IIBM EXAM ANSWER SHEETS PROVIDED. MBA EMBA BMS DMS ANSWERS PROVIDED. DR. PRASANTH MBA PH.D. DME MOBILE / WHATSAPP:
+91 9924764558 OR +91 9447965521 EMAIL: prasanththampi1975@gmail.com WEBSITE: www.casestudyandprojectreports.com
Organizational Behaviour IIBM ANSWER SHEETS PROVIDED
Section A: Objective Type & Short Questions (30 marks)
This section consists of Multiple Choice and short notes type questions
Answer all the questions.
Part one carries 1 mark each and part two carries 5 marks each.
Part A:-
Multiple Choices:-
1. Which of the following is not comes under Maslow‟s needs theory?
1. Social needs
2. Affiliation needs
3. Physiological needs
4. Specification needs
2. Collegial model is an extension of:
a. Supportive model
b. Autocratic model
c. Custodial model
d. None of the above
3. Sigmund Freud‟s theory on personality is:
a. Related with moral values
b. Related with sexual values
c. Related with social values
d. Related with parental values
4. A person who moves fast, talk rapidly, usually impatient, measures success by quantity is a person
of:
a. Class A personality type
b. Class B personality type
c. Class C personality type
d. Class AB personality type
5. According to Maslow‟s need hierarchy theory esteem need comes at__________ position from
bottom:
a. 2nd
b. 3rd
c. 4th
d. 5th
Examination Paper of Organizational Behaviour
6. Informal communication is also called:
a. Grapevine
b. Red vine
c. Adams communication
d. Dead communication
7. Needs related to hunger, thirst, sleep etc. are considered as:
a. Safety needs
b. Physiological needs
c. Social needs
d. Self actualization needs
8. Horizontal expansion of a job that involves the addition of tasks at same level of skills:
a. Job enrichment
b. Job rotation
c. Job enlargement
d. Management by objectives
9. Path goal theory of leadership is developed by:
a. Robert R. Blake
b. Charles Bird
c. Fred fielder
d. Robert House
10. Potential or ability to influence others in a delivered direction is called:
a. Politics
b. Power
c. Motivation
d. Leadership
Part B:-
1. Define Bureaucracy.
2. State the concept of „Span of Control‟.
3. Wright a short note on classical conditioning learning theory of Ivan Pavlov.
4. What are the various stages of group development?
END OF SECTION A
Section B: Caselets (40 marks)
This section consists of Caselets.
Answer all the questions.
Each Caselet carries 20 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
M/s. ABC Ltd is a medium-sized engineering company producing a large-range of product lines
according to customer requirements. It has earned a good reputation as a quick and reliable supplier to
its customers because of which its volume of business kept on increasing. However, over the past one
year, the Managing Director of the company has been receiving customer complaints due to delays in
dispatch of products and at times the company has to pay substantial penalty for not meeting the
schedule in time. The Managing Director convened an urgent meeting of various functional managers
to discuss the issue. The marketing manager questioned the arbitrary manner of giving priority to
products in manufacturing line, causing delays in wanted products and over-stocking of products
which are not required immediately. Production Control Manager complained that he does not have
adequate staff to plan and control the production function; and whatever little planning he does, is
generally overlooked by shop floor manager. Shop floor managers complained of unrealistic
planning, excessive machine breakdowns, power failure, and shortage of materials for scheduled
products because of which it is impossible to stick to the schedule. Maintenance manager says that he
does not get important spares required for equipment maintenance because of which he cannot repair
machines at a faster rate. Inventory control manager says that on one hand the company often accuses
him of carrying too much stock and on other hand people are grumbling over shortages. Fed up by
mutual mud-slinging, the Managing Director decided to appoint you, a bright management consultant
with training in business management to suggest ways and means to put his “house in order”.
Questions:-
1. What would you suggest to avoid delays in dispatch of products?
2. What action should be taken by various functional managers to meet the scheduled dates?
Caselet 2
Rajender Kumar was a production worker at competent Motors Limited (CML) which made
components and accessories for the automotive industry. He had worked at CML for almost seven
years as a welder, along with fifteen other men in the plant. All had received training in welding both
on the job and through company sponsored external programmes. They had friendly relations and got
along very well with one another. They played Volleyball in the playground regularly before retiring
to the quarters allotted by the company. They work together in the company canteen, cutting Jokes on
each other and making fun of everyone who dared to step into their privacy during lunch hour. Most
of the fellows had been there for some length of time, except for two men who had joined the ranks
only two months back. Rajender was generally considered to be the leader of the group, so it was no
surprise that when the foreman of the new was transferred and his job was posted, Rajender applied
for the job and got it.
Examination Paper of Organizational Behaviour
There were only four other applicants for the job, two from mechanical section and two from outside,
when there was a formal announcement of the appointment on a Friday afternoon, everyone in the
group congratulated Rajender. They literally carried him on their shoulders, and bought him snacks
and celebrated. On Monday morning, Rajender joined duty as Foreman. It was company practice for
all foremen to wear blue jacket and a white shirt. Each man‟s coat had his name badge sewn onto the
left side pocket. The company had given two pairs to Rajender. He was proud to wear the coat to
work on Monday. People who saw him from a distance went up to him and admired the new blue
coat. There was a lot of kidding around calling Rajender as „Hero‟, „Raja Babu‟ and „Officer‟ etc.
One of the guys went back to his locker and returned with a long brush and acted as though he were
removing dust particles on the new coat. After about five minutes of horseplay, all the men went back
to work. Rajender went to his office to familiarize himself with the new job and environment. At
noon, all the men broke for Lunch and went to the canteen to eat and take a break as usual. Rajender
was busy when they left but followed after them a few minutes later. He bought the food coupon,
took the snacks and tea and turned to face the open canteen. On the left-side corner of the room was
his old work group; on the right-hand side of the canteen sat the other entire foreman in the plant—all
in their smart blue coats.
At that point of time, silence descended on the canteen. Both groups looked at Rajender anxiously,
waiting to see which group he would choose to eat with.
Questions:
1. Whom do you think Rajender will eat with? Why?
2. If you were one of the other foremen, what could you do to make Rajinder‟s transition easier?
END OF SECTION B
Section C: Applied Theory (30 Marks)
This section consists of Applied Theory Questions.
Answer all the questions.
Each question carries 15 marks.
Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. What are Psychological games & why people play these games?
2. A good leader is not necessarily a good manager.” Discuss this statement & compare leadership
with management.
Principles and Practices of Management IIBM ANSWER SHEET
Subject Code-B101
Section A: Objective Type & Short Questions (30 marks)
This section consists of multiples choice and short notes type questions
Part one carries 1 mark each & part two carries 5 marks each.
Attempt all questions
Part One
Multiple Choices:
1. A plan is a trap laid to capture the ________
a. Future
b. Past
c. Policy
d. Procedure
2. Which of the following is the function for employing suitable person for the enterprise?
a. Organizing
b. Staffing
c. Directing
d. Controlling
3. ___________ means “ group of activities & employees into departments”:
a. Orientation
b. Standardization
c. Process
d. Departmentation
4. This theory states that authority is the power that is accepted by others:
a. Acceptance theory
b. Competence theory
c. Formal authority theory
d. Informal authority theory
5. Which of the following means dispersal of decision-making power to the lower levels of the
organization?
a. Decentralization
b. Centralization
c. Dispersion
d. Delegation
6. This chart is the basic document of the organizational structure:
a. Functional chart
b. Posts chart
Principles and Practices of Management
c. Master chart
d. Departmental chart
7. Communication which flow from the superiors to subordinates with the help of scalar chain is
known as:
a. Informal communication
b. Downward communication
c. Upward communication
d. Oral communication
8. Needs for belongingness, friendship, love, affection, attention & social acceptance are comes
under___________
a. Physiological needs
b. Safety needs
c. Ego needs
d. Social needs
9. A management function which ensures “jobs to be filled with the right people, with the right
knowledge, skill & attitude” is comes under__________
a. Staffing defined
b. Job analysis
c. Manpower planning
d. Recruitment
10. It is a process that enables a person to sort out issues and reach to a decisions affecting their life:
a. Selection
b. Raining
c. Reward
d. Counseling
Part Two:-
1. What do you understand by Maslow‟s Theory of Motivation?
2. Define Management By Objective.
3. Differentiate between co- ordination and co-operation.
4. Write a short note on „Acceptance theory‟.
END OF SECTION A
Principles and Practices of Management
Section B: Caselets (40 marks)
Caselet 1
Mr. Vincent, the Manager of a large supermarket, was taking a management course in the evening
programme at the local college. The Professor had given an interesting but disturbing lecture the
previous night on the various approaches to management. Vincent had always thought that
management involved just planning, organizing and controlling. Now this Professor was saying that
management could also be thought of as quantitative models, systems theory and analysis, and even
something called contingency relationships. Vincent had always considered himself a good manager,
and his record with the supermarket chain had proved it. He thought of himself, “I have never used
operations research models, thought of my store as an open system, or developed or utilized any
contingency relationship. By doing a little planning ahead, organizing the store, and making some
things got done, I have been a successful manager. That other stuff just does not make sense. All the
professor was trying to do was complicate things. I guess I will have to know it for the test, but I am
sticking with my old plan, organize and control approach to managing my store.”
Questions:
1. Critically analyze Mr. Vincent‟s reasoning.
2. If you were the professor and you knew what was going through Vincent‟s mind, what would you say
to Vincent?
Caselet 2
The Regional Administration Office of a company was hastily set up. Victor D‟Cuhna a young
executive was directly recruited to take charge of Data Processing Cell of this office. The data
processing was to help the administrative office in planning and monitoring. The officer cadre of the
administrative office was a mix of directly recruited officers and promote officers (promotion from
within the organization).
Females dominated the junior clerical cadre. This cadre was not formally trained. The administrative
office had decided to give these fresh recruits on-the-job training because when results were not upto
the expectations blame was brought on the Data Processing Cell. Victor D‟Cuhna realized that the
administrative office was heading for trouble. He knew that his task would not be easy and that he had
been selected because of his experience, background and abilities. He also realized that certain
functional aspects of the administrative office were not clearly understood by various functionaries,
and systems and procedures were blindly and randomly followed. Feedback was random, scanty and
controversial, and Data Processing Cell had to verify every item of feedback. Delays were inevitable.
D‟Cuhna sought the permission of senior management to conduct a seminar on communication and
feedback of which he was an expert. The permission was grudgingly given by the senior management.
Everyone appreciated the seminar. Following the first seminar, D‟Cuhna conducted a one week
This section consists of Caselets.
Answer all the questions.
Each Caselet carries 20 marks.
Detailed information should form the part of your answer (Word limit 150-200 words).
Principles and Practices of Management
training course for the clerical cadre, especially for the junior, freshly recruited clerks. Amongst other
topics, D‟Cuhna laid emphasis on
Questions:
1. Diagnose the problem and enumerate the reasons for the failure of D‟Cuhna?
2. What could D‟Cuhna have done to avoid the situation in which he found himself?
Section C: Applied Theory (30 marks)
1. What are the common drawbacks in classical and Neo classical theories of management?
2. What is Training? Explain the different methods of training.
S-2-250613
This section consists of Applied Theory Questions.
Answer all the questions.
Each question carries 15 marks.
Detailed information should form the part of your answer (Word limit 200-250 words).
END OF SECTION C
END OF SECTION B
Organizational Behaviour IIBM ANSWER SHEETS PROVIDED
Section A: Objective Type & Short Questions (30 marks)
This section consists of Multiple Choice and short notes type questions
Answer all the questions.
Part one carries 1 mark each and part two carries 5 marks each.
Part A:-
Multiple Choices:-
1. Which of the following is not comes under Maslow‟s needs theory?
1. Social needs
2. Affiliation needs
3. Physiological needs
4. Specification needs
2. Collegial model is an extension of:
a. Supportive model
b. Autocratic model
c. Custodial model
d. None of the above
3. Sigmund Freud‟s theory on personality is:
a. Related with moral values
b. Related with sexual values
c. Related with social values
d. Related with parental values
4. A person who moves fast, talk rapidly, usually impatient, measures success by quantity is a person
of:
a. Class A personality type
b. Class B personality type
c. Class C personality type
d. Class AB personality type
5. According to Maslow‟s need hierarchy theory esteem need comes at__________ position from
bottom:
a. 2nd
b. 3rd
c. 4th
d. 5th
Examination Paper of Organizational Behaviour
6. Informal communication is also called:
a. Grapevine
b. Red vine
c. Adams communication
d. Dead communication
7. Needs related to hunger, thirst, sleep etc. are considered as:
a. Safety needs
b. Physiological needs
c. Social needs
d. Self actualization needs
8. Horizontal expansion of a job that involves the addition of tasks at same level of skills:
a. Job enrichment
b. Job rotation
c. Job enlargement
d. Management by objectives
9. Path goal theory of leadership is developed by:
a. Robert R. Blake
b. Charles Bird
c. Fred fielder
d. Robert House
10. Potential or ability to influence others in a delivered direction is called:
a. Politics
b. Power
c. Motivation
d. Leadership
Part B:-
1. Define Bureaucracy.
2. State the concept of „Span of Control‟.
3. Wright a short note on classical conditioning learning theory of Ivan Pavlov.
4. What are the various stages of group development?
END OF SECTION A
Section B: Caselets (40 marks)
This section consists of Caselets.
Answer all the questions.
Each Caselet carries 20 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
M/s. ABC Ltd is a medium-sized engineering company producing a large-range of product lines
according to customer requirements. It has earned a good reputation as a quick and reliable supplier to
its customers because of which its volume of business kept on increasing. However, over the past one
year, the Managing Director of the company has been receiving customer complaints due to delays in
dispatch of products and at times the company has to pay substantial penalty for not meeting the
schedule in time. The Managing Director convened an urgent meeting of various functional managers
to discuss the issue. The marketing manager questioned the arbitrary manner of giving priority to
products in manufacturing line, causing delays in wanted products and over-stocking of products
which are not required immediately. Production Control Manager complained that he does not have
adequate staff to plan and control the production function; and whatever little planning he does, is
generally overlooked by shop floor manager. Shop floor managers complained of unrealistic
planning, excessive machine breakdowns, power failure, and shortage of materials for scheduled
products because of which it is impossible to stick to the schedule. Maintenance manager says that he
does not get important spares required for equipment maintenance because of which he cannot repair
machines at a faster rate. Inventory control manager says that on one hand the company often accuses
him of carrying too much stock and on other hand people are grumbling over shortages. Fed up by
mutual mud-slinging, the Managing Director decided to appoint you, a bright management consultant
with training in business management to suggest ways and means to put his “house in order”.
Questions:-
1. What would you suggest to avoid delays in dispatch of products?
2. What action should be taken by various functional managers to meet the scheduled dates?
Caselet 2
Rajender Kumar was a production worker at competent Motors Limited (CML) which made
components and accessories for the automotive industry. He had worked at CML for almost seven
years as a welder, along with fifteen other men in the plant. All had received training in welding both
on the job and through company sponsored external programmes. They had friendly relations and got
along very well with one another. They played Volleyball in the playground regularly before retiring
to the quarters allotted by the company. They work together in the company canteen, cutting Jokes on
each other and making fun of everyone who dared to step into their privacy during lunch hour. Most
of the fellows had been there for some length of time, except for two men who had joined the ranks
only two months back. Rajender was generally considered to be the leader of the group, so it was no
surprise that when the foreman of the new was transferred and his job was posted, Rajender applied
for the job and got it.
Examination Paper of Organizational Behaviour
There were only four other applicants for the job, two from mechanical section and two from outside,
when there was a formal announcement of the appointment on a Friday afternoon, everyone in the
group congratulated Rajender. They literally carried him on their shoulders, and bought him snacks
and celebrated. On Monday morning, Rajender joined duty as Foreman. It was company practice for
all foremen to wear blue jacket and a white shirt. Each man‟s coat had his name badge sewn onto the
left side pocket. The company had given two pairs to Rajender. He was proud to wear the coat to
work on Monday. People who saw him from a distance went up to him and admired the new blue
coat. There was a lot of kidding around calling Rajender as „Hero‟, „Raja Babu‟ and „Officer‟ etc.
One of the guys went back to his locker and returned with a long brush and acted as though he were
removing dust particles on the new coat. After about five minutes of horseplay, all the men went back
to work. Rajender went to his office to familiarize himself with the new job and environment. At
noon, all the men broke for Lunch and went to the canteen to eat and take a break as usual. Rajender
was busy when they left but followed after them a few minutes later. He bought the food coupon,
took the snacks and tea and turned to face the open canteen. On the left-side corner of the room was
his old work group; on the right-hand side of the canteen sat the other entire foreman in the plant—all
in their smart blue coats.
At that point of time, silence descended on the canteen. Both groups looked at Rajender anxiously,
waiting to see which group he would choose to eat with.
Questions:
1. Whom do you think Rajender will eat with? Why?
2. If you were one of the other foremen, what could you do to make Rajinder‟s transition easier?
END OF SECTION B
Section C: Applied Theory (30 Marks)
This section consists of Applied Theory Questions.
Answer all the questions.
Each question carries 15 marks.
Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. What are Psychological games & why people play these games?
2. A good leader is not necessarily a good manager.” Discuss this statement & compare leadership
with management.
Principles and Practices of Management IIBM ANSWER SHEET
Subject Code-B101
Section A: Objective Type & Short Questions (30 marks)
This section consists of multiples choice and short notes type questions
Part one carries 1 mark each & part two carries 5 marks each.
Attempt all questions
Part One
Multiple Choices:
1. A plan is a trap laid to capture the ________
a. Future
b. Past
c. Policy
d. Procedure
2. Which of the following is the function for employing suitable person for the enterprise?
a. Organizing
b. Staffing
c. Directing
d. Controlling
3. ___________ means “ group of activities & employees into departments”:
a. Orientation
b. Standardization
c. Process
d. Departmentation
4. This theory states that authority is the power that is accepted by others:
a. Acceptance theory
b. Competence theory
c. Formal authority theory
d. Informal authority theory
5. Which of the following means dispersal of decision-making power to the lower levels of the
organization?
a. Decentralization
b. Centralization
c. Dispersion
d. Delegation
6. This chart is the basic document of the organizational structure:
a. Functional chart
b. Posts chart
Principles and Practices of Management
c. Master chart
d. Departmental chart
7. Communication which flow from the superiors to subordinates with the help of scalar chain is
known as:
a. Informal communication
b. Downward communication
c. Upward communication
d. Oral communication
8. Needs for belongingness, friendship, love, affection, attention & social acceptance are comes
under___________
a. Physiological needs
b. Safety needs
c. Ego needs
d. Social needs
9. A management function which ensures “jobs to be filled with the right people, with the right
knowledge, skill & attitude” is comes under__________
a. Staffing defined
b. Job analysis
c. Manpower planning
d. Recruitment
10. It is a process that enables a person to sort out issues and reach to a decisions affecting their life:
a. Selection
b. Raining
c. Reward
d. Counseling
Part Two:-
1. What do you understand by Maslow‟s Theory of Motivation?
2. Define Management By Objective.
3. Differentiate between co- ordination and co-operation.
4. Write a short note on „Acceptance theory‟.
END OF SECTION A
Principles and Practices of Management
Section B: Caselets (40 marks)
Caselet 1
Mr. Vincent, the Manager of a large supermarket, was taking a management course in the evening
programme at the local college. The Professor had given an interesting but disturbing lecture the
previous night on the various approaches to management. Vincent had always thought that
management involved just planning, organizing and controlling. Now this Professor was saying that
management could also be thought of as quantitative models, systems theory and analysis, and even
something called contingency relationships. Vincent had always considered himself a good manager,
and his record with the supermarket chain had proved it. He thought of himself, “I have never used
operations research models, thought of my store as an open system, or developed or utilized any
contingency relationship. By doing a little planning ahead, organizing the store, and making some
things got done, I have been a successful manager. That other stuff just does not make sense. All the
professor was trying to do was complicate things. I guess I will have to know it for the test, but I am
sticking with my old plan, organize and control approach to managing my store.”
Questions:
1. Critically analyze Mr. Vincent‟s reasoning.
2. If you were the professor and you knew what was going through Vincent‟s mind, what would you say
to Vincent?
Caselet 2
The Regional Administration Office of a company was hastily set up. Victor D‟Cuhna a young
executive was directly recruited to take charge of Data Processing Cell of this office. The data
processing was to help the administrative office in planning and monitoring. The officer cadre of the
administrative office was a mix of directly recruited officers and promote officers (promotion from
within the organization).
Females dominated the junior clerical cadre. This cadre was not formally trained. The administrative
office had decided to give these fresh recruits on-the-job training because when results were not upto
the expectations blame was brought on the Data Processing Cell. Victor D‟Cuhna realized that the
administrative office was heading for trouble. He knew that his task would not be easy and that he had
been selected because of his experience, background and abilities. He also realized that certain
functional aspects of the administrative office were not clearly understood by various functionaries,
and systems and procedures were blindly and randomly followed. Feedback was random, scanty and
controversial, and Data Processing Cell had to verify every item of feedback. Delays were inevitable.
D‟Cuhna sought the permission of senior management to conduct a seminar on communication and
feedback of which he was an expert. The permission was grudgingly given by the senior management.
Everyone appreciated the seminar. Following the first seminar, D‟Cuhna conducted a one week
This section consists of Caselets.
Answer all the questions.
Each Caselet carries 20 marks.
Detailed information should form the part of your answer (Word limit 150-200 words).
Principles and Practices of Management
training course for the clerical cadre, especially for the junior, freshly recruited clerks. Amongst other
topics, D‟Cuhna laid emphasis on
Questions:
1. Diagnose the problem and enumerate the reasons for the failure of D‟Cuhna?
2. What could D‟Cuhna have done to avoid the situation in which he found himself?
Section C: Applied Theory (30 marks)
1. What are the common drawbacks in classical and Neo classical theories of management?
2. What is Training? Explain the different methods of training.
S-2-250613
This section consists of Applied Theory Questions.
Answer all the questions.
Each question carries 15 marks.
Detailed information should form the part of your answer (Word limit 200-250 words).
END OF SECTION C
END OF SECTION B
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