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MAY 2009 OLD

M.B.A. (Sem. – I)

May 2009

ORGANISATIONAL BEHAVIOUR & PRINCIPLES & PRACTICES OF MANAGEMENT

(2005 Pattern) Time: 3 HoursI   [Max. Marks: 70

Instructions to the candidates:

1)  Question NO.1 is compulsory.

2)  Solve any Three questions of the remaining.

Q1) a) Define Organisational Behaviour. Explain Autocratic & custodial models

          of OB.                                                                                       [10]
      b) Define management. Explain various functions of management.          [15]
Q2) Elaborate A.H. Maslows need hierarchy theory of motivation.                  15]
Q3) Define leadership. Explain the styles of leadership.                      [15]
Q4) What do you mean by planning. Explain the purpose, planning premises and
          MBO.                                                                                        [15]
Q5) What is departmentation. Explain line & staff authority and de-centralisation.
           [15]
Q6) Explain the concept of conflict management & explain the process.         [15]
Q7) Write short notes on (any three):                                                 [15]
      a) Formal organisation & Informal groups.
      b) Control techniques.
      c) Organisational commitment.
      d) Job satisfaction.
      e) Steps in decision making process.
MAY 2009 NEW
(2008 Pattern)
Time: 3 Hours}                                                                         [Max. Marks :70
Instructions to the candidates:-
1)       Question number one and six is compulsory.
2)       Attempt any three questions out o/remaining questions.
3)       Marks are indicated against each question.
Ql) a) Define Organisational Behaviour. State its importance and scope. [10]
      b) Elaborate the contributions put forth by F.W. Taylor & Henry Fayol
          towards evolution of management thoughts. [15]
Q2)   Define planning. Explain steps involved in planning and state the
         limitations in  planning.   [12]
Q3) Explain the meaning of personality. What are the determinants of
       personality? [12]
Q4) Define Decision making. Explain its importance and process. [12]
Q5) Short notes (any three) [12]
       a)         Maslow’s theory of need Hierarchy.
       b)          Stress as a motivator.
       c)          Leadership styles.
       d)         Decentralisation.
       e)         Process of controlling.
Q6) Case study      [9]
Giridhar had come a long way from when he joined R.P. Communications (having a turnover ofRs. 20 lakhs) as a trainee artist in 1995 and today he had come to occupy the position of Creative Head at R.P. Communications (with a turnover ofRs. 15 crores). As a young trainee (in 1995), Giri (as Giridhar is addressed by his colleagues) has been an amicable personality, he had always displayed keenness to gain knowledge – learn more, many-visible traits of creativity – in the sense try to make “unique”/different from others presentations, willing to share information and so on. It was typically these qualities ofGiri which made him approachable to others and appreciated by one and all, and also saw him rising in the organisation structure.
Nicky Tanwar, the Creative Director at R.P. Communications, who had known Giri right from the time he had joined R.P. Communications as trainee, was surprised and recalling the contents of the just concluded meeting with the members of the creative team at R.P. Communications. Meena (a recent recruit at R.P. had said “Madam, Giri sir, scares the hell out of us by re~using to listen to our point to view”. Raj an executive at R.P. Communications had revealed “Madam, Giri withholds important information from us, and creates conflict when he has to interact with other teams at R.P”.
Mohan, a senior creative manager at R.P. had said Giri, seems to have changed, he seems to prefer to adopt a forcing style, like a controller, and expects all the assignments to be completed before time, and doesn’t entertain any questions or queries from any of the creative team members. Nicky found it hard to believe that a likeable person such as Giri could cause conflict. Nicky had promised the creative team to look into the matter and have a talk with Giri also. After an informal chat with Giri, Nicky felt that one of the causes of Giri’s behaviour could be Role Ambiguity. This she had concluded from one statement made by Giri “You know Nicky, my team is good, however, they expect me to behave as I was before. I am trying my best to convince them that in my new role I am expected to perform even better than before”. Nicky decided to seek the help of CEO of learn & Grow Leadership Centre (LSLG), a Training firm, who regularly holds workshops meant for helping professionals and executives of firm~ to diagnose their own behaviour patterns as well on how to manage stress that could cause various levels of conflicts for the individual as well as the organisation.
Questions for Discussion
      1. What do you think is the major cause of the problem in the above case?
      2. Do you agree with Nicky that Role Ambiguity may have caused a change
           in Giri’s behaviour? Why?
       3.         Can you suggest ways in which firms such as R.P. Communications can
           avoid such occurrences in future?
DECEMBER 2008
(101) ORGANISATIONAL BEHAVIOUR AND PRINCIPLES AND PRACTICE OF MANAGEMENT
(Sem.- I) (2008 Pattern)
Time: 3 HORS                                                             Max. Marks :70
Instructions to the candidates:
        a) Question number five is compulsory.
          b) Attempt an three questions out of remaining questions.
          c) Marks are indicated against each question.
Q. I) a) Explain the importance of planning as the beginning of process of
         management. State how decision making plays vital role in the exercise of
         planning.                                                                                                   [9]
     b)  Distinguish clearly between intrapersonal and interpersonal conflicts.
         Quote an example. How does it deteriorate team work in the
          organisation.                                                                                            [6]
Q. 2) a) State how systems Approach and contingency Approach have played
          the role of integrating various fragmented approaches of management       (9]
b)      Explain the theory of transactional Analysis. Discuss ego states as its
     link.                                                                                                  [6]
Q. 3) a) Which leadership style is suitable to HR Manager of I.T. industry in the
        present era. Give justification.                                                                    [9]
       b) Discuss merits and demerits of formal and informal group formation in    industrial organisation functioning at national level.                                    [16]
Q. 4) Write shol1 notes on any  three.                                                         [15]
a) Line and staff authority.
b) Merits of decentralisation
c) Management by objective
d) Group Dynamics
e) Maslow’s theory of Need Hierarchy.
Q5)
a)     Mr. Ramakant kirad is entrepreneur of a company in Pune employing 300 employees. It is manufacturing spare parts of four wheeler. The company being quality conscious, it has earned good name and getting heavy orders from domestic and foreign markets. Mr. Kirad is planning to convert domestic company into multi-national company. As an Agent of change management, advise Mr. Kirad how to deal with following theories of O.B. in his proposed project.
        i)      Long term and short term planning.
        ii)     Pro-active and Re-active approach.
        iii)     Strategic planned change.                                                          (13)
Mr. Sudhakar Soman is a leading Builder in Pune. During last decade, he has be come popular in and around Pune as a prominent builder. The size of his organisation is increased tremendously. Mr. Soman has appointed his several relatives and friends on key positions. At the beginning of organisation, very meritorious employees have been appointed who are now senior in status. Of late, the relatives and friends of Mr. Soman have been behaving very rudely and arrogantly. The result is seen in resigning by the senior employees. Some of them joined the rival group of builder. When the owner ·Mr. Soman has realised the reason of exodus, he has made up his mind to restore normalcy, stopping chaotic condition. Advise Mr. Soman considering following principles o”(management, for restoring homogeneity.
a)     Principle of hierarchy
b)      Constructive leadership
c)      Recruitment and selection
d)     Informal organisation                                                                        (12)
MAY 2008
101:ORGANISATIONAL BEHAVIOUR & PRINCIPLES &
PRACTICES OF MANAGEMENT
(Sem. – I) (2005 Pattern) (101)
Time: 3 Hours]                                                                            (Max. Marks :70
Instructions to the candidates:­
1) Q. No.1 is compulsory.
2) Solve any three out of the remaining.
Ql)  a) Define the term organisational behaviour. Explain anyone model of O.B.       [15]
b) Elaborate the evolution of management thought & its relevance in today’s
    scenario.                                                                                         [10]
Q2) What is the meaning of the term personality? How can personality be developed?
[15]
Q3) Explain the nature, importance & purpose of planning.                             [15]
Q4) Define motivation. Elaborate A.H.Maslow’ s hierarchy theory of motivation. [15]
Q5) “Controlling techniques are very effective in an organisation”. Elaborate. [15]
Q6) Explain trait theory & point out its major limitations.                          [15]
Q 7) Write short notes on: ( Any three)                                              [15]
a) Formation of team.
b) Principles of decision making. c) Dimensions of attitude.
d) MBO.
e) Stress management.

 

APRIL 2012

Total No. of Questions : 7

Total No. of Pages : 1

Subject Code – 101

Course: M.B.A.

(2008 Pattern) (Sem. – I)

Time :3 Hours] [Max. Marks :70

Instructions to the candidates:-

1) Answer any five questions.

2) All questions carry equal marks.

Q1) Define organizational behaviour. Explain its importance and score in detail.

Q2) What are various theories of motivation? Discuss any one of them with suitable examples.

Q3) Define ‘morale’ and explain its relationship with ‘productivity’ in an
organization.

Q4) Discuss Henry Fayol’s principles of management with suitable examples.

Q5) What are the schools of management thought you have studied? Discuss at
least two of them in your own language.

Q6) What is PODC? Explain each concept with suitable illustrations.

Q7) Write short notes on any two :

a) Johari window.

b) Stages in group formation.

c) MBO.

d) Line and Staff Authority.

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