MGTO MUM 2024

Kush Garg | 29 Jan 2023

Indian School of Business | Kush Garg Page 1 / 16

Test Name::

MGTO MUM 2024

Finish State: Auto Submit Test Taken on: January 29, 2023 01:03:33 PM IST

Kush Garg
KG
Kush_Garg_pgppro2024@isb.edu

Last Name: Garg

PGID: 92310005

Profile Picture Snapshot Identity Card Snapshot

Indian School of Business | Kush Garg Page 2 / 16

 Question-Wise Details

Section 1 1 26m 25s 0/1

Section #1 question(s) Time taken Marks Scored

Q.
Question 1 Time taken: 26m 25s Marks Scored: 0/1
1

Case for Mumbai Cohort - MGTO Exam

Click on the link above to see the case study.

Your questions starts from next section.

Response:

Answers given to each question in each respective section

Answer:

Best answer Correct answer

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 Question-Wise Details

Section 2 15 23m 4s 26/30

Section #2 question(s) Time taken Marks Scored

Q.
Question 1 Time taken: 37s Marks Scored: 2/2
1

When your subordinate asks you to make a decision on an issue that is part of his/her own work duties, an effective way to increase your discretionary
time as a manager is to tell the person that you will think about it and will get back to him/her later.

Response:

OPTIONS RESPONSE ANSWER

True

False

Q.
Question 2 Time taken: 24s Marks Scored: 2/2
2

Which of the following is not a “soft S” within the McKinsey 7-S framework?

Response:

OPTIONS RESPONSE ANSWER

Shared values/culture

Staffing

Systems

Skills

Style

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Q.
Question 3 Time taken: 1m 23s Marks Scored: 2/2
3

According to the ERG theory of motivation, if a role does not provide any opportunity for promotions into higher management or for higher pay,
management has no options available to use in motivating employees in that role.

Response:

OPTIONS RESPONSE ANSWER

TRUE

FALSE

Q.
Question 4 Time taken: 2m 33s Marks Scored: 0/2
4

At the time of the writing of the article, which of the following best describes the strength of the new culture at the level of the organization that Mr. Nardelli
has sought to implement at the Home Depot?

Response:

OPTIONS RESPONSE ANSWER

Strong, because the new core values are intensity held and widely shared

Medium, because the new core values are not intensity held but are widely shared

Weak, because the new core values are neither intensity held nor widely shared

Q.
Question 5 Time taken: 2m 14s Marks Scored: 2/2
5

In debriefing the “cult exercise” in class, we discussed six major blocks of factors that you must manage effectively (i.e., with clarity and alignment) in order
to manage organizational culture well. Out of these, which of the following has Mr. Nardelli changed or attempted to change since taking over?

Response:

OPTIONS RESPONSE ANSWER

Core values/beliefs

Behavioral norms

People/recruiting

All of the above

None of the above

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Q.
Question 6 Time taken: 51s Marks Scored: 2/2
6

The Mumblr Display Company has set up an R&D team that is charged with developing a new display product within 6 months. According to the
punctuated equilibrium model of teams, at roughly which of the following points of time is a manager most useful in helping the team?

Response:

OPTIONS RESPONSE ANSWER

1.5 months into the project

3 months into the project

4.5 months into the project

5.5 months into the project

Q.
Question 7 Time taken: 58s Marks Scored: 2/2
7

All else being equal, which of the following teams will have the second-best level of team performance?

Response:

OPTIONS RESPONSE ANSWER

Team 1

Team 2

Team 3

Team 4

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Q.
Question 8 Time taken: 1m 28s Marks Scored: 2/2
8

A collaborating (also called problem solving) approach is the best approach to handling conflict in all situations.

Response:

OPTIONS RESPONSE ANSWER

TRUE

FALSE

Q.
Question 9 Time taken: 28s Marks Scored: 2/2
9

According to recent meta-analyses which were mentioned in class, which of the following is closest to the average correlation between cognitive (task)
conflict and affective (interpersonal) conflict in teams?

Response:

OPTIONS RESPONSE ANSWER

0.20

0.60

0.90

Q.
Question 10 Time taken: 2m 8s Marks Scored: 2/2
10

Please refer to the article “Renovating Home Depot.” Among the attributes that contribute to one’s personal power, which of the following does Mr. Nardelli
demonstrate the least?

Response:

OPTIONS RESPONSE ANSWER

Submerging ego

Energy and stamina

Focus

Track record.

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Q.
Question 11 Time taken: 31s Marks Scored: 0/2
11

Please refer to the article “Renovating Home Depot.” Based on the article, it would be accurate to say that Mr. Nardelli demonstrates a relatively high
tolerance for conflict (one of the sources of personal power).

Response:

OPTIONS RESPONSE ANSWER

TRUE

FALSE

Q.
Question 12 Time taken: 2m 4s Marks Scored: 2/2
12

You have just been sent from your company’s headquarters in Houston to its Moscow office to lead a change initiative in that unit. Having paid rapt
attention in your Management of Organizations class, you decide that you will use a pull approach in leading the change. Which of the following tactics
should you use?

Response:

OPTIONS RESPONSE ANSWER

Persuading and convincing the members of the unit with data that you have collected
on the profitable market opportunities in Russia

Stating clear expectations about each person’s expected contributions to the change
initiative and specifying how you will evaluate them

Using incentives and pressures to make sure that the members of the unit
understand that there will be consequences to not supporting the change

All of the above

None of the above

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Q.
Question 13 Time taken: 3m 29s Marks Scored: 2/2
13

All else being equal, what are the likely advantages to you of having professional network A over professional network B?

Response:

OPTIONS RESPONSE ANSWER

Greater access to diverse, non-redundant information

Stronger emotional support

Greater speed to consensus when you need a group decision

All of the above

None of the above

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Q.
Question 14 Time taken: 3m 26s Marks Scored: 2/2
14

One of the executives mentioned in the article on the Home Depot is Tom Taylor, executive vice-president for marketing and merchandising. He began his
career as a part-time Associate in the outside garden department of a store in Miami, Florida, and quickly rose through the ranks. In the process, over his
23 years at the Home Depot, he developed deep relationships with store managers throughout the company. Assuming that Mr. Nardelli has no other ties
within Home Depot when he arrives, which of the following types of centrality would building a strong tie to Mr. Taylor provide to Mr. Nardelli?

Response:

OPTIONS RESPONSE ANSWER

Degree centrality

Between-ness centrality

Eigenvector centrality

None of the above.

Q.
Question 15 Time taken: 23s Marks Scored: 2/2
15

Good friends are more useful than mere acquaintances in connecting you to good job opportunities

Response:

OPTIONS RESPONSE ANSWER

TRUE

FALSE

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 Question-Wise Details

Section 3 3 2h 10m 29s 0/70

Section #3 question(s) Time taken Marks Scored

Q.
Question 1 Time taken: 1h 1m 58s Marks Scored: 0/20
1

In his article “ Leadership that Gets Results,” Goleman discusses six leadership styles and the situations under which each of them is appropriate. Please
identify the two leadership styles that Mr. Nardelli demonstrates the most (please name the styles), explain why you say so (2 sentences each), and
assess their appropriateness for the situation (2 sentences each). Then name two leadership styles that Mr. Nardelli is not using but should be using in
this situation, describe the styles (2 sentences each) and explain why he should be using them (2 sentences each). (20 points)

Name of the first leadership style that Mr. Nardelli demonstrates the most:

Why you say so (evidence that he demonstrates this style):

Assessment of appropriateness for the situation:

Name of the second leadership style that Mr. Nardelli demonstrates the most:

Why you say so (evidence that he demonstrates this style):

Assessment of appropriateness for the situation:

Name of the first leadership style that Mr. Nardelli is not using but should be using:

Why you say so (evidence that he does not demonstrate this style):

Why you say he should be using it in this situation:

Name of the second leadership style that Mr. Nardelli is not using but should be using:

Why you say so (evidence that he does not demonstrate this style):

Why you say he should be using it in this situation:

Response:

Leadership styles that Mr. Nardelli demonstrate the most:

1. Coercive Style: Mr. Nardelli's style is predominantly coercive since it demands immediate compliance as the plans- a combination of sales and
profit targets, are to be made every week by each store manager instead of doing them quarterly. Mr. Nardelli belives in command and control
organizatio and a culture of fear has developed since he joined Home Depot and employees shudder at looking e-mails because they would see
another officer being fired for not performing or over non disclusure agreement.

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 The style may not be very appropriate here because it is retail business and customer service and customer satisafaction are of paramount
importance here and fearful employees can't deliver good customer service in an atmosphere of fear.

2. Pacesetting: Mr. Nardellia still has a military-men like self control and sets bar high by working on Saturday and Sundays and working late into the
night and expects others around him to do the same. He is a detail obsessed person and drops constant tips, warnings and messages.

This style may not be very appropriate here because the employees working here are not competent, willing or motivated enough to bear high
standards of control and discipline.

Leadership style that Mr. Nardelli should be using:

1. Authoritative: Mr. Nardelli did not act like a change catalyst at the time when he joined Home Depot (when change in vision was required as sales
had stagnated in 1990s) . He rather enforced the change upon employees through regular firing instead of ushering in change in culture subtly. He is
inclined towards measuring the outcomes instead of inspiring it.

This style is best suited when a new vision is required and clear direction is needed which exactly was needed in 1990s as sales had started to
stagnate.

2. Affiliative: This style develops empathetic relationship with people which clearly was missing in Home Depot. The fact that 98% of top executives
were new to the position and 56% job changes involved bring managers from outside the company demonstratest that Home Depot believed in firing
rather than inspiring people.

It is a retail business which deals with customers most of the times. A happy employee can deliver far better satisfaction to the customer than one
who is living in an atmosphere of fear in the store. The employees in retail business should be more emotionally and empathetically fulfilled to be
happy and to have a bond with the customers.

Words : 409

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Q.
Question 2 Time taken: 25m 29s Marks Scored: 0/25
2

The article on the Home Depot describes the company’s operations under Mr. Nardelli. Please assess what (i) the Job Characteristics Model (JCM) and
(ii) Vroom’s Expectancy Theory would each predict about the motivation levels of store managers who were in their roles prior to Mr. Nardelli’s arrival (not
the ones hired since he arrived), under the system implemented by Mr. Nardelli. Please support your assessment with specific application of the
components of each theory. (25 points)

(i) The Job Characteristics Model (JCM)

(ii) Vroom’s Expectancy Theory

Response:

1. JCM Model

Motivating Potential Score= (Skill Variety+Task Identity+Task Significance)/3*Autonomy*Feedback

If any of the three factors is zero, then potential score would be zero. And in this example, under Mr. Nardellia's sytem, autonomy came down to
almost zero as every major decision and goal flew down from the top i.e. Mr. Nardellia's office. Prior to him, store managers enjoyed immense
autonomy.

Hence, motivating potential score of managers who were in their roles prior to Mr. Nardellia would be zero.

2. Vroom's Expectancy Theory

Motivation= Expectancy*Instrumentality*Valence

If any one of the three is zero, then motivation would be zero.

Rewards for good performance and needs of of individual employees combined indicate the valence i.e. the value of rewards as perceived by
individual. Individual have different sets of needs i.e. monetary, social bonding, safety & security etc.

In this case, the needs of social bonding and safety of jobs wouldn't be fulfilled as empathy would vanish under Mr. Nardellia and culture of fear
would prevail as firing of 'underperformer's would be rampant. Rewards (Bonus) were guaranteed for Mr. Nardellia only who also drew a fat paycheck
and it would annoy other workers. So, in this scenario, valence would tend to be zero.

Also, the performance measurement would be flawed under Mr. Nardellia as it would be superficial and mechanical instead of being organic. It would
bring down instrumentality to zero (Performance and Rewards combined drives instrumentality).

Hence, motivation according to Vroom's Expectancy Theory would also be zero.

Words : 245

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Q.
Question 3 Time taken: 43m 1s Marks Scored: 0/25
3

Name the six aspects/components of a culture or cultural system discussed during the debriefing of the “cult exercise” in class. For each of the six provide
two examples (one sentence each) of how Mr. Nardelli has implemented it at the Home Depot. In addition, please discuss a connection between any two
of the six aspects/components that illustrates alignment/consistency/fit between the two (1 sentence). (25 points)

1.

2.

3.

4.

5.

6.

Illustration of alignment between two aspects/components:

Response:

1. Belief

More soldiers were hired as they would be calm under pressure and would be executing with high standards

Soldiers were hired to enforce 'command and control' culture in the company

2. Behaviour

25 page booklet was given to the employees who were expected to keep it in apron

Executives were sued for violating non disclosure agreement

3. Purpose

Centralized purchasing and Investment in technology

Blackberrys handed to managers to submit plan each week

4. People

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 Inclination wards hiring of former soldiers- 13% employees had military experience and were predisposed to following orders

Part timers were hired to replace full time employees to cut down cost

5. Induction

All job applicants who make it through first round interview must then pass a role playing exercise

VA formula was used to measure the effectiveness of workers

6. Reinforcement

The executive who left fliers on desks was tracked and fired

John Pistone rose through the ranks as eight stores under him generally 'made plans'

Alignment: People effects behaviour. When company is hiring soldiers to develop command and control culture in the orgnaization, then the culture
has also shifted as some employees call Mr. Nardellia 'Sir' as hired soldiers re predisposed to follow orders and call Mr. Nardellia 'Sir'. Also, the
autonomy that former managers used to enjoy has completely gone under Mr. Nardellia, whose office now gives directions about every major
decision and goal.

Words : 233

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