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MS-26   June-2008

MS-26 : ORGANISATIONAL DYNAMICS

1. Discuss the process and stages for formation of groups in an organisation. Why is cohesiveness important for group effectiveness ?

2. Explain Burnout and identify the factors responsible for Burnout. Discuss individual and organisational interventions to cope with Burnout

3. Review the process of delegation and the forces leading to delegation. Cite suitable illustrations from organizational context.

4. Explain the importance of Business Ethics in the present day context. Discuss various ethical issues in management functions. Give examples.

5. Write short notes on any three of the following :

(a) Strategic alliances

(b) Cross-cultural issues

(c) Empowerment

(d) Role analysis technique

(e) Alienation

MS-26   June-2009

MS-26 : ORGANISATIONAL DYNAMICS BOOK solutions

MS-26   June-2010

MS-26 : ORGANISATIONAL DYNAMICS

1. Explain the group process in the organizational context, and differentiate between natural and created groups.

2. Discuss the notion of 'Power' in relation to organizational dynamics. Discuss the classification of power bases.

3. How is diversity management crucial in creating and maintaining organizational effectiveness ?

4. What are the facets of organisational culture ? Establish the linkage between Organizational Culture and Climate.

5. Write short notes on any three of the following :

a) Strategic Alliances

b) Causes and correlates of Alienation

c) Burnout

d) Transformational leadership

(e) Organizational Ethics

Read the following cases carefully and answer the questions given at the end.

6. The Roopchand Departmental Stores, New Delhi, has a separate section to sell winter garments. This section consists of two groups : permanent clerks and temporary clerks appointed during winter season. Unfortunately, this section has always witnessed a tug-of-war situation between permanent and temporary clerks. The story begins thus.

The permanent clerks, by virtue of their long and fruitful association in the Departmental

Stores, had developed intimate social relations among themselves. Usually, they take their lunch and tea together. They worked, like a well-knit group, in close proximity and not surprisingly, developed close relations even after the work is over. The slack period starting from April to September every year had given them wonderful opportunity to sit together, discuss about matters of common interest, peep into each other's minds and, if possible, solve their problems to mutual advantage. Presently all of them are unmarried

with the exception of two. The temporary clerks were school girls who are normally appointed before the commencement of winter. Often, they have complained about their work in the Winter Garments Section and two of the clerks even desired transfer to some other section after a short stay. The reasons are quite obvious : The permanent clerks bothered little about helping the newcomers. If the newcomer is not able to strike a deal with a customer, often, the permanent clerks joined hands in making uncharitable criticism before the Section-in-charge. Being small in number, the temporary clerks could not resist the frequent onslaughts, which are at times irritating and insinuating. The temporary clerks had very little scope to blow off their "steam". In this heated atmosphere, the determination of commission on sales remained a contentious issue. The permanent clerks had, through an informal understanding, agreed not to boost up sales. They feared, inherently, that fluctuations in sales would lead to fluctuation in employment. At the same time, they could not tolerate the sight of a temporary sales person pocketing a fair-share of commission. They always felt that the temporary ones do not deserve any commission, because they have not contributed anything on a continual basis for the development of the Department. Suffering from an inflated ego, they also believed that they had the right temperament and skill to boost up sales. Thus, in every way, the temporary sales clerks are inferior to them. Recently an unhappy situation has developed when one of the temporary clerks is able to make a substantial sale to one of her acquaintances. Now, the permanent clerks began to make a hue and cry regarding the commission payment. The poor sales clerk came to the Assistant Sales Manager with tears after having been scolded bitterly by the permanent clerks for having sold a few sweaters in their absence.

The temporary clerks were always anxious to show good performance so as to earn a position in the department. To prevent this, the permanent clerks used to furnish false information about garments' quality, negotiable price etc. Whenever the temporary clerk sought the help of a senior in selling the garments to the customer, the latter would take over and claim the commission on sale herself. The temporary clerks were often assigned

to insignificant tasks like arranging displays, rearranging garments, bringing garments from stores, etc., and were prevented from striking it rich with customers. At every stage the temporary ones are taken for a ride by the permanent clerks.

Questions :

a) Explain the behaviour of permanent clerks in the Winter Garments Section from group point of view.

b) What action strategies would you evolve to improve the situation ?

7. Sonia was the head of the marketing services division at the Triumph Management Group Head office based in Bangalore. On face it appeared Sonia was very lucky as she had it all - a high profile job with a big company, high pay along with stock options, a likeable enthusiastic team of co-workers. On the personal front Sonia's husband was a senior financial specialist with a multinational firm and they had a daughter who was going to a reputed school with a good housekeeper to look after the daughter and home.

On the job front, Sonia was liked not only by her colleagues but by her subordinates as well as her superiors for her total commitment to the task assigned to her, communication abilities and pleasant personality. The board of the Triumph Management Group were deliberating on the merging of this company with their sister concern Trident Value Group so as to gain strategic competence. After this decision was tentatively communicated there seemed to be visible certain working conditions leading to manager's level of perceived stress. The most stressful organizational change events were the frequent changes in instructions, policies and procedures, facing unexpected crises and deadlines and sudden increase in the activity level or pace of work.

     Sonia realised that stress was affecting her team's performance because many of her

managers complained about work overload, absence of a proper feedback and only communication was received when performance was found to be unsatisfactory, along with role conflict and ambiguity. Sonia, at her level tried to address these issues by frankly telling her subordinates that the management had not given clear guidelines on how the organizational changes were going to affect this firm's employees.

So till such instructions were received, they (employees) continue to work as per the current requirement. She also advised them to do regular physical exercise and ensure a proper intake of balanced diet so as to reduce stress.

Very soon Sonia also started feeling that stress was affecting her performance. She recalled the turn of events after receiving oral information on the managements decision to elevate her to the post of Vice President (marketing). She had made two presentations of two important issues to the board during the past 1.5 months. And they were reasonably good based on the feedback received from her superior. Sonia remembered

that at the time of the presentation though 'keyed up', her presentation had revealed a lot of enthusiasm, energy and confidence. She had been able to answer almost all the questions put forward to her by the board members.

     But after the presentations, Sonia started feeling that at the work place, her schedule was dominated by one crisis after another. On most of the days when she came home it was very late, giving her hardly any time to talk and play with her daughter or talk to her husband. Many of her work days started at 7 a.m. and continued till almost 10 p.m. She longed for quality time specially to be with her family and also pursue her passion of playing the 'Veena', her favourite musical instrument. Finally one fine day Sonia presented her resignation letter to her superior quoting "personal reasons" as the reason for leaving.

Question for discussion :

1. How do you perceive the working environment, contributing to the rising level of stress in the organisation ?

2. What methods of stress management would you suggest to the organisation in the above case, to reduce stress at the individual employee level and organisational level ?

MS-26   June-2011

MS-26 : ORGANISATIONAL DYNAMICS

1. Briefly describe different stages of Group Development and discuss the effects of Group Processes on Team Performance.

2. What is organisational stress ? Explain how stress could be minimised by organisational strategies. Explain with suitable examples.

3.What is Transformational Leadership ? Discuss   the need for Transformational Leaders in organisations and how individuals could be changed with the help of transformational leadership.

4. Explain the role of organisations towards society with the help of suitable examples.

5. Write short notes on any three of the following :

(a) Strategic alliances

(b) Management of Diversity

(c) Alienation

(d) Learning organisations

(e) Process of empowerment

6. Read the following case carefully and answer the questions given at the end :

Jagannath (Jaggu for his friends) is an over ambitious young man. For him ends justify means. With a diploma in engineering, Jaggu joined, in 1977, a Bangalore based company as Technical Assistant. lie got himself enrolled as a student in an evening college and obtained his degree in engineering in 1982. Recognising his improved qualific, Jaggu was promoted as Engineer-Sales in 1984. Jaggu excelled himself in the new role and became the blue-eyed boy of the management. Promotions came to him in quick succession. lie was made Manager-Sales in 1986 and Senior Manager - Marketing in 1988. Jaggu did not forget his academic pursuits. After being promoted as Engineer-Sales, he joined the M.B.A. (part--time.) programme. Alter completing his NIB...N., Jaggu became a Ph.D. Scholar and obtained his Doctorate in 1989. Functioning as Senior Manager-Marketing, Jaggu eyed on things beyond his jurisdiction. He  started complaining against Suresh, Section Head and Prahalad the Unit Chief (both production) with Ravi, the EVP (Executive-Vice President). The complaints included delay in executing orders, poor quality, customer rejections, etc. Most of the complaints were concocted.

   Ravi was convinced and requested Jaggu to head the production section so that things could be straightened up there. Jaggu became the Section Head and Suresh was shifted to sales. Jaggu started spreading his wings. He prevailed upon Ravi and got sales and quality under his control, in addition to production. Suresh, an equal in status, was now subordinated to Jaggu.

Success had gone to Jaggu's head. He had everything going in his favour - position, power,

money, and qualification. He divided workers and used them as pawns. He ignored Prahalad and established direct link with Ravi. Unable to hear the humiliation, Praha lad quit the company. Jaggu was promoted as General Manager. He became a megalomaniac.

Things had to end it some point.It happened in Jaggu's life too. There were complaints against him, he had inducted his brother-in law, Ganesh, as an ,:ngineer. Ganesh was by nature corrupt, he stole copper worth Rs. 5 lakh and was suspended. jaggu tried to defend Ganesh but failed in his effort. Corruption charges were also levelled against Jaggu who was reported to have made nearly Rs. 20 lakh for himself. On the new year day of 1993, Jaggu was reverted back to his old position - sales. Suresh was promoted and was asked to head production. Roles get reversed. Suresh became boss to Jaggu.

   Unable to swallow the insult, Jaggu put in his papers. Back home, Jaggu started his own consultancy claiming himself as an authority in quality management. He poached on his previous company and picked up two best brains in quality. From 1977 to 1993, Jaggu's career graph had a steep rise and a sudden fall. Whether there would be another hump in the curve is a big question ?

Questions :

(a) What political strategies did Jaggu use to gain power ?

(b) What would you do if you were

(i) Suresh, (ii) Prahalad or (iii) Ravi ?

(c) Bring out the ethical issues involved in Jaggu's behaviour.

MS-26   Dec-2007

MS-26 : ORGANISATIONAL DYNAMICS

1.   Why do individuals join a group ? Describe the stages of group developme*l and the effect of group processes on performance ?

2. Differentiate between Stress and Burnout. describe ihe sources and stages of. Burnout. Discuss the remedial measures.

MS-26   Dec-2008

MS-26 : ORGANISATIONAL DYNAMICS

1. Define the concept of empowerment and explain its importance. Describe the Process of. empowerment.

2. Define organisational culture and discuss briefly the functions and essence of organizational culture.

3. Describe the mechanisms of organizational learning and discuss the Facilitators and Retarders of organisational learning.

4.What is bumout ? Describe the sources and stages of burnout.

5. Write short notes on any three of the following :

(a) Importance of diversity management

(b) Alienation

(c) Role analysis techniques

(d) Shategic Alliances

(e) Issues in Business Ethics

6. Read the following case carefully and answer the questions given at the end :

Winthrop Hospital is located in a medium-sized suburban community. A general hospital it serves a large portion of the surrounding area and is usually operating at, near, or sometimes beyond its capacity. Each floor of the hospital has its own particular structure with regard to the nurses who staff it. This formalized hierarchy

runs from the supervisor (who must be a registered nurse) to registered nurses (RNs) to licensed practical nurses (LPNs) to students and nurses' aides. Professionally, there are some duties that are supposed to be performed only by the RNs : these are spelt out in the hospital manual. [n practice, however, the LPNs do much of the work that is supposed to be done by the RNs. The RNs are glad for the help because they are very busy with other duties. Through time the work done by the RNs and the LPNs has meshed so thoroughly that one just does the work

without thinking of whose job it is supposed to be. The hospital is normally so crowded that, even with everyone performing all types of work, there never seems to be enough time or enough help. , The procedural manual used at Winthrop Hospital was first used in 1947 and has not been revised. Everyone connected, with the hospital realizes that it is extremely outdated, and actual practice varies so greatly as to have no similarity to what is prescribed in the manual. Even the courses that the sfudent nurses take teach things entirely differently from what is prescribed in Winthrop's manual. The vacation privileges for nurses at the hospital show extreme differences for the diffelent types of nurses. RNs receive two weeks' vacation after nine months on the job, whereas LPNs must be on the staff for ten years before receiving their second week of vacation. The LPNs believe this to be extremely unfair and have been trying to have the privileges somewhat more equalized. Their efforts have met with little cooperation and no success. The hospital superiors have simply

told them that the terms for vacation are those stated in the hospital manual and that they saw no need to change them. Some of the individual nurses at Winthrop

then began to take matters into their own hands. The LPNs on the fourth floor of the hospital decided that if they couldn't have the extra vacation because of what was written in the manual then they would follow the manual in all phases and go strictly according to the book. Difficulties surfaced as soon as the LPNs began to behave in this manner. The RNs now seemed to have more work than they couid handle adequately and the LPNs were just as busy doing solely their "prescribecl" duties. The same amount cf effort put forth previously was being exerted, but less was being accomplished because of the need to jump around from place to place and job to job in order to work strict according to the book. An example of this wasted effort occurred in the taking of doctors' orders. Doctors phone in the type of treatment that a patient is to receive medicines, times for dispensing such, diet, and so forth. These doctors' orders are supposed to be taken by an RN, but in practice whoever was nearest the phone had taken the order. If an LPN took the order she had it signed by the supervisor (stationed at the desk) as a safeguard. This

procedure saved the time and effort involved in getting an RN to the phone for every order. Now, however, the LPNs refused to take the doctors' orders and called for an RN. The RN irad to leave the work she was doing, go to the phone, take

the order, then go back to her unfinished work. This procedure wasted the time of the doctor's , the RN, and the LPN who had to locate the RN. The LPNs' practice of going by the book brought about hostile feelings among both groups of nurses and among the doctors who had to work on the floor. The conflicts led to a lessening in the high degree of care that the patients had been receiving.

     The conflict initiated by the difference in vacation privileges brought about more complaints from both parties. In the manual the categories for vacation privileges listed : "supervisors", "RNs", "lab technicians", and "others". The LPNs resented being placed in the " others" category. They felt that they deserved a separate listing, especially because they had the same amount of training as other groups, such as the lab technicians. Adding further fuel to the fire was the fact that the lab technicians got a second week of vacation after only one year on the job. Another item of controversy was the fact that RNs were allowed to sign themselves in on the job when they reported, whereas the LPNs were required to punch in. The LPNs felt that the RNs thus could hide any incidents of lateness, whereas the LPNs had strict account kept of their time and were docked in salary for any time missed. The RNs. now complained to the hospital superiors more vehemently than ever about being understaffed. They felt that they simply needed more RNs on every floor on every shift to meet what was required of them; this was a demand they had been voicing even before the conflict began. The shortage was especially acute at nights, when unfamiliarity with individual patients often led to mix-ups in the treatments.

     The ill feelings led to arguments among the nurses. The LPNs felt that they were always doing more work than the RNs, that they spent more time with the patients because the RNs had more to do at the desk, and that they knew more about treatments because they more often accompanied doctors on their rounds. They now

voiced these opinions. The RNs argued superiority on the basis of a longer period of formal training.

 All these factors combined to bring about a tremendous drop in morale and a marked decrease in efficiency, and the conflict was in danger of spreading to the other floors in the hospital.

Questions :

(a) What are the issues involved in this case ?

(b) Why is there such conflict between these groups?

(c) What are the consequences of this conflict ?

(d) What might be done to alleviate the problem?

MS-26   Dec-2009

MS-26 : ORGANISATIONAL DYNAMICS

1. What are the sources of Diversity ? Briefly discuss the importance of Diversity Management in the globalized world.

2. Discribe the importance of organisational culture and briefly discuss the patterns of behaviour in organisational culture.

3. Describe any two approaches to alienation ? Explain the causes contributing to alienation and how they can be minimised.

4.Briefly explain the responsibilities of the organisations towards society with illustrations

5. Write short notes on any three of the following :

a) Learning organisation

b) Strategic alliance

c) Referrent power

d) Group cohesiveness

(e) Burn out

6. Read the following case carefully and answer the questions given at the end :

Jagannath (Jaggu for his friends) is an over-ambitious young man. For him ends justify

means. With a diploma in engineering, Jaggu joined, in 1977, a Bangalore based company as Technical Assistant. He got himself enrolled as a student in an evening college and obtained his degree in engineering in 1982. Recognising his improved qualification, Jaggu was promoted as Engineer-Sales in 1984. Jaggu excelled himself in the new role and became the blue-eyed boy of the management. Promotions came to him in quick succession. He was made Manager-Sales in 1986 and Senior Manager-Marketing in 1988. Jaggu did not forget his academic pursuits. After being promoted as Engineer-Sales, he joined the M.B.A. (part-time) programme. After completing his M.B.A., Jaggu became a Ph.D Scholar and obtained his Doctorate in 1989. Functioning as Senior Manager-Marketing, Jaggu eyed on things beyond his jurisdiction. He started complaining against Suresh, Section Head and Prahalad the Unit Chief (both production) to Ravi, the Executive-Vice President. The complaints included delay in executing orders, poor quality, customer rejections, etc. Most of the complaints were concocted.

           Ravi was convinced and requested Jaggu to head the production section so that things could be straightened up there. Jaggu became the Section Head and Suresh was shifted to sales. Jaggu started spreading his wings. He prevailed upon Ravi and got sales and quality under his control, in addition to production. Suresh, an equal in status, was now subordinated to Jaggu. Success had gone to Jaggu's head. He had everything going in his favour - position, power, money, and qualification. He divided workers and used them as pawns. He ignored Prahalad and established direct link with Ravi. Unable to bear the humiliation, Prahalad quit the company, Jaggu was promoted as General Manager. He

became a megalomaniac. Things had to end at some point. It happened in Jaggu's life too. There were complaints against him. He had inducted his brother-in-law, Ganesh, as an engineer. Ganesh was by nature corrupt, he stole copper worth Rs. 5 lakh and was suspended. Jaggu tried to defend Ganesh but failed in his effort. Corruption charges were also levelled against Jaggu who was reported to have made nearly Rs. 20 lakh for himself.

On the new year day of 1993, Jaggu was reverted back to his old position - sales. Suresh was promoted and was asked to head production. Roles got reversed. Suresh became boss to Jaggu. Unable to swallow the insult, Jaggu put in his papers. Back home, Jaggu started own consultancy claiming himself as an authority in quality management. He poached on his previous company and picked up two best brains in quality. From 1977 to 1993, Jaggu's career graph had a steep rise and a sudden fall. Whether there would be another hump in the curve is a big question ?

Questions :

a) What is the core issue in the case ? Discuss.

b) How do you see the rise and fall of Jaggu vis-a-vis prevailing power dynamics and

overall organisational policies of the company ?

(c) What would you do if you were :

i)   Suresh

ii) Prahalad, and

(iii) Ravi ?

(d) What will you do if you were the Managing Director of the company ?

MS-26   Dec-2010

MS-26 : ORGANISATIONAL DYNAMICS

All solutions of solved papers available in ms-26 book

MS-26   Dec-2011

MS-26 : ORGANISATIONAL DYNAMICS

1. Briefly discuss the tenets of strategic alliances and the need for it. Explain how these alliances could be made to work ?

2. Explain the importance of cohesiveness in groups and briefly describe the role of motivational approach to alienation.

3. Why is decentralisation important in organisations ? Briefly discuss the dimensions of power sharing.

4. Explain the process of organisational learning and its mechanisms.

5. Write short notes on any three of the following.

(a) Boss

(b) Transformational leadership

(c) Cross-cultural Dynamics

(d) Types of power

(e) Business Ethics.

6. Read the following case carefully and answer the questions given at the end :

On Tuesday morning at 6:30 a.m., two young auto workers, disgruntled over failing to

get their supervisor fired, scaled the 10-foot fence of a power control area, shut off the power and closed down a Transpower Corporation assembly line. They simply took matters into their own hands when the union's grievance procedure did not work fast enough to satisfy them. For 13 hours thereafter, Subhash and Satish carried on their protest in the six-by-seven foot facility known as the power cage, as fellow workers shouted encouragement.

This dramatic protest ended in victory with the delivery to the power cage of a signed

statement from the plant manager, officially reporting that the supervisor had been fired and that there would be no reprisal against the protesters. Subhash and Satish were carried from the plant on the shoulders of their fellow workers. They were back in the plant working as spot welders the next day, but the fired supervisor, Grover, was out of his job, although he hoped to get another job with the company. Grover, who has four children and who was fired for "personnel violations," claimed the action was unjust. In explaining the events that led to the power cage protest and his subsequent firing, Grover said that production on the assembly line had been chronically below quota before he was named supervisor. At the time Grover was made supervisor, the plant manager had plainly told him that his job was to improve the production rate, and production had, in fact, improved markedly in the short time that he was supervisor. Grover said his firing would set a damaging precedent. "The company's action creates a

situation where the operations of the plant are subject to the whims of any employee with a grudge," he said. This possibility was emphasized by the comment of a union leader who said there were other conditions in the plant that needed improving-such as the cafeteria food and relief from the more than 100-degree heat in the metal shop. Moreover, the leader said, there was at least one other supervisor who should be fired. His manner implied that the successful power cage protest would facilitate attaining these ends, too. The union leader's final comment was that two men on an unauthorized wildcat strike had clearly accomplished the same thing as a full blown strike. While commenting to a news reporter about the power cage strike, the two auto workers reportedly said, "We knew we were going to win. When you cut the power, you've got the power. Every minute we were in there was costing the company money, and we weren't going to leave. It showed the power of the workers to control the company,"

The protest at the Transpower plant cost the company the production of 900 to 950 automotive units valued at Rs. 8,000 each and one reliable supervisor, according to newspaper accounts.

As the plant manager began to prepare a report on the power cage protest for his superior,

the division Vice-President, he reviewed the events of the day, the decisions he had made, and the implications for the future. He wondered if the situation might not have been dealt with more effectively.

Questions :

1. Did Subhash and Satish actually have as much power as they claimed to have ?

2. What other alternatives did the company have ? How good were thes'e alternatives ?

3. What will be the long-term consequences of the company's decision ? What did the company gain or lose by this incident ?

MS-25   June-2007

MS-25 : MANAGING CHANGE IN ORGANISATIONS

1.Describe key roles involved in bringing change in an organisation. Discuss leveraging systems strategy in changing organisations, with few examples.

2. Describe different models of change, which focus on the individuals and teams, with few examples.

3, Explain evaluation research and action research for evaluation of organisational change. What role does data analysis and feedback play in evaluation ? Discuss.

4. Describe the key competencies required for a change agent. Discuss the process involved in leading a change, with an example.

5. Write short notes on any three of the following :

(i) Work redesign of planned organisational change

(ii) Aspects to be consid ered for closing cultural gaps

(iii) Mergers and acquisitions

(iv) Structural interventions"

(v) Group approaches to change

6. Read the following case carefully and answer the questions given at the end :

Three Star Polyplastics Manufacturing Co. Ltd., was founded in 1978 by Mr. Bishan Singh after retirement from his military service. In 1995, it was still family

owned, had no union and was conservatively and paternalistically managed. The company adapted to changes slowly, but it remained a profitable enterprise.

In 1982, the company sent five of its first line supervisors to a human relations training program, but the liberal ideas with which the supervisors were indoctrinated made a negative impression on the company's top management. As a result, all supervisory training was conducted in-house after that. In lg, labour problems and conflicts between the supervisors and the human resource department led the management to enroll the company's 15 supervisors in a S-day executive development program organised by a management consultancy firm. This change of policy was initiated by the new H.R.D. Manager, Mr. S.P. Jain. To avoid having too many supervisors away from the factory at once, three were sent to each monthly program.

       Mr. Deepak, a young supervisor who had a production engineering background, returned from the executive development program excited about what he had learnt, especially about delegation of authority, giving employees the opportunity to assume the maximum possible responsibility and establishing channels of open communication with employees. After the Friday afternoon session, Mr. Deepak discussed some of these ideas with his immediate superior, Mr. Naresh Kumar. Both seemed genuinely pleased to learn that Mr. Deepak felt he had benefitted from the management developrnent program.

       When Mr. Deepak returned to work on Monday morning, he discovered that several quality control problems had to be dealt with, a report was due, and several employees needed to talk with him about work schedule problems. It was Friday afternoon before he realised that he had not yet been able to take any of the ideas about which he had become so enthusiastic. By this time, the frustrations of the week had taken the edge off his enthusiasm, and he became preoccupied with the

pleasant thought of a relaxed weekend with his family. He felt that Monday morning would be a good time to begin the new ideas.

     Questions

(a) What is the probability that the "outstanding" training program will change the behaviour of the concerned supervisors ?

(b) What factors in this organisation function as a deterrent to change ?

(c) What, if any, OD interventions do you recommend in this situation ?

(d) What steps do you recommend to stimulate lasting changes in supervisory behaviour ?