterized by individual control over all decisions and little input from group members.
• Provide clear expectations for what needs to be done, when it should be done, and how it should
be done.
• Best applied to situations where there is little time for group decision-making or where the
leader is the most knowledgeable member of the group (Cherry).
• Example: Hitler

SECTION B
Ans. 2a A manager’s job is very crucial in an organization.
• He is a planner, coordinator, producer and a marketer.
• The success of an organization will depend upon the caliber of the manager in utilizing the resources
for achieving business goals.
• A manager has to perform functions like planning, organizing, staffing, directing and controlling.
The functions of management—planning, organizing, staffing, directing, and controlling—comprise
the fundamental activities that managers perform to achieve organizational goals effectively and
efficiently.
Planning: Planning involves setting objectives and determining the best course of action to achieve
them. It includes defining goals, identifying tasks, outlining strategies, and developing plans to
integrate and coordinate activities.

Organizing: Organizing involves arranging resources and tasks in a structured way to achieve
organizational objectives. It includes designing the organizational structure, establishing relationships
between roles, and allocating resources.

Staffing: Staffing refers to acquiring, developing, and retaining competent individuals to fill
organizational positions. It involves recruitment, selection, training, development, compensation, and
performance appraisal of employees.

Directing: Directing involves guiding and supervising employees to achieve organizational goals. It
includes motivating, leading, communicating, and inspiring employees to perform their roles
effectively.

Controlling: Controlling involves monitoring performance, comparing it with goals, and taking
corrective action when necessary. It includes establishing performance standards, measuring actual
performance, analyzing deviations, and implementing adjustments.

Ans. 2b Effectiveness as a supervisor hinges on several fundamental principles. Here are key
considerations for supervisors to bear in mind:

Clear Communication: Effective supervisors understand the importance of clear, two-way

communication. They should articulate expectations, provide feedback, listen actively to their team
members, and ensure that messages are understood. Clear communication fosters trust, reduces
misunderstandings, and enhances productivity.
Setting Clear Expectations: Supervisors need to define goals, tasks, roles, and responsibilities
clearly for their team members. Clear expectations help employees understand what is expected of
them, align their efforts with organizational objectives, and reduce ambiguity in work assignments.

Supporting and Developing Employees: Effective supervisors support the growth and development
of their team members. They provide training opportunities, mentorship, and resources necessary for
employees to succeed in their roles. Investing in employee development enhances motivation, job
satisfaction, and overall team performance.

Building Relationships: Supervisors should cultivate positive relationships with their team members
based on trust, respect, and empathy. Strong interpersonal relationships create a supportive work
environment, improve communication, and foster collaboration among team members.

Empowering and Delegating: Effective supervisors delegate tasks and responsibilities appropriately
to empower their team members. Delegation not only distributes workload but also builds skills,
confidence, and accountability among employees. It enables supervisors to focus on strategic
priorities while developing their team's capabilities.

Managing Performance and Providing Feedback: Supervisors monitor and evaluate employee
performance against established goals and standards. They provide timely, constructive feedback to
acknowledge achievements, address issues, and guide improvement efforts. Effective feedback
enhances employee development and performance.

Adaptability and Problem Solving: Supervisors should be adaptable in responding to changing

circumstances and solving problems that arise in the course of work. They analyze situations, make
informed decisions, and implement solutions to overcome challenges effectively.

Ethical and Fair Decision Making: Supervisors make decisions with fairness, integrity, and ethical
considerations in mind. They adhere to organizational policies and values, treat employees equitably,
and uphold standards of conduct that promote trust and ethical behaviour within the team.

Continuous Improvement: Effective supervisors are committed to continuous learning and

improvement. They seek feedback from their team and stakeholders, reflect on their own
performance, and implement strategies to enhance their supervisory skills and leadership
effectiveness.

By adhering to these fundamental principles, supervisors can create a positive work environment,
foster employee engagement and productivity, and contribute to organizational success. These
principles are not only crucial for individual supervisors but also align with broader management
concepts that emphasize the importance of leadership, communication, and employee development in
achieving organizational goals.

Ans. 2c Motivation is influenced by three key factors: individual characteristics, job design, and the
work environment. Let's briefly discuss each:

Individual Characteristics:

• Motivation begins with individual characteristics such as personality traits, values, needs, and
goals. These factors shape how individuals perceive their work, the importance they attach to
it, and their willingness to exert effort.
• Management concepts suggest that understanding these individual differences is crucial for
managers to tailor motivational strategies effectively. For example, some employees may be
 motivated by recognition and career advancement, while others may prioritize work-life
balance or job security.

Job Design:

• Job design refers to how tasks and responsibilities are structured within a role. A well-
designed job can enhance motivation by providing employees with meaningful and
challenging work that aligns with their skills and interests.
• Management concepts advocate for job enrichment, which involves adding variety,
autonomy, and opportunities for skill development to jobs. This approach not only increases
job satisfaction but also motivates employees to perform at higher levels.

Work Environment:

• The work environment encompasses organizational culture, leadership style, team dynamics,
and the physical workspace. A positive work environment fosters motivation by promoting
trust, collaboration, open communication, and a sense of belonging.
• Management concepts emphasize creating a supportive and inclusive work environment
where employees feel valued, respected, and empowered. This can boost morale, engagement,
and overall motivation among individuals and teams.

Motivation as a function of individual characteristics, job design, and the work environment
underscores the importance of holistic management approaches that consider both intrinsic and
extrinsic factors influencing employee engagement and performance. By addressing these elements,
organizations can cultivate a motivated workforce that drives innovation, productivity, and long-term
success.

Ans. 2d Leadership is indeed considered the essence of managership for several reasons:

Influence and Direction: Leadership involves influencing others towards achieving common goals
and objectives. Managers, as leaders, guide and inspire their teams to work towards organizational
success through effective communication, motivation, and decision-making.

Vision and Strategy: Leaders within management set the vision and strategic direction for their
teams and organizations. They align resources, establish priorities, and navigate challenges to realize
the vision and achieve desired outcomes.

People Development: Effective leaders focus on developing their people by providing mentorship,
coaching, and opportunities for growth. They recognize and utilize individual strengths while
fostering a collaborative and supportive work environment.

Adaptability and Change: Leadership in managership entails navigating change and uncertainty
within the organization. Leaders must be adaptable, resilient, and capable of steering their teams
through transformations and challenges effectively.

Ethical Responsibility: Leaders uphold ethical standards and values within the organization. They
make decisions that consider the broader impact on stakeholders, promote fairness, and maintain
integrity in their actions.

Innovation and Problem-Solving: Leaders encourage innovation and creativity by fostering a

culture of experimentation and learning. They empower their teams to solve problems, explore new
ideas, and continuously improve processes.
Inspiration and Motivation: Leaders inspire and motivate their teams to exceed expectations and
strive for excellence. They cultivate a shared sense of purpose and commitment, driving engagement
and high performance.

In essence, while managers fulfill administrative functions such as planning, organizing, staffing,
directing, and controlling, effective leadership amplifies these efforts by providing vision, inspiration,
and strategic direction. Leadership in managership is integral to creating an environment where
individuals and teams thrive, achieve collective goals, and contribute to the overall success and
sustainability of the organization.

SECTION C
Ans. 3a Management is defined as the process of planning, organizing and controlling an organization's
operations in order to achieve the target efficiently and effectively. t is essential for all organization’s.
Marrie and Douglas, Management is the process by which a co-operative group directs actions of
others toward common goals.”
Traditional Concept Management is the art of getting things done through others.
Modern Concept Management is defined as the process (refers to the basic steps) to get the things done
with the aim of achieving goals effectively and efficiently (effectiveness refers to achievement of task
on time and efficiently implies optimum use of resources).

Scope of Management:

• Planning: Setting goals, defining strategies, and developing plans to coordinate activities.
• Organizing: Structuring resources and tasks to achieve objectives efficiently.
• Leading: Guiding and motivating individuals and teams to accomplish goals.
• Controlling: Monitoring performance, evaluating outcomes, and implementing corrective
actions.

Functions of a Manager: “POSDCORB”

• Planning

•Organizing

• Staffing

•Directing/leading

• Coordinating

• Reporting

• Budgeting

❖ Management is a Goal Oriented Process.

❖ Management is Universal.
❖ Management is a Group Activity
❖ Management is a social process.
❖ Management is a dynamic function.
❖ Management is both art & science.
❖ Management is intangible.
❖ Management is a multidisciplinary.
❖ Management is creative.

Ans. 3b Planning can be defined as “thinking in advance what is to be done, when it is to be done, how
it is to be done and by whom it should be done.” According to Fayol, “Planning is chalking out plan
of action, i.e., the result envisaged in the line of action to be followed, the stages to go through the
methods to use.”

Planning is nothing but thinking before the action takes place. It helps us to take a peep into the future
and decide in advance the way to deal with the situations, which we are going to encounter in future. It
involves logical thinking and rational decision making.

Characteristics of Planning

• Planning Provides Directions: It makes clear what employees have to do, how to do etc.

• Planning Reduces the Risk Uncertainty: Plans are made to overcome uncertainties.

• Planning Reduces Over Lapping and Wasteful Activities: It evaluates the alternatives uses of the
available and prospective resources

• Planning Promotes Innovative Ideas: It makes the managers innovative and creative.

• Planning Facilitates Decision Making: Planning helps the managers to make a choice from
alternative courses of action.

• Planning Establishes Standards for Controlling: Actual performances are compared to find out
deviation and suggest remedial measures.

Benefits of Planning:

1. Direction and Clarity: Planning provides a clear sense of direction and purpose for the
organization. It defines goals and objectives, guiding all activities towards achieving them.
2. Coordination: It facilitates coordination among different departments and levels of
management. When goals and plans are clearly communicated, teams can align their efforts
more effectively.
3. Resource Allocation: Effective planning helps allocate resources—such as manpower,
finances, and materials—efficiently. It ensures that resources are utilized optimally to achieve
organizational objectives.
4. Risk Management: Planning involves assessing potential risks and developing strategies to
mitigate them. This proactive approach enhances organizational resilience and reduces
uncertainty.
5. Motivation and Commitment: Clear goals and plans can motivate employees by providing a
sense of purpose and accomplishment. It fosters commitment to the organization’s objectives.
6. Benchmarking Progress: Plans serve as benchmarks against which actual performance can be
measured. This allows for adjustments and corrections as needed to stay on track.

Limitations of Planning:
 1. Inflexibility: Overly rigid plans can become obsolete quickly in dynamic environments. If
plans are not adaptable, they may hinder rather than support organizational agility.
2. Time and Cost: Planning requires time, effort, and resources. In some cases, the costs
associated with planning may outweigh the benefits, especially if plans change frequently.
3. Resistance to Change: Strong adherence to existing plans can lead to resistance when changes
are necessary. This can stifle innovation and responsiveness to market shifts.
4. False Sense of Security: Sometimes, extensive planning can create a false sense of security.
Managers may believe that simply having a plan guarantees success, overlooking
implementation challenges.
5. Complexity: Planning can become overly complex, especially in large organizations or when
dealing with multifaceted projects. Complexity can lead to confusion and difficulty in
execution.
6. Environmental Uncertainty: External factors, such as economic changes or regulatory shifts,
can render carefully laid plans irrelevant or ineffective. This uncertainty makes long-term
planning challenging.

Ans. 4a It can be defined as “Network of job positions, responsibilities and authority at different levels.”

It seeks to establish relations among all the persons working in the organization.

Under the organizational structure, various posts are created to perform different activities for the
attainment of the objectives of the enterprise.

Types of Organization Structure

• Functional Structure:

•Divisional Structure:
Functional Structure

• When the activities or jobs are grouped keeping in mind the functions or the job then it is called
functional structure.

• Functional structure is the most widely used basis for grouping activities.

• It exists almost in every organisation at some level.

Divisional Structure

• When the organisation is large in size and is producing more than one type of product then activities
related to one product are grouped under one departments.

• These are also called product structure or strategic business units.

• Departments are grouped based on organizational outputs.

Ans. 4b
Training and development for managers is crucial in enhancing their skills, knowledge, and
capabilities to effectively lead and manage within an organization.

Training Methods:

On-the-Job Training (OJT):

 • Description: Managers learn while performing their actual job tasks.
• Benefits: Practical and immediate application of learning, cost-effective, tailored to job
requirements.
• Examples: Shadowing, mentoring, job rotation.

Classroom Training:

• Description: Formal training conducted in a classroom setting.

• Benefits: Structured learning environment, standardized content delivery, opportunity for
interaction.
• Examples: Workshops, seminars, lectures.

Simulations:

• Description: Replicates real-world scenarios to practice decision-making and problem-solving.

• Benefits: Safe environment for experimentation, learning from mistakes without real
consequences.
• Examples: Business simulations, virtual reality scenarios.

Case Studies:

• Description: Analysis of real or hypothetical business situations to derive lessons and

solutions.
• Benefits: Application of theoretical knowledge to practical situations, critical thinking
development.
• Examples: Harvard Business School case studies, industry-specific cases.

Development Methods:

1. Coaching:
o Description: One-on-one guidance provided by a more experienced manager or
external coach.
o Benefits: Personalized development, focused on specific skills and goals, immediate
feedback.
o Examples: Executive coaching, leadership coaching.
2. Mentoring:
o Description: Long-term relationship where a senior manager (mentor) provides
guidance and advice to a junior manager (mentee).
o Benefits: Knowledge transfer, career development support, networking opportunities.
o Examples: Formal mentoring programs, informal mentorship.
3. Action Learning:
o Description: Solving real organizational problems in small groups, with reflection and
learning as integral components.
o Benefits: Collaboration skills development, application of learning to real challenges.
o Examples: Action learning projects, team-based problem solving.
4. Management Development Programs:
o Description: Formal programs designed to enhance managerial competencies through
structured learning activities.
o Benefits: Comprehensive skill development, exposure to new concepts and practices,
networking.
o Examples: Leadership development programs, management academies.

Ans. 5a
 • Latin term “persona” which means to speak through.
• Personality means how a person affects others and how he understands and views himself as
well as the pattern of inner and outer measurable traits and the personsituation interactions (fred
luthans).
• Personality is the sum total ways in which an individual reacts and interacts with others. (stephen
p. Robbins,).
The Myers-Briggs Type Indicator (MBTI) is a popular psychometric tool used to assess personality
preferences based on Carl Jung's theory of psychological types. MBTI is utilized primarily for
understanding individual differences, enhancing communication, and promoting effective teamwork
within organizations.

Components of MBTI:

1. Four Dichotomies:
o Extraversion (E) vs. Introversion (I): Describes how individuals energize—
externally through interaction or internally through reflection.
o Sensing (S) vs. Intuition (N): Focuses on how people perceive information—through
concrete facts and details (Sensing) or patterns and possibilities (Intuition).
o Thinking (T) vs. Feeling (F): Refers to decision-making processes—based on logic
and objective analysis (Thinking) or personal values and empathy (Feeling).
o Judging (J) vs. Perceiving (P): Deals with how individuals orient themselves to the
external world—through structured planning and organization (Judging) or flexibility
and spontaneity (Perceiving).
2. 16 Personality Types: Each individual is classified into one of 16 possible personality types
based on their preferences across these four dichotomies (e.g., ISTJ, ENFP, etc.).

Ans. 5b
• JOHARI WINDOW
The johari window is a technique designed to help people better understand their relationship with
themselves and others. It was created by psychologists joseph luft (1916–2014) and harrington ingham
(1916–1995) in 1955, and is used primarily in selfhelp groups and corporate settings as a heuristic
exercise.
• It is a technique used to help people better understand their relationship with themselves and others.
• It is used primarily in self-help groups and corporate settings as a heuristic exercise.
1)arena/open
2)façade/hidden
Interpersonal conflicts in organizational settings can be effectively understood and managed using the
Johari Window framework, which was developed by psychologists Joseph Luft and Harry Ingham. The
Johari Window provides a model for understanding interpersonal communication and relationships,
particularly how information is shared or withheld among individuals.

Interpersonal Conflicts:

• Communication Breakdown: Conflicts often emerge when there is a lack of clarity or

miscommunication in sharing information between individuals, particularly in the open and
blind spot areas.
• Trust and Transparency: Issues in the hidden area, where personal information is selectively
disclosed, can lead to trust issues if boundaries are breached or if there's a perceived lack of
transparency.
• Self-awareness and Feedback: The Johari Window encourages self-awareness and receiving
feedback. Conflicts may arise when individuals are unwilling to acknowledge blind spots or
when feedback is not constructive or well-received.
• Conflict Resolution: By expanding the open area through mutual disclosure and feedback,
conflicts can be addressed more effectively. Understanding each other's perspectives and
motivations helps in finding common ground and resolving differences.

Ans. 6a Herzberg’s Two – Factor Theory

• According to Herzberg, there are satisfiers and dis-satisfiers in a job for the individuals. Herzberg
labeled satisfiers motivators, and he called the dissatisfiers hygiene factors. Taken together, they
became known as Herzberg’s two – factor theory of motivation.

• Herzberg’s theory is closely related to Maslow’s need hierarchy. The hygiene factors are preventive
and environmental in nature, and they are roughly equivalent to Maslow’s lower – level needs.
Ans. 6b

Simplified process of perception

Perpetual Inputs, Throughputs, and Outputs:

• Perpetual Inputs: In the context of perpetual inputs, organizations continually acquire and
integrate new resources and inputs to sustain their operations and adapt to changing
environments. This includes ongoing recruitment of talent, investment in technology upgrades,
procurement of raw materials, and adaptation to new regulations or market conditions.
• Perpetual Throughputs: Organizational processes and activities are ongoing and dynamic,
continually transforming inputs into outputs. Perpetual throughputs emphasize the continuous
improvement of processes, innovation in operations, and adaptation to changing demands and
opportunities.
• Perpetual Outputs: Organizations aim for sustained delivery of outputs that meet stakeholder
expectations and organizational goals over time. This involves maintaining product quality,
enhancing service delivery, meeting regulatory standards, and achieving financial targets on an
ongoing basis.

Ans. 7a KURT LEWIN MODEL OF CHANGE

Unfreezing

• Help people accept that change is needed because the existing situation is not adequate.

Changing
• Involves rearranging of current work norms and relationships to meet new needs.
Refreezing
• Reinforces the changes made so that the new ways of behaving become stabilized.

Ans. 7b LEADERSHIP SITUATIONAL MODEL

• Given by Hersey & Blanchard (1969)
• Can leadership be situational?
• The style a leader uses under situational leadership is based upon combining levels of directive
behavior and supportive behavior.
• Directive behavior as an order and supportive behavior as providing support or guidance.
Printed Pages:02 Sub Code: KMBN-101
Paper Id: 233513 Roll No.
MBA
(SEM I) THEORY EXAMINATION 2022-23
MANAGEMENT CONCEPTS AND ORGANIZATIONAL BEHAVIORS
Time: 3 Hours Total Marks: 100
Note: Attempt all Sections. If require any missing data; then choose suitably.
SECTION A
1. Attempt all questions in brief. 2 x 10 = 20
(a) Define types of planning
(b) Define Management
(c) State the advantages of organization
(d) What is span of control?
(e) Define Transactional Analysis.
(f) Define attitude
(g) What do you mean by coordination?
(h) What is Motivation?
(i) Define Leadership Styles
(j) Define organizational change
SECTION B29

10
2. Attempt all questions: 10x3=30
_0

6.
Read the following case study carefully and answer the questions –

18
P2

Aman Singh had just finished his first week at Reece Enterprises and decided to drive
upstate to a small lakefront lodge for some fishing and relaxation. Aman had worked for

7.
3D

the previous ten years for the ABC Company, but ABC had been through some hard

.7
times of late and had recently shut down several of its operating groups, including
P2

03
Aman’s, to cut costs. Fortunately, Aman’s experience and recommendations had made
finding another position fairly easy. As he drove the interstate, he reflected on the past
|1
Q

ten years and the apparent situation at Reece.

39

At ABC, things had been great. Aman had been part of the team from day one. The job
had met his personal goals and expectations perfectly, and Aman believed he had grown
2:

greatly as a person. His work was appreciated and recognized; he had received three
:4

promotions and many more pay increases.

08

Aman had also liked the company itself. The firm was decentralized, allowing its
3

managers considerable autonomy and freedom. The corporate Culture was easygoing.
02

Communication was open. It seemed that everyone knew what was going on at all
times, and if you didn’t know about something, it was easy to find out.
-2
03

The people had been another plus. Aman and three other managers went to lunch often
and played golf every Saturday. They got along well both personally and professionally
9-

and truly worked together as a team. Their boss had been very supportive, giving them
|2

the help they needed but also staying out of the way and letting them work.

When word about the shutdown came down, Aman was devastated. He was sure that
nothing could replace ABC. After the final closing was announced, he spent only a few
weeks looking around before he found a comparable position at Reece Enterprises.

As Aman drove, he reflected that "comparable" probably was the wrong word. Indeed,
Reece and ABC were about as different as you could get. Top managers at Reece

QP23DP2_029 | 29-03-2023 08:42:39 | 103.77.186.10

 apparently didn’t worry too much about who did a good job and who didn’t. They
seemed to promote and reward people based on how long they had been there and how
well they played the never-ending political games.

Maybe this stemmed from the organization itself, Aman pondered. Reece was a bigger
organization than ABC and was structured much more bureaucratically. It seemed that
no one was allowed to make any sort of decision without getting three signatures from
higher up. Those signatures, though, were hard to get. All the top managers usually were
too busy to see anyone, and interoffice memos apparently had very low priority.

Aman also had had some problems fitting in. His peers treated him with polite
indifference. He sensed that a couple of them resented that he, an outsider, had been
brought right in at their level after they had had to work themselves up the ladder. On
Tuesday he had asked two colleagues about playing golf. They had politely declined,
saying that they did not play often. But later in the week, he had overheard them making
arrangements to play that very Saturday.

It was at that point that Aman had decided to go fishing. As he steered his car off the
interstate to get gas, he wondered if perhaps he had made a mistake in accepting the
Reece offer without finding out more about what he was getting into.
Questions:
(a) Identify several concepts and characteristics from the field of organizational behavior
that this case illustrates
(b) What advice can you give Aman? How would this advice be supported or tempered by
behavioral concepts and processes?
(c) Is it possible to find an "ideal" place to work? Explain
29

10
_0

6.
SECTION C

18
P2

3. Attempt any one part of the following: 10x1=10

7.
3D

(a) Explain the contributions of F.W.Taylor to Management

.7
(b) Define MBO. Explain the process of MBO with the merits and demerits
P2

4. Attempt any one part of the following:

03 10x1=10
|1
Q

(a) Bring out the factors affecting centralization / decentralization. Also highlight the
merits and demerits of centralization and decentralization with examples
39

(b) Differentiate between Recruitment and Selection with suitable examples

2:

5. Attempt any one part of the following: 10x1=10

:4

(a) Explain the factors that influence personality and any one theory of personality in
08

detail
(b) What do you mean by Group Dynamics? Explain.
3
02

6. Attempt any one part of the following: 10x1=10

-2

(a) How attitudes are formed? Explain Transactional Analysis

03

(b) Explain the importance of motivation in organizations and also describe the types of
motivation
9-

7. Attempt any one part of the following: 10x1=10

|2

(a) Differentiate leader and manager. Discuss the relation and relevance of leadership as a
power center.
(b) Explain Organizational Change. Also discuss Kurt Lewin Model of change

QP23DP2_029 | 29-03-2023 08:42:39 | 103.77.186.10

 MBA I
Sub. Code: KMBN101
Management Concept and Organization Behaviour

Section-A
1. (a) Planning is all pervasive, yet on the basis of importance, coverage, scope and time dimension
it may be classified as

Corporate Planning, Operational or tactical planning, strategic planning, long term planning,
medium term planning, short term planning.

1. (b) Management is the art of getting things done through others

To manage is to forecast, to plan to control and to direct

1. (c) Organization is the foundation upon which the whole structure of management is build, it is
the backbone of management. Sound organization can contribute greatly to the success of
enterprise in the following ways.

Facilitates administration, facilitates growth and diversification permits optimum use of

technological improvement, encourages uses of human beings, stimulate creativity.

1. (d) Number of subordinates that report directly to a single manager or superior

It is necessary to decide the appropriate span for every executive, if the number of supportive is
very large he may not be able to exercise effective control and supervision or other hand if the
number of to small full use of managers ability may not be made.

1. (e) Interpersonal conflict arises when too or more individual interact with one another, these
conflict are also called intra group conflict these can be explain through transactional analysis. TA
is the analysis of transaction between two or more people the major areas can be explain through
ego state, transactions and stroking.

1. (f) Attitudes are evaluate statements either favorable or unfavorable concerning objects people
or events. They reflect how one feels about something.

1. (g) Coordination is a conscious and rational process of putting together the different parts of an
organization and unifying them into a team to achieve predetermine goals in an effective manner.
It consists of three major elements namely balancing, timing and integrating it is the essence of
managing.
1. (h) Term motivation has been derived from Latin word movere which means to move motivation
is the process by which efforts of individual or group are energized and sustained towards attaining
a goal. Thus, motivation is concern how behavior gets started, is energized sustain and directed.

1. (i) The behavior pattern exhibited by a leader while influencing the followers is none as known
leadership style on the basis of how leaders use their powers leadership style can be classified into
three broad categories: autocratic, democratic and rein.

1. (j) Organizational change implies plan alteration in the existing organization system. It is made
by an organization to achieve something desirable, it means alteration of structural relationship
and role of people in organization planned changed can be proactive and reactive.

Section-B
2. (a) The organizational behavior between the Reece-enterprise and ABC company is very
different.

Aman is finding difficulty in adopting to the new culture and working environment.

Earlier he enjoyed decentralize system where the employee were given power to make decisions.

The decentralize structure also gave opportunity for growing and improving skills in earning
promotion.

This meant that the employees were giving freedom related to their work and responsibilities.

The culture of ABC company was friendly where there was hardly any conflict, company
motivated employees through promotion and pay increase through their efforts and reorganization.

Aman was satisfied by the organization culture, structure and his job responsibility.

Reece-enterprise has the completely different culture and conduct its operation in a different way.

Almost all company have a different culture and working environment from one another.

Aman has having hard time adapting to the new culture and working e environment.

The company did not follow same decentralize approach, resulting in limiting in decision making
of employee.

Limited employment opportunity for improving skills and earning promotion.

Working Environment Reece-enterprise was not friendly as many of colloquies did not accept new
comer.

2. (b) The advised which could be given to Aman is that he can try to look for is another job.
Which meets his culture demand and organizational structure.

However, it is difficult to find any job.

He should try given more time to the company before making this any decision.

At first not every person is able to create trust and loyalty among colleques.

He should further try to talking to higher authority and with people how are not getting alone with
the culture for bringing organization change.

Letting Higher authority know that people are not satisfied with their job and organization
structure.

The Higher authority should be convince in changing the decision making process for being more
effective.

And try to form easy communication with is employees and manager.

2. (c) It is difficult to find and ideal workplace however it is possible.

Finding a different company with the same culture and structure is difficult

Since the culture not only depends upon organizational structure but also on the behaviour of
employees which varies person to person.

The companies HR Departments could also tried in creating the ideal workplace through
encouraging and motivated the employees for changing their behaviour.

Section-C
3. (a) F. W. Taylor is known as father of scientific management.

His ideas about management grew out off his wide ranging experience in three companies.

He found that the main cause of general inefficiency and wastage in factories where ignorance on
part of both workers and management.

Traditional unscientific and rule of thumb methods were used without finding facts and without
making experiments.

Taylor gave principles of scientific management.

Development to science or each elements of a worker job to replace rule of thumb.

Scientific selection, training, development of workers job, harmony not discord, maximum output
in place of restricted output, development of each men to his greatest efficiency.
Taylor develop several techniques of scientific management functional formanship, differential
price rate plan, work scheduling, time study, motion study and standardization of tools and
working condition.

3. (b) Peter Drucker suggested MBO a management system in which specific performance goals
are jointly determent by employees and their managers, progress towards accomplishing these
goals is periodically reviews and rewards are allocated on the basis of their progress.

MBO consist of four elements goal specificity, participative decision making, an explicit time
period and performance feedback.

Peter suggested eight key areas in which objective should be sat.

Market standing, innovation, productivity, physical and financial resources, profitability,

management performance and development, worker performance and attitude, public
responsibility.

The MBO process consist of following stages.

Preliminary goal setting, setting subordinate goals recycling objectives, action planning, periodic
performance review and final appraisal.

Merits of MBO improve performance, concentration on profit making activities better delegation,
improve communication, improve moral sense of purpose, more effective development of
executive.

D-Merits of MBO difficulties in goal setting, time consuming, more paper work, pressure on
people, leadership problem.

4. (a) Centralization and Decentralization are opposite term they refer to the location of decision
making authority in an organization.

Centralization implies the concentration of authority at the top level of the organization while
decentralization means dispersal of authority throughout the organization.

Factor determining decentralization

Size and complexity of organization, dispersal of operations, degree of diversification, history of

an enterprise, outlook of top management, availability of component personal, nature of functions,
communication system, planning and control procedure, complexity of the situation.

Advantages of Decentralization:-

Relief to top executive, motivation of subordinate, quick decisions, growth and diversification,
executive development, effective communication, efficient supervision and control.
Demerits of Decentralization:-

Expensive, difficulty in coordination, lack of uniformity, narrow product line, external constraint

Factors responsible for Centralization.

To facilitate personal leadership, to provide integration, to achieve uniformity of action, to handle

emergencies, to improve efficiency

Advantages of Centralization:-

Effective utilization of talent of top leader, unifying force that integrates all operation, strong
coordinating team is developed, uniformity of policy and plan, duplications of function is
minimized.

Demerits of Centralization:-

Delay in decision making and communication, centralization power and authority may be abused,
lower motivation, morale and development of lower level people.

4. (b) Recruitment

It is the process of searching prospective candidates and encouraging them to apply for jobs in the
organization.

Its purpose to create a large pool of candidates so that a good choice can be made.

It is the positive process, recruitment always precedes selection .

Selection:-

It is the process of choosing most suitable candidates from among all the applicant.

Its purpose is to fit the candidate with the job.

It is the negative process selection always succeed recruitment

5. (a) Personality is the dynamic organization within the individual of those psychological system
that determine his unique adjustment to his environment.

Factors Influencing Personality:-

According to hereditary approach the individual personality is influence by the molecular structure
of the gene locate of the chromosome.

Environment:-

Environment factor are those factor which in circle us and which influence are behaviour.
Culture is the most factor among the environment.

Situation:-

Exhibitive personality trade change based on situational demand.

Heredity, Environment and situation influence personality

Heredity states the outer limits of personality while environment develops the personality relevant
to the normal circumstances and situation influences the individual to realize and excavate his
potential personality in term with its requirement.

Physiologist and other human behavior theorist develop personality theories ways on research
studies. These personality theories are grouped into psychoanalytical theory, socio-psychological
theory, trait theories and holistic theory.

5. (b) The Social process by which people interact and behave in a group environment is called
group dynamics, group dynamics involves the influence of personality, power and behaviour on
the group process.

Group dynamic is concerned with the interaction of forces among group members in a social
situation. It refers to attitudinal and behavioural characteristics of group.

Group dynamic concern how groups form their structure and process and how they function.

Group Dynamic Include:-

Group itself, type of group, stages of group, group structure, group sentiments, changes with group,
group conflict, group norms, group unity, group action, group decision, group culture, group
cohesiveness and group communication.

6. (a) Individual acquire attitude for several sources.

Attitude are acquired but not inherited. The most important source of acquiring attitude are

Direct experience with the object, association, family, neighborhood, economic and social position
and mass communication.

Transactional analysis:-

When two people interact with each other this result a social transaction, analysis of the social
transaction is called
each other and based on the idea that people interaction resemble move in a game.

Basic to transactional analysis is the assumption that a person has three ego state parent, adult,
child.
The parent ego state represent the part of personality that authoritative controlling dogmatic.

The adult ego state represent the mature rational and objective part of the person.

Child ego state represent the child is dependent immature part of the person.

People interact with each other from child, parent and adult ego state.

Depending on the kinds of ego state involve the interaction can be either complimentary, crossed
or ulterior

Complementary transaction:-

This occur when message send or behaviour exhibited received the appropriate response no
conflict arises.

Cross Transaction

The stimulus and response is not parallel, the receiver response is not expected by the sender.

Cross transaction are the source of much interpersonal conflict in an organization

Most complex and subtle are ulterior transactions and source of conflict

6. (b) Motivation place a key role as it helps to identified and satisfied the needs of employee and
organization.

Motivation is core of management

Importance of motivation

Improve performance level, indifferent attitude can be changed, Reduction and resistance can be
changed, Reduction employee turnover and absenteeism, productive use of resources increased
efficiency and output, achievement of goals, facilitates change

Type of Motivation:-

Positive motivation based of reward, Negative motivation based of fear.

7. (a) Leader is a person who direct, guide and influence behaviour off his follower towards
attainment of specific goal.

Providing direction to the employees by creating vision and communicating it.

His approach is proactive has foresightness, sets direction, style is transformational aims at
motivating and inspiring people, promotes change, uses conflict as an assets, aligns people, strives
for effectiveness.
Manager is responsible of the work of group of employees and takes requisite action whenever
required work at formality the structure of organization and delegation of authority, approach is
reactive, prompt decision making and coordination, plans activities, style is transactional, aims
and directing and controlling employees, reacts to change, avoid conflict, arranges people, strives
for efficiency.

Power and Leader are closely linked it can be considered as the ability to influence other power is
used by leader to attain group goals and if you have knowledge about the operation of power in an
organization it enhances your capacity to be effective leader. Common type of power in leadership
legitimate,coercive,refrent,charismatic,expert,informational,reward, moral , connection

7. (b) Organization changes implies planed alteration in the existing organizational system.

Organization change means alteration of structural relationship and role of people in organization

Planed changed can be of two types changes initiated by organization proactive

Change initiated by organization due to pressure, Reactive Change,

The main objective of organization changed is to achieve the objective of organization in the best
possible manner.

According to Kurt Lewin the process of planned changed consist of three stages: unfreezing,
moving and refreezing.

Unfreezing:

It implies breaking down the existing ways of doing things so that people are ready to accept new
alternatives , identify the need for change, increase the driving forces, reduce restricting forces

moving once people becomes receptive to change propose change is introduce in systematic
manner.

Refreezing:-

During this phase change is made permanent part of organizational life. Reinforce the new
behavior, find fits between organizational component, maintain fits between component.
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Subject Code: KMBN101
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MBA
(SEM I) THEORY EXAMINATION 2021-22
MANAGEMENT CONCEPTS AND ORGANISATIONAL BEHAVIOUR
Time: 3 Hours Total Marks: 100
Note: Attempt all Sections. If you require any missing data, then choose suitably.
Section-A (10X2=20)
Q. No. Question Marks CO
a What do you mean by the term “Managers” 2 1
b Explain the Functions of Manager in an Organization. 2 1
c Define the term “Staffing”. 2 2
d What do you understand the term “Directing”? 2 2
e What do you mean by the term “Covert Behaviour”? 2 3
1.
f What do you mean by ABC Model of Attitude? 2 3
g How Non-Financial Rewards helps to motivate employees? 2 4
h What do you mean by Personal Effectiveness? 2 4
i What are the traits of good Leaders? 2 5
j What do you mean by Organizational Change? 2 5

Section-B
Attempt any TWO of the following: (2X15=30)

98
Aarohi Jindal was perplexed. Sitting in her office at the plant, she pondered the
9
02

same questions she had been facing for months: how to get her company’s

9.
employees to work harder and produce more. No matter what she did, it didn’t
2_

24
seem to help much.
2P

Aarohi had inherited the business three years ago when her father, Shiv Jindal,

1.
passed away unexpectedly. Jindals Machine Parts was founded four decades ago

.2
P2

by Shiv and had grown into a moderate-size corporation. Jindals makes 25

replacement parts for large-scale manufacturing machines such as lathes and mills.
Q

|1
Although Aarohi grew up in the family business, she never understood her father’s
approach. Shiv had treated his employees like part of his family. In Aarohi’s view,
44

however, he paid them more than he had to, asked their advice far more often than
he should have, and spent too much time listening to their ideas and complaints.
1:

When Aarohi took over, she vowed to change how things were done. In particular,
:5

she resolved to stop handling employees with kid gloves and to treat them like
08

what they were: the hired help.

In addition to changing the way employees were treated, Aarohi had another goal
2

for Jindals. She wanted to meet the challenge of international competition.

02

Q. No. Marks CO
Japanese firms had moved aggressively into the market for heavy industrial
equipment. She saw this as both a threat and an opportunity. On the one hand, if
r-2

she could get a toehold as a parts supplier to these firms, Jindals could grow
Ap

rapidly. On the other, the lucrative parts market was also sure to attract more
Japanese competitors. Aarohi had to make sure that Jindals could compete
1-

effectively with highly productive and profitable Japanese firms.

|0

From the day Aarohi took over, she practiced an altogether different philosophy to
achieve her goals. For one thing, she increased production quotas by 20 percent.
She instructed her first-line supervisors to crack down on employees and eliminate
all idle time. She also decided to shut down the company softball field her father
had built. She thought the employees really didn’t use it much, and she wanted the
space for future expansion.
Aarohi also announced that future contributions to the firm’s profit-sharing plan
would be phased out. Employees were paid enough, she believed, and all profits
were the rightful property of the owner—her. She also had private plans to cut
future pay increases to bring average wages down to where she thought they
belonged. Finally, Aarohi changed a number of operational procedures. In

QP22P2_029 | 01-Apr-2022 08:51:44 | 125.21.249.98

 Printed Page: 2 of 2
Subject Code: KMBN101
0Roll No: 0 0 0 0 0 0 0 0 0 0 0 0 0

MBA
(SEM I) THEORY EXAMINATION 2021-22
MANAGEMENT CONCEPTS AND ORGANISATIONAL BEHAVIOUR
particular, she stopped asking other people for their advice. She reasoned that she
was the boss and knew what was best. If she asked for advice and then didn’t take
it, it would only stir up resentment.
All in all, Aarohi thought, things should be going much better. Output should be
up, and costs should be way down. Her strategy should be resulting in much
higher levels of productivity and profits.

But that was not happening. Whenever Aarohi walked through one of the plants,
she sensed that people weren’t doing their best. Performance reports indicated that
output was only marginally higher than before, but scrap rates had soared. Payroll
costs were indeed lower, but other personnel costs were up. It seemed that
turnover had increased substantially, and training costs had gone up as a result.

In desperation, Aarohi finally had hired a consultant. After carefully researching

the history of the organization and Aarohi’s recent changes, the consultant made
some remarkable suggestions. The bottom line, Aarohi felt, was that the consultant
thought she should go back to that "humanistic nonsense" her father had used. No
matter how she turned it, though, she just couldn’t see the wisdom in this. People
worked to make a buck and didn’t want all that participation stuff.

98
9
Suddenly, Aarohi knew just what to do: She would announce that all employees
02

who failed to increase their productivity by 10 percent would suffer an equal pay

9.
cut. She sighed in relief, feeling confident that she had finally figured out the
2_

24
answer.
2P

1.
2 Apply the strategy that would be successful for Aarohi Jindals’s new plan ? 15 2

.2
Analyze the challenges does Aarohi confront?
P2

3 25 15 2
4 Evaluate the advice you would gave as a consultant to Aarohi’s in detail? 15 2
Q

|1
Section-C
Attempt all of the following (5X10=50)
44

Q. No. Question Marks CO

1:
:5

Apply the process of Planning to handle the Covid-19 Problem in detail.

08

5 OR 10 1
Apply the Dimensions of Business Environment during pandemic on startups with
2

examples?
02

Explain the whole process of Selection with examples in detail?

r-2

6 OR 10 2
Explain the Training Methods in detail?
Ap

Apply the concept of Group cohesiveness within a team for the successful implementation
of group goals? Also, how to direct activities to highly cohesive group?
1-

7 OR 10 3
|0

Apply the transactional analysis with all the three Ego states with respect to complementary
transactions and Ulterior Transactions in the organization.
Analyze the whole process of Motivation with examples in detail?
8 OR 10 4
Analyze the Mc Clelland theory (Achievement Motivation Theory) in detail?
Evaluate the term Leadership with the theories namely charismatic theory and Leadership
Situation model?
9 OR 10 5
Evaluate the term ‘change’ in the light of recent bank mergers with reference to Kurt Lewin
Model?

QP22P2_029 | 01-Apr-2022 08:51:44 | 125.21.249.98

 MBA (I Sem)
MANAGEMENT CONCEPTS & ORGANISATIONAL
BEHAVIOUR
(KMBN 101)
MODEL SOLUTION

Section A

1. What do you mean by the term “Managers”

Key Points Solution:

The definition of a manager is a person responsible for supervising and motivating employees
and for directing the progress of an organization.

2. Explain the Functions of Manager in an Organization?

Key Points Solution:

The Functions of Manager in an Organization are as follows:
• Planning.
• Organizing.
• Staffing.
• Directing/leading.
• Coordinating.
• Reporting.
• Budgeting.

3. Define the term “Staffing”?

Key Points Solution:

Staffing means placing people to jobs.

• It basically begins with human resource team who plans and involve different types of other functions
into it like recruitment, selection, training, development, promotion and performance appraisal of the
workforce.
• “Staffing is that phase of the management which deals with the effective control and use of manpower
or human resources.” Dale Yoder

4. What do you understand the term “Directing”?

Key Points Solution:
• According to Haimann: “Directing consists of the process and techniques utilized in issuing
instructions and making certain that operations are carried on as originally planned.”
• According to Koontz and O’Donnel: “Direction is the interpersonal aspect of managing by
which subordinates are led to understand and contribute effectively to the attainment of
enterprise objectives”

5. What do you mean by the term “Covert Behaviour”?

Key Points Solution:

• Covert Behaviour is Non-Observable and Immeasurable in its nature Foe example:
perception, feelings.
Covert Behaviour is responsible for shaping and influencing overt behaviour.

6. What do you mean by ABC Model of Attitude?

Key Points Solution:
7 How Non-Financial Rewards helps to motivate employees?

Key Points Solution:

Non-Financial rewards motivate the employees a lot in terms of job effectiveness, loyalty, basic needs
will be fulfilled and it will gave sheer satisfaction at the workplace.

8 What do you mean by Personal Effectiveness?

Key Points Solution:

Personal Effectiveness is often conceived as a set of competences, capabilities or qualities, eg

▪ Concern with impact

▪ Diagnostic use of concepts
▪ Efficiency orientation
▪ Proactivity
▪ Conceptualization

▪ Self-confidence

9 Define the traits of good Leadership?

Key Points Solution:

10 What do you mean by Organizational Change?

Key Points Solution:

• Organizational change is defined as “Coping process of moving from a unsatisfactory present state
to a desired state”

SECTION B

2. Apply the strategy that would be successful for Aarohi Jindals’s new plan?
Aarohi Jindal’s new plan is to cut the pay of the existing employees if they were not performing.
For the same, the strategy that should be adopted is as follows:
1) First communicate the productivity plan to all the employees beforehand
2) Tell the employees that this time employees would be getting incentives if they produce
more
3) Incase they are not able to produce the subsequent amount then there would be a paycut.
4) Brainstorm on the above strategy with all the employees
5) Take the consensus on the above decision
6) Apply the same within the organization
7) Feedback should be taken after the whole process.

3. Analyse the challenges does Aarohi confront?

Following are the challenges which Aarohi confront:
1)Employees are not putting their 100% efforts for the productivity of the
organization
2)They are habitual of humanistic approach followed in the guidance of previous
leader namely Mr Shiv Jindal (Father of Aarohi Jindal)
3)Change in management Style
4)Change in Leadership Style
5) Try to adapt the whole culture of the organization
6) Employees resist the new changes within the organization

4. Evaluate the advice you would give as a consultant to Aarohi’s in detail?

Consultant should give a human training to Aarohi about the following:
1) How to develop Interpersonal relationship with the employees within the organization
2) How to behave as a good leader
3) To be a good listener
4) Make the policies after the consensus of employees

SECTION C
5a) Apply the process of Planning to handle the Covid-19 Problem in detail.
Key Points Solution:

The planning process is as follows:

5b) Apply the Dimensions of Business Environment during pandemic on startups with
examples?
Key Points Solution:
 • Business environment as such is the total of all external forces which affect the
organization and operation of business.

Features/Characteristics of Business Environment:

• Totality of External Forces
• Specific and General Forces
• Inter-relatedness
• Dynamic Nature
• Uncertainty
• Complexity

Dimensions of Business Environment are as follows:

• Political Environment
• Economic Environment
• Social Environment
• Technological Environment
• Legal Environment

6a) Explain the whole process of Selection with examples in detail?

Key Points Solution:
• It is the process of identifying and choosing the best person out of number of
prospective candidates for the job.

The whole process of Selection are as follows:

• Preliminary screening
• Selection test
• Employment interview
• Selection decision.
• Medical examination
• Reference & background checks Personality test
• Job offer
• Contract of employment
6b) Explain the Training Methods in detail?
Key Points Solution:

The training methods are bifurcated into two parts:

On the Job Methods

(a) Apprenticeship programs

(b) Internship training
(c) Induction training

Off the Job Methods

(a) Classroom lectures

(b) Case study
(c) Computer modelling
(d) Vestibule training
(e) Programmed instruction

7a) Apply the concept of Group cohesiveness within a team for the successful implementation
of group goals? Also, How to direct activities to highly cohesive group?
Key Points Solution:

Cohesiveness refers to the bonding of group members and their desire to remain part of the group.

Following points should be followed to assign the tasks:

• Participative Management
 • Intergroup Competition
• Disband the group
• Emphasis on task accomplishment
7b) Apply the transactional analysis with all the three Ego states with respect to
complementary transactions and Ulterior Transactions in the organization.
Key Points Solution:

“The unit of social intercourse is called a transaction”

If two or more people encounter each other… sooner or later one of them will speak, or give some
other indication of acknowledging the presence of the others. This is called transactional
stimulus. Another person will then say or do something which is in some way related to the
stimulus, and that is called the transactional response.“
Parent – taught concept
Child – felt concept
Adult – learned concept
COMPLEMENTARY TRANSACTION
• when communication continues on parallel lines between individuals and the lines of
stimulus and response is parallel.
• Message from one ego state elicites an expected and appropriate response
• Every one feels OK and communication is complete
• It can be A-A, P-C, P-P
• E.g. “The fevered child asks for a glass of water, and the nurturing mother brings it.”

ULTERIOR TRANSACTION

• This is most complex as the communication has double meaning

• Ulterior message is often disguised in a socially acceptable way.
• On the surface the communication has a clear adult message whereas it carries a hidden
message on the psychological level.
• They damage interpersonal relationships
8a) Analyze the whole process of Motivation with examples in detail?
Key Points Solution:
• Motivation is a basic psychological process.
• Technically, the term ‘motivation’ can be traced to the Latin word ‘movere’, which means
“to move”.

THE BASIC MOTIVATION PROCESS

• Needs: The best one-word definition of a need is deficiency. For example, a need exists
when a cell in the body is deprived of food and water.

• Drives: Drives or motives are set up to alleviate needs. A drive can simply be
defined as a deficiency with direction. The examples of the needs for food and water are
translated into the hunger and thirst drives, and the need for friends becomes a drive for
affiliation.

• Goals: At the end of the motivation cycle is the goal. A goal in the motivation cycle can
be defined as anything which will alleviate a need and reduce a drive. Food, Water and
Friends are the goals in our examples.

8b) Analyze the Mc Clelland theory (Achievement Motivation Theory) in detail?

Key Points Solution:

The Mc Clelland theory (Achievement Motivation Theory) are as follows:

• Need for Achievement (nAch)- Achieve success
• Need for Power(nPow)- control others
 • Need for Affiliation(nAff)- Interpersonal Relationships

9a) Evaluate the term Leadership with the theories namely charismatic theory and
Leadership Situation model?
Key Points Solution:
• Leadership is process of influencing for the purpose of achieving shared goals

CHARISMATIC THEORY: or GREAT MAN THEORY: “Leaders are born not made”
It was attributed to a historian named Thomas Carlyle, who developed it to a great extent. He
believed that ‘the history of the world is the biography of great men’. Effective leaders are ‘heroes’
with intellectual superiority, courage, and significant influence on the masses. These individuals
were often dubbed as being society’s role models.

In a nutshell, the Great Man Theory of leadership suggests that some people are born to lead. Great
leaders can’t be made because leadership qualities are innate. Characteristics like charisma,
intelligence, political skills and wisdom are some of the natural qualities of a successful leader.

LEADERSHIP SITUATIONAL MODEL

• Given by Hersey & Blanchard (1969)

• Can leadership be situational?
• The style a leader uses under situational leadership is based upon combining levels of
directive behavior and supportive behavior.
• Directive behavior as an order and supportive behavior as providing support or guidance.

The four important points of Leadership situational model are as follows:

• S1-Telling
• S2-Selling
• S3-Participating
• S4- Delegating
9b) Evaluate the term ‘change’ in the light of recent bank mergers with reference to Kurt
Lewin Model?
Key Points Solution:

• Coping process of moving from an unsatisfactory present state to a desired state.

Strategies for effective organizational Change

• Effective communication
• Using appropriate change agents : These are people involved in organizing, implementing
and supporting change.
• Participation in decision making
• Organizational and coworker support
• Timetable for change
• Copy example of good practice
• Recruit expertise in change management
• Do not change too many things at once
 • Consider a pathfinder change programme first

KURT LEWIN’S FORCE FIELD ANALYSIS MODEL

UNFREEZING (people become aware of CHANGING (movement from old REFREEZING

the need for change) way to new way) (Confirming &
Supporting)

Acknowledging current work practices Conducting trials of change Reinforcing and

making permanent the
new task, technologies

Supporting workers readiness for change Engaging in ongoing monitoring and

evaluation

Providing sufficient resources Supporting workers to change their

behavior

Providing training

Managing uncertainty with change

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Subject Code: KMBN101
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MBA
(SEM-I) THEORY EXAMINATION 2020-21
MANAGEMENT CONCEPTS & ORGANISATIONAL BEHAVIOUR
Time: 3 Hours Total Marks: 100
Note: Attempt all Sections. If require any missing data; then choose suitably.
SECTION A
1. Attempt all questions in brief. 2 x 10 = 20
a. What do you mean by the term “Management”
b. Explain the Role of Manager in an Organization?
c. Define the term “Staffing”?
d. What do you understand the term “Organizing”?
e. What do you mean by the term “Overt Behavior”?
f. What do you mean by ABC Model of Attitude?
g. How Financial Rewards helps to motivate employees?
h. What do you mean by Personal Effectiveness?
i. Define the traits of good Leadership?
j. What do you mean by Organizational Change?

SECTION B 9
02

50
2. Attempt any three of the following: 10x3=30
0E

6.
a. What do you mean by term Organizing and its Importance, Objectives?

18
P2

b. Analyze the term Directing with its principles in detail?

7.
c. What do you mean by the term Motivation? Explain Maslow theory of Motivation?
_Q

.7
d. Explain Perceptual Errors and Judgmental Errors of Perception?
TU

e.
03
What do you mean by Team Building and Elaborate the Tuckman Model of Team Development in
detail?
|1
AK

SECTION C
01

3. Attempt any one part of the following: 10x1=10

8:

a. Outline the meaning of term Planning and Explain the types of Planning in details.
:1

b. What do you mean by term MBO and further explain its process?
13

4. Attempt any one part of the following: 10x1=10

1

a. Outline all the modern techniques of Control in detail?

02

b. Explain the process of Selection and Differentiate between recruitment and Selection?
-2

5. Attempt any one part of the following: 10x1=10

ar

a. Explain Transaction analysis and all the ego states in detail?

M

b. Explain all the theories of Personality in context of Organization?

9-

6. Attempt any one part of the following: 10x1=10

|1

a. Explain the term Perception? Outline the perceptual process in detail?

b. Differentiate between traditional theory of Motivation and Contemporary theory of Motivation
7. Attempt any one part of the following: 10x1=10
a. Analyze the leadership styles in respect to pandemic of COVID-19. How they are effective in current
situation?
b. Analyze Kurt-Lewin Model in detail. Differentiate between Proactive and reactive Change?

Page 1 of 1

AKTU_QP20E029 | 19-Mar-2021 13:18:01 | 103.77.186.50

 MBA (I Sem)
MANAGEMENT CONCEPTS & ORGANISATIONAL BEHAVIOUR
(KMBN 101)
MODEL SOLUTION

Section A

1. What do you mean by the term “Management”?

Key Points Solution:

Management can be defined as:

• Henri Fayol (1841-1925) stated: "to manage is to forecast and to plan, to organise, to command, to
co-ordinate and to control”
• Fredmund Malik (1944- ) defines management as "the transformation of resources into utility"

2. Explain the Role of Manager in an Organization?

Key Points Solution:

The Role of Manager in an Organization is as follows:

1) Setting objectives
2) Organizing
3) Motivating the team
4) Devising systems of measurement
5) Developing people

3. Define the term “Staffing”?

Key Points Solution:

• Staffing means placing people to jobs.

• It basically begins with human resource team who plans and involve
different types of other functions into it like recruitment, selection,
training, development, promotion and performance appraisal of the
workforce.
 • “Staffing is that phase of the management which deals with the
effective control and use of manpower or human resources.” Dale
Yoder

4. What do you understand the term “Organizing”?

Key Points Solution:

o Identifying and grouping different activities in the organization and bringing together the
physical, financial and human resources to establish most productive relations for the
achievement of specific goal of organization.

o According to Henry Fayol, “To organize a business is to provide it with everything useful
to its functioning; raw materials, machines and tools, capital and personnel.”

5. What do you mean by the term “Overt Behavior”?

Key Points Solution:

Overt Behavior is the behavior which is Observable and Measurable

For example: Decision making, working on machine

6. What do you mean by ABC Model of Attitude?

Key Points Solution:

 7 How Financial Rewards helps to motivate employees?

Key Points Solution:

Financial rewards motivate the employees a lot in terms of job effectiveness, loyalty, basic needs will
be fulfilled and it will gave sheer satisfaction at the workplace.

8 What do you mean by Personal Effectiveness?

Key Points Solution:

Personal Effectiveness is often conceived as a set of competences, capabilities or qualities, eg

▪ Concern with impact

▪ Diagnostic use of concepts
▪ Efficiency orientation
▪ Proactivity
▪ Conceptualisation
 ▪ Self-confidence

9 Define the traits of good Leadership?

Key Points Solution:

10 What do you mean by Organizational Change?

Key Points Solution:

• Organizational change is defined as “Coping process of moving from a unsatisfactory present state
to a desired state”

Section B

2(a) What do you mean by term Organizing and its Importance, Objectives?

Key Points Solution:

According to Henry Fayol, “To organize a business is to provide it with everything useful to its
functioning; raw materials, machines and tools, capital and personnel.”

The major objectives and importance of Organizing are:

• Organizing Provides Directions: It makes clear what employees have to do, how to do etc.

• Organizing Reduces the Risk Uncertainty: Plans are made to overcome uncertainties.
 • Organizing Reduces Over Lapping and Wasteful Activities: It evaluates the alternatives uses
of the available and prospective resources

• Organizing Facilitates Decision Making: Organizing helps the managers to make a choice from
alternative courses of action.

• Organizing Establishes Standards for Controlling: Actual performances are compared to find
out deviation and suggest remedial measures.

2(b) Analyze the term Directing with its principles in detail?

Key Points Solution:

• According to Koontz and O’Donnel: “Direction is the interpersonal aspect of managing by which
subordinates are led to understand and contribute effectively to the attainment of enterprise
objectives”
Following are the principles of Directing:
• Principle of Harmony of objectives: -
The direction is effective only when the individual objectives are harmonized with group activities.
Directing is regarded as essential in personnel management directing helps all the members to satisfy their
personal goals as well as organizational goals.
• Principle of efficiency: -
The executive should try to motivate sub-ordinates to increase performance & attain objectives at
minimum cost; other wise direction will be ineffective.
• Principle of unity of command: -
Command must come from only one executive or one superior. Workers come to know from one
of the executives what to achieve & how to achieve. If there is no unity of command there will be a
duplication of work.

• Principle of direct supervision: -

Direct supervision and advice by the executive will boost the Morale of the workers. This makes
the atmosphere trustworthy in the organization.
• Principle of communication: -
A good system of communication between executives & sub-ordinates ensures the success.
Effective communication serves as an instrument of direction, supervision & advice.
• Principle of leadership:
Every worker wants a good leader who is interested in the work & who is interested in solving
problems faced by workers. Good leadership will lead to co-operation, co-ordination & confidence in the
working force.

2(c) What do you mean by the term Motivation? Explain Maslow theory of Motivation?

Key Points Solution:

Motivation is a basic psychological process.
Technically, the term ‘motivation’ can be traced to the Latin word ‘movere’, which
means “to move”.
The key to understanding motivation lies in the meaning of, and relationship
between, needs, drives, and goals.

Maslow theory of Motivation:

Abraham Maslow identified that human needs have a certain priority. As the more basic
needs are satisfied, the individual seeks to satisfy the higher needs

2(d) Explain Perceptual Errors and Judgmental Errors of Perception?

Key Points Solution:

A process by which individuals organize and interpret their sensory impressions in order to give
meaning to their environment.

Judgmental Errors Perceptual Errors

Similarity error Stereotyping

 Contrast error Halo effect

First impression error Projection

Expectancy effects

2(e) What do you mean by Team Building and Elaborate the Tuckman Model of Team
Development in detail?

Key Points Solution:

A group of people with a full set of complementary skills required to complete a task, job, or project.
Team members (1) operate with high degree of interdependence,
2) share authority and responsibility for self-management, 3)more than just a collection of people that
are accountable for the collective performance, and work towards a goal and shared rewards(s)

Tuckman Model of Team development: Group dynamics as related to development concerns not only
why groups form but also how.
The most common framework for examining the "how" of group or team formation was developed by
Bruce Tuckman in the 1960s

Section C

3(a) Outline the meaning of term Organizing and Explain the types of Organizing in
details.

Key Points Solution:

Identifying and grouping different activities in the organization and bringing together the physical,
financial and human resources to establish most productive relations for the achievement of specific goal
of organization

• Functional Structure:

• Divisional Structure:

Geographical Structure:
Matrix Structure:

Hybrid Structure:
3(b) What do you mean by term MBO and further explain its process?

Key Points Solution:

• The process of setting objectives in the organization to give a sense of direction to the employees is
called as Management by Objectives. It was developed by Peter Drucker in 1954
• It refers to the process of setting goals for the employees so that they know what they are supposed
to do at the workplace
4(a) Outline all the modern techniques of Control in detail?

Key Points Solution:

a) ABC Analysis
b) Management Audit
c) Responsibility Accounting
d) PERT & CPM
e) Return on investment (ROI)
f) Human resource accounting
g) Management Information System (MIS)

4(b) Explain the process of Selection and Differentiate between recruitment and
Selection?

Key Points Solution:

The process of selection is as follows:

• Estimating the manpower requirement
• Recruitment
• Selection
• Placement and orientation
• Training and development
• Performance appraisal

The difference between Recruitment and selection are as follows:

 5(a) Explain Transaction analysis and all the ego states in detail?

Key Points Solution:

• “The unit of social intercourse is called a transaction”

• If two or more people encounter each other… sooner or later one of them will speak, or
give some other indication of acknowledging the presence of the others. This is called
transactional stimulus. Another person will then say or do something which is in some
way related to the stimulus, and that is called the transactional response.“

The three ego states are:

Parent – taught concept

Child – felt concept
Adult – learned concept

Parent – The parent represents a massive collection of recordings in the brain of external events
experienced or perceived in approximately the first five years of life. Since the majority of the
external events experienced by a child are actions of the parent, the ego state was appropriately
called Parent
Examples of recordings in the Parent include:

• “Never talk to strangers”

• “Always chew with your mouth closed”

Child : In contrast to the Parent, the Child represents the recordings in the brain
of internal events associated with external events the child perceives. Stated another way, stored
in the Child are the emotions or feelings which accompanied external events. Like the Parent,
recordings in the Child occur from childbirth all the way up to the age of approximately 5 years
old.

Examples of recordings in the Child include:

• “When I saw the monster’s face, I felt really scared”

• “The clown at the birthday party was really funny!

The Adult-is the last ego state. Close to one year of age, a child begins to exhibit gross motor
activity. The child learns that he or she can control a cup from which to drink, that he or she can
grab a toy.

• This is the beginning of the Adult in the small child

• In other words, the Adult allows the young person to evaluate and validate Child and
Parental data

5(b) Explain all the theories of Personality in context of Organization?

Key Points Solution:

• Personality means how a person affects others and how he understands and views himself as well
as the pattern of inner and outer measurable traits and the person-situation interactions (Fred
Luthans).

Following are the theories of Personality in context of Organization:

• Psychoanalytical Theory of Personality: Freud developed the psychoanalytic theory of
personality development, which argued that personality is formed through conflicts among three
fundamental structures of the human mind:
 • the id,
• ego, and
• Superego

• Trait Theory of Personality: In 1936, psychologist Gordon Allport found:-

• Cardinal Traits: These are traits that dominate an individual’s whole life, often to the
point that the person becomes known specifically for these traits. People with such
personalities often become so known for these traits that their names are often synonymous
with these qualities.
• Central Traits: These are the general characteristics that form the basic foundations of
personality. These central traits, while not as dominating as cardinal traits, are the major
characteristics you might use to describe another person. Terms such as intelligent, honest,
shy and anxious are considered central traits.
• Secondary Traits: These are the traits that are sometimes related to attitudes or
preferences and often appear only in certain situations or under specific circumstances.
Some examples would be getting anxious when speaking to a group or impatient while
waiting in line.

• Self Theory of Personality: It is termed as organismic or field theory, which emphasis the totality
and interrelatedness of all behaviours.

There are four factors:

• Self Image
• Ideal Self
• Looking Glass Self
• Real self

• Social Learning Theory:

• Direct: Social approval or disapproval
• Vicarious: refers to observation of someone else receiving reward or punishment for
similar behaviour
• Self-administered: evaluation of one’s own performance
 6(a) Explain the term Perception? Outline the perceptual process in detail?

Key Points Solution:

A process by which individuals organize and interpret their sensory impressions in order to give meaning
to their environment

6(b) Differentiate between traditional theory of Motivation and Contemporary theory

of Motivation.

Key Points Solution:

Traditional Theories of Motivation

• Maslow’s Need Hierarchy Theory
 • Herzberg’s Theory/ Hygiene Theory
• Mc Clelland theory

Contemporary Theories of motivation

• Self Detemination Theory
• Self-Efficacy Theory
• Vrooms Expectancy Theory
• Equity Theory
• Reinforcement Theory

7(a) Analyze the leadership styles in respect to pandemic of COVID-19. How they are effective in
current situation?

Key Points Solution:

• Leadership is process of influencing for the purpose of achieving shared goals

Autocratic leadership is the inverse of democratic leadership. In this leadership style, the leader makes
decisions without taking input from anyone who reports to them. Employees are neither considered nor
consulted prior to a direction, and are expected to adhere to the decision at a time and pace stipulated by
the leader.

Democratic leadership is exactly what it sounds like -- the leader makes decisions based on the input of
each team member. Although he or she makes the final call, each employee has an equal say on a project's
direction.
Laissez faire: The French term "laissez faire" literally translates to "let them do," and leaders who
embrace it afford nearly all authority to their employees.

In the situation of pandemic (Covid-19), the most appropriate leadership style which can be effective is
Autocratic leadership as the disease spread, only stringent rules and regulation can control the pandemic.

7(b) Analyze Kurt-Lewin Model in detail. Differentiate between Proactive and reactive Change?

Key Points Solution:

UNFREEZING (people CHANGING(movement from REFREEZING(Confirming &

become aware of the need old way to new way) Supporting)
for change)

Acknowledging current Conducting trials of change Reinforcing and making

work practices permanent the new task,
technologies

Supporting workers Engaging in ongoing

readiness for change monitoring and evaluation
Providing sufficient Supporting workers to
resources change their behavior

Providing training

Managing uncertainty
with change

• Proactive change involves actively attempting to make alterations to the work place and its
practices. Companies that take a proactive approach to change are often trying to avoid a potential
future threat or to capitalize on a potential future opportunity.

• Reactive change occurs when an organization makes changes in its practices after some threat or
opportunity has already occurred.