Explain Management by Objectives (MBO).
Explain Management by Objectives (MBO).
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Project Report and Thesis contact
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Organizational Behaviour
Part one:
Multiple choice:
I.Scientific Management approach is
developed by (1)
a) Elton Mayo
b) Henry Fayol
c) F.W. Taylor
d) A. Maslow
II.
What sort of goals does
Management by Objectives (MBO) emphasize? (1)
a) Tangible, verifiable and measurable
b) Achievable, controllable and
profitable
c) Challenging, emotional and
constructive
d) Hierarchical, attainable and effective
III.
What is the most relevant
application of perception concepts to OB? (1)
a. The perceptions people
form about each other
b. The perceptions people
form about their employer
c. The perceptions people form about
their culture
d. The
perceptions people from about society
IV.
Goal setting theory is
pioneered by (1)
a. Stacy Adams
b. Charms
c. Edwin Locke
d. F. W. Taylor
V. Which of the following is/are not
organizational factors causing stress? (1)
a. Task demand
b. Role demand
c. Role conflict
d. Satisfaction
VI. In which stage of the conflict
process does conflict become visible? (1)
a. Illumination
b. Intentions
c. Behavior
d. Cognition
VII. In --------------leadership, there is
a complete centralization of authority in the leader (1)
a. Democratic
b. Autocratic
c. Free rein
d. Bureaucratic
VIII. Which of the following is not a
contingency theory of leadership?
a. LPC theory
b. Path Goal theory
c. Vroom-Yetton-Jago theory
d. Job centered Leadership
IX. A technique to bring changes in
the entire organization, rather man focusing attention on individuals to bring
changes easily. (1)
a. Organizational development
b. Organizational change
c. Organizational culture
d. Organizational conflicts
X. Which one is not a Process Based
Theory of motivation? (1)
a) Porter Lawler Theory
b) Mcclelland’s Theory
c) Stacy Adams Theory
d) Vroom’s Theory
Part B:
1. Define Scientific Management. (5)
2. Explain Management by Objectives
(MBO). (5)
3. Explain Five-Stage Model of group
development. (5)
4. Write short note on Trait Theory.
(5)
Caselet1
Ms. Priyanka is a store manager of
one of the fourteen Hàppy Home Furniture outlets that are located at all the
major cities in the country. Her staff consists of twelve salespersons and
support personnel. Each salesperson. is paid commission based on sales. All the
salespersons are expected to do other tasks, such as assisting the merchandise
manager, arranging the displays, and handling customer complaints. These tasks,
and a few others, are to be shared equally among the sales persons.
The store's sales target is
established at the headquarters of the furniture chain. This target is divided
by the number of salespersons and each is expected to meet his or her personal
target Mr. Ranjan, is the top salesperson at the outlet. When he misses his
sales goal, which seldom happens, the store's target is usually not met.
Ranjan, however, often does not help in doing the common tasks, much to the
frustration of the other eleven salespeople, who feel that if they do not
handle the common tasks, they will be fired.
Recently, Ms. Priyanka noticed that
one of her salespeople, Mr. Manish„ made careless errors, neglected clients,
and did not do his share of the common tasks. When confronted by the store
manager, he complained about Mr. Ranjan., who, in his opinion, got away with
doing almost nothing. After this discussion, Ms. Priyanka began to observe the
salespersons more closely and noticed that most of them neglected their work
and were not cooperative.
The store manager felt that something
had to be done. A talk with Mr. Ranjan had little effect. Yet, the store needed
Ranjan because of his excellent sales record. On the other hand, the morale of
the other salespersons had begun to deteriorate.
Questions:
1. What Should Ms. Priyanka do? (10)
2. What are the standards of
performance? Should they be changed? If so, in what ways? (10
Caselet2
MR. Ketan Parekh had worked his way
up through the technical arm of ANC Company to become chief Engineer and the
General Manager of the Avionics Division. He was an important inventor and
innovator, in basic frequency-modulated continuous wave (FM-CW) Doppler radar
technology. This Fm-cw technology gave Avionics a world leadership position in
Doppler radar equipment design and production, All Avionics equipment design
were state of the art at the time of their design, a result of the importance
research and development engineering for the department's future.
As the division grew and Avionics's
success with Doppler systems brought large increases in sales, Mr. Ketan's
preoccupations became considerably more managerially than technical. He began
to reassess some of his own thinking about organizations. The organization
appeared too weak, both structurally and managerially, to cope with the
increasing complexity of his
division's activities. Mr. Ketan was
finding it impossible to cope with the number of major decisions that had to be
made. Six major programs and several minor ones were in different stages of
design and/or production. All had different customers, sometimes in different
countries. Every program's product although they were all Doppler radar
systems, was significantly different from every other one, particularly in its
technology. Nevertheless the programs had to share manufacturing facilities,
major items of capital equipment, and specialized functions. Mr. Ketan felt he
had to find some way to force the whole decision process down to some level
below his own.
Question:
1. What is the principal
problem with ANC's existing organizational Structure? (10)
2. How can the matrix form of
organization assist Mr. Ketan? (10)
Section C: Applied Theory (30 marks)
1. What are the components of attitude?
How does attitude determine the behavior of an individual? (15)
2. Explain the factors that affect an
organizational climate. What are the determinants of job satisfaction of
employees inside the organization? (15)
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| Explain Management by Objectives (MBO). |
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224
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