Test Papers / Previous Question Papers of IGNOU MS21 Social Processes and Behavioural Issues December 2005

MANAGEMENT PROGRAMME
Term-End Examination

December, 2005

MS21 (S) : SOCIAL PROCESSES AND BEHAVIOURAL ISSUES

Time: 3 hours
Maximum Marks: 100
(Weightage 70%)

SECTION A

Set I

(Pre-Revised)

1. Describe the evolution from an agrarian to an industrial environment and how it affected the work environment.

2. Why is it important to understand human behaviour in work environment ? Describe the factors which affect individual differences. Cite suitable examples.

3. Describe the process of perception. Why is it relevant in the organisational environment and functioning ? Cite suitable examples.

4. Explain transactional analysis and how it helps in understanding Interpersonal style. What are the pitfalls of this process if used in isolation in the organisational context ?

5. Write short notes on any three of the following :
(a) Power vs. Authority
(b) Contingency Control Model
(c) Patterns of Communication
(d) Importance of feedback
(e) Schein's Socialisation Model

SECTION A

Set II

(Revised)

1. Describe any two theories of motivation and their relevance in the modern work context. (20)

2. Identify the difference between a group and a team. Explain the importance of teams in an organisation and suggest suitable plan to build effective teams. (20)

3. Describe different channels of communication and the importance for enhancing HR functioning. Cite examples. (20)

4. Distinguish between an emotion and temperament Why is it imporant to understand emotions at work ? Discuss. (20)

5. Write short notes on any three of the following :
(a) Values and ethics
(b) Cognitive approach to learning
(c) Importance of behaviour modification
(d) Cross cultural training
(e) Importance of understanding personality

SECTION B

6. Read the following case carefully and answer the questions given at the end :

Sudhakar, the technical head at Mont. Electronics Ltd., was happy that he was able to fill up the two vacancies in the systems department by selecting Ajay and Ganesh. Ajay was a M.Sc. (Electronics) degree holder along with 6 months of industrial experience. Ganesh was a fresher, with first class degree (in electronics) engineering. Both Ajay and Ganesh were intelligent, hard working and usually were able to complete the projects assigned to them.

After a few months, at Mont. Sudhakar realised that Ganesh always perceived himself to be more qualified than Ajay, because of his engineering background coupled with his better communication skills. Once he had overheard Ganesh taking the full credit for overseeing an overseas project completed in an efficient manner. Sudhakar spoke to their (Ajay's and Ganesh's) immediate superior Naveen, who confirmed that completion of the said project was a combined effort, with rather more inputs from Ajay's side. He also told Naveen to have a talk with Ganesh and rectify communication gaps, if any.

The talk seemed to help Ganesh who realised that if he had to come up, he had to transform his image for the good and try to mould himself into a strategic thinker. Ganesh honed his skills and started attending marketing and strategic planning classes to upgrade his knowledge. The classes opened his eyes on bow to make assumptions on project sales, revenues, costs and profits. Very often he was seen voluntarily helping his superior to study the company data and analyse it. Seeing the change in Ganesh, Sudhakar was happy. Observing Ganesh's motivation, at the end of the probation period, he was offered a confirmed job as an assistant manager. Meanwhile Ajay was offered the position ot a database analyst, after his probation period was completed successfully.

Sudhakar had presumed that both Ajay and Ganesh would be happy on being confirmed and promoted. One day he happened to meet the Human Resources head during an informal meeting of the various heads of departments to discuss about the managerial problems they each grapple with. The HR head was speaking to Sudhakar," l was satisfied and feeling quite competent as a HR person, when something like this has ro occur." "Why ? What happened ?", Sudhakar enquired. "It is concerning your boy Ganesh. Based on his superiors feedback and your observation of his area of competence, he was offered a confirmed job of an assistant manager. But yesterday he came to meet me and said 'l feel I am my own enemy. May be it would be better if I go back to fixing things because I was quite comfortable with that. Now I realise that I have to learn on how to manage the impressions that others have of my role'. ' On further questioning the HR head he realised that quite often Ganesh became, by default, the technological flix-it person on projects because of his engineenng experience background. Also he had to learn to communicate with non technical people. Now the HR head asked Sudhakar whether he could suggest a remedy or solution to the problem.

Questions :

(a) Do you think Sudhakar was wrong in his initial perception about Ganesh being more suitable for carrying out managerial functions ?

(b) Which facet of socialisation is relevant in the above case ? Justify your answer.

(c) Can you sugsest way(s) to solve the problem mentioned in the case ?