Mgt502 current papers 2023

Prepared by miss jutt

MCQs conceptual
Functional and dysfunctional with examples
Answer :
Functional Conflict - a healthy, constructive disagreement between two or more people
Functional, constructive forms of conflict support the goals of the group and improve its
performance.
Example: Process conflict relates to how the work gets done.
Dysfunctional Conflict - an unhealthy, destructive disagreement between two or more
people.
Conflicts that hinder group performance are dysfunctional or destructive forms of
conflict.
Example : Relationship conflict focuses on interpersonal relationships.

Write 5 long term physical symptoms and 5 short term physical symptoms of stress
Short-Term Physical Symptoms
• Faster heart beat • Increased sweating • Cool skin • Cold hands and feet • Feelings of
nausea, or 'Butterflies in stomach' • Rapid Breathing • Tense Muscles • Dry Mouth • A
desire to urinate • Diarrhea
Long-term Physical Symptoms
• Change in appetite • Frequent colds • Illnesses such as: • Asthma • Back pain •
Digestive problems • Headaches • Aches and pains • Feelings of intense and long-term
tiredness

Communication waly topic sy 2,3 questions thy.

Why team necessary?

Team building
It utilizes high-interaction group activities to increase trust and openness among team
members.
Team building can be applied within groups or at the inter-group level.
Team building is applicable to the case of interdependence. The objective is to improve
coordinative efforts of members, which will result in increasing the team’s performance.
The activities considered in team building typically include goal setting, development of
interpersonal relations among team members, role analysis, and team process analysis.
Team building attempts to use high interaction among members to increase trust and
openness. a. Begin by having members attempt to define the goals and priorities of the
team. b. Following this, members can evaluate the team’s performance—how effective is
the team in structuring priorities and achieving its goals? c. This should identify potential
problem areas. ƒ Team building can also address itself to clarifying each member’s role
on the team.

Levels of conflict?

Strategy to overcome stress 5 marks

5 qualities of a leader
Six traits on which leaders tend to differ from non-leaders are:
 • Ambition and energy
• Desire to lead
• Honesty and integrity
• Self-confidence
• Intelligence
• Job-relevant knowledge
Internal and external factors of organizational change

Positive change with culture in organization

1. It has a boundary-defining role. It creates distinctions between one organization and

others.
2. It conveys a sense of identity for organization members.
 3. Culture facilitates commitment to something larger than one’s individual self-interest.
4. Culture is the social glue that helps hold the organization together. It enhances social
system stability. 5. Culture serves as a sense-making and control mechanism that guides
and shapes the attitudes and behavior of employees. This last function is of particular
interest to us:
• Culture by definition is elusive, intangible, implicit, and taken for granted.
• Every organization develops a core set of assumptions, understandings, and implicit
rules that govern day-to-day behavior in the workplace.
6. The role of culture in influencing employee behavior appears to be increasingly
important. The shared meaning of a strong culture ensures that everyone is pointed in
the same direction.
Mgt502.
Mcq's was easy but a bit tricky..
Personal and social power of Manager.

Personal power is the power that a manager has based on their own individual
characteristics, such as their knowledge, skills, abilities, and personality traits.
Managers with high personal power are often seen as credible and trustworthy, and
they are able to motivate and inspire their employees.

Intrapersonal power: The ability to control one's own thoughts, emotions, and
behaviors.

Expert power: The ability to make decisions based on knowledge and experience.

Referent power: The ability to influence others because they admire or respect you.

Charismatic power: The ability to influence others through personal magnetism and
charm.

Social power is the power that a manager has based on their position in the
organization and their relationships with others. Managers with high social power
are often seen as having authority and influence, and they are able to get things
done through their connections and relationships.

Coercive power: The ability to punish others for not complying.

Legitimate power: The right to make decisions and give orders.

Reward power: The ability to give others things they want, such as pay raises or
promotions.
Psychological consequences..
Psychological consequences of stress include negative feelings, moods, and emotions;
negative attitudes; and burnout.
Difference between line authority and staff authority.

Organizational culture.

Long Q..
5 short term physical stress and Long term physical stress.
Repeated
Political behavior in an organization?
We shall define political behavior in organizations as those activities that are not required
as part of one’s formal role in the organization but that influence, or attempt to
influence, the distribution of advantages and disadvantages within the organization.
Politics is a fact of life in organizations because organizations are made up of individuals
and groups with different values, goals, and interests.
Negotiation Wala thaw 1 Five skills of Mr. Hassan.
 Why people resist change.

MGT502
16/08/2023 11:30 AM
Paper was almost conceptual nothing was from any file, just read handout and clear your
concepts.
MCQS were conceptual
Employee-at-will:
At-will employment is the default employment relationship in the United States, except in
Montana.
Under at-will employment, either the employer or the employee can terminate the
relationship at any time, for any reason, or for no reason at all.
Behavioral symptoms:
Behaviorally related stress symptoms include changes in productivity, absence, and
turnover, as well as changes in eating habits, increased smoking or consumption of alcohol,
rapid speech, fidgeting, and sleep disorders.
Is it necessary to plan for unstructured interviews? Why or why not?
Yes, it is still necessary to plan for unstructured interviews, even though they are less formal than structured
interviews.
Unstructured interviews allow the interviewer to ask questions that are not predetermined. This can be a
good thing, as it allows the interviewer to get a more in-depth understanding of the candidate. However, it
can also be a challenge, as it can be easy to get sidetracked or to forget to ask important questions.
Consider the job requirements:
Develop a list of questions:
Practice asking the questions:
Be flexible:
 What is snap judgment? How to avoid from it an interview?
A snap judgment is a quick and often negative judgment that is made without much thought
or consideration. Snap judgments can be made about people, situations, or things. In an
interview, snap judgments can be made about the candidate's appearance, demeanor, or
answers to questions.
There are a few things that interviewers can do to avoid making snap judgments:
Take time to get to know the candidate:
Be aware of your own biases:
Consider the candidate's qualifications:
Get feedback from others:
Identify the behavioral symptoms
Repeated
Manager rank all subordinates 3 on a scale of 1 to 5 explain the mistake of the manager.
Ranking all subordinates 3 on a scale of 1 to 5 is a mistake because it does not take into
account the individual performances of each subordinate. It is also unfair to the subordinates
who are performing well, as they are not being given the opportunity to be recognized for
their efforts.
Define the types of Pay-for-performance (mcqs mein bhi aya tha 2 ya 3 baar)
Variable Pay Programs can take the form of piece-rate plans, wage incentives, profit sharing,
bonuses, and gain-sharing.
Functional and dysfunctional conflict with example
Repeated
3 symptoms of stress individual can face?
How stress can be overcome?
Effective individual strategies include implementing time management techniques,
increasing physical exercise, relaxation training, and expanding the social support network.
• Practicing time management principles such as:
a. making daily lists of activities to be accomplished
b. prioritizing activities by importance and urgency
c. scheduling activities according to the priorities set
d. knowing your daily cycle and handling the most demanding parts of your job during
the high part of your cycle when you are most alert and productive
• Noncompetitive physical exercise has long been recommended as a way to deal with
excessive stress levels.
• Individuals can teach themselves to reduce tension through relaxation techniques such as
meditation, hypnosis, and biofeedback.
• Having friends, family, or work colleagues to talk to provides an outlet for excessive stress.
Why employ face difficulty for adapting change in organization?

Mostly mcqs are conceptual and some from handouts

stress se related thy ,
formal or informal communication,

Benefits of strong organizational culture

Delphi technique

Difference between social and personal power of manager

Repeated
5 strategies to adopt by an organization to manage stress .

Functional and dysfunctional conflict with example

Repeated
3 symptoms of stress individual can face?
Repeated
How stress can be overcome?
Repeated
Why employ face difficulty for adapting change in organization?
Repeated
Barriers to effective communication (5)
There are four communications problems in organizations: filtering and information
distortion, poor listening, lack of or inappropriate feedback, and rumors. • External noise –
the sights, sounds, and other stimuli that draw people’s attention away from intended
message • Internal noise – the thoughts and feelings that interfere with meaning •
Semantic noise – alternate meanings aroused by a speaker’s symbols
OR
Physical barriers: These can include things like noise, distance, or poor lighting. These
barriers can make it difficult to hear or see each other, which can lead to
misunderstandings.
Semantic barriers: These occur when people use words that have different meanings for
different people.
Cultural barriers: These occur when people from different cultures have different ways of
communicating.
Emotional barriers: These can include things like anger, fear, or sadness.
Cognitive barriers: These occur when people have different ways of thinking about things.
Strength and weakness of bureaucracy structure (5)

Stress management strategies (5)

Repeated
Diff between staff and line authority (3)
Repeated
Function of organizational culture(3)
Performance standard (3)