msoc sample questions set 1
Need Any Help?

Sample Questions Set 1 | Msoc

– Hawthorne effect: People modify behavior when they know they are being observed (original studies: Western Electric plant).

– Triangulation = using multiple methods to cross-validate findings. msoc sample questions set 1

Barriers: Fear of retaliation, lack of psychological safety, managers’ defensive listening. b) Structural: Anonymous feedback system or monthly skip-level meetings. Process: Train managers in active listening & close the loop (respond to every submission). – Hawthorne effect: People modify behavior when they

The “Hawthorne Effect” describes: a) Workers slowing down when watched b) Productivity changes due to observation/attention c) Managerial resistance to change d) Groupthink in committees Section C: Mini Case Study 9

What is confirmation bias , and how can it negatively affect decision-making in a management team? Section C: Mini Case Study 9. Case : A non-profit organization has high turnover among junior staff. Exit interviews show people feel “unheard” and that upward communication is blocked. Managers say they have an open-door policy.

Formal : prescribed by hierarchy (e.g., manager’s email to team). Informal : grapevine, social chats (e.g., lunch conversation about a new policy).

– Hawthorne effect: People modify behavior when they know they are being observed (original studies: Western Electric plant).

– Triangulation = using multiple methods to cross-validate findings.

Barriers: Fear of retaliation, lack of psychological safety, managers’ defensive listening. b) Structural: Anonymous feedback system or monthly skip-level meetings. Process: Train managers in active listening & close the loop (respond to every submission).

The “Hawthorne Effect” describes: a) Workers slowing down when watched b) Productivity changes due to observation/attention c) Managerial resistance to change d) Groupthink in committees

What is confirmation bias , and how can it negatively affect decision-making in a management team? Section C: Mini Case Study 9. Case : A non-profit organization has high turnover among junior staff. Exit interviews show people feel “unheard” and that upward communication is blocked. Managers say they have an open-door policy.

Formal : prescribed by hierarchy (e.g., manager’s email to team). Informal : grapevine, social chats (e.g., lunch conversation about a new policy).