NATIONAL INSTITUTE OF TECHNOLOGY, TIRUCHIRAPALLI-620015

DEPARTMENT OF MANAGEMENT STUDIES

MBMI 11 - MANAGEMENT CONCEPTS AND PRACTICES
FINAL ASSESSMENT - JULY 2020

Semester : IV Duration: 120 Mins Max Marks: 30

Section - A

1. “Management involves Getting things Done through others”. Discuss the

above statement in the light of managerial functions and substantiate with
any theories of management. (5)
2. What is MBO? Discuss the condition where MBO is effective and
ineffective as a managerial technique. Give examples. (5)
3. What is Matrix organization? Draw and explain the structure the Matrix
organization with any examples of your choice. Also explain the
significance behind the drawn structure. (5)
4. Compare and contrast the Trait, Behaviour and Contingency theory of
leadership. According to you, which is the most effective theory of the
above in managing people of organization? (5)

Section - B

5. Case Study (10)

Hemant Jha, the plant manager of a manufacturing company, attended a

seminar of four weeks duration, conducted by a reputed university. The
seminar was devoted largely to the topic of executive decision making.

During the seminar, Jha was particularly impressed by Professor Tripathi’s

Lectures on Group discussion & Group decision making. Professor Tripathi
was convinced that employee, if given the opportunities, could intelligently
consider, and then formulate quality decision.
Returning to the plant at the conclusion of the seminar, Jha decided to
practice some of the principles that he had learned. He called together the 25
employees of his department and told them that the production standard
established several years ago were now too low in the view of the recent

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installation of automated equipment. He wanted the employees to decide
among themselves, as a group, what the new standard should be.
Jha believed that employees would doubtlessly establish much higher
standards than the existing ones. But he was amazed when he came to know
that contrary to his belief, the group considered the existing standards as
already too high. And therefore decided to reduce them by 10%. These
standards, Jha knew, were far too low to provide a fair profit on the owner’s
investments. Yet it was cleared that his refusal to accept the group decision
would be disastrous. Before taking a course of action, Jha called professor
Tripathi at the University for his Opinion.

Questions
1. How could Jha have avoided the present difficulties?
2. Identify the management concepts involved in the case and explain it.
3. If you were a management consultant, what advice would you give to
Jha?
4. Suggest a suitable TITLE to the case and justify it.