12/4/22, 10:19 AM CampusERP

Assignment: 1

Instructions:
Number of Questions: 30
Maximum Marks: 30
Each question carries 1 Mark.
All questions are compulsory.
Attempts: 1
1
What is the human relations movement?

A theory trying to get everyone to get on better with each other.

An academic movement who study the social relations between people and the
human factors of management.
A view that says you do not need to pay people more to get them to work
harder.
A new approach to teamwork.

2
Who had developed Scientific Management approach ?

Elton Mayo
Henry Fayol
F.W. Taylor
A. Maslow

3
The field of organizational behavior examines such questions as the nature of
leadership, effective team development, and

Interpersonal conflict resolution; motivation of individuals

Organizational control; conflict management
Motivation of individuals; planning
planning; development

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4
How is the science of organizational behaviour different from sciences such as physics
and chemistry?

OB accepts intuitive explanations of phenomena it studies

Much of the data used in OB is collected by scientists working in different, but
related, fields
OB does not seek unifying underlying principles for the phenomena it studies.
Most people have preconceived notions about the phenomena studied by OB

5
Which of the following statements is true about the term "ability", as the term is used in
organizational behaviour?

It refers to an individual’s willingness to perform various tasks.

It is a current assessment of what an individual can do.
It refers exclusively to intellectual skills.
It refers exclusively to physical skills

6
Which of the following is an example of reaction formation?

Distancing yourself from your feelings by focusing on logical facts

Forcing all anger toward your parents out of your mind
Being loving and warm toward a person you are angry with
Feeling angry toward a family member instead of your boss

7
Which of the following are considered tenants of personality according to trait
theorists?

Traits change based on situations and exposure, traits are affected by

behavior, and traits do not affect each other (friendly and unfriendly at once)
There are only five personality traits, people are born with and retain the same
traits throughout their life, and traits are entirely based on nature
Traits influence marketable intelligence and success, all people with the same
traits respond similarly in certain situations, and traits hierarchically build upon
and influence each other
Traits are relatively stable over time, traits influence behavior, and traits are
bipolar (friendly vs. unfriendly)

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8
Which of the following is cited in the text as an example of how changing behavior can
alter attitudes?

seatbelt legislation
prohibition
traffic laws
capital punishment legislation

9
Which of the following answer choices is the best definition of attitude ?

Attitudes indicate how one will react to a given event.

Attitudes are the yardstick by which one measures one's actions.
Attitudes are the emotional part of an evaluation of some person, object or
event
Attitudes are evaluative statements of what one believes about something or
someone

10
Which of the following is not an example of common stereotyping?

Age
Politics
Social
Perceptual

11
"The process by which the perception of a person is formulated on the basis of a
single favourable or unfavourable trait or impression, where other relevant
characteristics of that person are dismissed" compare this statement with one of the
following process.

clouded judgment
the angel effect
the halo effect
stereotyping

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12
Which of the following statements regarding internal forces of motivation is true ?

They are more important to understand than external forces of motivation.

They are less important to understand than external forces of motivation.
They are as important as external forces of motivation
They are soldom recognized by managers .

13
Which of the following is NOT a " pull " force of motivation ?

availability of training
performance - level goals
rewards and compensation
pressure for high levels of output

14
Which of the following is NOT an internal motivational force ?

goals
needs
Attitude
Feedback

15
___ theory argues that behaviour is a function of its consequences.

Equity
Reinforcement
Goal-setting
Expectancy

16
_____ theory makes the assumption that people will compare their job inputs and
outcomes with those of others and then respond to eliminate perceived inequities.

Equity
Reinforcement
Goal-setting
Expectancy

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17
Conflcit handling intention of ____________ is mid range of both assertive and
cooperativeness

Accomodating
Compromising
Collabrating
Competing

18
Conflict is constructive when _________________.

it helps to build new insights and establishes new patterns in a relationship

both people get what they want
there is a clear winner and a clear loser
it prevents all new conflicts

19
Group dynamics are the processes _____

that occur between group members within a group

by which groups become cohesive
by which groups determine membership
by which groups terminate membership

20
Group dynamics can be characterized as _____

cyclical
linear
simple
chaotic

21
The _____________ is the individual or group that develops the message to be
communicated to internal and external parties

source
encoder
decoder
jargon.

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22
The --------- is the behavioural outcome of stress

Poor Decision Making

Lack of concentration
Performance absenteesim
Increased blood pressure

23
In Michigan University studies leader treat employee as tool in the production process

True
False

24
Contingency model was given by abraham Maslow

True
False

25
Force field analysis refers to analysis of the forces that might have a positive or
negative effect on change.

True
False

26
A planned change of the formally prescribed task and authority relationships in an
organization's design is called a structural change.

True
False

27
An organization that values formality, rules, standard operating procedures
and
hierarchical coordination has a bureaucratic culture

True
False

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28
Tradition, loyalty, personal commitment, extensive socialization, teamwork,
self-
management and social influence are attributes of a clan culture.

True
False

29
The achievement of measurable and demanding goals, especially those which
are
financial and market based (e.g., sales growth, profitability and market
share)
characterize a market culture.

True
False

30
Arbitration, mediation, and inquisition represent the three main types of third-party
intervention.

True
False

Assignment: 2

Instructions:
Assignment 2 is based on the following text/paragraph of case study/situational
exercise etc. You first
need to read this text and then answer the following MCMR
i.e. Multiple choice multiple response
questions.
Number of Questions: 5
Each question carries 2 Mark
All Five Questions are Mandatory.
Attempts: 1
-

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Vinay is a supervisor in a commercial tool room in the machining section of Priyanka Industries 1
Ltd. for the past seven years. He is a diploma - holder in Mech . Engg . , and joined the present
organization as an apprentice engineer and has grown to be a supervisor. During all these years
in the company, he had no occasion to attend any supervisory development programme and his
concentration has been mostly on the technical aspects of the job. The present works manager
(WM) has seen Vinay grow from an apprentice to supervisor and is yet to reconcile with the
change of responsibilities and designation of Vinay. On a particular day Vinay had prepared
schedule for the day for all machines and on the jig boring machine, the top priority was for a
job from HAL. When Vinay came for his round he was surprised to see that the operator had
loaded some other job other than the job from HAL on the jig boring machine. At this Vinay was
annoyed and the following conversation took place: Supervisor to Operator: Please take up this
HAL job immediately. It is required on top priority. Operator: WM has given me the other job.
Only after finishing this I can take up the HAL Supervisor: I don't want to hear all that. WM has
only told me that anything else has to be stopped and the HAL job has to be taken up first. Job.
Operator: Agreed whenever you have said a job is urgent I have been taking that up immediately.
But what you have done about my increment which has been due for over three months?
Supervisor: These things I am not answerable. The management is responsible. However, you
are not the only person with such a grievance, there are many more, I am helpless in this regard.
I suggest you go and sort it out with the WM. Operator: As a supervisor it is you’re duly to sort
out my problems as I report to you. Supervisor: Don't tell me my job. I am not interested and as I
have already told you , you may sort out your increment problem with the WM and right now I
don't even care whether you take up this HAL job or not . I will simply report to higher
authorities about your misconduct of refusing my order. Let them do what they want. Don't
come back to me crying again.

2
Individuals tend to project their own feelings and motives into their judgement of others. Select the
conclusion on the statement from the point of view of the operator, the supervisor and the WM from the
followings.

Stereotyping
Self perception
Individual differences
No difference

3
List the situational factors affect the perception of individuals?
Situation
Needs and Motives
Rotation
Intensity

4
Recommend an action plan to prevent such an episode in the future.

Understanding the social landscape at work

Convincing attitude of both the parties
Aggressive behavior
Suppression

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5
Choose the correct option from the following where subsequent activities that take place in the
perceptual process after a stimulus is received which is to be called as following?

Perceptual organization
Perceptual context
Organization perception
Situation

6
Choose the correct situation where people high in cognitive complexity from the following’s?

Find it easier to make sense of apparently conflicting information about others.

Are more intelligent.
make more perceptual errors
Find it convinient to make sense of apparently conflicting situation about others.

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