7/30/2019 OB-II_POB1A

1/3

Subject Code: POB1A

Paper: OB-II

Specific Instructions:

Answer all the five questions.

Marks allotted 100. Each Question carries equal marks.

Word limit is 250-300 words

General Instructions:

The Student should submit this assignment in the handwritten form (not in the typed format)

The Student should submit this assignment within the time specified by the exam dept

Each Question mentioned in this assignment should be answered within the word limit specified

The student should only use the Rule sheet papers for answering the questions.

The student should attach this assignment paper with the answered papers.

Failure to comply with the above Five instructions would lead to rejection of assignment.

_____________________________________________________

Question No1

Conflict is not bad in every situation. Elaborate the statement.What measures are to be taken to take conflict to right end?

Question No2

Write an essay on performance appraisal.

Question No3

Write short notes on ofthe following:1. Role- man fit model.

2. Job enrichment

3. Training of employees

Question No4

Discuss the concept of leadership. Mention the various theories ofleadership.Elaborate the trait theory of leadership?

Question No5

Case Analysis

7/30/2019 OB-II_POB1A

2/3

Ramona Ortega pulled the trailer into the parking lot of the LoewsAnatole Hotel in Dallas and sighed with relief that her long trip fromSanta Fe, New Mexico, was over. The trailer was packed with samplesof handmade Native American dolls from her factory. She hoped thatshe would get many orders for them during the next 3 days at the

Southwestern art and furniture shows in Dallas. As she checked intoher room, she recalled many of the difficult times she and herhusband, Hector Ortega, had overcome during the last 3 years.First, productivity at the factory had been lower than they thought itshould be. They had hired local workers to help them, and her husbandhad devised a pay system for the workers. He had carefully explainedthe system to them and had offerd them the opportunity to askquestions about how the system worked. Because many of the workershad never made dolls, they didnt ask any questions. Their onlyrequest was to be paid a straight hourly wage. Although the Ortegashad thought that an incentive system would encourage workers to be

more productive, they finally agreed to pay them on an hourly basis.The manual skills required for assembling the dolls were similar, so allemployees were paid at the same rate.The Ortegas soon found that the work habits of their employees wereerratic. They were surprised one day when none of the workers showedup for work. They soon learned that it was the first day of deer huntingseason and that many employees in Santa Fe treated it like a holiday.As the workers explained later, it was a tradition to take this day off.Hector Ortega knew of potential markets for other productshandcrafted by Native Americans, so he had held a meeting theprevious month with several of the employees to discuss making new

products. Because the buying for dolls was seasonalespecially beforethe holiday season and Mothers Dayhe thought that employeescould work on other products, such as small drums, at other times.This approach would increase the firms productivity and overallprofitability. The workers listened to his suggestions, but explainedthat they only knew how to make the dolls. He decided not to pursuethe idea until he and his wife could figure out why the workers wereunwilling to cooperate. However, the Ortegas knew that competitionfrom other companies eventually would require their workers to learnnew skills to produce other products.Several squabbles among employees had erupted in the plant. Usually

this involved some of the Hispanic and Native American women. Noneof the squabbles were serious or prolonged, but they contributed to anunderlying tension among the workers. The previous week, RamonaOrtega had been in the factory when Rosa Gonzalez complained thatCarla Lightfoot and Paul Jimenez were making fun of her. When HectorOrtega asked Gonzalez what they had said, she didnt know becausethey were speaking in Tewa, a language that she didnt understand. Hehad been in the middle of negotiating a large contract with Toys R Us

7/30/2019 OB-II_POB1A

3/3

and was unable to drop everything to sort out the situation. RamonaOrtega was uncertain about what to do because she didnt understandTewa either.These minor squabbles between workers may have been one of thereasons why the Ortegas efforts to develop a team leader had failed.

Ramona Ortega had attended a week-long seminar in Albuquerque forsmall business owners that focused on building good workingrelationships among employees. When she came back to the plant, sheand her husband began applying some of these techniques. Forexample, they began forming workers into teams that consisted of oneperson from each of the three stages in making dolls After introducingthe concepts to the workers, Hector Ortega asked the teams to discussways that they could cooperate with each other to increase theirproductivity and report back to him or Judith Ramirez within a week.When they came back the following week, members of all the teamssaid that they hadnt Come U with any ideas on how to cooperate with

each other. When he asked more specifically about what they haddiscussed. He found out that the teams hadnt even met, much lessdiscussed anything.The Ortegas then decided to appoint a leader for each team. This timethey gave the workers a month to meet informally and report back onthe teams progress. At the end of the month, the workers gathered inthe office and the results were the same: No one had discussedteamwork and cooperation. The Ortegas decided to drop the teamconcept temporarily until they could think of a way to gain employeesupport and help them work together to make the company moresuccessful.21

Questions1. What are the two most important leadership problems facing the

Ortegas? What are your recommendations for resolving or reducingthese leadership problems?