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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
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students get fully solved assignments
Send
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