Al - Qurmoshi Institute of Business Management, Hyderabad

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