Al - Qurmoshi Institute of Business Management, Hyderabad

multi-choice questions & answers short type questions & answers mob planning organizational structure impression management osmania university maslow’s hierarchy of needs mba management & organization behaviour communication ethical behavior organizational culture planning in dynamic environment types of plans approaches to planning foundations of planning management of ability spatial visualization patterns of behavior values & beliefs components of organizational culture purpose of culture effects of culture organizational rites social consequences of organizational rites levels of corporate culture - iceberg analogy stories organizational level of analysis perceptual problems profiling stereotypes contrast effects selective perception halo effect projection self-fulfilling prophecy distortion management ability personality personality factors & traits cognitive ability physical abilities emotional intelligence successful intelligence perceptual speed number aptitude line & staff authority span of control decentralization centralization mechanistic organization organic organization structural contingency factors role conflict external conditions imposed on group stages of group development group member resources forming group processes functions of groups turning groups into effective teams forming characteristics status group structure factors affecting group decisions symbols language culture’s functions how culture begins how leaders shape culture keeping culture alive how employees learn culture organisational designs organisation structures organizational chart purposes of organizing elements in organizational design work specialization departmentalization responsibility authority unity of command delegation management resources managers management functions factors affecting organizational performance areas of managers levels of management managerial skills management process elements/components of management process organising staffing directing/leading coordinating controlling motivating communicating managers’ roles interpersonal roles adam smith’s contribution industrial revolution’s influence scientific management general administrative theory human resources approach quantitative approach process approach systems approach contingency approach gilbreths' contribution time & motion study administrative management weber’s ideal bureaucracy behavioral management hawthorne studies dale carnegie’s contribution theory x theory y theory z factors influencing perception characteristics of perceiver characteristics of target characteristics of situation stages of perceptual process information attention & selection organization of information information interpretation response to perceptual process information retrieval organizational behaviour levels of organizational behaviour nature of organizational behaviour organization importance of organizational behaviour individual level of analysis group level of analysis levels of analysis in organizational behaviour chain of command informational roles decisional roles big 5 model of personality organizationally relevant personality traits external locus of control importance of individual differences individual differences cosequences of individual differences individual differences in workplace internal locus of control self-monitoring self-esteem type a vs. type b personality mcclelland’s needs individuals in organization individuals organisation perception social perception model designing persuasive communications inoculation theory comparative advertising emotional appeals humour appeals fear appeals abrasive advertising sex appeals language aspects levels of formality in-group jargon deceitful language idiomatic expressions euphemisms slang expressions biased language stereotypes language processes to persuade by communication conflict overcoming barriers to communication communicating effectively in organizations communication process interpersonal communication importance of good communication sender message encoding noise receiver medium decoding dangers of ineffective communication communication media information richness grapevine communication strategies for communicating effectively in organ persuasive communications persuasion coercive power reward power rational persuasion power information power expert power power tactics strategies for attaining power power sharing good power & politics bad power & politics ways people respond to organizational politics defensive behaviour sources of functional & divisional power essay type questions mba questions - ou fill in blanks fill in banks fill in the blanks mba:mob questions & answers negotiation sources of conflict level of conflict on organizational performance views on conflict types of conflict pondy’s model of organizational conflict group-level conflict management conflict management individual-level conflict management negotiation process individual differences affecting negotiation cultural differences affecting negotiations improving negotiation skills negotiation skills power politics sources of individual power organisational politics legitimate power least preferred coworker approach lpc approach path-goal approach path-goal leadership styles path-goal leadership model vroom’s decision tree approach leader-member exchange approach hersey & blanchard model elements of leadershiplpc approach change types managing change challenges in change process change process change management management of change change management process preparing for change reinforcing change kurt lewin’s change management proces group development group tasks - complexity characteristics of effective groups effective team role groups group size storming leadership contemporary approaches to leadership early approaches to leadershipleadership leader trait approach traits/characteristics of effective leader behavioral approach consideration behavior initiating-structure behavior job-centered behavior employee-centered behavior equity theory goal-setting theory job characteristics model expectancy theory mcclelland’s needs theory expectancy relationships expectancy instrumentality valence communication in crisis situations crisis crisis situations effective strategies during crisis communication plan in crisis situations components of crisis communication plan internal communication plan action during crisis action after crisis barriers to communication unfreezing moving refreezing steps for successful change management areas of change in organisation strategic change structural change process‐oriented change people‐centered change reasons for change contemporary theory of motivation motivation early theory of motivation alderfer’s erg theory herzberg’s motivation-hygiene theory macgregor’s theory x and theory y reinforcement theory jcm three-needs theory mob questions & answers