MS-26 Organisational Dynamics Exam Paper

MBA - Master of Business Administration

Note: There are two sections A and B. Attempt any four questions from Section A. Each questions carries 15 marks. Section B is compulsory and carries 40 marks.

1. Define and identify the bases of organizational powers. Explain the power of the value of reward or punishment on individuals in an organisational situation. Why are the sources of these powers positional, rather than personal?

2. What do you understand by ethical values? What type of culture would emerge without strong ethical standards? Is it possible to be totally honest in the current business environment? Discuss.

3. State the reasons for formation of groups and its dynamics. Describe how informal groups can be utilised effectively in an organisational setting. Explain with examples.

4. Describe briefly role stress. Explain the emergence of roles and how do they affect stress. What are the potential role stressors in an organisational situation? Cite examples.

5. Explain the causes and correlations of attention. Distinguish between the sociological and psychological bases of alienation related to organizational context.

6. Write short notes on any three of the following:
i) Stages of group development
ii) Sources of burnout
iii) Decentralization and delegation
iv) Process of learning organizations
v) Strategic alliance

SECTION B

Read the case given below and answer the questions given at the end of the case.

Robert, one of the field sales managers of Major Tools Ltd., had been promoted to his first headquarters assignment as an assistant product for a group of products with which he was relatively unfamiliar. Shortly after he had taken over this new assignment, one of the company’s vice-presidents, Smith, called for a meeting of product managers and other staff to plan marketing strategies. Robert’s superior (the product manager) was unable to attend, so the director or marketing, Reynolds, invited Robert to the meeting to help and orient him to his new job.

Because of the large gathering, Reynolds was after brief in introducing Robert to Smith. After the meeting began, Smith – a crusty veteran with a reputation for bluntness – began asking a series of probing questions, which most of the product managers were unable to answer in detail. Suddenly, he turned to Robert and questioned him quite closely about his group of products. Somewhat confused, Robert confessed that he really did not know the answers.

It was immediately apparent to Reynolds that Smith has forgotten or had failed to understand that Robert was new to the job and was attending the meeting more for his own orientation than to contribute so it. He was about to offer a discreet explanation when Smith, visibly annoyed with what he took to be Robert’s lack of preparation, snapped, "Gentleman, you have just seen an example to sloppy staff work, and there is no excuse for it."

Reynolds had to make a quick decision. He could interrupt Smith and point our that he had judged Robert unfairly, but that might embarrass both his superior and his subordinate. Alternatively, he could wait until after the meeting and offer an explanation in private. As Smith quickly became engrossed in private. As Smith quickly became engrossed in another conversation. Reynolds followed the second approach. Glancing an Robert. Reynolds noted that his expression was one of mixed anger and dismay. After catching his eye, Reynold winked at Robert as a discreet reassurance that he understood and that the damage could be repaired. After an hour, Smith, evidently dissatisfied with what he termed the ‘inadequate planning" of the marketing department in general, abruptly declared the meeting over. As he do so, he turned to Reynolds and asked him to remain behind for a moment. To Reynolds’ surprise, Smith immediately raised the question of Robert himself. In fact it turned out to have been his main reason for asking Reynolds to remain behind. "Look," he said, "I want you to tell me frankly, do you think I was too rough with that kid?" Relieved, Reynolds said, "Yes, you were. I was going to speak to you about it."

Smith explained to Reynolds that Robert was new to his job had not registered in his mind adequately when they had been introduced and that it was only some time after his own outburst that the merging thought began to occur to him that what he had done was inappropriate an unfair. "How well do you know him?" he asked, "Do you think I hurt him?"

For a moment Reynolds took the measure of his superior. Then he replied evenly. "I do not know him very well yet, but, yes, I think you hurt him."

Damn, that is unforgivable," said Smith. He then telephoned his secretary to call Robert and ask him to report to his office immediately. A few moments later, Robert returned looking perplexed and uneasy. As he entered, Smith came out from behind his desk and met him n the middle of the office. Standing face to face with Robert, who was 20 years and four organization levels his junior, he said, "Look, I have done something stupid and I want to apologize. I had no right to treat you like that. I should have remembered that you were new to your job, but I did not. I am sorry."

Robert was somewhat flustered. He muttered his thanks for the apology/ "As long as you are here, young man," Smith continued. "I want to make a few things clear to you in the presence of your boss’s boss. Your job is to make sure that people like myself do not make stupid decisions. Obviously, we thin you are qualified for your job or we would not have brought you in here. But it takes time to learn any job. Three months from now I will expect you to know the answers to any questions about products. Until them," he said, thrusting out his hand for the younger man to shake, "you have my complete confidence. And thank yoy for letting me correct a mistake."

Questions:

a) What do you think was the effect on Robert and the other managers of Smith’s outburst at the meeting?
b) Was Smith right to apologize to Robert or should he have left well enough alone?
c) What would it be like to have Smith as a superior? As a subordinate?
d) How does Smith define Robert’s responsibilities as an assistant manager? How does he define his own role as a top manager?