Maharaja Krishnakumarsinji Bhavnagar University Organisation Behaviour for Hospital Management model question papers

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Posted Date: 23 Nov 2008      Posted By:: pushpam    Member Level: Gold  Points: 5 (₹ 1)

2007 Maharaja Krishnakumarsinji Bhavnagar University M.B.A Organisation Behaviour for Hospital Management Question paper

Course: M.B.A   University/board: Maharaja Krishnakumarsinji Bhavnagar University


Hospital Management
Organisation Behaviour for Hospital Management

Time : Three hours Maximum : 100 marks
PART A — (5 ? 8 = 40 marks)
Answer any FIVE questions.
All questions carry equal marks.
1. Explain the need for and the approaches to the study of organisational behaviour.
2. What do you mean by group dynamics? Explain in brief its relevance to the organisation behaviour.
3. What do you understand by system four management? State its qualities.
4. What is meant by hurdles in communication? State the methods for reducing them.
5. What do you understand by stress? State its consequences and the methods for its management.
6. What are the different types of powers? Suggest measures for effective use of power.
7. What is meant by organisational effective? State the methods for measuring such effectiveness.
8. What do you understand by organisational Development? State the major intervention techniques.
PART B — (4 ? 15 = 60 marks)
Answer any FOUR questions.
All questions carry equal marks.
9. What do you mean by personality? What are the different theories of personality?
10. What do you understand by Group Cohesiveness? State its relevance in organisational behaviour.
11. What are the various steps in communication? State the principles of effective communication.
12. Define power. State its characteristics.
13. What are the dysfunctional effects of organisational politics? What should a manager do to effectively handle organisational politics?
14. What are the major functions of the informal group leader? Do you think that the informal group leaders can make effective formal leaders?
15. Explain the relationship between causal variables and intervening variables in establishing organisational effectiveness.

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