Organisational Behaviour — DU Bachelor of Management Studies Previous Year Question Papers

Max Marks: 90 Afiempt Five questions in ALL Quest 1) Rajiv is a seasoned manager at MetroBuild Projects, known for his structured approach and high control orientation. However, when lransferred to a newly formed oeative team ofarchitects, he struggles to motivate them using his usual task-focused style. In contrast, another managel Priya, adapts het approach easily offering guidance when needed but empowering her experienced engineers to make key decisions independently. a) Using Fiedler's Conlingency Model, analyse why Rajiv's leadership style may or may not be effective in this new context. (9 marks) b) Apply the Hersey-Blanchard Situational Leadership Model to evaluate Priya's leadership effectiveness and identify which leadership style she is likely using. (9 marlo) Quest 2) Wdte short notes on any three of the following: (3*6 marks) a) Explain how managers apply legitimate, expert, and referent power in organisational decision-making. b) Apply the PAC model to identiff ego states in a workplace communication example. c) Suggest practical interventions organisations can implement to reduce employee stress. d) Explain why Emotional Inlelligence is critical for conflict resolution and leadership effectiveness. Quest 3) Ananya and Rohan recently joined a start-up that develops mobile applications. Both are equally skilled but very different in their working styles. Ananya is highly organized, prefers detailed planning before starting any project, and often makes lists oftasks to ensure nothing is missed. She enjoys working in skuctured environments and feels anxious when things are uncertain. Rohan, on the other hand, is spontaneous, enjoys brainstorming, and often comes up with creative solutions on the spot. He dislikes rigid schedules and believes flexibility allows for better innovation. During their first team project, Ananya became frustrated when Rohan kept changing ideas mid-way. Rohan, in tum, felt "What's the point of working so hard if others get the same or more for less efort?,, . "The whole system feels rigged there,s no hansparency." . "Recognition is random; we never know what,s expected anymore.,, Meanwhile, a few employees who had been recognised with small symbolic rewards (certificates, shout-outs in company meetings) expressed continued motivation despite receivilg lower monetary benefits. The HR Head, Neha, now faces the dual challenge of understanding why tle incentive scheme backfired and how to redesign the reward system to restore trust and motivation. a) Apply Vroom's Expectancy Theory to analyse why motivation levels declined after the bonus distribution. e marlu) b) Using Herzberg's Two-Factor Theory, identify which factors acied as hygiene and motivator elements in this situation. Explain why salary and bonuses alone failed to sustain employee motivation and what additional factors could enhance it. (9 narl<s) Quest 6) a) In a project review meeting, Arjun (Manager) tells Rhea (Team Lead)