Ms-22 dec 2008
MS-22 Dec, 2008
MS-22 : HUMAN RESOURCE DEVELOPMENT
1. What are 3 Ss of Organisational Development ? Discuss the Competency Based Organisational Development System, with suitable examples.
2. What are the important guidelines fot implementing Organisational Development ? Discuss the process of Internal Self-Renewal Facilitator in the Organisation.
3. Which factors are importantin designing a Reward System ? Discuss the dimensions of "What to Reward" and "How to Rewatd", with examples.
4. Define globalisation, and global corporations. Discuss various Organisation Structures in the context of global operations of organisations, with examples.
5. Write short notes on any three of the following :
(a) Cognitive Age
(b) HRD in Voluntary Organisation
(c) Chief Knowledge and Chief Learning Managers
(d) Diversity and Membership
(e) Coaching Process
6. Please read the case and answer the questions glven at the end.
"AMBER PHARMACEUTICALS' In a pharma company manufacturing and marketing drugs and medicines, the research staff has developed a number of new products and formulations which are effective. But at the same time it has to meet severe competition from stalwarts with foreign collaboration. Mr. Shah, the Vice President Marketing, has a very successful Pharma Marketing background. He has been with the company for the past 4 years. Mr. Shah had made ambitious plans for capturing a sizeable share of the market in Gujarat. The company being medium sized, Mr. Shah had kept his marketing department and the marketing team lean and trim. The field sales staff was given aggressive targets and were virtually pushed to reach the respective targets. The field staff worked to their best abilities to complete their respective targets. Mr. Shah had himself been working almost 11-12 hours a day. There was no formal appraisal and reward system in the company. During last 5 years more than 60 Medical Representatives and Area Supervisors had left the company due to unsatisfactory increments and promotions. Those who left the company were star workers. But lvfr. Shah did not care for this high turnover. He was over confident that he would be able to hire freshers and also select candidates who were not happy with their remuneration in their respective companies. Mr. Shah had never communicated to the field sales staff about their performance or reasons for not recognising their outstanding performance in a few cases. There was on the whole great dissatisfaction and good perforrners were leaving the company.
Questions:
(t) What do you perceive is the basic problem in 'AMBER'?
(b) What are the steps you will take serially to correct the situation ?
c) In the event of your suggesting a Performance Appraisal System :
(i) How will you decide a suitable system, of appraisal ?
(ii) Will your system include merit, rewards and promotions ?
Ms-22 dec 2009
MS-22 Dec, 2009
MS-22 : HUMAN RESOURCE DEVELOPMENT
1. "With global economy and the world becoming a global village, the business enterprises have became extremely cautious of the need for hiring competent human resources and developing core competencies required for the organisation." Discuss the underlying concepts and processes in the light of the above remark with examples.
2. Why should organisations reward their employees ? Discuss how are the reward systems designed in an organisation and explain the ways in which employees are rewarded in an organisational set up.
3. Define HRD Audit. How can HRD Audit be used as an OD intervention in an organisation ? Briefly describe the significance of HRD score-card of a firm.
4. Explain the concept of Knowledge Management. Briefly discuss various approaches to knowledge management, with suitable examples.
5. Write short notes on any three of the following :
a) Re-organisation of work
b) Systems Theory and Human Performance
c) Vertical re-skilling
d) Career transition and choices
(e) Mentoning
6. Please read the case and answer the questions given at the end.
Kalyani Electronics Corporation Ltd. recently diversified its activities and started
producing computers. It employed personnel at lower level and middle level. It has received several applications for the post of Commercial Manager-Computer Division. It could not decide upon the suitability of the candidate to the position, but did find that Mr. Prakash is more qualified for the position than other candidates.
Now the Corporation has created a new post below the cadre of General Manager i.e. Joint General Manager and asked Mr. Prakash to join the Corporation as Joint General Manager. Mr. Prakash agreed to it viewing that he will be considered for the General Manager's position based on his performance. Mr. Anand, the Deputy General Manager of the Corporation and one of the candidates for General Manager's position was annoyed with the management's practice. But, he wanted to show his performance record to the management at the next appraisal meeting. The management of the Corporation asked Mr. Sastry, General Manager of Televisions Division to be the General Manager in-charge of Computer Division for some time, until a new General Manager is appointed. Mr. Sastry wanted to switch over to the Computer Division in view of the prospects, prestige and recognition of the position among the top management of the Corporation. He viewed this assignment as a chance to prove his performance. The Corporation has the system of appraisal of the superior's performance by the subordinates. The perfomance of the Deputy General Manager, Joint General Manager and General Manager has to be appraised by the same group of subordinates. Mr. Prakash is a stranger to the system as well as its Modus Operandi. Mr. Sastry and Mr. Anand were competing with each other
in convincing their subordinates about their performance and used all sorts of techniques for pleasing them like promising them a wage hike, transfers to the job of their interest, promotions etc. However, these two officers functioned in collaboration with a view to pull down Mr. Prakash. They openly told their subordinates that a stranger should not occupy the 'chair'. They created several groups among employees like pro-Anand group, pro-Sastry group, anti-Prakash and Sastry Group, anti-Anand and Prakash group. Mr. Prakash has been watching the proceedings calmly and keeping the management in touch with all these developments. However, Mr. Prakash has been quite work-conscious and top management found his performance under such a political atmosphere to be satisfactory. Prakash's pleasing manners and way of maintaining human relations with different levels of employees did, however, prevent an anti-Prakash wave in the company. But in view of the politicisation, there is no strong pro-Prakash's group either. The management administered the performance appraisal technique and the subordinates appraised the performance of all the three managers. In the end, surprisingly, the workers assigned the following overall scores. Prakash : 560 points, Sastry : 420 points; and Anand : 260 points.
Questions :
a)How do you evaluate the workers' appraisal in this case ?
b)Do you suggest any techniques to avert politics creeping into the process of performance appraisal by subordinates ?
(c) What measures would you like to suggest in dispensing with such an appraisal system ?
Ms-22 dec 2010
MS-22 Dec, 2010
MS-22 : HUMAN RESOURCE DEVELOPMENT
Solutions of papers from ignou university
Ms-22 dec 2011
MS-22 Dec, 2011
MS-22 : HUMAN RESOURCE DEVELOPMENT
1. What are the important guidelines for implementing Organisational Development ? Discuss the process of Internal self Renewal Facilitator in an organisation.
2. Define Compensation System. Discuss in brief the characteristics which should be rewarded, and explain why ? Cite examples.
3. How do you see the roles of chief knowledge managers and chief learning managers different from that of traditional Head (HRD) at national and international levels ? Discuss critically with suitable example.
4. Define and describe globalisation and global corporations. What makes globalisation work ? Explain with example ?
5. Write short notes on any three of the following :
(a) Value anchored HRD Processes
(b) Need for Campetency mapping
(c) Reorganisation of work
(d) HRD in voluntary organisations.
6. Read the following case carefully and answer the questions given at the end.
The eleven workers whose annual increments were stopped made a representation to the management of XYZ Limited that the action taken was not justified and that they wanted to know what was their fault. The management which acted upon the recommendation of the department head concerned, Mr. Rog, felt guilty because such an action was taken for the first time in the history of the company. XYZ Limited was a large paper manufacturing company in South India. The major departments of the factory were:
1. Chemical processing : The raw material was mixed with certain chemicals for making pulp.
2. Pulp department : Pulp was mixed with other ingredients according to specifications for each order of paper.
3. Paper machine department : This was the heart of the factory where processed pulp was fed into the paper machines. Act first, a wet weak paper was formed which was subsequently dried and rolled.
4. Finishing department : The paper rolls were then moved to the processing department where the required coating was given.
5. Grading, winding and packing departments.
6. Quality control department. Twenty eight workers worked in the paper machine department in four groups-each group attending one machine. The nature of the work on each machine was such that all the seven workers had to
work in cooperation. Because no individual tasks could be specified, the group was
made responsible for the work turned out by them. All the workers working in the paper machine department had been with the company for over ten years. The company did not have any incentive wage system for any class of its employees. They were all given straight salaries with normal annual increments. The annual increments were sanctioned
each year in a routine way. It was the policy of the company that the increments should
not be stopped unless the department head concerned recommended such an action.
Mr. Rog was placed in charge of the paper machine department a year ago. Though Mr. Rog was a newcomer in the concerned recommended such an action. Mr. Rog was placed in charge of the paper machine department a year ago. Though Mr. Rog was a newcomer in the organisation, he proved himself to be a very competent man. The management noted that he was very aggressive and enthusiastic and that he know his job well. At the end of the year when increments were due to be sanctioned, he recommended to the management that the increments due to eleven men in his department should be stopped, for, in his opinion they were lazy and inefficient. The eleven men concerned belonged to all the four groups operating in the department.
The management, though puzzled about the action recommended by Mr. Rog, acted upon it and stopped the increments due to the eleven men concerned. The management were aware that such an action was the first of its kind in the history of the company. Most of the employees were with the company for a fairly long period and there was never an instance of strained relations between the management and the employees.
Soon after the action was taken, the eleven employees concerned made a representation to the management requesting them to let them know what was wrong with their work as to warrant stopping of their increments. The management were in a fix because they did not have specific reasons to give except
Mr. Rog's report in which he simply mentioned that the eleven men concerned were "lazy and inefficient." The management were naturally concerned about the representation and therefore, they tried to ascertain from Mr. Rog the detailed circumstances under which he recommended the stoppage of increments. When Mr. Rog could not pin-point the reasons, the management suspected that Mr. Rog's recommendation was based on his "impressions" rather than on facts. They, therefore, advised Mr. Rog to maintain a register from then on nothing the details of day to day incidents of "lazy and inefficient" workers and obtain the signatures of the workers concerned.
Mr. Rog was to make the final appraisal of each worker in his department on the basis of this register and recommend each case giving specific reasons why increments should be stopped. Mr. Rog started maintaining a register as suggested by the management; but he found it difficult to report satisfactorily any case of laziness of inefficiency for want of specific reasons.
The management were convinced that their action of stopping increments of eleven men on the strength of Mr. Rog's report was not a proper one. They realised that no similar action in future would be taken based on inadequate information. But, they were wondering whether the suggestion made to Mr. Rog was the proper course of action to prevent occurrence of similar situations.
Questions :
(a) Identify and discuss the core issue in the case.
(b) Was management of the company justified in implementing the recommendations of Mr. Rog, in the absence of proper report ?
(e) How would you view the action of Mr. Rog, if you were the M.D. of the company ?
Ms-21 june 2007
MS-21 June, 2007
MS-21 : SOCIAL PROCESSES AND BEHAVIOURAL ISSUES
1. Describe different sources of power and discuss its dynamics in an organisatioh, with relevant examples.
2. What is motivation ? Discuss the Maslow's and McClelland's theories of motivation and their relevance in the present day context.
3. Discuss the importance of counselling in organisations and discuss the ethical issues involved in counselling in organisations.
4- Describe various roles in group process and discuss how group effectiveness can be increased.
5- write short notes on any three of the following :
(i) Cross-culture differences
(ii) Role of leader in Team-Building
(iii) Halo effect and Stereotyping
(iv) Barriers to communication
(v) Process of conflict
6- Read the following case carefully and answer the questions given at the end.
Anju and Ria are two sisters and the daughters of Mr. o.P. Sharma and Shama Sharma. Mr. Sharma is a well known advocate practising in Surat (Gujarat State), while shama sharma is a housewife. Right from childhood, the two sisters had shown different personality traits. Anju was an introvert, quiet, did not express much
and was always involved in doing her own things. By contrast Ria was a typical extrovert always speaking her mind, bubbling with enthusiasm, sociable. Though Ria
was usually the centre of attraction at social events and gatherings, Mr. and Mrs. Sharma never differentiated or favoured any one child. Mr. Sharma was very busy in his professional life and so management of the house and family was totally Mrs. Sharma's priority/concern. Mrs. Sharma was very clear in her belief that if one wants anything, nothing is impossible and also nothing can come in the way of achieving that something. Mrs. Sharma was responsible in shaping her childrens' aspirations. She always encouraged her daughters to pursue their dreams by overcoming obstacles. Anju completed her M.Sc. in Microbiology and left for the U.S., to study as a research scholar in her area of specialisation. Ria after graduation, did her M.B.A. from one of the premier institutes and through campus recruitment was placed in an MNC 'TCOLEE LTD.' This company also had a competitive culture which suited Ria's personality. Her former colleagues used to say "Ria was unafraid to speak her mind and always had an inner drive to seek greater responsibilities and promotions." Recognising her talent, the company promoted her as a team facilitator, within one and a half years, and sent her to their Singap ore branch, where 150 persons were employed. Within a few months in her new position, Ria realised that her immediate superior Rajesh's personality was very different from that of her former boss. Rajesh believed that situations determined behaviour and in case of situational requirement would hire persons at random and then structure the situation accordingly. As a result, Ria noticed that members of her team were finding it difficult to work together. She realised that it was a classic case of personality conflict as they (team members) didn't like each other and this could prove to be disruptive
Ria called the team members and gave them a time frame within which they had to work things out. she was very firm when she spoke to the team members. "l have communicated to you all about the problems your behaviour is causing, but I hope you realise that the work has to be completed in the required time irrespective of how you get along." But even alter another six months,
Ria realised that the team was still not working well together, the productivity was inadequate and the morale was also low. Ria thought "l know I have to do
something because it is affecting their work. " After a lot of introspection, Ria decides that the best way of solving the problem was by simply dissolving the team and placing its members elsewh ere rather than trying to determine who was right or wrong.
Questions
(a) What could be the key determinants involved in shaping Ria's personality ?
(b) There is a popular saying 'When the going gets tough, the tough get going'. In Ria's case, what are the implications of the goal orientation exhibited, and why ?
(c) If you are asked to select candidates for developing a team at Ria's office, what traits will you look out for in prospective employees ? Why ?
Ms-21 june 2008
MS-21 June, 2008
MS-21 : SOCIAL PROCESSES AND BEHAVIOURAL ISSUES
1. Review and describe Herzberg's work motivation theory and discuss its relevance for organizational processes.
2. Describe the importance of counselling process in organisations and discuss the ethical issues involved in counselling. Discuss how an organization can handle them.
3. Identify and deliberate on group processes. Discuss the measures ons could adapt to improve group productivity.
4. Describe different types of organisational culture and their significance in the Indian context.
5. Write short notes on any three of the following :
(a) Interpersonal Perception
(b) Importance of persuasion
(c) Sociometry
(d) Leadership effectiveness
(e) Barriers to communication
6. Read the following case carefully and answer the questions given at the end :
Hari Iyer; the Vice President (Marketing) of Victor Computer Systems Ltd., was immersed in thoughts, about the happenings, taking him few years (1999) down the
memory lane. This was when George (the Marketing Manager) had proudly walked down the aisle to shake hands with the founder and chairman Victor at the latter's residence in England and all the company's employees and special invitees standing and cheering him. There were another 49 employees along with George, to have dinner with the founder chairman at his home in England. This dinner was a part of the 'Quality performance circle programme' in which the chairman rewards quality top performers, who are exceeding their quarterly targets by more than 15 per cent for the entire year. All winners were given a cash award, a certificate and also had their pictures taken with the chairman and printed and published in the company's inhouse magazine.
Victor Computer Systems Ltd. is a 20 year old global company, having set up base in I99I and has a sound product range of computer peripherals. Right from the beginning, the company has been able to build up a goodwill for its quality products. Very soon, it was selling its products at a higher price in the market. George had joined the company in 1997 and his immediate boss Gaurav Patei was thoroughly satisfied with him an,C also liked him. Because of his excellent track record and performance, George was not only liked by his superior but also enjoyed many company benefits.
George had earned the reputation of a go-getter, who enjoyed working on challenging customers (or clients) though he doesn't believe in wasting much time on trying to please very hard to please customers. He was very focussed on the targets set for the month for all his teams. He tries to instill in his teams (executives and managers) the idea of always being ahead in the race of hard core selling and also put it into practice by working hard himself. He was also very smart at closing sales with institutional buyers thereby bring in a lot of sales in terms of volume for the firm. Seeing George's potential, Gaurav always tried to provide enough scope to explore the potential of bis customers on his own. Inspite of all this, Gaurav was a little worried about George's attitude towards those Area and Regional Managers who made efforts to sell to small customers. Even though he had heard rumours about George's belittling attitude towards few of such Regional Managers, he had ignored them because of George's performance.
However, from 2000 onwards, the recession world over was having its impact on the Indian IT industry. This slack also affected Victor Computer Systems in business with a noticeable dip in corporate customers demand for its products. The company also had redesigned its marketing strategies and reallocated its targets to its marketing teams. But keeping in mind George's obsession for big customers and a person of strong likes and dislikes, Gaurav thought it right to bring up this matter with the Vice President, Hari lyer. After hearing Gaurav, Hari was in a dilemma because he knew people like George were always in demand and chased by head hunters.
Questions :
(a) Which aspects of goal setting model have gone wrong in George's case ?
(b) What strategy should be adopted by Gaurav and Hari to motivate George ?
(c) Suggest how you would chann elize the social processes to avoid attitude problems.
Ms-21 june 2009
MS-21 June, 2009
MS-21 : SOCIAL PROCESSES AND BEHAVIOURAL ISSUES
1. Describe any two models of group development and discuss how group effectiveness could be improved.
2. What is Perception ? Discuss the implications of Perception in organis ational functioning. Illustrate with examples.
3. Describe the importance of Behaviour Modification in organizations and briefly discuss the importance of ethics in behaviour modification.
4. How are organisations also political entities ? Discuss how political behaviour is inevitable in organisations ? Illustrate with examples.
5. Write short notes on any three of the following :
(a) Emotional intelligence.
(b) Work ethics.
© Importance of counselling.
(d) Corporate culture.
e) Role of Punishment in learning.
Ms-21 june 2010
MS-21 June, 2010
MS-21 : SOCIAL PROCESSES AND BEHAVIOURAL ISSUES
1. Describe power dynamics in an organisation and explain how power can be used ethically ? Cite examples.
2. Discuss the process and management of ethical counselling in organisation set ups. Illustrate with a suitable example.
3. Describe any one approach to conflict process and discuss various conflict Management styles and their relevance citing suitable examples.
4. What is perception and discuss the common errors in perception and how it can be overcome with reference to organisational processes ?
5. Write short notes on any three of the following :
a) Porter and Lawler's Model of Motivation
b) Corporate Governance
c) Emotional intelligence
d) Formal communication channels
(e) Groups vs Teams
6. 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 through these years, he kept away from union activities. He never refused or avoided any 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 jobs and neglected his normal inspection duty as a result of which tar got settled in a tank which was to 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. On August 8, 1993,
C) Raman deliberately neglected his normal inspection duty resulting in the deposit 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 :
i) Critically explain the change in Raman's behaviour.
ii) What would you have done if you were his immediate boss ?
iii) Do you feel that recurrence of such cases can be avoided by improving the motivational climate of the organisation ?
iv) What steps would you initiate as Chief Executive of the company ?
Ms-21 june 2011
MS-21 June, 2011
MS-21 : SOCIAL PROCESSES AND BEHAVIOURAL ISSUES
1. Briefly discuss the role of Manager with reference to paradigm shift in the present day business context.
2. What is perception ? Discuss the role of perception in organisations. How can errors in perception be overcome ? Justify your answer with suitable examples.
3. Describe the importance of Behaviour Modification in organisations. Briefly discuss the role of ethics in Behaviour Modification.
4. What are the various sources of conflict ? Explain any two Conflict Management styles and their relevance in an organizational set up.
5. Write short notes on any three of the following :
(a) Learning Organisations
(b) Barriers to Communication
(c) McClelland's Achievement Motivation Theory.
(d) Work Ethics
(e) Groups vs Teams
6. Read the following case carefully and answer the questions given at the end :
The lyer group of Hotels, Chief Manager Ashish (Bangalore Branch) was facing a unique problem. Inspite of being recognised as 'A Chain of Hotels which can he trusted for its excellent service delivery'. One of the main problems faced by its Bangalore branch was a high turnover of its housekeeping staff, since the past one year, which
led to its existing clientele's dissatisfaction. Two to three of the hotel's esteemed existing customers had made it a point to make a note of this in the customers suggestion book. Ashish realised that it was imperative to reduce if not stop the housing staff turnover as this apart from causing customer dissatisfaction was adversely affecting the hotel's overall performance. Ashish had a meeting with the housekeeping managers and the housekeeping executives and it was decided that a new reinforcement system would be effective from the following month when the housekeeping staff would get an additional bonus of Rs. 500/- every month, provided the employee had 100 percent attendance and a performance rating of above 90 per cent. Over and above, the first ten of best housekeeping as identified by the housekeeping manager, would be allowed to undergo training at the hotel's in- house centre of learning and development. Ashish had thought the above reinforcement system would be more effective since it would take care of the otherwise incurring costs involved in hiring new housing staff - the price to be paid for losing experienced housing personnel.
The housekeeping tasks were separated into vacuum cleaning, dusting, changing sheets,
changing water and flowers in the room etc. The managers (or supervisors) were asked to observe the housekeeping staff's behaviour while they performed their tasks and then forward the names of the best performers for the training programme. At the end of six months Ashish was surprised to see that the housing staff turnover remained the same at 40 per cent. A meeting with the housekeeping managers did not get anywhere because the reasons cited by them (those leaving the firm) were mentioned as 'personal reasons'.
One day when Ashish was on his way to greet a good old customer of the hotel, overheard a (chanced) conversation between two housekeeping staff Sagar and Vinay.
Sagar - "Our HM (House Manager) Maya madam had promised me that if my performance improves she would recommend my name for the training programme, but this time once again she has recommended the name of Trivedi - another sloppy worker".
Vinay - "Biswas Sir, my HM has said that he is happy with my cent per cent attendance and 92% (on an average) performance rating since the last three months, but he says that the bonus although promised monthly, will be paid as a single consolidated amount every six months, due to the accounting problems."
Questions for Discussion
(a) Was the contingency of positive reinforcement suggested by Ashish proper in the above context ?
(b) How do you feel the schedule of reinforcement can be modified to improve employee performance ?
(c) What reinforcement should be provided for changing the behaviour of the housekeeping managers in the above case ?
Ms-21 dec 2007
MS-21 Dec, 2007
MS-21 : SOCIAL PROCESSES AND BEHAVIOURAL ISSUES
1. Identify the reasons for growing importance of values in an organisation. Discuss impact of Globalisation on value systems in the organisations.
2. Describe Herzberg's Motivation and their context. and McClelland's theories of relevance in today's organisational
3. Discuss the importance of Behaviour Modification in organisations and describe the format which is required for industrial behaviour modification.
4. What is the contribution of team roles as an approach to work ? Are they better than individual approach ? Justify.
5. Write short not€s on any three of the following :
(a) Communication networks
(b) Dynamics of power
(c) Perceptual errors
(d) Knowledge management
(e) Emotional intelligence
6. Read the following case carefully and answer the questions given at the end :
For over a year now, Sandeep, the CEO of consulting firm Market Movers (MM) had been trying to inculcate a deep involvement with the customer as a way. of life at MM. But no matter what, their involvement seemed to only skim the surface. of course, the teams worked very. diligently, but sandeep always felt that there Are something missing in their approach. He had tried many models and methods; but after a grand start full of enthusiasm and effectiveness, somehow the momentum would be lost.
The incidents kept coming to his mind as if to remind him to find the elusive 'something'. what had triggered his thinking today was an angry exchange between him and Vinay Chabra the previous evening over what Sandeep felt was inability to look beyond the nose. Keya Sircar, his associate director, had been surprised over what she called'loss of decorum'. "A little loss of decorum is good," Sandeep had said later. "lt allows you to go beyond the ordinary. And I don't want the ordinary ! we are working with minds and the mind is such that it can create just
as well as it can destroy as it can go into a state of inactivity. But because the mind controls when you are not in control. I admonish to demand commitment to their innate creativity. it's a reminder of what they truly are passionate people who
must control the mind's meanderings from the focus." Sandeep was aware of the potential creativity of his team. I3ut what nullified his efforts was the gap between
ideas and execution. When they brainstormed, bright ideas emerged. But after this, there was a virtual paralysis : the ideas did not lead to performance. Rather, the passion in the performance did not match the passion in the ideas, so was there a breach opening up between lnspiration and motivation ? At MM, there was no performance bonus. Sandeep's view was : "Perform we will; that's what we are here for. If I give you rewards for performing, you will only perform. But we will reward creative observation." Sandeep did not believe in motivation' It led to performaocg doing an act which had to be done -but not to creativity. This then was the substance of his appeal for passion. Motivation presunred the existence of knowledge that had to be turned into action, execution and application. So he sai'd : "knowledge + motivation : activity or event". But the event itself was a tried and tested one. Therefore, motivation was only a means to deliver the desired results. But the business they were in could not operate from known past outcomes any more. Today's businesses demanded all-new, outstanding outcomes. That originality and uniqueness was possible only if there was passion to go beyond known 'knowledge' and trained abilities. What he called passion for creativity, ngt mere productivity. "Anyone can produce based on another's template and ideas. But to be the template generator, that's originality." Keya said , ''This, radical approach is not conducive for our kind of timeframes !" Sandeep said :
"in consulting, the cutting edge is innovation. The tried and tested consulting model of doing process reviews and model-building will wither away because the faith in
models is dying. Innovation can happen only if the people involved have a passion for it. The key differentiator between businesses that succeed and those that fail is passion. The moment there is a mismatch between personal passion and the product line, it fails to work."
Questions :
(a) Does motivation help in raising performance only. Or it also inspires creativity and innovativeness among employees ?
(b) Why is Sandeep's approach o{ niotivation not suitable ?
(c) Does Organisation need a team of highly motivated employees to succeed ? Give reasons.