Qp-2011 Nov

1.       What is innovation?

2.       Explain Hofstede’s ‘Masculinity-Feminity’ continuum.

3.       What are existence needs?

4.       Explain briefly, the term ‘achievement motivation’.

5.       Is there value in ‘Flexi-time’?

6.       Explain Herzberg’s ‘Dis-satisfiers’.

7.       What is Reward power?

8.       Explain briefly ‘360∘Evaluation.’

9.       Identify three ways to achieve ‘group cohesion.’

10.    What is the relevance of ‘accommodation’ in the context of conflicting situations?

11.    Is giving ‘idiosyncratic credit a good management technique in organisations?

12.    Is workforce diversity a key to better work-life balance?

13.    Can personality and the elements of nature be connected? How true is this association?

14.    Identify an Ideal Job Design for a student Union Leader in a leading  University in South India.

15.    Can there really be lower level and higher level needs?

16.    Comment on Virtual Social Networking Norms?

17.    What is your assessment of the Quality of Work Life in modern Indian Organizations?

18.    Will tolerance to ambiguity lead to stress? What solutions do you offer?

19.    Comment on the various display of ‘Power’ and ‘politics’ in organisations. Comment with examples.

20.    Explain the ERG theory. How does it compare with the Maslow and Herzberg theories?

21.   Describe an Ideal Job Design for a college teacher, keeping in mind involvement, interest, performance, perks, job rotation and satisfaction in mind.

Sir, I have a few doubts. I tried to post a comment  on OB Blog. Please guide me, sir. Besides this, I have a few questions: 1. What are the powers the group undertakes to become effective? 2. Explain the satisfying and optimising models of decision - making? Response to Qs 2: Your question relates to what is an ideal decision making process. To my mind decisions should be goal oriented, keep team member and boss interest's, competencies, moods, expectation in mind. Ultimately the great decision is an optimized one keeping all stakeholder interests in mind. There is always a trepidation before taking any decision (refer illustration). The greatness of a decision therefore is to take the plunge (decision), which keeps most of the affected parties happy. Of course there are exceptions to ideal decisions, particularly those taken by insensitive and unprofessional managers. The outcomes in the latter case/s would not be that helpful as the ideal decision.

My Response to Queries from OB Classmates, Qs1-Group Power!

Sir, I have a few doubts. I tried to post a comment  on OB Blog. Please guide me, sir. Besides this, I have a few questions: 1. What are the powers the group undertakes to become effective? 2. Explain the satisfying and optimising models of decision - making? My response: A group is a natural and empowering process for its members. Each member has ideally a stake in the group outcomes. A member's stake means the interest he/she has in the outcomes. If 'Profit' is the outcome of interest to a group, each member would be interested to know the methods adopted by each member to generate income and consequently the profit. If the profit making exercise employed by the regional sales group for example, adopts a risky method like corrupting the potential buyer to get an order, the other members of the team will prevail over the individual salesperson to refrain from doing so as the corrupt action infringes on group performance, status, legality among others. In fact the effectiveness of the group will be negatively affected by illegal or immoral acts and deeds which will be deleterious to the group in the short and long run. The power of the group is ultimately made by its members and the management who allows it to be formed. The subsequent values, principles and practices of the members as well as the authorities will decide the effectiveness of the group. I'll address Qs. 2 in the next post