MANAGEMENT & ORGANIZATIONAL BEHAVIOUR

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MANAGEMENT & ORGANIZATIONAL BEHAVIOUR

Total marks 50

 

Instructions : Answer any 5 questions. Each question carries 10 Marks.

 

 

1. “The major challenge Management faces today is living in a world of turbulence and uncertainty where new competitions arrive daily and competitive conditions change.” Explain with an example of any one product or services in the market. Validate your answer with research findings/statistical data. What measures can be taken to meet these challenges?

 

Answer : To prosper & grow in this twenty first century the managers & organization functions should change according to the new changes in political, social, economical & technological scenarios. The situation dictates two rules:

 

1. Everything happens faster,

 

2. Anything that can be done, will be done, if not by you, then by someone else, somewhere. Thus organizations who have not prepared themselves are disappearing through mergers, acquisitions, or bankruptcy. Those that have changed their management methods are benefiting with increased profits, delighted employees & customers.

 Inshort , this is a situation which can be tackled by strategic management .

 

What is Strategic Planning?

 

 

 

 

2. Taking in view the wide skill differential among the people working in healthcare institutions how will you apply OBconcepts to bring about proper management & organization in these institutions? Explain with relevant examples.

 

Answer : Introduction

 

Organizational behaviour management (OBM) focuses on what people do, analyzes why they do it, and then applies an evidence-based intervention strategy to improve what people do. The relevance of OBM to improving health care is obvious. While poorly designed systems contribute to most medical errors, OBM provides a practical approach for addressing a critical component of every imperfect health care system—behaviour. Behaviour is influenced by the system in which it occurs, yet it can be treated as a unique contributor to many medical errors, and certain changes in behaviour can prevent medical error. This paper

 

 

 

 

3. Explain in detail Managerial Grid.

Answer : A popular framework for thinking about a leader’s “task vs. person” orientation, called the Managerial Grid, was developed by Robert Blake and Jane Mouton in the early 1960s. It plots the degree of task-centeredness versus person-centeredness and identifies five combinations as distinct leadership styles. Program directors and managers can refer to this resource when assessing their leadership style.

 

 

The Managerial Grid Model (1964) is a behavioural leadership model developed by Robert Blake and Jane Mouton. This model identifies five different leadership styles based on the concern for people and the concern for production. The question is, how much attention do they pay to one or the other? This is a model defined by Blake and Mouton in the early 1960s. The Blake and Mouton Managerial Grid uses two axis:

 

  1. “Concern for people” is plotted using the vertical axis.
  2. “Concern for task” is along the horizontal axis.

 

 

 

 

 

 

4. For motivating the office staff in a healthcare institution which theory of Motivation will you apply and why? Explain the theory and its application.

 

Answer : Policy on human resources for health should support health policy objectives and be a means for achieving policy goals. The implication of such a focus is that health systems development should start by identifying the tasks that must be carried out and the skills needed to perform them. Meeting policy goals depends on being able to recruit, train, and retain staff with the necessary bundles of skills. Traditionally, skills are defined by membership of a profession, especially medicine, nursing, midwifery, and the allied health professions. Low- and middle-income countries (LMICs), often from necessity, have widened the range of health care workers to meet the service needs, with some people trained in extremely basic skills and others receiving enhanced training, such as nurses trained in emergency obstetrics. What is meant by a doctor or nurse also varies.

 

Studies on developing services to meet

 

 

 

 

5. What are the indicators which tell you about the HRD climate in healthcare Centre?

 

6. Write short notes on any two

a. Difference between Management & Leadership.

Answer :

 

b. Methods of Patient Assignment.

Answer :

 

c. Objectives & Quality of Patient Care.

Answer :

 

d. Job enrichment and its benefits for Hospitals.

Answer :

 

 

7. Describe the elements of HRD systems.

 

Answer : In 1970 Len Nadler published his now-classic book Developing Human Resources, in which he coined the term “human resource development” (HRD). The term HRD provided a conceptual umbrella under which the field began to unify, using the three-fold notion of training, education, and development. HRD provided purpose and direction for the continued growth of the field: organized learning to provide the possibility of performance change. It further idententified a core discipline from which a field of study could develop: adult learning in the workplace. McLagans HRD studies in 1983 and 1989 reflected a shift taking place in HRD work. In 1983 the assumptions in the competency models focused on change in technology. In 1987 Patricia McLagan proposed the following narrative definition of. HRD:

 

HRD is the integrated use of training and development, career development, and organization development to improve individual

Dear students get fully solved assignments

Send your semester & Specialization name to our mail id :

  Stuffstudy5@gmail.com

or

call us at : 09816280608

 

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