Reference no: EM13875799
1. What is your understanding of Johari Window? What is the major difference between blind and hidden area, how does it facilitates a manager in his/her organizational life?
2. How will you use the concept of Transactional Analysis for removing dysfunctional behavior in your organization? Substantiate your answer with suitable illustration.
3. What is stress? Is it always bad for the individual? Explain the nature, mechanism and classification of stress.
4. In our culture, do you think the traditional or the behavioral approach to conflict management is most frequently taken by the managers? Give plausible reasons for your projected answer?
5. Apply the concepts of activities, interactions and sentiments to a group in which you have been a member either in academic setting or in a work setting and describe the events. Describe for each concept the required and emergent behavior in that situation.
1. Describe your own pattern of needs and discuss the kind of work environment that will be most satisfying to you in terms of fulfilling your needs from the any theory of work motivation.
2. Explain the concept of perceptual defence. What are most common perceptual errors that you make? How does it operate? How can we reduce it?
3. What is risky shift? Give an example of the operation of the phenomenon in any situation that you are aware of, or have been exposed to. Describe: A, the norms in any of your class project groups in which you have been identified, B. the extent of the cohesion in the group and the reasons therefore.
Case Study - KAlLASH GENERAL HOSPITAL
Kailash General Hospital is located in a medium sized suburban community. It serves a large portion of the surrounding area and is usually operating at or beyond its capacity. Each floor of the hospital has its own particular structure with regard to the nurses who staff it. The formal hierarchy runs from the supervisor (a registered nurse) to registered nurses (RNs) to licensed pra ctical nurses (LPNs) to students and nurses aides. Professionally, there are some duties that are supposed to be performed by only the RNs. The RNS are happy because they are very busy with other duties. over a long period of time, the RNs and LPNs ha ve worked out how to get the required tasks done quite efficiently, without thinking of whose job it's suppose to be. The hospital is normally so crowded that, even with every one performing all types of work, there never seem to be enough time or enough help
A current sticky point in the hospital is vacation privileges. They are different for various groups of nurses. RNs receive two week's vacation after nine months on the job while LPNs must work at hospital for ten years before being eligible for the second week of vaca tion. The LPNs believe this is extremely unfair and have been trying to have the privileges somewhat more equalized. Their efforts have met with little cooperation and no success. The hospital administration has simply told them that the vacation privileges are those stated in the hospital manual and that they see no need to change them.
The hospital procedure manual was developed in the early years of establishment in 1980s. It has never been revised since. Everyone knows that it is outdated and there is little similarity between what is done now and manual. Nearly everything has changed ever since it was written. Some of the nurses at kailash decided to take matters into their own hands. The LPNs on the fourth floor decided that if the manual were to be followed for the vacation privileges, they would follow it in all phases, going strictly according to books. This is when the difficulties started. The RN's have more work than they can handle, and the LPN's are just as busy only doing their "prescribed" duties.
Both are exerting as much effort as before, but less is being accomplished because to jump around from place to place and job to job to work strictly according to the manual. An example of this is taking doctor's order by telephone. When doctors phone in the type of treatment that a patient is to receive- medicines, time for dispensing such, diet and so forth -the manual prescribes that the order is to be taken by an RN. However, in practice whoever nearest the phone would take the order. If an LPN too the order, she had it signed by the supervisor (stationed at the desk) a s a safeguard. This saved the time and effort involved in getting an RN to the phone for every order.
Now, however, since they are working according to manual, the LPN's refuse to take the doctor's orders. They call for an RN when a doctor is on the phone. The RN has to leave the work she is doing, go to the phone, take the order, then go back to her unfinished work. This procedure waste the time of the doctor, the RN, and the person who had to locate the RN. Going by the book has raised the hostile feelings among both the group of nurses and among the doctors who work on the floor. Many believe this has led to reduction in the high quality of patient care.
The conflict brought on by the vacation privilege controversy resulted in other complaints. In the manual, the categories described for the vacation privileges are "supervisors" "RNS", "Lab technicians", and "others". The LPN's resented being placed in the "others" category, believing that they reserved a separate category because they have the same amount of training as other professionals, such as the lab technicians got a second week of vacation after only one year at the hospital. Another problem was that RNs were allowed to sign themselves in the job when they reported, whereas the LPNs were required to punch in. The LPNs time was carefully monitored.
They were docked in salary for any time missed. The. RNs complained to the hospital administration more frequently than ever about being understaffed. They felt that there should be more RNs on every floor on every shift. The shortage was especially acute at nights when unfamiliarity with individual patients often led to mix-ups in the treatments.
The ill feeling led to the nurses to argue among themselves. The LPN felt that they always do more work than the RNs, that they spend more time with the patients because the RNs had more to do at the desk, and that they know more about treatments because they more often accompanied doctors on their rounds. They now voiced these opinions. The RNs argued that they were superior because of their longer and more extensive formal training.
All these factors combined to bring about a tremendous drop in morale and a marked decrea se in efficiency, and the conflict was in danger of spreading to the other floors in the hospital.
1. Why is there such conflict between these groups?
2. What are the consequences of this conflict?
3. What will you do as a consultant to this hospital?
1. The Hawthorne experiment was started by:
a. Kurt Lewin
b. B.F. Skinner
c. Elton Mayo
d. W. Dickson
2. The Hawthorne experiment was started by:
a. F. W. Taylor
b. Max Weber
c. Henri Fayol
d. L. Urwick
3. Father of Admmistratlve Management:
a. F. W. Taylor
b. Max Weber
c. Henri Fayol
d. L. Urwick
4. The 'Carrot and Stick' theory of motivation is related to:
a. Theory X
b. Theory Y
c. Theory Z
d. Maslow's need hierarchy
5. The dual factor theory given by:
6. Learning is a behaviour.
c. Relatively permanent
7. The concept of observational learning is given by:
8. Reinforcement principles is associated with:
9. Attribution theory has been proposed by:
c. Dollard & Miller
10. The "ERG' theory is related to:
11. The motives which are unlearned but not physiologically based are called:
a. Primary Motives
b. Secondary Motives
c. General Motives
12. Equity theory of motivation has been advocated by:
a. Porter & Lawler
13. Rorschach is a:
a. Personality inventory
b. Projective technique
c. Situational test
d. Group test
14. Individual exposed to ambiguous pictures and to makeup a story:
15. Field theorist is called:
a. Trait theorist
b. Learning theorist
c. Holistic theorist
d. Work theorist
16. Which one is called as trait theorist?
d. Doliard & Miller
17. The father of stress:
b. Hans Selye
c. Cooper & Marshal
18. Perceptual organization is determined by:
a. Functional factors
b. Mental set
c. Physiological factors
19. Divergent perceptual sets may cause:
a. Industrial conflict
20. One of the sub-process of perception is:
a. Halo effect
21. Cluster is a type of:
b. Informal Organization
c. Formal Organization
22. The basic influence is informal organization is:
23. Bases of power identified by:
a. French & Raven.
b. French & Bell.
d. French & Thomas
24. Elements of interaction, activities and sentiments given by:
25. There are stages of group development:
26. Asch experiment was on:
a. Decision making
b. Group pressure
c. Group thinking
d. Group size
27. Labour power represents:
a. A power bloc
b. A power elite
c. Power corollary
28. Which is positively related with group cohesiveness?
a. Legitimate power
b. Expert power
c. Referent power
29. Authority can be classified as:
a. Rational, traditional and charismatic
b. Basic, general and independent
c. Coercive, legitimate and referent
30. Who has conducted autokinesis experiments:
31. Which of the following is more relevant is determining ability of individuals to remember communications over time:
a. Non-verbal communication
32. Which of the following is concerned with an understanding of interpersonal styles in social encounters?
a. Communication networks
b. Johari Window
c. Flow pattern of message
33. Which of the following communication networks is more effective vis-a-vis speed and accuracy of performance?
34. Which one is called a naturalistic or an organic organization?
c. Free form
35. Which of the following is the vertical expansion of jobs:
a. Job enlargement
b. Job enrichment
c. Job rotation
36. Which is neo classical theorist:
37. Which of the following is the vertical expansion of jobs:
a. Job design
b. Job enrichment
c. Job rotation
d. Job enlargement
38. One of the objectives of organizational change is:
a. Increased motivation.
b. Greater innovation
c. Changes in an organization's level of adaptation to its environment.
39. Provided five OD steps comprising diagnosis, strategy planning, education, consulting and training and evaluation.
a. Blake and Mouton
40. One of the advantages of process consultation is:
a. Stress on participants involvement
b. Involvement of little time and cost
c. Focus on significant interpersonal inter group problems