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Functional chart
b. Posts chart
Examination Paper of Principles and Practices of Management
2
IIBM of Business Management
c. Master chart
d. Departmental chart
7. Communication which flow from the superiors to subordinates with the help of scalar chain is known as:
a. Informal communication
b. Downward communication
c. Upward communication
d. Oral communication
8. Needs for belongingness, friendship, love, affection, attention & social acceptance are comes under___________
a. Physiological needs
b. Safety needs
c. Ego needs
d. Social needs
9. A management function which ensures “jobs to be filled with the right people, with the right knowledge, skill & attitude” is comes under__________
a. Staffing defined
b. Job analysis
c. Manpower planning
d. Recruitment
10. It is a process that enables a person to sort out issues and reach to a decisions affecting their life:
a. Selection
b. Raining
c. Reward
d. Counseling
Part Two:-
1. What do you understand by Maslow‟s Theory of Motivation?
2. Define Management By Objective.
3. Differentiate between co- ordination and co-operation.
4. Write a short note on „Acceptance theory‟.
END OF SECTION A
Section B: Caselets (40 marks)
This section consists of Caselets. Answer all the questions. Each Caselet carries 20 marks. Detailed information should form the part of your answer (Word limit 150-200 words). Examination Paper of Principles and Practices of Management 3 IIBM of Business Management Caselet 1 Mr. …show more content…
Vincent, the Manager of a large supermarket, was taking a management course in the evening programme at the local college. The Professor had given an interesting but disturbing lecture the previous night on the various approaches to management. Vincent had always thought that management involved just planning, organizing and controlling. Now this Professor was saying that management could also be thought of as quantitative models, systems theory and analysis, and even something called contingency relationships. Vincent had always considered himself a good manager, and his record with the supermarket chain had proved it. He thought of himself, “I have never used operations research models, thought of my store as an open system, or developed or utilized any contingency relationship. By doing a little planning ahead, organizing the store, and making some things got done, I have been a successful manager. That other stuff just does not make sense. All the professor was trying to do was complicate things. I guess I will have to know it for the test, but I am sticking with my old plan, organize and control approach to managing my store.” Questions: 1. Critically analyze Mr. Vincent‟s reasoning. 2. If you were the professor and you knew what was going through Vincent‟s mind, what would you say to Vincent? Caselet 2 The Regional Administration Office of a company was hastily set up. Victor D‟Cuhna a young executive was directly recruited to take charge of Data Processing Cell of this office. The data processing was to help the administrative office in planning and monitoring. The officer cadre of the administrative office was a mix of directly recruited officers and promote officers (promotion from within the organization). Females dominated the junior clerical cadre. This cadre was not formally trained. The administrative office had decided to give these fresh recruits on-the-job training because when results were not upto the expectations blame was brought on the Data Processing Cell. Victor D‟Cuhna realized that the administrative office was heading for trouble. He knew that his task would not be easy and that he had been selected because of his experience, background and abilities. He also realized that certain functional aspects of the administrative office were not clearly understood by various functionaries, and systems and procedures were blindly and randomly followed. Feedback was random, scanty and controversial, and Data Processing Cell had to verify every item of feedback. Delays were inevitable. D‟Cuhna sought the permission of senior management to conduct a seminar on communication and feedback of which he was an expert. The permission was grudgingly given by the senior management. Everyone appreciated the seminar. Following the first seminar, D‟Cuhna conducted a one week training course for the clerical cadre, especially for the junior, freshly recruited clerks. Amongst other topics, D‟Cuhna laid emphasis onfiling system, information tracking, communication, and feedback. This helped reorient attitudes to some extent. But the female clerks preferred to ignore the theme and widely circulated the belief that D‟Cuhna was an upstart and a show off. Within a short time, considerable friction had been generated
b. Posts chart
Examination Paper of Principles and Practices of Management
2
IIBM of Business Management
c. Master chart
d. Departmental chart
7. Communication which flow from the superiors to subordinates with the help of scalar chain is known as:
a. Informal communication
b. Downward communication
c. Upward communication
d. Oral communication
8. Needs for belongingness, friendship, love, affection, attention & social acceptance are comes under___________
a. Physiological needs
b. Safety needs
c. Ego needs
d. Social needs
9. A management function which ensures “jobs to be filled with the right people, with the right knowledge, skill & attitude” is comes under__________
a. Staffing defined
b. Job analysis
c. Manpower planning
d. Recruitment
10. It is a process that enables a person to sort out issues and reach to a decisions affecting their life:
a. Selection
b. Raining
c. Reward
d. Counseling
Part Two:-
1. What do you understand by Maslow‟s Theory of Motivation?
2. Define Management By Objective.
3. Differentiate between co- ordination and co-operation.
4. Write a short note on „Acceptance theory‟.
END OF SECTION A
Section B: Caselets (40 marks)
This section consists of Caselets. Answer all the questions. Each Caselet carries 20 marks. Detailed information should form the part of your answer (Word limit 150-200 words). Examination Paper of Principles and Practices of Management 3 IIBM of Business Management Caselet 1 Mr. …show more content…
Vincent, the Manager of a large supermarket, was taking a management course in the evening programme at the local college. The Professor had given an interesting but disturbing lecture the previous night on the various approaches to management. Vincent had always thought that management involved just planning, organizing and controlling. Now this Professor was saying that management could also be thought of as quantitative models, systems theory and analysis, and even something called contingency relationships. Vincent had always considered himself a good manager, and his record with the supermarket chain had proved it. He thought of himself, “I have never used operations research models, thought of my store as an open system, or developed or utilized any contingency relationship. By doing a little planning ahead, organizing the store, and making some things got done, I have been a successful manager. That other stuff just does not make sense. All the professor was trying to do was complicate things. I guess I will have to know it for the test, but I am sticking with my old plan, organize and control approach to managing my store.” Questions: 1. Critically analyze Mr. Vincent‟s reasoning. 2. If you were the professor and you knew what was going through Vincent‟s mind, what would you say to Vincent? Caselet 2 The Regional Administration Office of a company was hastily set up. Victor D‟Cuhna a young executive was directly recruited to take charge of Data Processing Cell of this office. The data processing was to help the administrative office in planning and monitoring. The officer cadre of the administrative office was a mix of directly recruited officers and promote officers (promotion from within the organization). Females dominated the junior clerical cadre. This cadre was not formally trained. The administrative office had decided to give these fresh recruits on-the-job training because when results were not upto the expectations blame was brought on the Data Processing Cell. Victor D‟Cuhna realized that the administrative office was heading for trouble. He knew that his task would not be easy and that he had been selected because of his experience, background and abilities. He also realized that certain functional aspects of the administrative office were not clearly understood by various functionaries, and systems and procedures were blindly and randomly followed. Feedback was random, scanty and controversial, and Data Processing Cell had to verify every item of feedback. Delays were inevitable. D‟Cuhna sought the permission of senior management to conduct a seminar on communication and feedback of which he was an expert. The permission was grudgingly given by the senior management. Everyone appreciated the seminar. Following the first seminar, D‟Cuhna conducted a one week training course for the clerical cadre, especially for the junior, freshly recruited clerks. Amongst other topics, D‟Cuhna laid emphasis onfiling system, information tracking, communication, and feedback. This helped reorient attitudes to some extent. But the female clerks preferred to ignore the theme and widely circulated the belief that D‟Cuhna was an upstart and a show off. Within a short time, considerable friction had been generated