Organisational Behaviour

SUB : ORAGANIZATION BEHAVIOUR 1. Define organizational behavior, and organizational structure? 2. What is the difference between a manager and a leader? Do leaders need different skills to be effective? 3. What is the difference between a group & a team? What are the different types of work teams? 4. How would you define conflict? Distinguish between functional & dysfunctional conflicts by giving suitable examples? 5. Explain the different types of employee involvement and employee recognition programs with the help of suitable examples. 6. Select the most appropriate answer of the following: (20, each 2 marks) 1) The groups to which an individual aspires to belong, i.e. the one with which he or she identifies is called a) coalitions b) committees c) reference groups d) task groups 2) One small drawback of the five-stage model is that it a) ignores the organizational context b) ignores the situational factors c) ignores the individual attributes d) ignores the formal structure 3) Individual employees can be converted into team players through a) appropriate feedback b) training c) monitoring d) demonstration 4) One who tries to bring discipline and order through formal structures, plans and processes and tries to monitor performance against plans is a a) leader b) manager c) co-ordinator d) team-player 5) If the followers are able and unwilling, then the leader will have to use the a) authoritarian style b) participative style c) situational style d) strategic style 6) According to situational leadership approach, the style that denotes a high-task and a low-relationship style is a) selling style b) delegating style c) participating style d) telling style 7) Decision-making heavily depends on the individual a) understanding b) creativity c) perception d) ability 8) In formal groups and organizations, an individual has maximum access to a) referent power b) reward power c) legitimate power d) coercive power 9) In an attempt to preserve their perceptions, people tend to a) resist change violently b) ignore the change process c) create bottlenecks for change agents d) process information selectively 10) The process, which is aimed at seeking change in attitudes, stereotypes and perceptions, that groups hold of each other is called a) Organizational development b) Inter-group development c) T-groups d) Team-building SUBJECT : ORGANIZATIONAL BEHAVIOUR Note : All Questions are Compulsory Each Question Carries Equal Marks 10 Marks 6. Discuss about the contemporary organizational challenges in Indian industrial scenario 7. What are the “Big Five” personality traits? Which one seems to have the biggest impact on performance? How would the knowledge of the Big Five help you in your job as manger? 8. Describe and critique ways in which organization’s typically evaluate an ‘intervention’; what would you suggest they do to improve their evaluation design and methods? 9. What type of barriers prevent people from changing their attitudes? How can attitudes be changed? 10. Can temporary workers develop relational contracts with the host organizaton? Provide an informed and constructively critical social psychological justification for your answer. 11. Is the term ‘psychological contract’ more useful as an explanatory construct or as a framework for understanding and managing the employment relationship? Defend your answer on theoretical, empirical and practical grounds. 12. Using theories from the organizational psychology literature, explore how a leader can best ensure their team achieves its goals. 13. Describe and explain the difference between culture and climate in both theoretical and practical terms? Use ‘safety management’ as your context for this discussion Organizational Behaviours and Business Communication Q1. Using theories from the organizational psychology literature, explore how a leader can best ensure their team achieves its goals. Q2. Discuss about the contemporary organizational challenges in Indian industrial scenario Q3. Describe and critique ways in which organization’s typically evaluate an ‘intervention’; what would you suggest they do to improve their evaluation design and methods? Q4. Can temporary workers develop relational contracts with the host organizaton? Provide an informed and constructively critical social psychological justification for your answer. Q5. Is the term ‘psychological contract’ more useful as an explanatory construct or as a framework for understanding and managing the employment relationship? Defend your answer on theoretical, empirical and practical grounds. Q6. What are the “Big Five” personality traits? Which one seems to have the biggest impact on performance? How would the knowledge of the Big Five help you in your job as manger? Q7. What type of barriers prevent people from changing their attitudes? How can attitudes be changed? Q8. Describe and explain the difference between culture and climate in both theoretical and practical terms? Use ‘safety management’ as your context for this discussion Organizational Behaviour Case Studies Case (20 Marks) 4. Dolly Daleja continued to drum her fingers on her desk. She had a real problem and wasn’t sure what to do next. She had a lot of confidence in Sunny Master, but she suspected she was about the last person in the office who did. Perhaps if she ran through the entire story again in her mind she would see the solution. Dolly Raheja had been distribution manager for Raheja Industries for almost twenty years. An early brush with the law and a short stay in prison had made her realize the importance of honesty and hard work. Raheja had given her a chance despite her record, and Dolly Raheja had made the most of it. She now was one of the most respected managers in the company. Few people knew her background. Dolly Raheja had hired Sunny Master fresh out of prison six months ago. Dolly Raheja understood how Sunny Master felt when Sunny Master tried to explain his past and asked for another chance. Dolly Raheja decided to give him that chance just as Henry Raheja had given her one. Sunny Master eagerly accepted a job on the loading docks and could soon load a truck as fast as anyone in the crew. Things had gone well at first. Everyone seemed to like Jack, and he made several new friends. Dolly Raheja had been vaguely disturbed about two months ago, however, when another dock worker reported his wallet missing. She confronted Sunny Master about this and was reassured when Sunny Master understood her concern and earnestly but calmly asserted his innocence. Dolly Raheja was especially relieved when the wallet was found a few days later. The events of last week, however, had caused serious trouble. First, a new personnel clerk had come across records about Jack’s past while updating employee files. Assuming that the information was common knowledge, the clerk had mentioned to several employees what a good thing it was to give exconvicts like Sunny Master a chance. The next day, someone in bookkeeping discovered some money missing from petty cash. Another worker claimed to have seen Sunny Master in the area around the office strongbox, which was open during working hours, earlier that same day. Most people assumed Sunny Master was the thief. Even the worker whose wallet had been misplaced suggested that perhaps Sunny Master had indeed stolen it but had returned it when questioned. Several employees had approached Dolly Raheja and requested that Sunny Master be fired. To her dismay, Dolly Raheja found that rethinking the story did little to solve his problem. Should she fire Sunny Master? The evidence, of course, was purely circumstantial, yet everybody else seemed to see things quite clearly. Dolly Raheja feared that if she did not fire him, she would lose everyone’s trust and that some people might even begin to question her own motives. Answer the following question. Q1. Explain the events in this case in terms of perception and attitudes. Does personality play a role? Q2. What should Dolly Raheja do? Q3. Should she fire Sunny Master or give him another chance? Explain your answer with reasons. Q4. Explain the differing perceptions at Raheja Industries? Case (20 Marks) The case examines the increase in employee downsizing across the world in the late 20th and early 21st century. The case discusses in detail the downsizing concept and explores its positive and negative impact on both, organization and employees. The case also examines the ‘best practices' regarding downsizing and the steps downsized employees need to take, to overcome the trauma of being downsized and to find other jobs. It also discusses concepts such as flexible working arrangements and contingent employment that are being adopted by many companies to avoid the negative impact of downsizing. Answer the following question. Q1. Explain the concept of downsizing and describe the various downsizing techniques. Critically evaluate the reasons for the increasing use of downsizing during the late 20th century and the early 21st century. Also discuss the positive and negative effects of downsizing on organizations as well as employees (downsized and remaining). Q2. Why did contingent employment and flexible work arrangements become very popular during the early 2000s? Discuss. Evaluate these concepts as alternatives to downsizing in the context of organizational and employee welfare. Q3. Given the uncertainty in the job market, what do you think employees should do to survive the trauma caused by downsizing and prepare themselves for it? CASE (20 Marks) Tata Cummins Limited (TCL) is a 5050 joint venture between Tata Motors and Cummins Engine Co., Inc., USA. Tata Motors is the largest manufacturer of commercial vehicles in India, and Cummins Engine Co. is the largest 200+ HP diesel engine manufacturer in the world. The Joint Venture was incorporated in October 1993 and commercial production commenced on January 1, 1996. The vision of TCL is to be widely acknowledged and benchmarked as one of the best companies in the world. The company, thus, abides by the following core values: 􀀀 Care for customers 􀀀 Obsession for quality 􀀀 Care deeply about people 􀀀 Do what's right and not what's convenient 􀀀 Guarantee product leadership 􀀀 Responsible citizenship 􀀀 Relentless improvement TCL is a QS 9000 company. TCL Jamshedpur boasts of stateoftheart, fully airconditioned diesel engine plant, with a computerized Building Management System for safety and energy conservation. The plant has five major components manufacturing lines for Cylinder Block, Cylinder Head, Connecting Rod, Crankshaft & Camshaft, with the best measuring and gauging instruments to assure Consistent Quality. TCL has very strong systems and IT infrastructure for controlling and facilitating its operations. To further increase overall efficiency and visibility of information, Oracle Applications and a webbased Supply Chain Management System have been implemented in June 2000. Products The low emission Diesel Engines manufactured by Tata Cummins are for use in a new generation of Tata Motors Ltd's Medium and Heavy Commercial Vehicles. The engines conform to EUROI, EUROII & EUROIII standards for emissions. The 78 to 235 Horsepower engines have a high power to weight ratio and will enable Tata Motors Ltd. access new markets worldwide with its advantage of emissions, power, oil consumption and durability. Plant Tata Cummins has a modern manufacturing facility located adjacent to Tata Motors Ltd., designed by Kevin Roche, John Dinkeloo Associates of USA and C. P. Kukreja Associates of Delhi. The unique plant comprises a fully airconditioned 182 x 186 m building with precast\ concrete coffer roofing and 15 x 15 m bays. The North and South walls are of glazed curtain glass. Features such as a PLC controlled Fire Detection / Suppression System, Skylights and Building Management System ensures high levels of Safety and Energy efficiency. 5 | P a g e Organizational Strategy At Tata Cummins, the organizational strategy is designed by the leadership team which includes the top management and the department heads. The department goals are then formulated in accordance with the organizational goals. These goals are reflected in a document called 'GoalTree'. The tree also contains the action plan, the schedule for achieving the goals, and the persons responsible for achieving them. As per the GoalTree, the three organizational goals for 2005 are: 􀀀 Grow Sales to 853 crores 􀀀 Improve PBIT by 10% over last year and achieve 25% ROANA 􀀀 Achieve and Sustain the respect of all Stake Holders The organizational goals are broken down to the strategies. The initiatives for implementing the strategies are then identified. The responsibility for implementing these initiatives is then assigned to respective departments. Further, the tentative deadlines are also reflected. The targets are reviewed quarterly. Answer the following question. Q1. Do the core values, really influence and have a impact on organizational development ?Explain. Q2. Is organizational development depended internally on employees and externally influenced by customers? Discuss Case (20 Marks) Sunder singh had studied only up to high school. He was now 32 years of age, lived alone in a rented room, and worked together eight hour shift at on e petrol pump, then went to the other one for another eight hour shift. He had a girlfriend and was planning to marry. One day when he returned to work, he got a note from his girlfriend that she was getting married to someone else and he need not bother her. This was a terrible shock to sunder singh and he fell apart. He stopped going to work, spent sleepless nights, and was very depressed. After a month, he was running low on his savings and approached his earlier employers to get back his job, but they would not give him a second chance. He had to quit his rented room, and sold the few things that he had. He would do some odd jobs at the railway station or the bus terminus. One day, nearly two years ago, he was very hungry and did not have any money and saw a young man selling newspapers. He asked him what he was selling and he told him about Guzara(an independent, non profit, independent newspaper sold by the homeless and economically disadvantaged men and women of this metro city). Sunder singh approached the office and started selling the newspaper. He did not make lot of money, but was good at saving it. He started saving money for a warm jacket for next winter. He was reasonably happy; he had money to buy food, and no longer homeless and shared a room with two others. One day, with his savings he bought a pair of econd hand Nike shoes from the flea market. Sunder singh is not unique among low income consumers, especially in large cities, in wanting and buying Nike shoes. Some experts believe that low income consumers too want the same roducts and service that other consumer wants. The working poor are forced to spend a disproportionate percent of their income on food, housing, utilities and health care. They solely rely on public transportation, spend very little on entertainment of any kind, and have no security of any kind. Their fight is mainly for daytoday survival. Answer the following question. Q1. What are the features of low income consumers? Q2. How would you differentiate a low income consumers and high income consumers? SUBJECT: ORGANIZATIONAL BEHAVIOUR Total Marks: 80 CASE STUDY -1 (20 Marks) Introduction: XYZ -An Organizational Perspective The Pre-OD Scenario: Our Strengths and Areas of Concern In the years 1990-91 XYZ had grown into the largest Indian HARDWARE company with revenues of over Rs. 1100 crores and racing towards achieving its vision of being global top ten. As pioneers in the industry, XYZ’s strengths included on time delivery, premier position in the industry in terms of revenues, focus on training programs, quality initiatives, use of good technical tools and procedures and encouragement of individual excellence in performance.However, XYZ’s was also, at that point in time, grappling with a few areas of concern with regard to its operational paradigm. Mounting revenue pressures: The pressure to retain its strong premier position led the organization to tend towards short-term revenues, and relatively lesser efforts were being put into medium and long-term markets and activities (such as products and building up knowledge). Though XYZ’s built relationships with individual customers, Relationship Managers largely tended to focus on obtaining short-term projects – there was lesser investment on aligning to long-term objectives of customers. The approach, by and large, was of reactive project management and we were yet to espouse the approach of architecting proactive solutions for the customer. Selectivity in projects: There was a tangible tension at, XYZ’s between generating revenues and organizing strategically, on basis of technology and business areas, impacting selectivity in projects accepted. Pressures from customers on schedules was resulting in faster delivery and hence, snowballing into further pressure on future schedules. Focus on specialization: There was diffusion of expertise and we were yet to focus on building strategic expertise in individual centers. Employees were rotated across domains and skills in the interest of learn ability as well as for meeting requirements. In a sense, there was heightened focus on Voice of the Customer, in comparison to the Voice of Employee. Efforts on Experimentation & Innovation: The management at XYZ’s felt that by and large, employees tended to go straight by the book. Though Dr. De Bono’s techniques were introduced and employees trained on these techniques to encourage innovation, there was a need to scale up on perceived rewards for experimentation. Rewards and Recognitions: The reward structure at XYZ’s was, at this point in time, primarily focused on individual performance and we were yet to explore the institutionalization of team based rewards at the organizational level. Inter group co-ordination & knowledge sharing: Sharing of knowledge was very centre-oriented, and although, informally, best practices spread by interaction and word of mouth, we were yet to evolve a formal system which would capture these for ease of replication across projects. Multiple centers and multiple projects within the same centre ended up resolving the same sort of issues, resulting in avoidable rework. Branding and PR: Image building endeavors were not yet an area of focus and, in a subtle way, this affected the sense of pride of employees. Among educational institutions, this meant greater difficulty in terms of attracting quality talent, which further aggravated stress among the few key performers in the organization. By the year 2002, management felt the conscious need to bring in changes in our approach to the aforementioned areas, in order to align more closely with the customer, business and market requirements at an organizational level. Questions 1 List the various reasons in Organization xyz , which lead to its development? 2 If the organization had not invested in its employee, would they have developed? 3 Site few examples of Indian companies, similar to XYZ mentioned above? 4 What would have been the drawback of the XYZ Company prior to 1991? CASE -2 (20 Marks) The Great US Meltdown: Privatization of Profits, Nationalization of Losses AIG, Bear Stearns, Freddie Mac & Fannie Mae required government bail-outs. Lehmann Brothers has filed for bankruptcy. Merrill Lynch has been sold. Such grave situation of affairs reflects immense failures in respect of management, leadership and regulation of these firms. The government, like a knight-in-shining-armor, comes to the rescue and lends bail-outs worth a trillion dollars to these companies. Consider the fact that only 12 countries in this world have a GDP more than $ 1 Trillion and a country of more than 1 Billion joined this elite club only last year. This act of bailing-out using taxpayer's money has been rightly called "The Bail-out of all Bail-outs". Also this raises serious questions on the way money has been used to protect private companies, which was supposed to be used for benefits of the society by large. These bail-outs would certainly be a bitter pill to swallow for all those who argued that free market capitalism was the best, and there should be no regulations at all in an unfettered market. And this idea has been most certainly put to rest in the last few days with the US government curbing short-selling and offering guarantees to money market mutual funds on 19th of last month, as it attempted to bail-out hundreds of billions of dollars mortgage debts. This follows the bail-out of three financial giants early last month. The stocks soared in response to these actions. Though this certainly re-affirms the requirement for regulations, but the question arises as to what extent this marks a shift towards more interventions. It is a fact supported by many leading economists that history suggests that policy makers demand de-regulation during good times and bailing out in a big way at the times of crisis. The present action does address the short-term problems of liquidity crisis and mid-term problem of dealing with bad assets, but on the longer term regulatory issue, there is no strategic plan in place and that is really problematic. What is required is a complete overhaul of present regulations and not just more regulations. Moreover, the government rushed to rescue these firms without trying many of the private sector solutions. Questions 14. Is it fine to privatize profits and nationalize losses, is it right for organizational development ? 15. Was this a result of failure of leadership of these firms? CASE - 3 (20 Marks) Tata Cummins Limited (TCL) is a 50-50 joint venture between Tata Motors and Cummins Engine Co., Inc., USA. Tata Motors is the largest manufacturer of commercial vehicles in India, and Cummins Engine Co. is the largest 200+ HP diesel engine manufacturer in the world. The Joint Venture was incorporated in October 1993 and commercial production commenced on January 1, 1996. The vision of TCL is to be widely acknowledged and bench-marked as one of the best companies in the world. The company, thus, abides by the following core values: - Care for customers Obsession for quality Care deeply about people Do what's right and not what's convenient Guarantee product leadership Responsible citizenship Relentless improvement TCL is a QS 9000 company. TCL Jamshedpur boasts of state-of-the-art, fully air-conditioned diesel engine plant, with a computerized Building Management System for safety and energy conservation. The plant has five major components manufacturing lines for Cylinder Block, Cylinder Head, Connecting Rod, Crankshaft & Camshaft, with the best measuring and gauging instruments to assure Consistent Quality. TCL has very strong systems and IT infrastructure for controlling and facilitating its operations. To further increase overall efficiency and visibility of information, Oracle Applications and a web-based Supply Chain Management System have been implemented in June 2000. Products The low emission Diesel Engines manufactured by Tata Cummins are for use in a new generation of Tata Motors Ltd's Medium and Heavy Commercial Vehicles. The engines conform to EURO-I, EURO-II & EURO-III standards for emissions. The 78 to 235 Horsepower engines have a high power to weight ratio and will enable Tata Motors Ltd. access new markets worldwide with its advantage of emissions, power, oil consumption and durability. Plant Tata Cummins has a modern manufacturing facility located adjacent to Tata Motors Ltd., designed by Kevin Roche, John Dinkeloo Associates of USA and C. P. Kukreja Associates of Delhi. The unique plant comprises a fully air-conditioned 182 x 186 m building with pre-cast concrete coffer roofing and 15 x 15 m bays. The North and South walls are of glazed curtain glass. Features such as a PLC controlled Fire Detection / Suppression System, Skylights and Building Management System ensures high levels of Safety and Energy efficiency. Organizational Strategy At Tata Cummins, the organizational strategy is designed by the leadership team which includes the top management and the department heads. The department goals are then formulated in accordance with the organizational goals. These goals are reflected in a document called 'Goal-Tree'. The tree also contains the action plan, the schedule for achieving the goals, and the persons responsible for achieving them. As per the Goal-Tree, the three organizational goals for 2005 are: - Grow Sales to 853 crores Improve PBIT by 10% over last year and achieve 25% ROANA Achieve and Sustain the respect of all Stake Holders The organizational goals are broken down to the strategies. The initiatives for implementing the strategies are then identified. The responsibility for implementing these initiatives is then assigned to respective departments. Further, the tentative deadlines are also reflected. The targets are reviewed quarterly. Questions 1 Do the core values, really influence and have a impact on organizational development ?Explain. 2 Is organizational development depended internally on employees and externally influenced by customers? Discuss Case -4 (20 Marks) Benchmarking Performance Key performance indicators (KPIs) are the metrics deemed essential to understanding operational health. Measuring performance allows an organization to objectively determine what is working and what is not. In addition, by identifying successes, managers can reward and learn from best practices. "Measurement has the power to focus attention on desired behavior and results," said Gardner. "People will pay attention when they know their job is being measured, especially if the measurement is linked to compensation." When targets are set using validated, normalized data, measurement will support a means to determine operational improvement. Of course, it is critical to tie process improvement to measures that matter to an organization. In doing so, measures can provide: Feedback to guide change, Assessment and baseline information, A compelling business case, A diagnostic tool to identify areas for improvement and set priorities, and A basis for communication (using a consistent definition). Most measurement occurs at the process level, where the transformation from input (resources applied) to output (goods and services) takes place. The four main categories of metrics to assess performance at the process level are: Cost effectiveness (e.g., $ 6.22 per invoice), Staff productivity (e.g., 93 invoices processed per FTE), Process efficiency (e.g., 11.2 percent error rate), and Cycle time (e.g., processing time of 3.8 days). Cost Effectiveness Cost effectiveness measures tell how well companies manage cost. Normalized data usually include cost per unit, cost as a percentage of revenue, cost as a percentage of total budget, and actual costs versus budgeted costs. Supporting indicators include cost components as a percentage of total and disaggregated cost per unit. Examples of measures follow: Customer service/call centers o Cost per call (or cost per minute) o Cost per reported complaint Finance and accounting o Cost per invoice o Cost per remittance Human resources o Cost per recruit o Benefits administration cost per employee Staff Productivity Measuring staff productivity provides insights into how much output each FTE has produced. KPIs include units of output (e.g., invoices and purchase orders) per FTE and workload (e.g., customers and general ledger) per FTE. Supporting indicators can focus on factors influencing staff productivity such as hours of training per FTE and employee tenure. Examples of measures follow: Customer service/call centers o Calls per representative o Resolved complaints per FTE Finance and accounting o Invoices processed per accounts payable FTE o Remittances processed per accounts receivable FTE Human resources o Total organization FTE per HR FTE o Requisitions per recruiter Questions 1) Measurement has the power to focus attention on desired behavior and results," How it leads to organizational development? 2) Discuss benchmarking techniques, are really helpful for succeeding in I today’s scenario? Organizational Behaviour Q1. Explain the behavioral models of decision making in an organization. Q2. What is corporate identity? How can it affect the formation and maintenance of ‘relational’ psychological contracts? Q3. Why have theories of transformational leadership proven to be so popular in recent years? Q4. Compare and contrast the ‘planned’ and ‘emergent’ approaches to effecting organizational change. Q5. Describe and critique ways in which organization’s typically evaluate an ‘intervention’; what would you suggest they do to improve their evaluation design and methods? Q6. Why managers today pay more attention to the person organization fit then the personjob fit Q7. Explain about the ethics of manager in work situation. Q8. What is scientific management? How Hawthorne studies helps to understand work behavior? Organizational Behaviour Answer the following question. Q1. What are the critical issues & challenges faced by Mangers today which are compelling them to use OB concepts ? (10 marks) Q2. How are OB concepts addressed in Management functions, roles & skills ? (10 marks) Q3. Explain with Example Corporate Governance (10 marks) Q4. Are workgroups and teams a help or a hindrance to the achievement of organizational goals? (10 marks) Q5. Discuss three different criteria for ethical decision making (10 marks) Q6. Explain the three job redesign options. (10 marks) Q7. Discuss the importance of values (10 marks) Q8. How does line and staff organization structure differ from pure line organization structure? What are the benefits and limitations of lino and staff organization structure? (10 marks) Organizational Behaviour Q1. What is workforce spirituality? Q2. Explain the behavioral models of decision making in an organization. Q3. How does the study of personality helps in understanding organizational behavior? Q4. What – if any – is the difference between a leader and a manager? How can theories of leadership inform our understanding of effective management? Q5. Describe and critique ways in which organization’s typically evaluate an ‘intervention’; what would you suggest they do to improve their evaluation design and methods? Q6. Explain with Example Organisational Design Q7. What are the “Big Five” personality traits? Which one seems to have the biggest impact on performance? How would the knowledge of the Big Five help you in your job as manger? Q8. Describe the applications of models in Organisational Behavior. Organizational Behaviour Q1. What is workforce spirituality? Q2. Compare and contrast the ‘planned’ and ‘emergent’ approaches to effecting organizational change. Q3. Describe and critique ways in which organization’s typically evaluate an ‘intervention’; what would you suggest they do to improve their evaluation design and methods? Q4. What are the organizational challenges present in Indian scenario? Q5. Discuss three different criteria for ethical decision making Q6. Discuss whether there are gender differences regarding emotions Q7. Explain with Example Corporate Governance Q8. What are the critical issues & challenges faced by Mangers today which are compelling them to use OB concepts ? Organizational Behaviour Q1. Explain the importance of groups. Q2. What are the organizational challenges present in Indian scenario? Q3. Explain the relationship between competencies, attitudes and skills and how they affect work performance Q4. Describe and critique ways in which organization’s typically evaluate an ‘intervention’; what would you suggest they do to improve their evaluation design and methods? Q5. Outline factors that may affect the accurate evaluation of an intervention Q6. How have traditional theories in social psychology contributed to our understanding of how organizational identity is formed? Q7. What – if any – is the difference between a leader and a manager? How can theories of leadership inform our understanding of effective management? Q8. What is corporate identity? How can it affect the formation and maintenance of ‘relational’ psychological contracts? Organizational Behaviour Q1. What is scientific management? How Hawthorne studies helps to understand work behavior? Q2. Explain about the ethics of manager in work situation. Q3. Explain the relationship between competencies, attitudes and skills and how they affect work performance Q4. Explain with Example Organisational Design Q5. Compare and contrast the ‘planned’ and ‘emergent’ approaches to effecting organizational change. Q6. Theorists have attempted to define organizational cultures into specific taxonomies. How useful has this profiling work been to our understanding of cultural effectiveness? Q7. What – if any – is the difference between a leader and a manager? How can theories of leadership inform our understanding of effective management? Q8. What is workforce spirituality?