Total No. of Questions : 5] SEAT No.

:
PA-4351 [Total No. of Pages : 2
[5946]-2005
M.B.A.
GE-UL-07:CONTEMPORARYFRAMEWORKS IN MANAGEMENT
(2021 Pattern) (Semester - II) (207)

Time : 2 Hours] [Max. Marks : 50

Instructions to the candidates:
1) Attempt all questions.
2) All questions carry equal marks.

Q1) Explain any 5 terms in brief : [10]

a) Who is author of the book title ‘Good to Great’?
i) Patrick M. Lencioni
ii) Jim Collins
iii) Stephen R.Covey
iv) Daniel Goleman
b) Leadership is about advancing others, not about advancing yourself.
The critical question is this: Are you making things better for the people
who follow you?
i) Law of addition
ii) Law of the respect
iii) Law of the lid
iv) Law of the connection
c) As per this book, there is a common misperception among people who
aren’t leaders that leadership is all about position, perks, and power. But
the reality is that leadership requires .
i) Qualification
ii) Sacrifice
iii) Potential
iv) References
d) Listen to people sincerely
i) Think win-win
ii) Put first things first
iii) Seek first to understand, then to be understood
iv) Begin with the end in mind
e) In which scenario in a team, a poor performers feel pressure to improve
i) When they get proper guidance
ii) When the boss is strict
iii) When a team holds one another accountable
iv) When there are training sessions
P.T.O.
f) The book Emotional Intelligence is about
i) How success is determined more by emotional stability than IQ
ii) Why some people are better at sensing emotions compared to others
iii) How intelligence can be measured by how happy or sad people
generally are
iv) ‘Emotional intelligence’ and ‘intelligence Quotient’ both the terms
are same
g) A culture of discipline involves
i) People who adhere to a consistent system
ii) Gives people freedom and responsibility within the framework of
that system
iii) Both (i) and (ii)
iv) Neither (i) nor (ii)
h) The professional benefit of ‘emotional intelligence’ are
i) Effective leadership skills and improved communication
ii) Less workplace conflict and better problem solving skills
iii) Both (i) and (ii)
iv) Neither (i) nor (ii)
v) Sure, here are the answers to your questions:

a) The author of the book Good to Great is Jim Collins.

b) The law that states that leadership is about advancing others, not
about advancing yourself is the Law of Addition.

c) The book Good to Great argues that leadership requires sacrifice.

d) The habit that involves listening to people sincerely is Seek first to

understand, then to be understood.

d) A poor performer in a team will feel pressure to improve when a

team holds one another accountable.

e) The book Emotional Intelligence is about how success is determined

more by emotional stability than IQ.

f) A culture of discipline involves people who adhere to a consistent

system and gives people freedom and responsibility within the
framework of that system.

h) The professional benefits of emotional intelligence are effective

leadership skills and improved communication, less workplace conflict
and better problem solving skills.
 Q2) Answer any two of the following : [10]
a) What is meant by ‘absence of trust’? How do team members behave if
there is absence of trust?

Absence of trust is a situation where team members do not feel comfortable being
open and honest with each other. This can lead to miscommunication, conflict,
and poor decision-making.
Team members who do not trust each other may behave in a number of ways,
including:
• Being reluctant to share information. They may be afraid that their
information will be used against them or that they will be judged.
• Being defensive. They may be quick to take offense or to see threats in
everything that is said.
• Being withdrawn. They may avoid interacting with other team members or
they may only interact with them in a superficial way.
• Being gossipy. They may spread rumors or negative information about
other team members.
When there is an absence of trust, it can be very difficult for teams to function
effectively. Team members may be afraid to take risks, they may be less likely to
cooperate, and they may be more likely to blame each other for mistakes.
Here are some tips for building trust in teams:
• Be open and honest with each other. This means sharing information and
ideas, even if they are not perfect or if you are not sure how they will be
received.
• Be respectful of each other's opinions. Even if you disagree with someone,
you should still listen to their point of view and try to understand where
they are coming from.
• Be willing to forgive each other. Everyone makes mistakes, so it is
important to be able to forgive each other and move on.
• Be supportive of each other. This means being there for each other when
things are tough and helping each other to succeed.
By following these tips, you can help to build trust in your team and create a
more positive and productive work environment.

b) Explain the Anatomy of an Emotional Hijacking.

Emotional hijacking is a term coined by Daniel Goleman to describe a situation in

which our emotions take control of our thoughts and behavior. This can happen
when we are faced with a stressful or challenging situation.
The anatomy of an emotional hijacking can be broken down into three stages:
1. Trigger: The trigger is the event or situation that sets off the emotional
response. This could be something as simple as a critical comment from a
coworker or as major as a car accident.
2. Amygdala hijack: The amygdala is a small, almond-shaped structure in the
brain that is responsible for processing emotions. When we experience a
trigger, the amygdala sends a signal to the hypothalamus, which triggers the
release of stress hormones. These hormones cause our heart rate to increase,
our breathing to become shallow, and our muscles to tense up.
 3. Behavioral response: The behavioral response is the way we act out our
emotions. This could be anything from yelling at someone to withdrawing
from a situation.
The key to preventing emotional hijacking is to be aware of our triggers and to
develop strategies for managing our emotions. Here are some tips for managing
emotional hijacking:
• Take a deep breath: When you feel yourself starting to get triggered, take a
few deep breaths. This will help to calm your body and mind.
• Label your emotions: Once you have calmed down, take a moment to label
your emotions. This will help you to understand what you are feeling and
why.
• Talk to someone you trust: If you are feeling overwhelmed, talk to someone
you trust about what you are going through. This could be a friend, family
member, therapist, or anyone else you feel comfortable talking to.
• Practice relaxation techniques: There are a number of relaxation techniques
that can help to manage emotional hijacking. These include meditation,
yoga, and deep breathing exercises.
By following these tips, you can learn to manage your emotions and prevent
emotional hijacking from happening.
Here are some additional tips for managing emotional hijacking:
• Avoid making decisions when you are emotionally hijacked. When you are
feeling stressed or angry, your judgment is impaired and you are more likely
to make rash decisions that you will regret later.
• Take a break from the situation. If you can, remove yourself from the
situation that is triggering your emotions. This will give you some time to
calm down and to think clearly.
• Focus on the present moment. When we are feeling stressed or angry, our
minds tend to wander to the past or the future. This can make it difficult to
cope with our emotions in the present moment. Try to focus on your breath
and on the present moment.
• Be kind to yourself. It is important to remember that everyone experiences
emotional hijacking from time to time. If you find yourself hijacked, be kind
to yourself and forgive yourself for your reaction.

c) In the book Good to Great what is meant by ‘First who... then what’.
Explain it with appropriate examples.

In the book Good to Great, Jim Collins argues that great companies focus on
getting the right people on the bus before they figure out where to drive it. This is
the idea of "First Who... Then What."
Collins found that the companies that made the biggest transformations from
good to great all had one thing in common: they focused on getting the right
people on the bus before they figured out where to drive it. They didn't start by
defining their strategy or setting their goals. They started by finding the right
people who shared their vision and who were passionate about the company's
mission.
One example of this is the company Kimberly-Clark. In the early 1970s,
Kimberly-Clark was a good company, but it was not great. It was facing
 increasing competition from new entrants into the market. The company's CEO,
Darwin Smith, decided that the only way to survive was to transform the
company into a great company.
Smith started by focusing on getting the right people on the bus. He fired the top
10% of his management team and replaced them with people who shared his
vision for the company. He also created a rigorous selection process for hiring
new managers.
Once Smith had the right people in place, he started to define the company's
strategy and set its goals. The company's new strategy was to focus on high-
margin products and to become the world's leading manufacturer of personal care
products.
Kimberly-Clark's transformation from good to great is a classic example of the
power of "First Who... Then What." By focusing on getting the right people on
the bus, Smith was able to create a company that was able to achieve great things.
Here are some other examples of companies that have followed the "First Who...
Then What" approach:
• Walmart: Sam Walton was obsessed with hiring the right people. He
believed that the best way to build a great company was to start with great
people.
• Apple: Steve Jobs was also a master at hiring the right people. He was
always looking for people who were passionate about their work and who
were willing to think outside the box.
• Google: Larry Page and Sergey Brin were very selective about who they
hired at Google. They wanted to make sure that they had people who were
aligned with their vision for the company.
The "First Who... Then What" approach is not always easy, but it is essential for
building great companies. If you want to create a company that is truly great, you
need to start by getting the right people on the bus.

Q3) a) Explain 7 habits of highly effective people.

The 7 Habits of Highly Effective People is a self-help book written by Stephen R.

Covey. The book is based on the idea that there are seven habits that highly
effective people have in common. These habits can be learned and applied by
anyone who wants to improve their personal and professional lives.
The 7 habits are:
1. Be proactive. This means taking responsibility for your own life and not
blaming others for your circumstances. Proactive people are always looking
for ways to improve their situation, rather than complaining about it.
2. Begin with the end in mind. This means having a clear vision for your life
and working towards that vision. Begin with the end in mind means having
a clear destination in mind before you set out on a journey.
3. Put first things first. This means prioritizing your tasks and activities so that
you are working on the most important things first. Put first things first
means distinguishing the urgent from the important, and then focusing on
the important.
4. Think win-win. This means seeking mutually beneficial solutions to
 problems. Think win-win means looking for solutions that benefit everyone
involved.
5. Seek first to understand, then to be understood. This means listening to
others with the intent to understand their perspective, before sharing your
own perspective.
6. Synergize. This means working together to create something that is greater
than the sum of its parts. Synergize means that the whole is greater than the
sum of the parts.
7. Sharpen the saw. This means taking care of yourself physically, mentally,
and emotionally. Sharpen the saw means taking care of yourself so that you
can be at your best.
The 7 Habits of Highly Effective People is a classic self-help book that has
helped millions of people improve their lives. The habits are simple, but they are
not easy to master. However, if you are willing to work at it, the 7 Habits can
help you to achieve your goals and live a more fulfilling life.
Here are some additional tips for applying the 7 Habits in your life:
• Be patient. It takes time to develop new habits. Don't get discouraged if you
don't see results immediately. Just keep practicing the habits and you will
eventually see a difference.
• Find a mentor. Find someone who is already living the 7 Habits and ask
them for guidance. A mentor can help you to stay on track and to learn from
their experience.
• Join a support group. There are many support groups that can help you to
apply the 7 Habits in your life. These groups can provide you with
encouragement and support, as well as practical advice.
The 7 Habits of Highly Effective People is a powerful tool that can help you to
improve your life. If you are willing to work at it, the 7 Habits can help you to
achieve your goals and live a more fulfilling life.

OR
b) Draw the Flywheel and label it appropriately.

The flywheel is a metaphor for the process of building momentum. It is a concept

that was popularized by Jim Collins in his book Good to Great.
The flywheel is a simple machine that consists of a wheel with a heavy weight
attached to it. When the wheel is first turned, it is very difficult to move.
However, as the wheel gains momentum, it becomes easier and easier to
turn.
The same is true for building momentum in any area of life. When you first start
working towards a goal, it can be very difficult to make progress. However,
as you continue to work and make small improvements, you will eventually
start to build momentum.
The flywheel is made up of five stages:
1. Initiation: This is the stage where you start working towards your goal. It is
often the most difficult stage, as you are just starting out and you may not
have a lot of momentum.

2. Accumulation: This is the stage where you start to make small

 improvements. These improvements may not seem like much at first, but
they will start to add up over time.

3. Incubation: This is the stage where you are not making a lot of visible
progress. However, behind the scenes, you are building momentum and
laying the foundation for future success.

4. Acceleration: This is the stage where you start to see rapid progress. The
small improvements that you made in the accumulation stage start to
compound and you start to gain momentum.

5. Relentless Progress: This is the stage where you are on a roll. You are
making steady progress towards your goal and you are unstoppable.
The flywheel is a powerful metaphor for the process of building momentum.
If you are willing to work hard and make small improvements over time,
you will eventually achieve your goals.

Q4) a) What is the meaning of the term ‘Emotional Intelligence’. Why emotional
intelligence is important in all walks of the life.

Emotional intelligence (EI) is the ability to understand, use, and

manage your own emotions in positive ways to achieve your goals. It
is also the ability to understand, appreciate, and respond to the
emotions of others.
 There are many reasons why emotional intelligence is important in all
walks of life. EI can help you to:
• Build better relationships: EI can help you to understand and connect with
others on a deeper level. This can lead to stronger relationships with
friends, family, colleagues, and romantic partners.
• Be more effective at work: EI can help you to be more productive and
successful at work. This is because EI can help you to manage stress,
resolve conflict, and motivate yourself and others.
• Handle difficult situations: EI can help you to handle difficult situations in
a calm and effective way. This is because EI can help you to understand
your own emotions and the emotions of others, which can help you to
respond in a productive way.
• Be more resilient: EI can help you to be more resilient in the face of
challenges. This is because EI can help you to bounce back from setbacks
and to maintain a positive attitude.
• Be more satisfied with life: EI can help you to be more satisfied with your
life. This is because EI can help you to live a more balanced and fulfilling
life.
There are many different ways to improve your emotional intelligence. Some of
the most effective ways include:
• Self-awareness: This is the ability to understand your own emotions and
how they affect your thoughts and behavior. You can improve your self-
awareness by paying attention to your emotions and by journaling about
your experiences.
• Self-management: This is the ability to control your emotions and to stay
calm in difficult situations. You can improve your self-management by
practicing relaxation techniques and by learning how to manage stress.
• Social awareness: This is the ability to understand the emotions of others
and to respond to them in a sensitive way. You can improve your social
awareness by paying attention to the body language and facial expressions
of others and by practicing active listening.
• Relationship management: This is the ability to build and maintain positive
relationships with others. You can improve your relationship management
skills by practicing active listening, by being supportive, and by being
respectful of the needs of others.
Emotional intelligence is an important skill that can help you to succeed in all
areas of life. If you are willing to work on improving your EI, you will
be well on your way to a more fulfilling and successful life.

OR
b) ‘Good is enemy of Great’ - discuss this statement considering the content
of the chapter ‘Good to Great’.

In the book Good to Great, Jim Collins argues that "good is the enemy
of great." This means that being good is not enough to achieve
greatness. In order to achieve greatness, companies need to be willing
to make changes and to take risks.
Collins found that the companies that made the biggest
 transformations from good to great all had one thing in common:
they were willing to let go of the good in order to achieve the
great. They were not afraid to make changes, even if those
changes meant disrupting the status quo.
For example, Collins cites the example of Kimberly-Clark. In the early
1970s, Kimberly-Clark was a good company, but it was not great. It
was facing increasing competition from new entrants into the market.
The company's CEO, Darwin Smith, decided that the only way to
survive was to transform the company into a great company.
Smith started by letting go of the good. He fired the top 10% of his
management team and replaced them with people who shared his
vision for the company. He also created a rigorous selection
process for hiring new managers.
Once Smith had the right people in place, he started to make changes.
He focused on high-margin products and to become the world's
leading manufacturer of personal care products.
Kimberly-Clark's transformation from good to great is a classic
example of the power of letting go of the good in order to achieve
the great. By being willing to make changes, Kimberly-Clark was
able to become one of the most successful companies in the
world.
Here are some of the reasons why good can be the enemy of great:
• Good companies become complacent. When companies are good, they
often become complacent. They become satisfied with their current level of
performance and they are not motivated to make changes.
• Good companies are afraid to take risks. Good companies are often afraid
to take risks. They are afraid of making mistakes or of failing. This can
prevent them from making the changes that are necessary to achieve
greatness.
• Good companies are often too focused on the short-term. Good companies
are often too focused on the short-term. They are focused on meeting
quarterly earnings targets or on pleasing their shareholders. This can
prevent them from making the long-term investments that are necessary to
achieve greatness.
If you want to achieve greatness, you need to be willing to let go of
the good. You need to be willing to make changes, even if those
changes mean disrupting the status quo. You need to be willing to take
risks and to focus on the long-term. If you are willing to do these
things, you will be well on your way to achieving greatness.

Q5) a) Explain any 5 laws from ‘21 Irrefutable Laws of Leadership’.

Here are 5 laws from the book 21 Irrefutable Laws of Leadership by John C.
Maxwell:
1. The Law of the Lid: Your leadership is limited by your self-concept. This
means that your leadership ability is only as good as your belief in your own
ability to lead. If you don't believe in yourself, no one else will either.
 2. The Law of Influence: The true measure of leadership is influence, nothing
more, nothing less. This means that leadership is not about titles or
positions. It's about the ability to influence others to get things done.
3. The Law of Respect: People naturally follow those they respect. This means
that if you want to be a leader, you need to earn the respect of those you
lead. Respect is earned through your words, your actions, and your results.
4. The Law of Magnetism: People are drawn to leaders who are positive,
enthusiastic, and passionate. This means that if you want to be a leader, you
need to be someone that people are drawn to. You need to be someone that
people want to follow.
5. The Law of Navigation: A leader's greatest responsibility is to define reality.
This means that leaders need to have a clear vision for the future and they
need to be able to communicate that vision to others. Leaders need to be
able to help others see what is possible.
These are just a few of the 21 laws of leadership that John C. Maxwell identifies in his
book. If you want to be a more effective leader, I encourage you to read the book
and learn more about these laws.
Here are some additional laws from the book:
• The Law of Empowerment: People naturally follow those who empower
them.
• The Law of Addition: The best leaders add value to others.
• The Law of the Big Picture: Leaders see the big picture and they understand
how their actions fit into the overall scheme of things.
• The Law of Timing: Timing is everything in leadership.
• The Law of Context: Leadership is situational. What works in one situation
may not work in another.

OR
b) Explain ‘5 dysfunctions of a team’ and how to overcome them.

The Five Dysfunctions of a Team is a book by Patrick Lencioni that identifies

five common problems that prevent teams from being effective. These
problems are:
1. Absence of trust: Team members do not trust each other. They may be
afraid to be vulnerable or to share their ideas.
2. Fear of conflict: Team members avoid conflict, even when it is necessary to
address problems.
3. Lack of commitment: Team members do not commit to decisions that are
made. They may withhold their buy-in or they may try to undermine
decisions that they disagree with.
4. Avoidance of accountability: Team members do not hold each other
accountable for their actions. They may be afraid of conflict or they may not
believe that it is their responsibility to hold others accountable.
5. Inattention to results: Team members are more focused on their own
individual goals than on the team's goals. They may not be willing to
sacrifice their own goals for the sake of the team.
These dysfunctions can prevent teams from being effective in a number of ways.
For example, a team that lacks trust will be unable to have open and honest
 communication. A team that avoids conflict will be unable to make difficult
decisions. A team that lacks commitment will be unable to achieve its goals.
A team that avoids accountability will not be able to improve its
performance. And a team that is inattentive to results will not be able to
achieve its full potential.
There are a number of things that can be done to overcome the Five Dysfunctions
of a Team. These include:
• Creating a culture of trust: Team members need to feel safe to be vulnerable
and to share their ideas. This can be done by creating a culture of trust
where team members feel respected and valued.
• Encouraging constructive conflict: Conflict is not always a bad thing. In
fact, it can be a valuable tool for resolving problems and improving
decision-making. However, conflict needs to be constructive. Team
members need to be able to disagree respectfully and to focus on the issue at
hand.
• Getting buy-in from team members: Team members need to be committed
to the decisions that are made. This means that they need to have a say in
the decision-making process and that they need to believe that the decisions
are in the best interests of the team.
• Holding each other accountable: Team members need to hold each other
accountable for their actions. This means that they need to be willing to
speak up when someone is not meeting expectations. It also means that they
need to be willing to accept feedback from others.
• Focusing on the team's goals: Team members need to be focused on the
team's goals, not their own individual goals. This means that they need to be
willing to put the team's needs ahead of their own.
Overcoming the Five Dysfunctions of a Team is not easy, but it is essential for
team success. By following these tips, you can help your team to become
more effective and to achieve its goals.



[5946]-2005 2