Exam Details
| Subject | Organisational Dynamics | |
| Paper | ||
| Exam / Course | Management Programme | |
| Department | School of Management Studies (SOMS) | |
| Organization | indira gandhi national open university | |
| Position | ||
| Exam Date | December, 2016 | |
| City, State | new delhi, |
Question Paper
1. Discuss the theories of group and group development.
2. Define role stress. Discuss how role stress leads to organisational stress. Provide suitable examples.
3. Explain the concept of organisational culture. Discuss how culture affects behavioural patterns. Justify your answer.
4. Discuss the process of empowerment. How to empower different units of the organization? Illustrate your answer with suitable examples.
5. Write short notes on any three of the following:
Group Cohesiveness
Comprehensive Role Analysis
Delegation and decentralisation
Ethics and values
Socio-cultural aspects of diversity
6. Read the following case carefully and answer the questions given at the end.
When Mahesh joined the Indian Bank in 1985, he had one clear goal -to prove his potentiality. He did prove that and has been promoted five times since his entry into the bank. Compared to others, his progress has been the fastest. Currently, his job demands that Mahesh should work 10 hours a day with practically no holiday. At least, two days in a week Mahesh is required to travel.
Peers and subordinates at the bank have appreciation for Mahesh. They don't grudge the success achieved by Mahesh, though there are some who wish they too had been promoted as well.
The post of a general manager fell vacant. One should work as GM a couple of years if he were to climb up to the top of the ladder. Mahesh applied for the post along with others in the bank. The chairman has assured Mahesh that the post would be his.
A sudden development took place, which almost wrecked Mahesh's chances. The bank has the practice of subjecting all its executives to medical check-up, once a year. The medical reports go straight to the chairman who would initiate remedial measures, where necessary.
Though Mahesh was only 35, he, too, was required to undergo the test.
The chairman of the bank received a copy of Mahesh's medical examination results, along with a note from the doctor. The note explained that Mahesh was seriously overworked and recommended that he be given an immediate four-weeks vacation. The doctor also recommended that Mahesh must take physical exercise, everyday. The note warned that if Mahesh did not care for the advice, he would be in for heart trouble in another six months.
After reading the doctor's note the chairman sat back in his chair and started brooding over the situation. Three issues were the uppermost in his mind.
How would Mahesh take this news?
How many others would have similar fitness problems?
Since the environment in the bank helps create problem, what could he do to alleviate it
The idea of holding a stress -management programme flashed in his mind and, suddenly, he instructed his secretary to set up a meeting with the doctor and some key members at the earliest.
Questions:
Highlight the significant issues in this case.
What was wrong with Mahesh
What will be your suggestion in such a situation?
2. Define role stress. Discuss how role stress leads to organisational stress. Provide suitable examples.
3. Explain the concept of organisational culture. Discuss how culture affects behavioural patterns. Justify your answer.
4. Discuss the process of empowerment. How to empower different units of the organization? Illustrate your answer with suitable examples.
5. Write short notes on any three of the following:
Group Cohesiveness
Comprehensive Role Analysis
Delegation and decentralisation
Ethics and values
Socio-cultural aspects of diversity
6. Read the following case carefully and answer the questions given at the end.
When Mahesh joined the Indian Bank in 1985, he had one clear goal -to prove his potentiality. He did prove that and has been promoted five times since his entry into the bank. Compared to others, his progress has been the fastest. Currently, his job demands that Mahesh should work 10 hours a day with practically no holiday. At least, two days in a week Mahesh is required to travel.
Peers and subordinates at the bank have appreciation for Mahesh. They don't grudge the success achieved by Mahesh, though there are some who wish they too had been promoted as well.
The post of a general manager fell vacant. One should work as GM a couple of years if he were to climb up to the top of the ladder. Mahesh applied for the post along with others in the bank. The chairman has assured Mahesh that the post would be his.
A sudden development took place, which almost wrecked Mahesh's chances. The bank has the practice of subjecting all its executives to medical check-up, once a year. The medical reports go straight to the chairman who would initiate remedial measures, where necessary.
Though Mahesh was only 35, he, too, was required to undergo the test.
The chairman of the bank received a copy of Mahesh's medical examination results, along with a note from the doctor. The note explained that Mahesh was seriously overworked and recommended that he be given an immediate four-weeks vacation. The doctor also recommended that Mahesh must take physical exercise, everyday. The note warned that if Mahesh did not care for the advice, he would be in for heart trouble in another six months.
After reading the doctor's note the chairman sat back in his chair and started brooding over the situation. Three issues were the uppermost in his mind.
How would Mahesh take this news?
How many others would have similar fitness problems?
Since the environment in the bank helps create problem, what could he do to alleviate it
The idea of holding a stress -management programme flashed in his mind and, suddenly, he instructed his secretary to set up a meeting with the doctor and some key members at the earliest.
Questions:
Highlight the significant issues in this case.
What was wrong with Mahesh
What will be your suggestion in such a situation?
Other Question Papers
Departments
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Subjects
- Accounting and Finance for Managers
- Advanced Strategic Management
- Bank Financial Management
- Capital Investment and Financing Decisions
- Consumer Behaviour
- Economic and Social Environment
- Electronic Banking and IT in Banks
- Employment Relations
- Ethics And Corporate Governance In Banks
- Human Resource Development
- Human Resource Planning
- Information Systems for Managers
- International Banking Management
- International Business
- International Financial Management
- International Human Resource Management
- International Marketing
- Labour Laws
- Logistics and Supply Chain Management
- Maintenance Management
- Management Control Systems
- Management Functions and Behaviour
- Management of Financial Services
- Management of Human Resources
- Management of Information Systems
- Management of Machines and Materials
- Management of Marketing Communication and Advertising
- Management of New and Small Enterprises
- Management of Public Enterprises
- Management of R&D and Innovation
- Managerial Economics
- Managing Change in Organisations
- Marketing for Managers
- Marketing of Financial Services
- Marketing of Services
- Marketing Research
- Materials Management
- Operations Research
- Organisational Dynamics
- Organizational Design, Development and Change
- Product Management
- Production/Operations Management
- Project Management
- Quantitative Analysis for Managerial Applications
- Research Methodology for Management Decisions
- Retail Management
- Risk Management In Banks
- Rural Marketing
- Sales Management
- Security Analysis and Portfolio Management
- Social Processes and Behavioural Issues
- Strategic Management
- Technology Management
- Total Quality Management
- Wage and Salary Administration
- Working Capital Management