Organizational Behavior April 2026 Solved Assignments
Description
Organizational Behavior | Apr 2026 Examination
Q1. A prominent healthcare provider is striving to enhance patient care by improving teamwork among its diverse nursing staff. Surveys indicate that communication barriers and cultural misunderstandings are frequent sources of tension, exacerbated by the emotional intensity of the workplace. Leadership recognizes that social and cultural functions of emotions shape interpersonal relationships and collaboration. To build a cohesive culture, the provider seeks to leverage emotional intelligence interventions that promote empathy, effective relationship management, and awareness of cultural norms.How can the organization apply the principles of emotional intelligence and social function of emotions to strengthen team collaboration, bridge cultural gaps, and foster a supportive work environment in a high-emotion healthcare setting? (10 Marks)
Ans 1.
Introduction
In emotionally charged settings like healthcare, successful teamwork hinges on more than just clinical skill; it also relies on the emotional and social interactions within the team. Nursing teams, often composed of individuals from diverse cultural backgrounds, exhibit a range of values, communication approaches, and emotional displays. These differences can, if not carefully managed, give rise to misunderstandings and conflict. Understanding the social and cultural roles of emotions enables organisations to perceive them as instruments for fostering connection, trust, and collaboration, rather than as impediments. Consequently, by implementing emotional intelligence principles, healthcare professionals can cultivate empathy, refine communication, navigate cultural differences, and establish a supportive work environment, thereby ultimately bolstering collaboration and improving patient care results.
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Q2. SigmaTech Pvt Ltd, a mid-sized technology firm, faces rising employee turnover and declining morale, despite recently increasing base salaries and offering enhanced health benefits. Exit interviews reveal that while financial compensation is competitive, employees feel unrecognized for exceptional work, lack opportunities for career advancement, and experience minimal involvement in decision-making. The HR Director is considering further improving salary and workplace conditions, but the COO advocates for programs that provide greater autonomy and purposeful challenges. Department heads are divided on where to prioritize investments, given budget constraints and the need for immediate results.Critically evaluate the department heads’ perspectives using Herzberg’s two-factor theory. Which approach better addresses the root causes of employee dissatisfaction and disengagement in this scenario, and what combination of strategies would you recommend to create sustainable motivation? Support your evaluation with justification. (10 Marks)
Ans 2.
Introduction
Employee motivation and retention constitute significant hurdles for organisations within the competitive technology landscape. At SigmaTech Pvt Ltd, escalating turnover rates and diminished morale continue to be evident, notwithstanding enhancements to compensation and healthcare provisions; this indicates that financial rewards alone are inadequate to foster enduring employee engagement. This scenario underscores the necessity of analysing motivation through the prism of established behavioural theories. Herzberg’s two-factor theory offers a valuable framework for differentiating between factors that merely mitigate dissatisfaction and those that genuinely motivate employees. Consequently, assessing the varied viewpoints of department heads through this theoretical lens facilitates the identification of more efficacious strategies for mitigating disengagement and cultivating sustained employee motivation.
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Q3 (A). In a fast-growing SaaS startup, the CEO notices increasing tension and trust issues within cross-functional project teams. A review uncovers that several team leaders engage in excessive self-promotion, frequent redirection of blame, and selective acknowledgment of contributions, in an attempt to manage impressions before senior management. While these leaders are well-regarded by higher-ups, their behavior has eroded team morale and collaboration, creating a fragmented workplace culture. The CEO wants to not only repair these relationships but also foster a high-performance, trust-based organizational environment.
Propose a focused organizational intervention to address unhealthy impression management behaviors among team leaders and promote trust-based collaboration. (5 Marks)
Ans 3a.
Introduction
In rapidly expanding Software as a Service (SaaS) companies, the cultivation of effective collaboration and trust is paramount for the ongoing advancement of innovation and the acceleration of operational execution. Conversely, when team leaders exhibit detrimental impression management tactics, including excessive self-promotion and the evasion of responsibility, team cohesion and psychological safety can be compromised. While such actions may generate positive perceptions among upper management, they frequently erode trust within the team and diminish overall performance. Consequently, addressing this challenge necessitates a strategic organisational intervention designed to harmonise leadership conduct with shared values and collaborative objectives. A targeted approach can facilitate the rectification of dysfunctional behaviours while simultaneously promoting transparency, accountability, and a culture centred on trust-based collaboration.
Q3(B). A large financial services organization struggles to foster collaboration on a strategic digitalization project. Teams are composed of both formal (departmental) and informal (interest and friendship-based) groups. Despite having shared objectives, tensions arise from misaligned group norms, varied levels of cohesiveness, and informal coalitions overriding formal authority. The CHRO seeks a unified solution to harness the strengths of both formal and informal groups for digital transformation success.
Propose a focused model highlighting key mechanisms through which formal and informal group dynamics can be aligned to improve collaboration during the digitalization initiative (5 Marks)
Ans 3b.
Introduction
In large organisations undergoing digital transformation, successful projects require collaboration across different teams. However, the combination of formal departmental structures and informal social groups often creates challenges. These include conflicting norms, varying levels of teamwork, and the potential to undermine formal authority. Within a strategic digitalisation effort, this misalignment can slow down decision-making and weaken the shared commitment. To address this, organisations must move beyond rigid hierarchies and intentionally include informal networks in formal collaboration processes. A focused alignment model can help the organization use the strengths of both group types, fostering a shared purpose, trust, and coordinated teamwork across teams.
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