Third Year

Time : Three hours

Maximum : 75 marks

1. Section A consists of EIGHT short answer questions. The candidate has to answer FOUR questions.
2. Section B consists of FOUR questions. Each question consists of either or choices and the candidate has to answer either (a) or (b) from each question. The answer shall not exceed 5 pages each.
3. Section C consists of Case which is compulsory and carries 15 marks.

SECTION A - (4 x 3 = 12 marks)

1. Write briefly on any FOUR of the following:

(a) Group cohesion.
(b) Conformity.
(c) Role flexibility.
(d) Burnout.
(e) Decentralization.
(f) Transformational leadership.
(g) Ethics.
(h) Coalition formation.

SECTION B - (4 x 12 = 48 marks)

2. (a) How do you understand groups? Explain the different phases of group development.

Or

(b) What is group dynamics? Explain the interpersonal trust.

3. (a) What is role dynamics? How do people develop role models?

Or

(b) What is organizational stress? Explain the strategies to cope up with stress and burnout.

4. (a) What is power? How is it different from politics? Explain the bases of power.

Or

(b) What is empowerment? Explain the process of empowerment.

5. (a) What is social responsibility? Explain the social responsibilities of an organization.

Or

(b) What is cross-cultural dynamics? How do you manage the diversity?

SECTION C - (15 marks)

6. CASE:

TWIST VS. TRUST

Mr. Murthy, the General Manager (Personnel) of Coromandel Cements Ltd. Mumbai, is going to retire within two weeks after rendering his services to the company for 18 years in various capacities. He is assisted by the Personnel Manager in all the personnel functions. He directly reports to the Managing Director of the Company. The General Manager (Production) was elevated to the position pf Managing Director just two months ago.

Mr. Murthy has been performing various personnel functions since 1976 as Chief Personnel Manager. He has been given complete freedom and authority regarding all personnel functions including wage fixation, adjustments, revisions, bargaining etc. The employees several times reported their dissatisfaction about the wage level to the Managing Direct. But the Managing Director used to convince them about the systems and techniques followed by Mr. Murthy in fixing wages.

The employees got a doubt about the information supplied by Mr.Murthy about the wage levels in comparable industries and the living cost index. Consequently they approached Mr. Murthy for clarification. Mr. Murthy did not clarify their doubt immediately and asked them to meet him after 10 days so that he will collect and provide all the facts, data and information. Accordingly, they met him after 10 days. Then he simply said that "the information provided in the latest collective bargaining meeting is correct but the information supplied in the earlier meetings was not completely correct. He further added that he was forced by the top management to supply such incorrect information". This situation resulted in industrial unrest in the company for 14 days and the new Managing Director solved the issue by enhancing the wages by 100 per cent.

Question:

What is the communication problem involved in this case?

[204/DM-I/04]

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