UTM
UNIVERSITI TEKNOLOGi MALAYSIA
Fakulti Penguiusan
(Faculty of Management)
P EPER IK SA A N A K H IR S E M ESTER I
SESI 2016/2017
(FINAL EXAMINATION SEMESTER I
2016/2017 SESSION)
KOD KURSUS SHAD 1043
(COURSE CODE)
NAMA KURSUS TABIAT O RGANISASI
(COURSE) (ORGANIZATIONAL BEHAVIOUR)
PR O G R A M SARJANA MUDA
(PROGRAMME) (BACHELOR DEGREE)
MASA 2 JA M 30 M IN IT
(DURATION) (2 HOURS 30 MINUTES)
T A R IK H JA N U A R I2017
(DATE) (JANUARY 2017)
M ARK A H 100 (M ENYUM BANG 40 PER A TU S K EPAD A
(MARKS) M ARK A H K ESELU RU H A N )
100 (CONTRIBUTING TO 40 PERCENT OF
THE OVERALL MARKS)
ARAHAN KEPADA CA LO N:
(INSTRUCTION TO CANDIDATES)
BAHAGIAN A Jawab SEM UA soalan.
(PART A) (Answer ALL questions)
BAHAGIAN B Jawab T IG A (3) soalan sahaja.
(PARTB) (Answer THREE (3) questions only)
K ERTA S PEPER IK SA A N IN I T E R D IR I DARIPADA 7 M UK A SURAT
SAHAJA. (TER M A SU K M UK A SURAT INI)
THIS EXAMINATION PAPER CONSISTS OF 7 PAGES ONLY. (INCLUDING THIS
PAGE)
PA R T A: (40 marks)
Instruction: Answer A LL questions.
Based on the case study in Appendix A, answer the following questions:
1. (a) Why might high levels o f stress and burnout be especially prevalent in the case of
Peter Gilberd (scenario 1) and Sue Reninger (scenario 2)?
(20 marks)
(b) What are some o f the ways that they can use to cope with stress and avoid burnout?
(10 marks)
2. Why might tough economic times especially stressful for the self-employed individuals
in scenarios 3 and 4?
(10 marks)
PA R T B: (60 marks)
Instruction: Answer th re e questions only.
3. (a) During the last task force meeting o f each month, a team member is expected to
sponsor food and drink. When it is Julia's turn to bring in food and drink, she
does so only because she does not want to be considered as a stingy person.
Explain the pros and cons if Julia does not conform to the team ’s norms.
(10 marks)
(b) A self-managed team, consist of Taslam, Darma and Rahman, is in charge o f
designing office spaces for better performance. Taslam is doing a poor job. He
shows up late and puts in little effort. Darma doesn't feel he has the authority to
reprimand him and Rahman doesn’t want to because Taslam is his friend. Explain
five conditions that be taken into account for this team to be effective.
(10 marks)
4. (a) Samad is a middle-level, expatriate manager who works for a multinational
corporation. He has learned two languages and seven dialects in an effort to
communicate and be friendly with his subordinates. Explain the leader behaviours
that Samad is engaging according to Ohio State studies.
(10 marks)
(b) Junaidah is the chief engineering officer at a small biotechnology company. She
oversees three laboratories and a group o f mostly male engineers and biologists.
The first woman in this position, junaidah has perceived some doubts, as well as
some hostility, regarding her authority. Explain the findings o f research on gender
and leadership related to the above situation.
(10 marks)
Once managers have accurately assessed the power structure o f an organization
and have acquired some individual power, they can use several other tactics to
enhance their power. Explain these tactics.
(10 marks)
Identify and review three major sources o f interpersonal and intergroup conflict.
(10 marks)
In crisis situations such as massive flooding or oil spill, communication between
the authorities and the emergency agencies are critical. However, there were often
failures in communication. Describe three reasons why communication during
crisis often fail.
(10 marks)
Define the four communication networks and explain how information flows
within each network.
(10 marks)
Suppose you were starting a new restaurant. What kind o f culture would help
promote the effectiveness o f your new restaurant? How would you try to build
such a culture?
(10 marks)
Discuss how organizational structure can impact the culture o f organizations.
(10 marks)
Appendix A:
Stress and Burnout Among Entrepreneurs and the Self-employed
Scenario 1
Entrepreneurs and people who are self-employed often experience high levels o f stress
and sometimes burnout from high levels o f responsibility, long work hours, and excessive
demands on their time. Peter Gilberd co-founded and is the CEO o f Townsend Networks, a
small company that buys and sells used telecommunications equipment in San Fransisco. He
always worked hard to motivate his sales force and meet his company’s objectives while
enjoying his hobby o f mountain bike training. In the economic downturn in the late 2000s,
demand for Townsend’s products increased dramatically because the used equipment he sells is
60 - 80 percent less expensive than new equipment.
With Townsend ‘s business booming, Gilberd started working even longer hours. A new
father o f a 1-year-old daughter, he was finding that he didn’t have much time to spend with his
daughter, and he stopped his mountain bike training even though his team was counting on him
to keep in shape. Signs that Gilberd was experiencing high levels o f stress and burnout included
him forgetting to hold his weekly sales meetings, not taking the time needed to perform
important tasks he used to relish, even losing his temper on the job when sales opportunities fell
through. He lost his energy, often feel tired, and no longer had the optimism and enthusiasm that
fired him up and helped him motivate his employees.
Fortunately, Gilberd realized his performance was deteriorating and that he needed to do
something about it. Knowing that exercise always helped him to cope with stress, he took two
days off work for mountain bike training. During this time off, he also set up a schedule for the
coming weeks so that he knew exactly how much time he would spend and what he would seek
to accomplish on his mountain bike training.
Regular exercise helped Gilberd restore his usually high energy and make some proactive
changes at Townsend. He decided to hire an administrative assistant to take some pressure off
5
himself. For example, he always used to send out invoices and mail thank you letters to clients;
he realized that an administrative assistant could just as well perform these tasks. He also started
delegating more responsibilities to his employees. For instance, at the warehouse, Gilberd
always used to check to see that weekly purchases were received. He realized that his warehouse
employees could do this. And he decided to devote more o f his time to the parts o f his work that
really motivated him - developing new businesses and securing new major customers.
Scenario 2
Sue Reninger, CEO o f RMD Advertising, a small advertising agency in Columbus, Ohio
realized she was experiencing high levels of stress and burnout when she lost enthusiasm for her
company. Reninger always had liked to learn new things so she began to listen to recorded
business and self-help books on her daily commute to and from work. She encouraged her 12
employees to do the same and starting having weekly meetings to discuss new skills or ideas.
She also started running regularly and runs with some o f her employees three times a week.
Reninger got her enthusiasm back and finds that talking with her employees on their runs
together helps all o f them to cope with stressful feelings and emotions, especially in worrisome
economy.
Scenario 3
During the economic crisis in the late 2000s, some self-employed people experienced
excessive levels o f stress and given the bad economy, were afraid to take any time off to relax
and recharge their batteries. Richard Abels is a self-employed marketing and communication
consultant who used to like to take 4-day vacations with his two daughters who are in college.
With the down economy, he was afraid to take any time off for fear o f losing business.
Scenario 4
Frank Natoli and his partner provide legal services in New York. In the down economy,
he and his partner were worried about missing any client calls because if they were not available,
the potential clients would call a competitor. Not able to take any time off, a day off for Natoli
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means only working for a few hours on Sundays. Felicia Morgensten, an educational consultant,
used to have high demand for her services and be able to schedule time o ff for vacations. In the
economic downturn, she could no longer afford to do this as demand for her services was down
and every client counted. Nonetheless, Gene Fairbrother, who is the top business consultant for
the National Association for the Self-Employed, indicates that the self-employed do need to take
breaks or their performance will suffer. As he put it, “I don’t want an electrician working his
seventh day in a row wiring my house.”
Adapted from: George & Jones (2012). Understanding and Managing Organizational Behavior, 6th Edition,
Pearson, International Edition, pp 301.
