Organization Structure and Behaviour Page1of5 IMT14

Subject Code: IMT-14

Subject Name : Organization Structure and Behaviour

INSTRUCTION
a. Write answers in your own words as far as possible and refrain from copying from the text
books/handouts.
b. Answers of I
st
Set (Part-A), II
nd
Set (Part-B), III
rd
Set (Part C) and Set-IV (Case Study) must be sent
together.
c. Mail the answer sheets alongwith the copy of assignments for evaluation & return.
d. Only hand written assignments shall be accepted.
A. First Set of Assignments: 5 Questions, each question carries 1 marks.
B. Second Set of Assignments: 5 Questions, each question carries 1 marks.
C. Third Set of Assignments: 5 Questions, each question carries 1 marks. Confine your answers
to 150 to 200 Words.
D. Forth Set of Assignments: Two Case Studies : 5 Marks. Each case study carries 2.5 marks.

ASSIGNMENTS
FIRST SET OF ASSIGNMENTS Assignment-I = 5 Marks
PART A

1. What are some of the metaphors used to describe organizations? What is the significance of
thesemetaphors?
2. Howhasorganizationalbehaviorbeendefined?Whichfeaturescanbehighlightedfromtheway
theexpertshavedefinedOB?
3. Briefly explain the major lines of thought as far as research in the field of OB in India is
concerned.
4. Why is it important for organizations in India to search for hybrid, improvised models of
management?
5. How essential is it for organizations to adopt the modern management practices? To what
extentcantheyhelpinmaintainingorganizationaleffectiveness?

Organization Structure and Behaviour Page2of5 IMT14

SECOND SET OF ASSIGNMENTS Assignment-II = 5 Marks

PART B

1. WhatisMotivation?Whatareitsfeatures?Howdoesmotivationatworkbenefitorganizations?
2. WhatisthedistinctionbetweentheContenttheoriesandProcessTheoriesofmotivation?
3. Explainthemodelofmotivationgivenby:
a) TheDrivetheory.Whatareitsmajorlimitationsandcontributions?
b) Theneedhierarchytheory.Whatareitsmajorpointsofdeparturefromthedrivetheories?
c) Herzbergstwofactortheory.
d) VroomsVIEtheory.
4. HowdotheorientationstoworkelementsaffectworkmotivationinIndia?
5. Writeshortnotesonthefollowinginthecontextoftheirimportanceatwork:
a) EmotionalStability
b) Extraversion
c) OpennesstoExperience
d) Agreeableness
e) Conscientiousness
f) PositiveandNegativeAffectivity
g) SelfEsteem
h) SelfEfficacy
i) LocusofControlPerception
THIRD SET OF ASSIGNMENTS Assignment-II = 5 Marks
PART C

1. Explaintherelevanceofpowerdynamicsinorganization.Describethenatureofpower.
2. If you saw a diagram depicting an organizational structure, would you be able to identify the
sourcesanddirectionofpowerinit?Giveexamples.
3. Whatisleadership?Explaintherelevanceandimportanceofleadershipinthecurrentcontextof
changingandturbulentenvironment.
4. Prepareshortperspectivenotesonthefollowingtheories:
a) PersonalityandTraitsTheory.
b) OhioandMichiganStateUniversityTheories
c) TheoryXandYasleadershipassumptions.
d) FiedlersContingencyModel.
e) HerseyandBlanchardsSituationalModel.
f) BlakeandMoutonsGridtheory.
g) HousesPathgoalTheory
h) KerrandJermersSubstituteTheory
i) VerticalDiadorExchangeandTransactionalTheory.
j) TransformationalandCharismaticTheories
k) AuthenticLeadership.
Organization Structure and Behaviour Page3of5 IMT14

5. Howaremanagersdifferentformleaders?Doyouthinkgoodleadersshouldbegoodmanagers,
too?
FOURTH SET OF ASSIGNMENTS Assignment-IV = 2.5 Each Case Study
CASE STUDY - I

YouareamemberoftheGuestLectureOrganisingCommitteeinyourcollege.Attheendofoneguest
lecture, you have accompanied the guest speaker to your course instructors office, for an informal
wrapupconversationamongthethreeofyou.
The guest, Mr. Shrenik Das, is the VP (Production) with a Private Limited Joint Venture company that
manufacturestextilemachinery.AftertherecenthikeintheequityparticipationbytheGermanparent,
who is a global giant, the message is clear for Das this company is expected to become a hub that
servesthegrowingmarketinSouthAsia.
We really dont want to miss this great opportunity. Das tells you instructor. Your instructor asks,
how is the progress towards the new goal? Das answers, Well, I have employed almost all of my
learningfromthedaysofengineeringandallmyexperiencewiththegreatGermantradition.OurISO
certificate had lapsed three years back, we have almost completed our homework for reregistration.
Our technology is already the latest, our lines are wellbalanced and wellmaintained, and we have a
very elaborate system for controlling quality, defects and output and we have a great product, of
course. Yet, something is falling short. In spite of following all the correct practices , we have not
achieved the required level of productivity. How is the approach of your top management? Your
instructorenquires,Ohtheyarefullysupportive,Resourcesarenotaconstraint.IcansaythatIhavea
freehandmanagingmyoperationsat theplantjustthat,whenIlookatmystaff,sometimesIwishI
couldenergizethem.TheyarehighlydisciplinedandobedientyetIwonderifIamwrongwhenIthink
we could achieve much more if they were as fired up about the new goal as I am. I guess not all find
theirworkreallyinteresting.
HaveyoutriedOB?Youblurtout.WhencanOBdoforus?AsksDas.Twopairsofeyesarenowon
youandyouhavetwosecondsbeforeyouanswer.
(AimreinforceOBasoneoftheapproachestoorganizationaleffectiveness.FromDascomments,itis
fairly obvious that the quantitative, systems and strategic approach alone are not sufficient, unless
supplementedbyOB.PickcluesfromDaswordssuchasenergizedandfiredupandlinkthemtothe
possibleadvantagesofworkermotivation,commitment,engagement,involvementforexample.)
Questions:
1. IfyouweretoanswerthequestionaskedbyMr.Das,whatwouldyousay?
2. From what Mr. Das has described, what would be you basis of suggesting that OB could show
theway?
3. What specific areas of themes from the OB discipline can you recommend further work on, if
youranswerin(1)aboveislikedbyMr.Das?


Organization Structure and Behaviour Page4of5 IMT14

CASE STUDY-II
Rohit joined High Tech Computers after one year of experience as an Assistant Programmer at Zen
computers.HehadswitchedthejobforbettercareerprospectandfasterprogressbecauseHighTech
was larger and growing much faster than Zen and also had international clients. Rohit was sure he
woulddowellherejustashehaddoneatZen.
At High Tech, Rohit was a Senior Programmer and received a big salary hike. Upon joining, he was
assigned to Aparnas fivememberteam. Rohit had met Aparna during his orientation, and the rest of
his colleagues seemed warm, friendly and comfortablewith Rohits work. When Rohit asked his
colleagueDiptiabouttheirboss,Diptisaid,Shedoesnotinterferewithourwork.Dontbesurprisedif
attimesyouevenfeelignored.RohitdecidedthatperhapsAparnawastheonewhopreferredtoleave
everyone along in order to let them realize their own potential. After all it was fast growing industry
with a lot of scope for innovation, which could set one company apart from others. At Zen also, his
previous Boss, S.Reddy, had been his guide and mentor apart from being a boss always supervising
and available, aware of exactly where the work was headed, but never interfering. Reddy would let
Rohitmakemistakesandlearnfromthem.Heencouragedideasfromindividuals,andallowedthemto
discoverflawsinthoseideasthroughdiscussionwhichheseemedtoguideintherightdirection.With
Reddyanindividualwasrarelyresponsibleforafailuretodeliverwhenhewasamemberinateam.The
team as a whole was responsible for what they did, and Rohit remembered discussing at Zen that an
idealbossistheonewhodoesnotinterferewithhis/hersubordinateswork.AtHighTechnow,Rohit
wanted to believe that Aparna was the noninterfering boss who would let him perform and support
himinhisgrowthanddeliveryofresults.
Duringthefirstweekatwork,Rohitthoughtthattheworkatmospherewasabitdull,However,hewas
himselfquiteexcited.Histeamhadbeenassignedanewprojectwhichwasexperiencingafewglitches
withitsnewsoftware.Hehadbeenthinkingoftheseproblemsandtheirpossiblesolutiontilllatenight
and was often reminded of the charged atmosphere at Zen where his team members, similarly
engrossed,wouldkeeponIMingandsmsingeachotheraboutideasandopinionsaboutothersideas,
muchaftertheyhadleftoffice.
Here he could not wait to discuss his overflowing ideas with Aparna and he smiled to himself thinking
about how Aparna would react to his thoughts once he shared them with her. May be she would
instantlycallameetingofallprojectteammembers.Perhapseveryonewillnoticehowhehasstarted
contributing to the project from day one. These thoughts spilled into a daydream about all the
appreciationfromAparnaandothers.
Rohitwaitedfor15minutesafterhesawAparnawalkintoheroffice,andthencalledherupaskingifhe
couldseeher.Whenhewentintohercabin,shelookedupathimblanklyandasked,Yes?Notsureif
she had recognized him. Rohit introduced himself. She said, Yes, I know but why did you want to
meetme?Rohitstartedtodescribetheproblemswiththenewsoftwarethathisteamfaced.Beforehe
couldfinished,Aparna toldhim thatshewas busywithsome other things and that shewould send an
emailwiththesolutionstoallthemembersoftheteambytheendofthedayandthatthosecouldthen
beexecutedbyeveryoneimmediately.
Rohitfoundhimselftaken aback. HecameoutofAparnasoffice andwentstraighttowherehisteam
memberssat.Hethoughtitwouldstillbenicetodiscussallhisideaswithhisteammembersandhear
what solutions others might have thought of in a technical manner. When he spoke a little in this
direction, he thought that everyone else also might chip in but again to his surprise, others were
Organization Structure and Behaviour Page5of5 IMT14

disinterested.Salil,oneofhisteammatessaid,Whatisthepointindiscussingallthishere?Aparnahas
no time to listen to all this. Yet she will have solution which she will tell us and we simply have to
implement them regardless of our opinion, so why bother? Rohit was now feeling depressed. Is this
howhewasgoingtoworkhere?Herefusedtolosehisheartandmovedon.
Several days passed and Rohit realized that Aparna was a complete opposite of Reddy. In fact, Rohit
simply could not stop comparing the two. While she was efficient at what she did and was extremely
intelligent, she had neither the time nor inclination to groom her subordinates. None of her solutions
wereincorrectsofarbutshewasneveropentodiscussordebatethemeritsorpotentialeffectsofthe
ideas that her team members might have. She never held the team down to deadlines or interfered
with their execution of work. In fact, she rarely said anything at all if the work was not completed on
time.Tohersuperiors,shewouldjustblameherteamandthendissociateherselffromthem.
IncontrasttoS.Reddy,Aparnamanagedsuchlowlevelsofmotivationandteamspiritwithoutactively
doingmuch. Rohitsinterest inwork began to fade. Hewas not required tothink, his boss had allthe
answers.Helearntnothingnewandhefeltstuck.Hefeltdiscouragedanddiscountedaswhathehadto
offer not only went unrecognized but it was deliberately suppressed. His performance was becoming
looseandhewaslurkingdangerouslyclosetobeingjustanothermediocretechie.
Questions:
1. What is the interpersonal style of Aparna at Hitech? What in your opinion are its major
features?
2. Identify the strengths and weaknesses of these style features in terms of their influence on
issueslikemotivation,morale,turnoveranddifferentparametersofperformance.