Ms-26 Question bank (12)
Ms-26 Question bank
Ms-26 dec 2009
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-26 Dec-2009
MS-26 : ORGANISATIONAL DYNAMICS
1. What are the sources of Diversity ? Briefly discuss the importance of Diversity Management in the globalized world.
2. Discribe the importance of organisational culture and briefly discuss the patterns of behaviour in organisational culture.
3. Describe any two approaches to alienation ? Explain the causes contributing to alienation and how they can be minimised.
4.Briefly explain the responsibilities of the organisations towards society with illustrations
5. Write short notes on any three of the following :
a) Learning organisation
b) Strategic alliance
c) Referrent power
d) Group cohesiveness
(e) Burn out
6. Read the following case carefully and answer the questions given at the end :
Jagannath (Jaggu for his friends) is an over-ambitious young man. For him ends justify
means. With a diploma in engineering, Jaggu joined, in 1977, a Bangalore based company as Technical Assistant. He got himself enrolled as a student in an evening college and obtained his degree in engineering in 1982. Recognising his improved qualification, Jaggu was promoted as Engineer-Sales in 1984. Jaggu excelled himself in the new role and became the blue-eyed boy of the management. Promotions came to him in quick succession. He was made Manager-Sales in 1986 and Senior Manager-Marketing in 1988. Jaggu did not forget his academic pursuits. After being promoted as Engineer-Sales, he joined the M.B.A. (part-time) programme. After completing his M.B.A., Jaggu became a Ph.D Scholar and obtained his Doctorate in 1989. Functioning as Senior Manager-Marketing, Jaggu eyed on things beyond his jurisdiction. He started complaining against Suresh, Section Head and Prahalad the Unit Chief (both production) to Ravi, the Executive-Vice President. The complaints included delay in executing orders, poor quality, customer rejections, etc. Most of the complaints were concocted.
Ravi was convinced and requested Jaggu to head the production section so that things could be straightened up there. Jaggu became the Section Head and Suresh was shifted to sales. Jaggu started spreading his wings. He prevailed upon Ravi and got sales and quality under his control, in addition to production. Suresh, an equal in status, was now subordinated to Jaggu. Success had gone to Jaggu's head. He had everything going in his favour - position, power, money, and qualification. He divided workers and used them as pawns. He ignored Prahalad and established direct link with Ravi. Unable to bear the humiliation, Prahalad quit the company, Jaggu was promoted as General Manager. He
became a megalomaniac. Things had to end at some point. It happened in Jaggu's life too. There were complaints against him. He had inducted his brother-in-law, Ganesh, as an engineer. Ganesh was by nature corrupt, he stole copper worth Rs. 5 lakh and was suspended. Jaggu tried to defend Ganesh but failed in his effort. Corruption charges were also levelled against Jaggu who was reported to have made nearly Rs. 20 lakh for himself.
On the new year day of 1993, Jaggu was reverted back to his old position - sales. Suresh was promoted and was asked to head production. Roles got reversed. Suresh became boss to Jaggu. Unable to swallow the insult, Jaggu put in his papers. Back home, Jaggu started own consultancy claiming himself as an authority in quality management. He poached on his previous company and picked up two best brains in quality. From 1977 to 1993, Jaggu's career graph had a steep rise and a sudden fall. Whether there would be another hump in the curve is a big question ?
Questions :
a) What is the core issue in the case ? Discuss.
b) How do you see the rise and fall of Jaggu vis-a-vis prevailing power dynamics and
overall organisational policies of the company ?
(c) What would you do if you were :
i) Suresh
ii) Prahalad, and
(iii) Ravi ?
(d) What will you do if you were the Managing Director of the company ?
Ms-26 dec 2010
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-26 Dec-2010
MS-26 : ORGANISATIONAL DYNAMICS
All solutions of solved papers available in ms-26 book
Ms-26 dec 2011
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-26 Dec-2011
MS-26 : ORGANISATIONAL DYNAMICS
1. Briefly discuss the tenets of strategic alliances and the need for it. Explain how these alliances could be made to work ?
2. Explain the importance of cohesiveness in groups and briefly describe the role of motivational approach to alienation.
3. Why is decentralisation important in organisations ? Briefly discuss the dimensions of power sharing.
4. Explain the process of organisational learning and its mechanisms.
5. Write short notes on any three of the following.
(a) Boss
(b) Transformational leadership
(c) Cross-cultural Dynamics
(d) Types of power
(e) Business Ethics.
6. Read the following case carefully and answer the questions given at the end :
On Tuesday morning at 6:30 a.m., two young auto workers, disgruntled over failing to
get their supervisor fired, scaled the 10-foot fence of a power control area, shut off the power and closed down a Transpower Corporation assembly line. They simply took matters into their own hands when the union's grievance procedure did not work fast enough to satisfy them. For 13 hours thereafter, Subhash and Satish carried on their protest in the six-by-seven foot facility known as the power cage, as fellow workers shouted encouragement.
This dramatic protest ended in victory with the delivery to the power cage of a signed
statement from the plant manager, officially reporting that the supervisor had been fired and that there would be no reprisal against the protesters. Subhash and Satish were carried from the plant on the shoulders of their fellow workers. They were back in the plant working as spot welders the next day, but the fired supervisor, Grover, was out of his job, although he hoped to get another job with the company. Grover, who has four children and who was fired for "personnel violations," claimed the action was unjust. In explaining the events that led to the power cage protest and his subsequent firing, Grover said that production on the assembly line had been chronically below quota before he was named supervisor. At the time Grover was made supervisor, the plant manager had plainly told him that his job was to improve the production rate, and production had, in fact, improved markedly in the short time that he was supervisor. Grover said his firing would set a damaging precedent. "The company's action creates a
situation where the operations of the plant are subject to the whims of any employee with a grudge," he said. This possibility was emphasized by the comment of a union leader who said there were other conditions in the plant that needed improving-such as the cafeteria food and relief from the more than 100-degree heat in the metal shop. Moreover, the leader said, there was at least one other supervisor who should be fired. His manner implied that the successful power cage protest would facilitate attaining these ends, too. The union leader's final comment was that two men on an unauthorized wildcat strike had clearly accomplished the same thing as a full blown strike. While commenting to a news reporter about the power cage strike, the two auto workers reportedly said, "We knew we were going to win. When you cut the power, you've got the power. Every minute we were in there was costing the company money, and we weren't going to leave. It showed the power of the workers to control the company,"
The protest at the Transpower plant cost the company the production of 900 to 950 automotive units valued at Rs. 8,000 each and one reliable supervisor, according to newspaper accounts.
As the plant manager began to prepare a report on the power cage protest for his superior,
the division Vice-President, he reviewed the events of the day, the decisions he had made, and the implications for the future. He wondered if the situation might not have been dealt with more effectively.
Questions :
1. Did Subhash and Satish actually have as much power as they claimed to have ?
2. What other alternatives did the company have ? How good were thes'e alternatives ?
3. What will be the long-term consequences of the company's decision ? What did the company gain or lose by this incident ?
Ms-26 Question bank