Brief Answer Questions:
[10 × 2 = 20]State key elements of OB.
What do you mean by perceptual selection?
Mention the characteristics of Type A and Type B personality.
Present the dimension of intergroup conflict.
State the sources of job satisfaction.
Mention the causes for stress.
List any two differences between leaders and managers.
Highlight the major features of directive leadership behavior.
State the 360-degree appraisal process.
What does boundary spanning mean?
Short Answer Questions: (Attempt any SIX Questions)
[6 × 5 = 30]Explain the basic assumptions of organizational behavior.
State and explain the use of attribution theory in decision making.
Discuss the big five personality traits in relations to OB.
Explain the approaches to manage conflict in organization.
Differentiate between transformational and transactional leadership.
Describe the major forces for change. Also explain the types of changes in organization.
Describe any five common means of professional development to leaders.
Long Answer Questions: (Attempt any THREE Questions)
[3 × 10 = 30]What do you mean by learning? Describe the principles of learning in connection to learning theories.
Stress is directly associated to innovative work behavior. Comment on the statement.
Define personality. Explain the major personality attributes influencing OB.
What is leadership? Explain the contemporary issues in leadership.
Comprehensive Answer / Case / Situation Analysis Questions:
[4 × 5 = 20]Read the following case carefully and answer the questions that follow:
NP Welfare Society is one of the reputed Social Organization of Kathmandu valley where 50 employees are engaged for recording and filing information, writing complaints, receiving and sending mails. There are increasing complaints from different stakeholders that the society has failed in its services to them. Specially, complaints are noticed in the areas of poor information and communication system within the organization and from its different target areas of Kathmandu valley.
A reputed Development Agency based in Nepal is interested to offer 100 computers in the first phase of organizational change program to ensure a smooth information management of the Society. But the offer was not shared to the employees working by the service providers. Upon hearing such news many employees felt that computer will cut their jobs so they will be no-where in the future. They arranged a few meetings with the executive officer and threatened to stop their work if he decides to bring the computers that replace their jobs. The situations became very tense and the information also shared to the Development Agency. In a joint meeting with representatives of employees, Society and Development Agency, a long discussion was made. The Agency is convinced that there is a need to computerize the information system for the Society and the executive is prepared to implement the goal of the Development Agency. However, employees are still scared of the possibility of unemployment. However, they postponed their meetings for the next week.
In a sunny morning of Sunday, the three parties again discussed to resolve the problem. After hearing the discussion between authority of society and employees, Development Agency understood the issues and promises to offer some more things for employees. The employees became more satisfied and started to work without any fear about future.
Questions:
a. What are the main issues raised in the case?
b. What are the forces behind the change in the NP welfare society?
c. If you are offered to make the above change, what approach would you follow to change the society?
d. What might have the Agency told the employees so they started to work without any fear of future?