MS-021: Social Processes And Behavioural Issues last 3 yrs paper
June, 2021
Section A
- What is ‘Perceptual Selectivity’? Briefly describe the external and internal factors influencing perception.
- Describe the salient features of counselling, and the importance of counselling in an organisation Explain with suitable examples.
- Describe the nature of functional and dys-functional conflicts. Briefly discuss their positive and negative consequences in the organisational set-up. Cite examples.
- What are the attributes of work culture? Briefly describe measures to be taken in order to develop work culture in an organisational setup. Explain with example.
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(i) Sources of power
(ii) Downsizing
(iii) Learning Organisations
(iv) Leadership in Team Building
(v) Cross-cultural dynamics
Section-B
- “Inter-organisational institutionalisation is addressed through the concept of ‘isomorphism’. When we interpret one of the most important phenmenon of current times namely globalisation, we can clearly see how political, economic and socio-cultural systems are shaping their institutional base on the principle of isomorphism.” Elaborate this statement and briefly discuss the underlying concept with suitable example.
- Define and describe levels of diversity in an organisation. Briefly discuss the importance of biographical characteristics and discrimination at organisational level. Explain with example.
- Discuss organisational conflict management
- Define and describe nature and skills ethical issues of counselling. Cite relevant example.
- Write short notes on any three of the following:
(i) Importance of individual system and social system in the O. B.
(ii) Spirituality and Organisational Culture
(iii) Reinforcement and Learning
(iv) Empowerment
(v) Organisation Citizenship Behaviour
- Read the following case carefully and answer the questions given at the end:
Mr. Venkat Raman joined Southern Fertilizers Manufacturing Company in January 1987 as a Junior Operator Trainee. Within the non-executive category, the company had five levels from P1 (the lowest grade) to P5 (the highest grade). Raman joined at P2 level. After training, he was absorbed in the Ammonium Sulphate Shop as a Junior Operator. He rose up to the level of P4 in December 1991 because of his sincere and hard work. All though these years, he kept away from union activities. He never refused or avoided and job. Very often his officers used to ask him to do additional jobs which he did willingly. Gradually Raman became a handy man for all sundry assignments which others might have refused. Since February 1992, Raman was regularly asked to perform certain duties which were actually to be done by a P5 level operator as the post in the higher grade was vacant. However, as per the Company’s rules, Raman was not eligible for promotion to the higher grade at that time.
Gradually, Raman started performing all the duties attached to the higher post. About this time, Raman started taking interest in union activities. On August 8, 1993 Raman was instructed by his superior to stop one agitator pump and start another one. He was also asked to normalise the operation of the sulphate drier. Later his boss alleged that he did not attend to these job and neglected his normal inspection duty as a result of which tar got settled in a tank which was a remain free of tar. On August 12, Raman was instructed to attend to the breakdown of discharge feeder chain and conveyor. Later his superior alleged that he did not do this job. On both these days, Raman did not fill the section’s log book which was a part of his normal duty.
On August 25, a show-cause notice was served on Raman demanding explanation within 48 hours as to why disciplinary action should not be taken against him. He replied on August 29, denying the allegations and stating that the management had fabricated the charges. As per the company’s rules, he was charge-sheeted on October 18, for (a) neglect of duty, and (b) willful insubordination and disobedience of the lawful and reasonable orders of his superiors. Raman replied on October 25, denying all the charges and requesting the management to withdraw the charges immediately. Thereafter, an Enquiry Committee consisting of an officer from the Ammonium Nitrate Department and an officer from the Personnel Department was set up to look into the charges. Raman was given an opportunity to produce evidence on his behalf and defend himself. The committee held 20 sittings and throughout the proceedings, Raman denied the allegations levelled against him and asserted that his boss was prejudiced against him because of his union activities. In April 1995, the enquiry committee brought out the following points in its findings:
(a) There was a provision in the company for paying acting allowance to those operators who acted in the higher grade temporarily for more than three months. It appeared that Raman had been demanding the acting allowance, but due to some procedural problems, he was not paid.
(b) It could not be proved beyond doubt that the instructions were given to him and that he did not abide by the instructions given to him on August 8, 1993.
(c) On August 8, 1993, Raman delierately neglected his normal inspection duty resulting in the deposits of tar in the tank. The loss to the company was however, insignificant.
(d) Raman did not attend to the breakdown on August 12, 1993 as instructed by his boss.
(e) Raman did not fill the section’s log book on August 8 and 12, 1993 as was expected of him.
Questions
(a) Why did Raman turn to such non-cooperative behaviour despite having an execellent record of performance and cooperation?
(b) How do you see the relationship between Raman and his superior?
(c) Do you feel that recurrence of such cases can be avoided by improving the motivational climate of the organisation?
Section-C
February, 2021
Section-A
- What are the characteristics of a Learning Organization? Explain how a learningorganization differs from a traditional organisation with the help of examples.
- How do groups form? What are the conditions for enhancing group effectiveness?
- Discuss any two theories of motivation and their usefulness in an organisation citing suitable examples.
- Briefly explain the role of culture in organisations and explain the importance of corporate culture in the functioning of organizations. Give examples.
- Describe the communication channels used in organisations. What are the barriers to effective communication and how can they be overcome?
- How does political process influence the decision making process in organisations? Briefly discuss what kind of skills a manager must possess in order to be competent politically.
- Write an essay on the paradigm shifts in nature of workforce following globalization and highlight the emerging role of managers in view of the changes.
- Write short notes on any two of the following:
(a) Qualifies of an effective counsellor
(b) Referent Power
(c) characteristics of learning organization
Section-B
- Explain how social processes act as sources of human behaviours in organisations. Briefly discuss how the changing society is impacting the Indian organisations, citing examples.
- Differentiate between individual and organisational power. Explain the dynamics of power in organisations with the help of examples.
- Discuss various types and nature of teams and explain how effective teams are built.
- Enumerate the process of negotiation. Highlight the individual differences in effectiveness of negotiation.
- What is perceptual organisation and social perception? Discuss with the help of examples.
- Discuss the aspects of work behaviour and the concept of optimism, happiness and well-being, citing examples.
- Write an essay on the gender diversity at workplace.
- Write short notes on any two of the following:
(a) Models of emotional intelligence
(b) Transformational leadership theory
(c) Reward systems
June, 2020
Section-A
- . Discuss Schein’s approhch to Motivation and explain how a manager can improve the level of motivation.
- Describe power dynamics in an organization and explain how power can be used ethically. Cite examples.
- Describe the importance of Behaviour Modification in organizations. Briefly discuss the steps involved in training and counselling in organization as a technique of behaviour modification.
- Critically discuss the changes in social institutions and their organizational relevance. Cite suitable examples.
- Explain the model of group development and their appropriateness in an organization.
- Explain the factors affecting interpersonal relations and briefly discuss Johari Window model in enhancing interpersonal relations.
- What is perception? Discuss the role of perception in organizations. How can errors in perception be overcome? Justify your answer with suitable examples.
- Write the short notes on any two of the following:
(a) Emotional Intelligence
(b) Positive Reinforcement
(c) Transactional analysis
Section-B
- .Explain the concept and approaches to organizational behaviour (OB). Briefly discuss the models of OB and their importance.
- Define leadership and discuss any two of the modern theories of leadership with the help of examples.
- What is learning? Explain various approaches to learning and differentiate each approach from the other.
- Discuss the relationship between stress and performance. Enlist various strategies to reduce stress, citing examples.
- Write an essay on the evolution, forms and dimensions of organizational citizenship behaviour.
- Explain, how a CSR strategy can be developed using structured framework. Briefly write a note on the CSR scenario of India.
- What is diversity in the workplace? Explain, how do organizations manage effectively citing exampels.
- Write the short notes on any two of the following:
(a) Channels of communication
(b) Behaviour modification
(c) Types of docisions
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- IGNOU Course details and sample paper link
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- Solved Assignments of IGNOU courses
