Organizational Behavior
Sep 2025 Examination
Q1. Ravi is a project manager at a fast-growing fintech startup in Pune. Over the past few weeks, the team has been working on a critical product launch with tight deadlines. Several team members have reported increased fatigue, irritability, and even minor health issues. Ravi observed that although productivity hasn’t dropped significantly, the team’s morale is declining, and absenteeism is slightly rising. Some employees have expressed feeling overwhelmed due to excessive workload, lack of work-life balance, and unclear expectations from leadership. Using the types and sources of stress evident in the case analyze the case. How can Ravi apply appropriate stress management strategies to address the issues? Support your answer with relevant concepts. (10 Marks)
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Q2. Varnika Robotics, an emerging player in the field of industrial automation in Pune, was known for its innovation-driven culture and highly skilled workforce. The company recently appointed Mr. Shaan Mehra as the head of the R&D division. A highly qualified professional with international exposure, Shaan brought with him a data-driven approach and a strong belief in transformational leadership. Shaan immediately implemented weekly brainstorming meetings, encouraged knowledge sharing, and introduced a mentorship model for junior engineers. While many welcomed his collaborative style and openness to experimentation, a few senior team members who were used to a more directive and hierarchical style of leadership under the former head, expressed discomfort and resistance. As project delays and internal friction began surfacing, the CEO, Ms. Pallavi Deshmukh, started questioning whether Shaan’s leadership style was the right fit for the current context of the team. Evaluate the effectiveness of Shaan Mehra’s leadership approach in the context of the current team dynamics at Varnika Robotics. Should the company continue with this style or consider a change? Justify your answer with leadership theory. (10 Marks)
Q3 (A) At BlueNova Textiles, a Surat-based firm, management launched a sustainability drive urging eco-friendly practices. While many supported the move, Meera, a senior supervisor, dismissed it as “extra work with little value.” Aarav, the new sustainability officer, believes changing employee attitudes is key and consults HR to create a strategy that encourages buy-in.
As an HR team member, analyze and suggest a concise intervention to shift employee attitudes toward sustainability by addressing the three components of attitude. (5 Marks)
Q3(B). At SkyWare Solutions, a tech startup, a peer learning initiative was introduced where junior developers could shadow senior coders. Most juniors, like Anaya, improved significantly after the program. However, Ishaan, despite regular attendance, showed minimal improvement. Team lead Kiran observed that Anaya had been paired with Zubin, a senior who explained concepts patiently and modeled best practices. Ishaan shadowed Manav, a top performer who worked fast but rarely explained his logic or interacted during the process. Kiran wonders why the same learning method produced different outcomes.
Analyze the differing learning outcomes for Anaya and Ishaan using Social Learning Theory. Why did the same method result in varied effectiveness? (5 Marks)