MS-26 Organisational Dynamics Test Paper

MBA - Master of Business Administration

Note: There are two sections A and B. Attempt any four questions from Section A. Each questions carries 15 marks. Section B is compulsory and carries 40 marks.

1. Explain the characteristic features or primary and secondary groups in organizations. Discuss the nature of group influences citing examples from he organisation.

2. What do you understand by the concept of transformational leadership? Explain the need for transformational leaders. Cite examples.

3. Explain the significance of a learning organisation. What are the facilitators and retarders of organisatioanl learning? Describe with suitable examples.

4. What do you understand by "work force diversity" and its significance? What are the different approaches to understanding work force diversity and its implications for human resource management? Discuss.

5. Explain the significance of organisational ethics and values in the present day scenario? Discuss how ethics can be incorporated in organisational culture.

6. Write short notes on any three of the following:
i) Burnout
ii) Process of employment
iii) Alienation
iv) Cross cultural dynamics
v) Strategic alliance

SECTION B

Read the case given below and answer the questions given at the end of the case.

The Future Bank has a large number of branches spread across India. One of its branches is located at Aliganj in Lucknow. The branch was in a very difficult situation. The reputation of the branch was going down. So the local controlling office decided to transfer the existing branch manager. Mr. Shankar Nanda. Mr. Nanda had good knowledge in banking, His background in training was also more than expected. But one major gap in his career was that he had never worked in any branch and had only worked on the controlling offices. His communication skills were also not good. He had a reputation of using rough language while talking to his subordinates. However the staff of the Aliganj branch was very delighted, when they heard about the new manager an started expecting that the branch would regain its lost reputation under his leadership.

When Mr. Nanda took charge of the branch, everybody was excited. He called a meeting and got himself introduces to each and every staff member. In his address to the staff. One of his sentences was "Either you do the work or leave it to me." He did not try to make the employees realize, what their lacunae were and how to do the work property. He even interfered in the affairs of different departments without consulting the departmental heads. Due to this policy, most of the staff started leaving their work or not taking responsibility. The sincere officers were overworked. One of the departmental heads even suffered from major heart problem and went on leave.

One young officer, Mr. Mahoni, who had just completed his probation, had also joined the branch just two months before. He was very sincere and had learnt a lot during his probation period. He was also very hood and perfect in his work.

When such an uncontrollable situation arose in the branch, Mr. Nanda started putting pressure on Mr. Mahoni, He had this idea that as Mahoni was new to the bank and the junior-most officer in his branch, he could do whatever he would be asked to do Mr. Mahoni had also got an interview call for the next senior position from another leading bank. Mr. Nanda celiberately handed over the open letter to Mr. Mahoni just on the day of the interview with an excuse that it had reached the same day.

Mr. Nanda asked Mr. Mahoni to take charge of the advance department. At that time, the head of that department was on leave for an indefinite period due to his heart problem. He had requested for a transfer to Mumbai as he was a patient of the TATA Hospital and his family was also residing there. The other two officers were not working sincerely – neither did they know the work not wanted to take any responsibility. Mr., Mahoni took charge of that department.

But after two days, he felt suffocated. There was no document available in that department of the old loans. He did not also get any help from his peers regarding the matter. Then he went to the manager and requested him to shift him to another department. The manager did not agree and started abusing him and both of them got into an argument:

Mr. Nanda: You gave to do the work, because I have asked you to.

Mr. Mahoni: I am working for the Bank. If the Bank wants me, then I will definitely do. I am sorry, I cannot do it just because you are asking me to and that also, when I am not able to work there properly up to my satisfaction. You post me in some other department.

Mr. Nanda: Than I will not do.

Mr. Mahoni: Then you post all you officers in that department. I will manage all other departments single handedly.

Mr. Nanda: I am releasing the officer order, and you have to sit there whether you do the work or not.

Mr. Mahoni: Then I will resign from the job. You take my signature on any plain paper.

Mr. Nanda: You do not know how to behave. How can you argue with your senior? Who gave you a job in such a reputed bank? You have to do what I will order you to do.

Mr. Mahoni: I cannot sit there. I am taking leave for today and going home.

Mr. Mahoni came out of the cabin, went to the Head of the Administrative Department, gave him an application stating that he was not feeling well and he would like to go home and then he went home. The next day, he came to the office in the morning at his usual time. After some thirty minutes, he got a call from a member of the officers association, Mr. Bose. Mr. Mahoni was never dependent upon or had ant relation with the Officers Association. So they thought that this was the perfect situation to let him understand the value of the Association

Mr. Bose: We heard that Mr. Nanda is harassing you !

Mr. Mahoni: Who told you?

Mr. Bose: I heard it from your office. Why are you not telling me?

Mr. Mahoni: He is my manager. If he has told me something that is either for my benefit or for my bank’s benefit.

Mr. Bose: I am sorry. May be I got the wrong information.

Mr. Mahoni reason for not telling the fact to Mr. Bose was that he always considered the branch as his family. He had thought if anything had happened in the family, Why should a person from the outside be consulted? His manager was the chief of his branch --- a father figure for him, so he should not complaint against him.

Then again in the evening, a call came from Mr. Karmarkar --- local secretary of the Association. He started taking against Mr. Nanda.

Mr. Karmarkar: We heard that Mr. Nanda is harassing you. Because you joined new, he wants to exploit you.

Mr. Mahoni: No Sir, nothing had happened. Whatever he had said, it may be for my benefit or for my bank’s benefit.

Mr. Karmarkar: You do not worry. We are there with you. We will teach him a lesson. I am calling a meeting today in the evening in your branch only.

Mr. Mahoni: I don’t think it is necessary.

Mr. Karmarkar: You do not know anything. You have joined the bank recently. You should to tackle these persons. You should tell us everything.

Mr. Mahoni: No Sir, I don’t need you help this time. If ever I need your help, I well tell you. Thank you for your concern.

When Mr. Mahoni did not listen to the Association, they called a meeting in which they went against Mr. Mahoni. They decided, how could he tell anything to Mr. Nanda who is such a senior officer? He should ask Mr. Nanda to issue a memo against him. Then only would he understand the value of the officer’s Association."

And Mr. Nanda agreed to issue a memo and ordered personnel department accordingly. Next day morning when Mr. Mahoni came to office he found the memo on his table.

Questions:

a) Do you feel that the role played by Mr. Nanda is justified keeping in view the empowerment process?
b) Who is right - Mr. Nanda or Mr. Mahoni in terms of functioning of the organisation?
c) Why did Mr. Nanda fail in empowering his subordinates?
d) If you would been in the position of the personnel officer, what should you have done.