MS 21
Uploaded by
GangadharMS 21
Uploaded by
GangadharNo.
of Printed Pages : 4 I MS-021 I
MANAGEMENT PROGRAMME
c-N
Term-End Examination
cc December, 2017
MS-021 : SOCIAL PROCESSES AND
BEHAVIOURAL ISSUES
Time : 3 hours Maximum Marks : 100
(Weightage 70%)
Note : (i) There are two Sections A and B.
(ii) Attempt any three questions from Section - A. All
questions carry 20 marks each.
(iii) Section - B is compulsory for all and carries 40
marks.
SECTION - A
1. What are the main sources of errors in
perception ? Briefly discuss the application's of
Perception in organisational situations, with
suitable examples.
2. "Counseling is an interactive process, which is
characterised by an unique relationship between
counselor and the counsellee, and this leads to
change in the counsellee." Elaborate this
statement and discuss the outcomes with suitable
examples.
3. Enumerate various models of Group
Development. Briefly discuss Tuckman's Five
Stage Model, with suitable examples.
MS-021 1 P.T.O.
4. What are the applications of Learning in
Organisations ? Discuss, with suitable examples,
the factors which facilitate and hinder
Organisational Learning.
5. Write short notes on any three of the following :
(a) Business Ethics
(b) Downsizing
(c) Motives and Managerial Behaviour
(d) Self-awareness
(e) Conflict Process
SECTION - B
6. Read the following case carefully and answer the
questions given at the end :
Dharam Singh, general manager at 'Prithviraj
Chemicals' was worried about his future, even
though he had been told that after 'Prithviraj
Chemicals' is merged with Orchid
Pharmaceuticals he would be promoted and also
be required to shoulder the additional
responsibility of identifying those who should be
retained as employees even after the merger.
Dharam was concerned because he had heard
that the organisational culture at 'Orchid' was
computer driven, while at 'Prithviraj Chemicals',
the focus was on "relationship".
A month later after the official merger of
the two companies, the new management took
the decision to shift the headquarters to Bangalore
from Mysore. This decision was communicated
to its employees, (many of 'Prithviraj Chemicals').
They approached Dharam Singh to ask 'Why was
the new management shifting its Headquarters
to a new place (Bangalore)', Was it because the
two managements did not trust each other?' This
question was posed especially because most of
MS-021 2
Prithviraj's employees had become used to the
'quiet, risk averse and friendly work environment'
and were worried whether in Bangalore, with its
'cosmopolitan' outlook, it would lead to cultural
clashes.
As anticipated there were certain instances
which had Dharam Singh wondering how to
solve such cultural differences. The 'Prithviraj
employees consensus, relationship-result oriented
approach always believed in an open
communication system with all employees
keeping each other informed about any decision
and bringing about a consensus in all the decisions
taken. On the other hand, the 'Orchid' employees
were individually only concerned with their
'individual' work i.e., they were more focused on
ambitious cost-cutting goals and each employee
was individually responsible for quantifiable
results.
• Whenever any work related problem arose,
the 'Prithviraj' employees adopted an
attitude 'Tell us about the problem from all
angles and we will discuss and tell you how
best to handle it'. In contrast, the 'Orchid'
employees attitude was 'just tell me how
this problem will/may affect my work, I am
not interested in the whole problem.'
• Many of 'Orchid' employees had worked
in other cities of North India and few of
them had also travelled abroad for official
work and thus were more confident, more
computer savvy, tough and didn't mince
words. Because of this, the 'Prithviraj'
employees felt threatened and preferred to
describe 'Orchid' employees as 'loners',
'tough', and 'hard working'.
MS-021 3 P.T.O.
• At 'Prithviraj, employees were required to
make weekly financial and staffing updates
to their 'bosses'. However, at 'Orchid' this
formality was considered to be a waste of
time and they didn't adopt or accept this
practice.
Dharam Singh had been with 'Prithviraj
since the last 12 years and knew that `Sudhif (the
M.D. at 'Prithviraj') had a lot of confidence in
him when he had said "Dharam, I am very sure
that we can count on you to see that there is no
dissent among the employees after the merger.
The new company is looking upon you to solve
the societal-level cultural difference which is
prevailing among the employees, so that we can
have our own unique culture which would be a
blend of both 'Prithviraj and 'Orchild's way of
doing business."
Questions :
(a) Identify the salient features of the case.
(b) Identify the type of culture the newly
merged company should adopt.
(c) Suggest the ways to help Dharam Singh
handle the cultural differences.
MS-021 4
