Management Function & Behaviour (VVN) We Also Provide SYNOPSIS AND PROJECT. Contact www.kimsharma.co.in for best and lowest cost solution or Email: amitymbaassignment@gmail.com Call: 9971223030

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Management Function & Behaviour (VVN)
1 . Explainthe approachestoleadershipanddiscusswhich couldbe the bestsuitable style of
leadership.Give reasons.
2 . “Communicationisconsideredtobe the mostimportantandmost effective ingredientof the
managementprocess.”Elaborate thisstatementanddiscussthe underlyingconceptwithsuitable
examples.
3 . Discusswhetheryouneedanycontrol wheneverythingisgoingasplanned.
4 . Define organisational structure andexplainwithsuitable examples,how structure and
productivitycanbe linkedtoeachother.
5 . Define anddifferentiate between centralisationanddecentralisationof authority.Critically
evaluate the advantagesanddisadvantagesof the twosystemsinorganisational context.
6 . Write short notesonany three of the following:(i) Delphi technique (i) Johari Window (iii)
Democraticvs Laissez-Faire (iv)Semanticbarrier(v) Informal groups
7 . What are the variousdeterminantsof organizational culture?How doesleadershipinfluence the
culture of an organisation?
8 . Describe the responsibilitiesof aprofessionalmanagertowardscustomersandsociety.Illustrate
your answerwithsuitableexample.
Case Detail :
Ms. Subhashini hadgraduatedwithadegree inforeignlanguages.Asthe childof amilitaryfamily,she
had visitedmanypartsof the worldand hadtraveledextensivelyinEurope.Despite thesebroadening
experiences,she hadnevergivenmuchthoughttoa careeruntil herrecentdivorce fromMr. Srinivas.
Needingtoprovide herownincome,Ms.Subhashini begantolookforwork.Aftera fairlyintensebut
unsuccessful searchforajob relatedtoherforeignlanguage degree,she begantoevaluate herother
skills.She hadbecome aproficienttypistincollegeanddecidedtolookintosecretarial work.Although
she still wantedacareerutilizingherforeignlanguage skills,she feltthatthe immediatefinancial
pressureswouldbe easedinatemporarysecretarial position.

2. Withina shortperiodof time,she washiredas a clerk/typistinatypingpool atLife Insurance Company.
Six monthslater,she became the toptypistinthe pool and wasassignedassecretaryto Mrs. Arora,
managerof marketingresearch.She waspleasedtogetoutof the pool and to geta jobthat had more
varietyinthe tasksto perform.Besides,she alsogotanice raise inpay.
Everythingseemed toproceedwillforthe nextnine months.Mrs.Arorawas pleasedwithSubhashini’s
work,and she seemedhappywithherwork.Subhashini appliedforafew othermore professionaljobs
inotherareas duringthistime.However,eachtime herapplicationwasrejectedforlackof related
educationand/orexperience inthe area.
Overthe nextfewmonths,AroranoticedchangesinSubhashini.She didnotalwaysdressasneatlyas
she had inthe past, she wasoccasionallylate forwork,some of herlunchesextended totwohours,and
mostof herproductive workwasdone inthe morninghours.Arora didnot wishtosay anythingbecause
Subhashini hadbeendoinganexcellentjobandherjobtasksstill were beingaccomplishedontime.
However,Subhashini’sjobbehaviorcontinuedtoworsen.She begantobe absentfrequentlyon
Mondaysor Fridays.The two-hourlunchperiodsbecamestandard,andherworkperformance beganto
deteriorate.Inaddition,ArorabegantosuspectthatSubhashini wasdrinkingheavily,due toher
appearance some morningsandbehaviorafterhertwo-hourlunches.
Arora decidedthatshe mustconfrontSubhashini withthe problem.However,she wantedtofindaway
to helpherwithoutlosingavaluable employee.Beforeshe couldsetupa meeting,Subhashini burst
throughher doorafterlunchone day and said:
“I want to talkto youMrs. Arora.”
“That’s fine,”Arorareplied,“Shall we seta convenienttime?”
“No ! I wantto talk now.”
“OK,why don’tyousitdownand let’stalk?”
Arora noticedthatSubhashini wasslurringherwordsslightlyandshe wasnottoo steady.
“Mrs. Arora,I needsome vacationtime.”
“I’m sure we can workthat out. You’ve beenwiththe companyforovera yearand have twoweeks’
vacationcoming.”
“No,you don’tunderstand.Iwantto start it tomorrow.”
“But, Subhashini,we needtoplantogeta temporaryreplacement.We can’tjustletyourjob gofor two
weeks.”
“Why not?Anywayanyone withanIQ above 50 can do myjob.Besides,Ineedthe time off.”
“Subhashini,are yousure youare all right?”

3. “Yes,I just needsome time awayfromthe job.”
Arora decidedtoletSubhashinihave the vacation,whichwouldallow hersome time todecidewhatto
do aboutthe situation.
Arora thoughtaboutthe situationthe nextcouple of days.Itwas possible thatSubhashini wasan
alcoholic.Hoever,she alsoseemedtohave anegative reactiontoherjob.Maybe Subhashini wasbored
withherjob.She didnot have the experience orjobskillstomove toa differenttype of jobatpresent.
Arora decidedtomeetwiththe Personnel Managerandgetsome helpdevelopingheroptionstodeal
withSubhashini’sproblem.
1. What isthe probleminyouropinion?Elaborate.
2. Assume thatyouare the Personnel Manager.Whatare the alternativesavailable withMrs.
Arora?
3. What do youconsiderthe bestalternative?Why?
1. Two areas that are influencingandimpactingcorporationsandmanagerstodayare the rapidpace of
change and
demographicincreases.
complexityof the workenvironment.
organizational culture changes.
managerial ineptness.
2. The fieldof organizational behaviorexaminessuchquestionsasthe nature of leadership,effective
teamdevelopment,__________, and___________.
interpersonal conflictresolution;motivationof individuals
organizational control;conflictmanagement
motivationof individuals;planning
planning;development
3. ____________ is attributedwithdevelopingthe scientificmanagementperspective.
EltonMayo
RobertOwens
Frank Gilbreth
FrederickTaylor

4. 4. Which perspectiveishailedasbeingresponsibleforlaunchingresearchintosuchtopicsasleadership
effectivenessandgroupdynamics?
Human relationsapproach
Scientificmanagement
Contingencyapproach
Hawthorne effect
5. Of the four buildingblock skills,whichone isfrequentlyconsideredtobe the largestbehavior
managementchallenge?
The abilitytoinspire employees
The abilitytoanalyze situationscorrectly
Personal flexibilityandadaptability
Outstandingperceptual skills
6. Which of these skillsisconsideredtobe the cornerstone of the fourbuildingblockskills?
Personal flexibility
Self-insight
Perceptual skills
Leadershipcapabilities
7. Which of these approachesarguesthatthere isno single bestwaytomanage behavior?
Hawthorne
ScientificManagement
The cornerstone skill
Contingency
8. The area of "knowledge foundation"dealswiththe importance of
understandingorganizationalbehavior.
the behaviormanagementprocess.
developmentof solutionsforachievingbehavioralgoals.

5. identificationof the causesof behavior.
9. Which of these stepsof the behaviormanagementprocessinvolvesimplementationof selected
strategy,monitoringforeffectiveness,andperformingnecessaryadjustments?
Stepthree
Steptwo
Stepfour
Stepone
10. ________ is/are a keytrendthatis havinga significantimpactonbehaviormanagementtoday.
Informationtechnology
Reverse discrimination
Decreasingthe amountof trainingformanagers
Stay-at-home mothers
11. What iscontributingtoorganizationstakingalookat employeegroupsthathadpreviouslybeen
overlooked,ignored,orshutout?
Currentdiscriminationlaws
Governmentmonetaryincentives
Newbehaviormanagementtheories
Economicpressures
12. One waybusinessescanbenefitfromdiversityinthe workforce is
increasedpopularity.
increasedpopularity.
increasedemployee satisfaction.
minimizingEEOC/AA investigations.
13. One drawbackto the technologyof todayis
it can actuallyaccelerate the speedatwhichcrisescanstrike a nation.
it can keepemployeestoobusytostayintouch withtheiremployersandorganizations.

6. it can decrease waste andefficiencyinorganizations.
it can reduce the needforfamiliarmethodsof communicationsuchastelegraphandfaxes.
14. The percentage of employeeswhowork50 or more hoursper weekhasrisenby_____ overthe past
twentyyears.
25%
40%
30%
37.5%
15. Duringthe last thirtyyears,the percentage of dual-careermarriedcouples hasgrownby
24 percent.
96 percent.
60% percent.
36% percent.
16. Two mechanismsbywhichthe perceptionprocesstakesplace include internal processesand
_____________.
external influences
central tendencies
skill assessment
processintensity
17. External influencesonperceptioninclude_____________.
self-disclosure
self-enhancingtactics
the haloeffect
the figure-groundeffect
18. George Garrett of Holshow Insurance frequentlyspeaksof hispersonal friendshipwiththe State
Insurance Commissionerwhenhe attendsorganizational meetings.Georgeisdemonstratingwhich
directattemptat shapingothers'perceptions?

7. Self-presentation
Self-enhancingtactics
Audience extraction
Personal constructs
19. Whichimpressionmanagementmethodincorporatessuchareasas"brownnosing"and flattery?
Self-enhancing
Stereotypes
Other-enhancing
Personal constructs
20. Whichof the followingissuggestedto helpreduce unwantedimpressionmanagement?
Relyon"gut instinct"
Reductionof ambiguity
Personal flexibilityandadaptability
Outstandingperceptual skills
21. WhenAlex Morton'sconsultingfirmdevelopedanelaborate logoandname forthe organization,it
was engaginginaform of ____________.
businesspromotion
coercion
publicrelations
corporate impressionmanagement
22. Sometimesreferredtoas a self-fulfillingprophecy,___________ isa processthat recognizesour
perceptionscan impactthe waywe interactwithothersto the pointwe elicitbehaviorsthatare in line
withour ownperceptions.
audience extraction
audience selectivity
personal constructs
haloeffect

8. 23. Whichterm referstoour ownunique understandingof how the workworldoperates?
Audience selectivity
Culture clash
Personal constructs
Halo effects
24. Wanda Wall,the managerfor Tax Troubles,Inc.,generallysupervisesthe 28 employeesof herfirm
effectively.However,she consistentlymakesassumptionsaboutcertainemployeessuchastheyall
preferthingslike friedchickenbecause theyare fromthe south.Whichtermisthe mostaccurate
descriptorof herbehavior?
Gossip
Stereotyping
Slander
Personality
25. What can managersdo to increase the accuracy of theirperceptions?
Be more observing
Loweryour profile
Recognize yourownbiases
All of the above
26. WheneverGaryWilliamshandlesasituationthatresultsinanerroneousorineffective decision
beingmade,he usuallyblamesthe otherorganizational membersforsupplyinghimwithinaccurate
information.Thisformof behaviorisbestidentifiedasapplicationof a(n) _______.
internal attribution
attributiontheoryof behavior
behaviormanagementprocess
external attribution
27. What isa keypiece of informationthatwe gatheraboutanemployee'sbehaviorwhenusing
behaviortoassigncause?
The consistencyof the behaviorovertime

9. The significanceof the behaviorinrelationtoeveryoneelse
The impactthe behaviorwill have onthe workplace
The cost anticipatedtomodifythe employee'sbehaviorovertime
28. Whichof the followingisconsideredanattributionerror?
The haloeffect
Personal constructs
The actor-observereffect
All of the above
29. In a surveyof 1,300 middle managers,________ % rankedknowledge andeffortasbeingthe most
importantcontributingfactorstotheirachievementof success.
25
81
37
67.5
30. Whichof the followingis/are suggestedtohelpcombatbiasesandmore effectivelymanage
behavior?
Encourage subordinatestoconsiderinternal explanationsfortheirownbehaviors
Be aware that everyone hasthe tendencytotake creditforsuccessandavoidblame forfailure
Try to doa full searchforinformation
All of the above
31. Whenperceptionpatternsoccurrepeatedly,thereisatendencytoforma/an _______ about
somethingorsomeone.
bias
preconceivednotion
attitude
stereotypical view

10. 32. Stephanie Stuckyworksasa humanrelationsspecialistand isconsideredatopperformerinthe firm.
Accordingto Stephanie,herperformance motivationisderivedfromthe factthatthe paymatchesher
expectations,she hasasignificantamountof autonomyinthe performance of herduties,andthe
workloadischallenging,withoutbeingoverwhelming.Stephanie'sconsistentperformancelevel canbe
saidto demonstrate whichof the following?
Job rotation
Job enlargement
Job satisfaction
Self-actualization
33. BenBarringerhas beenreceivingsubstantial pressure fromthe membersof hisworkteamto remain
withthe OmegaComputerInc.despite enticingoffersfromothercompanies.Benhasdecidedtoremain
withOmegamostlyinpart due to the encouragementof hisfellow workers.Itcanbe statedthat Ben
has experienced:
continuance commitment.
normative commitment.
affective commitment.
coercive commitment.
34. All of the followingare methodsmanagerscanutilize topromote employee jobsatisfactionexcept
whichone?
Conductan attitude survey
Recognize andrewardgoodperformance
Learn the specificfacetsof the jobthat may bringaboutworkerdissatisfaction
Assume highperformersare well satisfiedintheirjob
35. Anemployee'semotional attachmenttoandidentificationwiththe firmis ___________.
continuance commitment
normative commitment
organizational citizenshipbehavior
affective commitment

11. 36. Jack Jacksonof QualityCarpetshasbeenseriouslyconsideringacareerchange.Howeveraftermuch
contemplation,Jackhasconcludedthe stressandemotional aspectsof leavingthe firmsurpassany
gainshe wouldacquire at a neworganization.Jackisexperiencing:
external influence commitment.
continuance commitment.
normative commitment.
ineffective commitment.
37. Organizational citizenshipbehaviorscanbestbe definedas:
an employee'sunwillingnesstooffersuggestionstothe organization.
an employee'sstrictadherence toorganizational objectives.
an employee'swillingnesstogoabove the normal call of duty.
all of the above.
38. Jane isalwaysthe firstpersonto lendahand to hercoworkersand neverfailstobragabout the
organizationtooutsiders.Byengaginginsuchbehavior,she isexemplifying:
the actor-observeraffect.
stereotypical behavior.
affective commitment.
organizational citizenshipbehavior.
39. AlexisAlexanderhasanMBA degree fromYale.However,itseemsthateventhoughshe hasworked
for the same firmfor 6 years withanexemplaryrecord,she cannotclimbanyhigheron the corporate
ladder.Itcan be saidthat Alexisismostprobablyexperiencing:
glassceiling.
stereotyping.
continuance commitment.
perceptionfallacies.
40. Whichgroup currentlyrepresentsthe largestminoritygroup?
Hispanics

12. Native Americans
African-Americans
Physicallychallenged
We AlsoProvide SYNOPSISANDPROJECT.
Contact www.kimsharma.co.inforbestandlowestcostsolutionor
Email:amitymbaassignment@gmail.com
Call:9971223030