MBA Degree Examination December 2010

First Semester
09MB102 – ORGANIZATIONAL BEHAVIOUR
(Regulation 2009)

ANSWER KEY
PART – A

1. D. All the above

2. C. Power
3. D. Human Relations
4. C. William Ouchi
5. B. Informal learning
6. C. Demographics
7. C. Feedback
8. D. All the above
9. D. Cultural shock
10. D. All the above
11. D. Balanced situation
12. C. Rumour
13. C. Specialization
14. B. Centralization
15. D. OB mod process
16. B. Liaison Role
17. C. Uncertainty avoidance
18. B. Personality
19. B. Perceptual defence
20. D. Bargaining
Part – B
21. ORGANIZATIONAL BEHAVIOUR

A field of study that investigates how individuals, groups and structure affect and are affected
by behaviour within organizations, for the purpose of applying such knowledge toward improving
an organization’s effectiveness.

22. Characteristics of attitude

Attitude can be characterized in three ways: First, they tend to persist unless something is
done to change them. Second, attitudes can fall anywhere along a continuum from very
favorable to very unfavorable. Third, attitudes are directed toward some object about which
a person has feelings ( sometimes called “affect”) and beliefs.

a. Cognitive component.
b. Affective component.
c. Behavioral component.
23. Perception – Importance
-A process by which individuals organize and interpret their sensory impressions in order
to give meaning to their environment.
-People’s behavior is based on their perception of what reality is, not on reality itself.
24. Motivation
 Is the result of an interaction between the person and a situation; it is not a personal
trait.
 Is the process by which a person’s efforts are energized, directed, and sustained
towards attaining a goal.
25. Definition of Communication
Communication is the transfer of information from a sender to a receiver, with the
information being understood by the receiver

Communication Process

26. Grapevine
Is an informal channel of business communication.It is called so because it stretches
throughout the organization in all directions irrespective of the authority levels. Man as we
know is a social animal. Despite existence of formal channels in an organization, the
informal channels tend to develop when he interacts with other people in organization. It
exists more at lower levels of organization
27. Legitimate power
• Agreement that people in certain roles can request certain behaviors of others
• Based on job descriptions and mutual agreement from those expected to abide by this
authority
• Legitimate power range (zone of indifference) is higher in high power distance cultures
28. Three Phases of Change
 Unfreezing
 Transition(change)
 Refreezing
29. Social-Learning Theory
People can learn through observation and direct experience.
Key Concepts
 Attentional processes
 Retention processes
 Motor reproduction processes
  Reinforcement processes
30. PERSONALITY
 The sum total of ways in which an individual reacts to and interacts with others
 Measurable traits that a person exhibits.
 An enduring combination of motives, emotions, values, interests, attitudes and
competencies.
31. Organizational Culture - Defined
 A system of shared meanings and common beliefs held by organizational
members that determines, in a large degree, how they act towards each other.
 A system of shared meanings and common beliefs held by organizational
members that determines, in a large degree, how they act towards each other.
 “The way we do things around here.”
Values, symbols, rituals, myths, and practices
32. Dysfunctional Conflict
Conflict that hinders group performance.
Functional Conflict
Conflict that supports the goals of the group and improves its performance.