MANAGEMENT & ORGANIZATIONAL BEHAVIOUR

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MANAGEMENT & ORGANIZATIONAL BEHAVIOUR
Total marks 50
Instructions : Answer any 5 questions. Each question carries 10 Marks.
1. “The major challenge Management faces today is living in a world of turbulence and uncertainty
where new competitions arrive daily and competitive conditions change." Explain with an
example of any one product or services in the market. Validate your answer with research
findings/statistical data. What measures can be taken to meet these challenges?
Answer : To prosper & grow in this twenty first century the managers & organization functions
should change according to the new changes in political, social, economical & technological
scenarios. The situation dictates two rules:
1. Everything happens faster,
2. Anything that can be done, will be done, if not by you, then by someone else, somewhere. Thus
organizations who have not prepared themselves are disappearing through mergers, acquisitions, or
bankruptcy. Those that have changed their management methods are benefiting with increased
profits, delighted employees & customers.
Inshort , this is a situation which can be tackled by strategic management .
What is Strategic Planning?
2. Taking in view the wide skill differential among the people working in healthcare institutions
how will you apply OBconcepts to bring about proper management & organization in these
institutions? Explain with relevant examples.
Answer : Introduction
Organizational behaviour management (OBM) focuses on what people do, analyzes why they do it,
and then applies an evidence-based intervention strategy to improve what people do. The relevance
of OBM to improving health care is obvious. While poorly designed systems contribute to most
medical errors, OBM provides a practical approach for addressing a critical component of every
imperfect health care system—behaviour. Behaviour is influenced by the system in which it occurs,
yet it can be treated as a unique contributor to many medical errors, and certain changes in
behaviour can prevent medical error. This paper

2. 3. Explain in detail Managerial Grid.
Answer : A popular framework for thinking about a leader’s "task vs. person" orientation, called the
Managerial Grid, was developed by Robert Blake and Jane Mouton in the early 1960s. It plots the
degree of task-centeredness versus person-centeredness and identifies five combinations as distinct
leadership styles. Program directors and managers can refer to this resource when assessing their
leadership style.
The Managerial Grid Model (1964) is a behavioural leadership model developed by Robert Blake and
Jane Mouton. This model identifies five different leadership styles based on the concern for people
and the concern for production. The question is, how much attention do they pay to one or the
other? This is a model defined by Blake and Mouton in the early 1960s. The Blake and Mouton
Managerial Grid uses two axis:
1. "Concern for people" is plotted using the vertical axis.
2. "Concern for task" is along the horizontal axis.
4. For motivating the office staff in a healthcare institution which theory of Motivation will you
apply and why? Explain the theory and its application.
Answer : Policy on human resources for health should support health policy objectives and be a
means for achieving policy goals. The implication of such a focus is that health systems development
should start by identifying the tasks that must be carried out and the skills needed to perform them.
Meeting policy goals depends on being able to recruit, train, and retain staff with the necessary
bundles of skills. Traditionally, skills are defined by membership of a profession, especially medicine,
nursing, midwifery, and the allied health professions. Low- and middle-income countries (LMICs),
often from necessity, have widened the range of health care workers to meet the service needs,
with some people trained in extremely basic skills and others receiving enhanced training, such as
nurses trained in emergency obstetrics. What is meant by a doctor or nurse also varies.
Studies on developing services to meet
5. What are the indicators which tell you about the HRD climate in healthcare Centre?
6. Write short notes on any two
a. Difference between Management & Leadership.
Answer :
b. Methods of Patient Assignment.
Answer :
c. Objectives & Quality of Patient Care.

3. Answer :
d. Job enrichment and its benefits for Hospitals.
Answer :
7. Describe the elements of HRD systems.
Answer : In 1970 Len Nadler published his now-classic book Developing Human Resources, in which
he coined the term "human resource development" (HRD). The term HRD provided a conceptual
umbrella under which the field began to unify, using the three-fold notion of training, education, and
development. HRD provided purpose and direction for the continued growth of the field: organized
learning to provide the possibility of performance change. It further idententified a core discipline
from which a field of study could develop: adult learning in the workplace. McLagans HRD studies in
1983 and 1989 reflected a shift taking place in HRD work. In 1983 the assumptions in the
competency models focused on change in technology. In 1987 Patricia McLagan proposed the
following narrative definition of. HRD:
HRD is the integrated use of training and development, career development, and organization
development to improve individual
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
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or
call us at : 09816280608