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This Question Bank contains Important Question for BBA-MBA Assignment and Exam
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PART A
Descriptive Type Question
Question 1: Discuss the steps involved in organizing. Why organizing is important?
Question 2: What were the Hawthorne studies? What effect did they have on the
Management practices?
Question 3: The principles of scientific management differ from the ordinary
principles. Why? Give your comments.
Question 4: Compare the three schools of management thought and discuss which
theory as per you is most relevant and why?
Question 5: Discuss the 14 general principles of management given by Fayol. Which
principle do you think is the most important?
Question 6: Define management; discuss the functions of a manager?
Question 7: Write short notes on (a) Organisation Manuals and Charts| (b) Leaders
vs Managers | (c) Motivation
Question 8: "Planning is charting the future course of action at present" Do you
agree? Discuss the advantages of planning as a management process.
Question 9: Management can be defined as "a process of bringing about
improvement in knowledge, skill, habits and attitudes of the employees in an
organization".
Question 10: Which are the various types of plans you are familiar with? Discuss
the steps involved in the planning process.
Question 11: What steps can an organisation take to increase the motivational force
for high levels of performance?
Question 12: Explain briefly various Management Functions. What is the basis for
saying that planning is the most crucial management function? Discuss.
Question 13: Explain the MBO Process.
Question 14: Elucidate the relationship between planning and control.
Question 15: To whom do you think is performance appraisal more significant to
the organization or to the individual? Justify.
Question 16: Comment on the statement "Delegation of authority is the key to
organization". Discuss the advantages of delegation in the light of this statement.
Question 17: What are the challenges faced by the professional managers in the
contemporary Indian industrial set up?
Question 18: Discuss the new challenges and tasks of management. Explain the
contributions of Taylor and Henry Feyol in modern management thoughts.
Question 19: Define leadership. Explain the features and importance of Mc Gregor's
theory X and Y?
Question 20: Are strategies and policies as important in a non business enterprise
(such as a lobour union, State Department, a hospital or a city fire department) as
they are in a business? Why and how?
Question 21: Your Company offers you a promotion to a position in a location your
family does not like. Make the necessary assumptions and then state how and what
you would decide.
Question 22: What are the major limitations of Planning? What action can be taken
to make planning effective?
Question 23: "The contingency approach to management is more a commonsense
approach "-elaborate.
Question 24: Accurate appraisal of performance is difficult. In the light of this
discuss the problems involved in appraising an employee.
Question 25: Discuss the steps involved in organizing. Why organizing is important?
Question 26: "Decision making is the most critical management task". Discuss the
above statement in light of decision-making steps.
Question 27: Which party bears more responsibility in the communication process -
sender, receiver, or both? Justify your answer.
PART B
Case Study – 1
Mr. R.K. Mishra owns a small trading company in Varanasi by the name of RKM
Enterprises. The company provided raw material to the manufacturers of silk sarees.
The business enterprise is also engaged in supply of silk sarees and other silk garments
produced by local weavers to the big stores in major cities. In addition they have
substantial export orders.
The company is mainly a family based enterprise. Mr. R.K. Mishra is the Director and
his son Ritesh is looking after finance department. The son is also assisting his father in
other strategical matters. Key decisions are taken by the Director himself after
occasional discussions with Ritesh.
The existing employee strength is more than 200 with 15 offices spread across the
country. During the last one decade of its existence, the business has grown
considerably. In fact, the turnover surpassed Rupees 100 million in the year 2003-04.
However, since then the business faced stiff competition from other traders. In last one
year the orders that have been received have reduced substaintially.
Rohit, younger son of the Director is holding a management degree from Banaras Hindu
University. He has recently left a job with an MNC located in Mumbai and joined his
father's business to help in solving the problems.
After joining, Rohit made several changes in the organisation. A major restructuring
drive was carried out. The authority to take several major decisions was transmitted to
lower levels. Organisation structure ws also made flatter. Instructions were given to all
managers to consult their subordinates before taking any decisions. He was determined
to see that the company was professionally managed.
Question 1. "The management of RKM Enterprises is not professional and is family
based". Analyse and comment.
Question 2. Analyse the changes brought in by Rohit.
Case Study – 2
Automotive Components Limited is a major manufacturer of automatic filters mostly
used in automobiles of various types. It supplies filters directly to automobile
manufacturers in bulk quantity besides supplying to the market for replacement One
day, two engineers from a reputed engineering consultant visited the factory. They
inspected the production facilities and workshop. They came on the next two days also.
During their visit, the atmosphere in the workshop was tense as the engineers made
several enquiries from the foreman of the workshop. Three days after the last visit of
these engineers, a notice was put up asking the workers to shut off motors and lights
during the lunch break.
During the following week, a rumour spread that the company was not able to discharge
its contractual commitments because of the technical defects in the plant. Therefore, a
big order was likely to be cancelled resulting into closure of the plant for some time. This
period became quite disturbed both for workers as well as for the foreman. Three
workers made enquiries on different occasions from the foreman about the reasons for
the visits by the outside engineers. In fact, one of the workers put a question, "Is there
going to be layoff in the plant"? The foreman himself being ignorant in the matter had
little to say. Thus, rumours spread further about the likely layoff and retrenchment of
some workers.
The workers became nervous and productivity dropped. They approached their union
leaders about the possible layoff and retrenchment. The union leaders criticised the
approach of the management and threatened strike if any worker was laid off or
retrenched
On getting this news of lower productivity and threat of strike, the production manager
visited the plant and talked to the foreman and some of the senior workers. One of the
office bearers of the union questioned angrily as to when some of them are to be thrown
out. The production manager was taken by surprise and asked the foreman what
workers were talking about The foreman narrated the total situation right since the visits
of outside engineers and notice of conserving power. He also told about the rumour of
cancellation of big order and consequent retrenchment of some of the workers. The
production manager was taken aback and could not believe what the foreman was
saying. He asked the foreman, "But all this is not true; did you not tell the workers?" The
foreman kept quiet
Later in the day, the production manager called a meeting of union office bearers along
with some workers. He also invited the foreman to attend the meeting. In the meeting,
the production manager informed about the objectives of the visits of outside engineers.
He told that the engineers were invited to observe the existing machine layout and to
draw plan for installing a new equipment. He explained that notice for putting off motors
and lights during the lunch break was meant to save power as there was shortage of
power and this had nothing to do with the visits of the engineers. Regarding the
cancellation of order, he agreed that one big order was likely to be cancelled because of
some troubles at the buyer's plant but the company had secured a much bigger order
and that instead of layoff, there would in fact be more recruitment But all these could not
convince the workers and after two days, the union gave a notice to the production
manager for a one day protest strike.
Questions
1. Discuss the reasons for the problems that arose in the company.
2. Advise the production manager how he should proceed in the matter.
Case Study – 3
NO COMMISSIONS ALLOWED
When Mr.Ram Bansal took over the handbag department at RK & Company New
Delhi, he established several important goals for the department. One was to
increase sales without increasing the number of salespeople or the way they were
paid. Unlike some retail supervisors, Mr. Bansal was not in a position to use
commissions to reward improved performance. All his employees were paid a
straight wage without commissions and all members of the staff were union led.
He also wanted to improve customer service and employee satisfaction.
This arrangement offered few motivational options and had a negative effect on
employee attitudes. In other departments of the company, customers were often
shown a dressing room “cop” who asked how many garments were included and
gave them the appropriately colored tag. The original sales clerk rarely appeared
for additional customer service. Many sales people in the company were painfully
aware of the lack of personal commitment to their job and customers. One
employee commented, “There’s a lot of talk about increasing customers.” Mr.
Bansal knew he had to make some changes in order to improve the sales
production in the department.
His first step was to give full-time employees their own counter area and their own
line of merchandise. He also increased the responsibility of the sales staff for
managing their own inventory and their own line of merchandise. Any sales
person who needed information was encouraged to offer the buying staff
suggestions, was encouraged to talk with buyer of handbags. Previously, the sales
staff had felt they were not supposed to talk to buyers.
Every week, Mr. Bansal brings the staff together for a meeting. At these meetings,
he emphasizes the importance of customer service and reviews any change in
departmental policies and procedures. He also encourages employees to discuss
problems and ask questions. These meetings provide Mr.Bansal with an opportunity
to publicly recognize the accomplishments of employees.
Questions
1. What motivational need did Mr. Bansal satisfy for his full-time employees?
2. Discuss these needs with reference to Maslow’s hierarchy of needs.
3. Mr. Bansal achieved significant productivity gains because of a positive
change in employee’s attitudes. What motivational strategies did he use to
achieve this success?
PART C
Multiple Choice Question- Set 1
Q1. The ability see the organization as a whole and being aware how changes in any
one part of the organization affect all the other parts is known as:
Q2. Which of the following should be encouraged by the manager in order to develop
subordinate loyalty?
Q3. A system in which the level of equilibrium between its subordinate subsystems is
always dynamic may be termed as :
Q6. Corporate planning is nothing but (choose the most appropriate one):
Q16. Industrial Dispute Act, 1947 provides the following Industrial Relations machinery
for resolution of conflicts:
Q17. The most common performance appraisal scheme followed in Public sector is:
Q18. What can management do to alleviate stress (Tick the wrong one)?
Q19. The power of a person derived from closeness to a powerful person is known as:
Q20. The saying "Give a man fish, He will eat it, Train a man to fish, He will feed his
family" is used in relation to which management activity?
Q22. The influence a person has because of his high competence may be termed as
Q23. When a young person joins an organization he needs some senior person in
whom he can confide and get advice and support. Such a relationship may be called:
Q34. The Act which aims to ensure regular and prompt payment of wages and to
prevent the exploitation of wage earners by prohibiting arbitrary fines and deduction is
called:
Q35. "All reasonably healthy adults have a considerable reservoir of potential energy" is
one of the basis principles of:
Q36. For reduction/retrenchment firms now offer inducements to the workforce to leave
on their own before they reach the age of superannuation. Such a scheme is called:
Q37. An inquiry into the allegation of misconduct against an employee conducted within
the organization based on the principles of natural justice is called: