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MANAGEMENT PROGRAMME

MS-26

Term-End Examination

op June, 2010tr)

MS-26 : ORGANISATIONAL DYNAMICS

C) Time : 3 hours Maximum Marks : 100

(VVeightage 70%)

Note :

There are two Sections A and B.Attempt any three questions from Section-A. Each

question carries 20 marks

(iii) Section-B is compulsory and carries 40 marks.

SECTION-A

Explain the group process in the organizationalcontext, and differentiate between natural and

created groups.

Discuss the notion of 'Power' in relation toorganizational dynamics. Discuss theclassification of power bases.

3. How is diversity management crucial in creatingand maintaining organizational effectiveness ?

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What are the facets of organisational culture ?Establish the linkage between OrganizationalCulture and Climate.

Write short notes on any three of the following :

Strategic Alliances

Causes and correlates of Alienation

Burnout

Transformational leadership

(e) Organizational Ethics

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SECTION-B

Read the following cases carefully and answerthe questions given at the end.

6. The Roopchand Departmental Stores, NewDelhi, has a separate section to sell wintergarments. This section consists of two groups :

permanent clerks and temporary clerks appointedduring winter season. Unfortunately, this sectionhas always witnessed a tug-of-war situationbetween permanent and temporary clerks. Thestory begins thus.

The permanent clerks, by virtue of their longand fruitful association in the DepartmentalStores, had developed intimate social relationsamong themselves. Usually, they take their lunchand tea together. They worked, like a well-knitgroup, in close proximity and not surprisingly,developed close relations even after the work isover. The slack period starting from April to

September every year had given them wonderfulopportunity to sit together, discuss about mattersof common interest, peep into each other's mindsand, if possible, solve their problems to mutualadvantage. Presently all of them are unmarriedwith the exception of two.

The temporary clerks were school girls whoare normally appointed before thecommencement of winter. Often, they have

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complained about their work in the WinterGarments Section and two of the clerks evendesired transfer to some other section after a shortstay. The reasons are quite obvious : Thepermanent clerks bothered little about helping thenewcomers. If the newcomer is not able to strikea deal with a customer, often, the permanentclerks joined hands in making uncharitablecriticism before the Section-in-charge. Being smallin number, the temporary clerks could not resistthe frequent onslaughts, which are at timesirritating and insinuating. The temporary clerkshad very little scope to blow off their "steam".

In this heated atmosphere, thedetermination of commission on sales remaineda contentious issue. The permanent clerks had,through an informal understanding, agreed notto boost up sales. They feared, inherently, thatfluctuations in sales would lead to fluctuation in

employment. At the same time, they could nottolerate the sight of a temporary sales person

pocketing a fair-share of commission. Theyalways felt that the temporary ones do not deserveany commission, because they have notcontributed anything on a continual basis for thedevelopment of the Department. Suffering froman inflated ego, they also believed that they hadthe right temperament and skill to boost up sales.Thus, in every way, the temporary sales clerks are

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inferior to them. Recently an unhappy situationhas developed when one of the temporary clerksis able to make a substantial sale to one of heracquaintances. Now, the permanent clerks beganto make a hue and cry regarding the commissionpayment. The poor sales clerk came to theAssistant Sales Manager with tears after having

been scolded bitterly by the permanent clerks forhaving sold a few sweaters in their absence.

The temporary clerks were always anxiousto show good performance so as to earn a positionin the department. To prevent this, the permanentclerks used to furnish false information aboutgarments' quality, negotiable price etc. Wheneverthe temporary clerk sought the help of a senior inselling the garments to the customer, the latterwould take over and claim the commission on saleherself. The temporary clerks were often assignedto insignificant tasks like arranging displays,rearranging garments, bringing garments fromstores, etc., and were prevented from striking itrich with customers. At every stage the temporaryones are taken for a ride by the permanent clerks.

Questions :

Explain the behaviour of permanent clerksin the Winter Garments Section from grouppoint of view.What action strategies would you evolve toimprove the situation ?

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7. Sonia was the head of the marketing servicesdivision at the Triumph Management Group Headoffice based in Bangalore. On face it appearedSonia was very lucky as she had it all - a highprofile job with a big company, high pay alongwith stock options, a likeable enthusiastic teamof co-workers. On the personal front Sonia'shusband was a senior financial specialist with amultinational firm and they had a daughter whowas going to a reputed school with a goodhousekeeper to look after the daughter and home.

On the job front, Sonia was liked not onlyby her colleagues but by her subordinates as wellas her superiors for her total commitment to thetask assigned to her, communication abilities andpleasant personality. The board of the TriumphManagement Group were deliberating on themerging of this company with their sister concernTrident Value Group so as to gain strategiccompetence. After this decision was tentatively

communicated there seemed to be visible certainworking conditions leading to manager's level ofperceived stress. The most stressful organisationalchange events were the frequent changes ininstructions, policies and procedures, facingunexpected crises and deadlines and suddenincrease in the activity level or pace of work.

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Sonia realised that stress was affecting herteam's performance because many of hermanagers complained about work overload,absence of a proper feedback and onlycommunication was received when performancewas found to be unsatisfactory, along with roleconflict and ambiguity. Sonia, at her level triedto address these issues by frankly telling hersubordinates that the management had not givenclear guidelines on how the organisationalchanges were going to affect this firm's employees.So till such instructions were received, they(employees) continue to work as per the currentrequirement. She also advised them to do regularphysical exercise and ensure a proper intake ofbalanced diet so as to reduce stress.

Very soon Sonia also started feeling thatstress was affecting her performance. She recalledthe turn of events after receiving oral informationon the managements decision to elevate her to thepost of Vice President (marketing). She had madetwo presentations of two important issues to theboard during the past 1 1/2 months. And theywere reasonably good based on the feedbackreceived from her superior. Sonia rememberedthat at the time of the presentation though 'keyedup', her presentation had revealed a lot ofenthusiasm, energy and confidence. She had beenable to answer almost all the questions putforward to her by the board members.

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But after the presentations, Sonia startedfeeling that at the work place, her schedule wasdominated by one crisis after another. On mostof the days when she came home it was very late,giving her hardly any time to talk and play withher daughter or talk to her husband. Many ofher work days started at 7 a.m. and continued tillalmost 10 p.m. She longed for quality timespecially to be with her family and also pursueher passion of playing the 'Veena', her favouritemusical instrument. Finally one fine day Soniapresented her resignation letter to her superiorquoting "personal reasons" as the reason forleaving.

Question for discussion :

How do you perceive the workingenvironment, contributing to the rising levelof stress in the organisation ?

What methods of stress management wouldyou suggest to the organisation in the abovecase, to reduce stress at the individualemployee level and organisational level ?

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