M.B.A. DEGREE EXAMINATION, APRIL 2017.
Fourth Semester
ADVANCED BEHAVIOURAL SCIENCE
(CBCS 2013 onwards)
Time 3 Hours Maximum 75 Marks
Part A x 3 15)
Answer all questions.
All questions carry equal marks.
1. What do you mean by 'Interventions'?
2. What is 'strokes' in TA?
3. What is goal setting?
4. Is it ethical to modify another individual's behavior?
5. Distinguish between anxiety and stress.
Part B x 10 50)
Answer all questions, choosing either or
All questions carry equal marks.
6. Discuss the importance of behavioral science in
business management.
Or
How does behavioral science approaches impact
organizational life?
Sub. Code
641442
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7. How assertiveness is relevant to organizational life?
Or
How can transactional analysis help an individual
to communicate better?
8. How TA is useful in performance interview?
Or
Discuss the effective modes of planning
development involving subordinates.
9. Briefly discuss the classification of behavior change
techniques.
Or
Describe the guidelines for implementing behavior
change management programs.
10. Explain with an example, how does managerial
counseling predict and help people in overcoming
their problems?
Or
Discuss the significance of training for counseling.
Part C x 10 10)
Compulsory.
11. Read the following case and answer the questions.
The Chief of Maintenance was Shukla and under him
Mukherjee was working as the Maintenance Engineer at
Sundar Steel Ltd. The total strength of Maintenance was
500 workers, 25 executives and 50 supervisors.
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Chatterjee was working in Maintenance as a worker for
three years. He was efficient. He had initiative and drive.
He performed his duties in a near perfect manner. He
was a man of proven technical ability with utmost drive
and dash. He was promoted as Supervisor. Chatterjee,
now a Supervisor, was one day passing through the
Maintenance Shop on his routine inspection. He found a
certain worker sitting idle. He pulled him up for this. The
worker retaliated by abusing him with filthy words. With
a grim face and utter frustration, Chatterjee reported the
matter to Mukherjee. The worker who insulted
Chatterjee was a "notorious character", and no supervisor
dared to confront him. Mukherjee took a serious view of
the incident and served a strong warning letter to the
worker. Things were moving smoothly. Chatterjee was
getting along well with others.
But after about three years, another serious incident took
place. A worker came drunk to duty, began playing cards,
and using very filthy language. When Chatterjee strongly
objected to this, the worker got up and slapped
Chatterjee. Later, the worker went to his union and
reported that Chatterjee had assaulted him while he was
performing his duties. Chatterjee had no idea that the
situation would take such a turn. He, therefore, never
bothered to report the matter to his boss or collect
evidence in support of this case.
The union took the case to Shukla and prevailed over him
to take stern action against Chatterjee. Shukla instructed
Mukherjee to demote Chatterjee to the rank of a worker.
Mukherjee expressed his apprehension that in such a
case Chatterjee will be of no use to the department, and
the demotion would adversely affect the morale of all
sincere and efficient supervisors. But Chatterjee was
demoted.
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Chatterjee continued working in the organization with all
his efficiency, competence, and ability for two months.
Then he resigned stating that he had secured better
employment elsewhere. Mukherjee was perturbed at this
turn of events. While placing Chatterjee's resignation
letter before Shukla, he expressed deep concern at this
development.
Shukla called Chief of Personnel for advice on this
delicate issue. The Chief of Personnel said, "I think the
incident should help us to appreciate the essential
qualification required for a successful supervisor. An
honest and hardworking man need not necessarily prove
to be an effective supervisor. Something more is required
for this as he has to get things done rather than do
himself" Mukherjee said, "I have a high opinion of
Chatterjee. He proved his technical competence and was
sincere at his work. Given some guidance on how to deal
with the type of persons he had to work with, the sad
situation could have been avoided".
Shukla said, "I am really sorry to lose Chatterjee. He was
very honest and painstaking in his work. But I do not
know how I could have helped hint. I wonder how he
always managed to get into trouble with workers. We
know they are illiterates and some of them are tough. But
supervisor must have the ability and presence of mind to
deal with such men. I have numerous supervisors, but I
never had to teach anybody how to supervise his men".
Questions
Do you think counseling/mentoring may help
improving rough and tough employees?
Do you think the decision taken by Shukla is in
keeping with creating developmental climate in the
organization?
Identify, the person/persons who should have been
assertive and why? Give reasons.
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