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    Shanmugam Annamalai
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    The document contains a case study about an employee named Rahul who is frustrated by his employer's recent reorganization around teams. [1] Rahul has always worked independently and received high performance reviews, but now 50% of his evaluation will depend on how well his design team performs. [2] Rahul argues it is unethical for the employer to force him to be a team player since he was hired for his individual design skills. [3] The case raises questions about whether the employer has broken an implied contract by changing Rahul's role and if they should provide Rahul an alternative independent work arrangement.

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    III PBAC

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    The document contains a case study about an employee named Rahul who is frustrated by his employer's recent reorganization around teams. [1] Rahul has always worked independently and received high performance reviews, but now 50% of his evaluation will depend on how well his design team performs. [2] Rahul argues it is unethical for the employer to force him to be a team player since he was hired for his individual design skills. [3] The case raises questions about whether the employer has broken an implied contract by changing Rahul's role and if they should provide Rahul an alternative independent work arrangement.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
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    18 views3 pages

    Iii Pbac

    Uploaded by

    Shanmugam Annamalai
    The document contains a case study about an employee named Rahul who is frustrated by his employer's recent reorganization around teams. [1] Rahul has always worked independently and received high performance reviews, but now 50% of his evaluation will depend on how well his design team performs. [2] Rahul argues it is unethical for the employer to force him to be a team player since he was hired for his individual design skills. [3] The case raises questions about whether the employer has broken an implied contract by changing Rahul's role and if they should provide Rahul an alternative independent work arrangement.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
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    of 3

    MAY 2012

    P/ID 37503/PBAC
    Maximum : 80 marks

    Time : Three hours

    PART A (5 5 = 25 marks) Answer any FIVE questions. All questions carry equal marks. 1. 2. Why organisation is considered as a social system? What are the various factors which personality development of an individual? affect

    3.

    Define motivation. Appreciate its importance to a modern enterprise. What is group dynamics? Why is it important for understanding organisational behaviour? Differentiate Introversion. between Extroversion and

    4.

    5.

    6.

    Define organisation structure. Why is it needed? Explain with example. How does a strong culture differ from weak culture? What is the concept of organisational conflict? Are organisational conflicts always dysfunctional?

    7.

    8.

    PART B (4 10 = 40 marks) Answer any FOUR questions. All questions carry equal marks. 9. 10. 11. Bring out with comments, the essence of learning theory of personality. Explain McClellands theory of motivation can achievement motive be developed. If yes. how? What are different theories of group formation? Do they explain group formation phenomena fully? How? What style of leadership has prevailed at NASA? What style do you think would work best? What are the various benefits and limitations that accrue due to management by objectives? What are the main features of Indian socio-cultural factors? How do these features affect the behaviour of people in an organisation? PART C (1 15 = 15 marks) Case Study O.K., I admit it, Im not a team player. I work best when I work alone and left alone, says Rahul. Rahuls employer, an office furniture manufacturer, recently reorganized around teams. All productions in the companys factory is now done in teams. And Rahuls design department has been broken up into three design teams. 2

    12. 13. 14.

    15.

    P/ID 37503/PBAC

    Ive worked here for four years. Im very good at what I do. And my performance reviews confirm that. Ive scored 96% or higher on my evaluations every year Ive been here. But now every thing is changing. Im expected to be part of our modular office design team. My evaluation and pay raises are going to depend on how will the team does. And get this 50% of my evaluation will be on how well I facilitate the performance of the team. I am really frustrated and demoralized. They hired me for my design skills. They knew I wasnt a social type. Now theyre forcing me to be team player. This doesnt play to my strengths at all. Is it unethical for Rahuls employer to force him to be a team player? Is his firm breaking an implied contract that it made with him at the time he was hired? Does this employer have any responsibility to provide Rahul with an alternative that would allow him to continue to work independently?

    P/ID 37503/PBAC

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