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MBA (Management Practice) Degree Examination 2011 (First year) Module Code: Module Title: Principles of Management Maximum

Marks: 75 Time: 3 hours

Q1. Write short notes 1. 2. 3. 4. 5. 6. 7. Programme Planning & Budgeting Role of organizational structure Career development and planning as a Organisational function Types of Communication in a Business Organization. Process of Communication Importance of communication Need and Nature of Staffing 8. Need and Nature of Organizing 9. Functions of Management 10. Span of control 11. Steps in Planning Process 12. Importance of planning 13. Roadblocks of control 14. Techniques of co-ordination function 15. Benefits of direction 16. Balanced scorecard 17. Bounded rationality 18. Management by Objectives 19. Budget as a Planning & Controlling Device 20. Management as an Art & Science. Q2. Differentiate between the following: 1. 2. 3. 4. 5. Job Enrichment and Job Enlargement Formal & Informal Organizations Planning and delegation Unity of Command and Unity of Direction Line and Staff functions Programmed and non-programmed decisions Recruitment and selection Tall structure and flat structure Traditional Management Vs Modern Management Delegation and Decentralization

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Q3 1. What are the major contributions that the behavioural science and system theory have made to modern management practice 2. To manage is to forecast plan, to organize, to command, to co-ordinate, and to control. Discuss the validity of this statement. 3. Almost every position in any business is a decision centre Do you agree? Discuss the various types of business. 4. Has introduction of technology (email, computers, networking, mobile etc) complicated or eased the role of a manager in his ability to plan, organize, command, coordinate and control? Discuss. 5. Describe the functions of a manager as applicable to an industry. Choose any Indian business leader and by giving examples, trace how he/ she has demonstrated these functions effectively. 6. What is decision-making? Describe the steps and administrative problems involved in decision making. 7. Managers have to play different roles in a Business Organization. Explain the roles of a manager as a communicator and motivator by giving suitable examples. 8. Control Process is a feedback system. Defend the statement highlighting the types of standards used in the Control Process and its need in an organization. What are various methods or techniques used for Control 9. How are the written means of communication superior than the other? Discuss their plus and minus .Support your answer with relevant arguments and examples. 10. Do you agree with the statement "Delegation of authority is not same as Division of work"? Explain the various elements of Delegation. Cite some important obstacles to effective delegation. 11. Describe the major barriers to organizational communication and the ways to overcome the same. 12. Compare and contrast functional departmentation and geographical departmentation, giving suitable examples. 13. Describe the nature and significance of strategic planning. 14. What are various Repetitive & Non repetitive Components of Planning. Explain each in short. 15. What is the Impact of Technology in todays business globally? Q4. 1. What do you understand by Matrix Organization, mention advantages and disadvantages of Matrix Organization? 2. Define motivation, differentiate between motivation and satisfaction. What are the special motivation techniques? 3. The managers role is greater than the process of organising people in order to achieve particular outcomes. While it includes the process, the real challenge is to manage change by leading and inspiring people. Discuss this statement and point out whether the most important management skills are organising and controlling or planning and leading. 4. The work of Taylor and Fayol was of course, essentially complementary. Do you agree with this statement? Explain your point of view in detail. 5. Coordination is imperative for the success of any organization. Explaining the need for coordination. Taking the help of a hypothetical example suggest the ways to achieve effective coordination in a decentralized private sector manufacturing organization.

6. Explain the rationale of firms across industries increasingly moving toward a lean organization structure, with suitable examples. 7. Is leadership a function of individual traits or the situation? Justify your stand, citing relevant theories and examples. 8. If you were the Store Manager for an Italian Brand manufacturing fashion accessory for men & women in Mumbai. What parameters would you consider before hiring Staff for your store. Explain your recruitment & selection process. 9. Management is an art of getting things done through people. Do you think this definition is adequate for the present day concept of management? 10. Feedback control is the most widely used, yet the least effective type of control. Critically analyse the statement, describing the advantages and disadvantages of each of the three broad types of control in an organization. 11. In ABC Corporation Ltd., there is a separate planning section in each of the functional departments, i.e. production, finance, personnel etc. The planning section of each department plans and gets them approved from the departmental head. It has been noticed by the Board of Directors that the company is not doing well, and is slowly losing its market to the competitors because it is unable to compete effectively. You are hired as an expert by the Board of Directors to study the problem and advise the Board. In this capacity analyze the case fully and offer your comments. 12. Read the case given below and answer the questions given at the end. Mr. Banerjee is the Chief Executive of a medium sized pharmaceutical firm in Calcutta. He holds a Ph.D. in Pharmacy. However, he has not been involved in research and development of new products for two decades. Though turnover is not a problem for the company, Mr. Banerjee and his senior colleagues noticed that the workers on hourly basis are not working up to their full potential. It is a well known fact that they filled their days with unnecessary and unproductive activities and worked only for the sake of a pay cheque. In the recent past the situation has become quite alarming as the organization began to crumble under the weight of uneconomical effort. The situation demanded immediate managerial attention and prompt rectification measures. Mr. Banerjee knew very well that the only way to progress and prosper is to motivate workers to peak performance through various incentive plans. One fine morning, Mr. Banerjee contacted the Personnel Manager and enquired: "What is the problem with the workers on hourly basis? The wage bill shows that we pay them the highest in the industry. Our working conditions are fine. Our fringe benefits are excellent. Still these workers are not motivated. What do they require really?" The personnel Manager gave the following reply: "l have already informed you a number of times, that money, working conditions and benefits are not enough. Other things are equally important. One of the workers in that group recently gave me a clue as to why more and more workers are joining the bandwagon of non-performers'. He felt bad that hard work and efficiency go unnoticed and unrewarded in our organization. Our promotions and benefit plans are tied to length of service. Even the lazy workers, accordingly, enjoy all the benefits in the organization. Which, in fact, according to the worker, should go to only those who work hard?" Mr. Banerjee then wanted the personnel Manager to look into the problem more closely and find out a solution to the problems of workers on hourly basis. Questions:

(a) What is the key problem in the case? What probably may be the "other things" the personnel Manager is pointing out to Mr. Banerjee? (b) Discuss the problem of motivation in this case. What would be your recommendations as personnel Manager to tackle the problem in the organization?