‘School of Business Management Academic Year: 2015-2016 Mid Term Programme —M.B.A. —F.T. Subject: Individual Dynamics and Leadership Date: 22 -TULY ~1- Time:1hr.30mns. Note: The question paper contains 4 cases carrying equal marks. All questions are compulsory Case One Alex, Melvin, and Gloria are new employees at the city outlet of Café Co and their supervisor is Marty. Each of them is responsible for one of four stations, though this arrangement is flexible as employees often worked together at the same station and rotated their duties throughout the day. Their workload depended on the number of customers in their store at any one time and this depended upon the days of the weeks and times of the days when the outlet ‘would be at its busiest. During these periods, they are still expected to complete orders in a timely fashion, and they cope by preparing their station for the next order in advance and multitasking when preparing orders. At the end of the first month, Marty reviews the performance of the three. Gloria- 25 years old, has never worked before, is a college dropout and is uncomfortable talking English. She is under confident about her ability to independently work and is constantly seeking Marty's approval before finishing the task assigned to her. However, she is hardworking and never says no (o any additional tasks. Melvin- 22 years old, has previously worked in a coffee shop, is confrontational, knows the regulars and remembers their orders. Within a month he has learnt to operate the machines and the different recipes. However, he is often impatient with Gloria who comes to him for help. Alex- at 20 yrs. is the youngest, a local boy and a smooth talker. He is often found sitting and chatting with the customers. On two occasions he was caught giving free coffee to friends. Q 1. How will Marty modify/ reinforce the behaviour of Gloria, Melvin and Alex to be in line with organizational expectations? (3 M) Q2. Will the same approach work for all of them? Give reasons ( 2M)Case two It was past midnight in the cold December. Rohan's wife Sneha was worried as Rohan had returned from his office rather early and had locked himself in his room. He was not responding, to his phone calls either. Sneha had noticed certain erratic behavior in Rohan for last 15 days. He had become very morose. Rohan was working as a senior architect in the Design department of a medium sized architectural company. He was regarded as tough’ aggressive and smart person who had the unique ability to handle complex design problems and create innovative solutions. He was the star performer. The organization was going through the restructuring process which was vital for the future growth of the company. The process led to several changes resulting into cost cutting, job elimination and merger of certain departments into one. Rohan’s Design division was merged with the product division, changing his autonomy and reporting relationship. Rohan was visibly upset and opposed the idea. Other employees were also stressed by this change but reconciled with the situation as it was a necessary decision for the growth of the firm. Rohan started behaving in a strange way. On many occasions he humiliated other members or had outburst with anger. When a close colleague advised him to share his problems with a counsellor, he took it as an insult, Today, Rohan’s senior , Arun was shocked to find Rohan’s office in a total ‘mess the computer was also lying broken! Rohan was nowhere in the vicinity and he was not responding to phone calls. QI, Describe Rohan’s attitude towards work analyzing the cognitive, affective and behavioural components of attitude. (2.5 marks) Q2. Where would you place Rohan on emotional intelligence framework? Is it possible to improve the emotional intelligence of Rohan? (2.5 marks) Case three Ata recent graduation ceremony, Joe and Jenny, two graduates spoke excitedly about their Jobs. Both had interviewed for jobs as management trainee and accepted positions in differe organisations. The organisation Joe interviewed with used traditional interviewing techniques. He had a panel interview, and was asked basic questions. Jenny, on the other hand, participated in an all-day assessment. The first part of the day was spent in preparation for an exercise where she prioritized issues typical of those she would find in her in-basket on the job. The second task was a group discussion where Jenny displayed team skills. The third task was to prepare a PowerPoint presentation on a new product-launch idea Jenny would show the Department heads. Her afternoon was spent going over what she prepared in the morning and then finally answering basic interview questions. Each task she performed measured a specific aspect of her personality. The comprehensive tests showed Jenny the type of job she was being interviewed for, and also helped the assessors see how Jenny would fit into the job. A year after being hired, Jenny excels in her job. She gets along with her coworkers and is a perfect fit for the job she was recruited for. Her behavior has been consistent with that predicted by the assessment exercise. Jenny is a dedicated and dependable employee and her quality of work spoke of her high work standards. A year after being hired, Joe is back in the job market. The position he had accepted was not what he expected. The job did not fit with his personality: it required many hours behind a desk, as opposed to working on the field (something that Joe liked and wanted in his job). Joe’s had many ideas but the profile didn’t allow him to use any of those. Joe felt he was a poor fit for the role and that was the reason behind his low performanceWith reference to the case explain the Big Five personality model and its relation to high job performance. (5 m) Case four ‘Susan had been distribution manager for Clarkston Industries for almost twenty years. An early brush with the law and a short stay in prison had made her realize the importance of honesty and hard work. Susan had hired Jack Reed fresh out of prison six months ago. Jack eagerly accepted a job on the loading docks and could soon load a truck as fast as anyone in the crew. Things had gone well at first. Everyone seemed to like Jack, and he made several new friends. Susan had been vaguely disturbed about two months ago, however, when another dock worker reported his wallet missing. She confronted Jack about this and was reassured when Jack understood her concer and earnestly but calmly asserted his innocence. Susan was especially relieved when the wallet was found a few days later. The events of last week, however, had caused serious trouble. First, a new personnel clerk had come across records about Jack's past while updating employee files. Assuming that the information was common knowledge, the clerk had mentioned to several employees what a good thing it was to give ex-convicts like Jack a chance. The next day, someone in bookkeeping discovered some money missing from petty cash. Another worker claimed to have seen Jack in the area around the office strongbox, which was open during working hours, earlier that same day. Most people assumed Jack was the thief. Even the worker whose wallet had been misplaced suggested that pethaps Jack had indeed stolen it but had returned it when questioned. Several employees had approached Susan and requested that Jack be fired. Meanwhile, when Susan had discussed the problem with Jack, Jack had been defensive and said little about the petty- cash situation other than to deny stealing the money. To her dismay, Susan found that rethinking the story did little to solve his problem. Should she fire Jack? 1. Explain the possible barriers to social perception in the event that occurred in the case, (3 marks) 2. What should Susan do? Should she fire Jack or give him another chance? (2 marks)