Thursday, November 26, 2015
MBA
101: Principles and Practices of Management
Time: 3 Hrs. Max.
Marks: 60
Instructions for Candidates:
a) The question paper consists of three sections:
Section-A, Section-B, Section-C.
b) Attempt any four question from Section-A. Each question 5 marks.
c) Attempt any one question from each subsection from
Section-B. Each question carries 8 marks.
d) Attempt case study from Section-C. It carries 8 marks.
SECTION-A
a) What do you understand by Line and Staff relationship?
b) Discuss various steps in MBO process.
c) What is ‘control’ in context to an organization?
d) Distinguish between decision making under risk and
decision making under conflict competition.
e) What are the advantages of outsourcing?
f) Define Benchmarking.
SECTION-B
UNIT-I
1.
Why do managers
need to acquire different skills at various levels? What is the role
effectiveness, efficiency and productivity in management.
2.
Write short
notes on:
(a)
Explain the
contingency approach to management.
(b)
Corporate social
responsibility
UNIT-II
3.
Describe the
importance and steps involved in planning process. Briefly discuss the
relevance of strategic and operational
planning.
4.
What are the
salient features of different models of decision making? Explain them in details and compare them.
UNIT-III
5.
“Merely designing
the organization structure with efficient groupings to suit its specific
requirements may not achieve the desired goals. However ensuring functional
integration of these differentiated groups towards the organizational
objectives assumes great significance.” Elaborate this statement and discuss
the underlying issues with suitable examples.
6.
Identify various
issues and dynamics of delegation as a process. What are the pre-requisites for effective
delegation? What are the advantages and disadvantages of delegation?
UNIT-IV
7.
What are the
steps in controlling process and state the essentials of effective
control. What is budgetary control and
explain its significance.
8.
Compare and
contrast main features of Japanese Management and Z-culture of American companies and Chinese
style of management.
SECTION-C
Read the case and answer the questions given at the
end of the case.
PK Mills manufactures woolen clothes. Over the
years, it has earned an envious reputation in the market. People associate
PK Mills with high quality woolen
garments. Most of the existing employees
have joined the company long back and are nearing retirement stage. The process of replacing these old employees with younger
ones, drawn from the nearby areas, has already begun. Recently, the quality of
the garments has deteriorated considerably. Though the company employs the best
material that is available, the workmanship has gone down. Consequently, the company has lost its
customers in the surrounding areas to a great extent. The company stands, in the eyes of general
public, depreciated and devalued. The production manage, in a frantic bid to
recover lost ground, held several meetings with his staff but all in vain. The problem, of course, has its roots in the
production department itself. The young
workers have started resisting the bureaucratic rules and regulations
vehemently. The hatred against
regimentation and tight control is
total. The old workers, on the verge of
retirement, say that conditions have changed considerably in recent years. In the days gone, by the say, they were
guided by a process of self-control in place of bureaucratic control. Each worker did his work diligently and honestly
under the old set-up. In an attempt to
restructure the organizational set-up
the managers who have been appointed afterwards brought about radical changes.
Workers under the new contract, had very little freedom in the workplace. They are expected to bend their will to rules and
regulations. Witnessing the difference
between the two ‘cultures’ the young workers, naturally, began to oppose the
regulatory mechanism devised by top
management. The pent-up feelings of
frustration and resentment against management, like a
gathering storm, have resulted in volcanic eruptions leading to violent
arguments between young workers and foremen on the shop-floor. In the process production has suffered, both
quantitavely andquantitavely. The
production manager in an attempt to weather out the storm, is seriously
thinking of bringing about a radical change in the control process that is
prevailing now in the organization.
Questions:
(a)
What are the
core issues the case?
(b)
Do you agree
with the statement “The problem, of
course, has its roots in tl-p production department itself”? Reason out
your stand.
(c)
Critically
evaluate the finding that old supervisors complain and new workers too resist
any type of Control.
(d)
What type of
control system would you suggest to the company to improve the production?
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