Principles And Practice Of Management MB001 - MBA Assignments Sample Papers

Principles and Practice of Management PART A (Descriptive Type) = 27 PART B (Case Study) = 3 PART C (Multiple Choice) = 120 – (Three Set) Total Solved Page = 63 (Word file .docx format) Instant Downloadable Solution from AiDLo.com

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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.

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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.









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 severa severall changes in the organisa organisation. tion. A major restructu restructuring ring 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 Componen Automotive Components ts Limited is a major manufactur manufacturer er 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









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. 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. 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 appropriate ly 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.









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 departmenta l 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 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 : Q4. A plan can not said to be exist unless: Q5. The managerial function of staffing means: Q6. Corporate planning is nothing but (choose the most appropriate one):









Q10. A company: Q11. Effective communication means : Q12. Conflict is: Q13. Job evaluation is a technique which aims at: Q14. Induction or orientation is an integral part of: Q15. Conflicts in work environment could be classified as under: 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? Q21. Performance review is done to 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: Q24. Counseling is: Q25. The term OCTAPAC is used in relation to which of the following: Q26. Line managers are: Q27. Job specification spell out Q28. The method of recruitment may include: Q29. Which of the following is not typical Rater error











Q32. The logical and possible sequences of positions that could be held by an individual based on what and how people perform in an organization is called: Q33. "In basket" technique is used in 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: Q38. What are the barriers to communication? Q39. Which one is not a type of communication? Q40. Which one is not a stage of Group process?

Multiple Choice Question – Set 2

1. Decreasing the role of subordinates in decision-making is known as (a) Decentralisation (b) Stabilization (c) Centralization (d) Organization 2. Which of the following refers to the flow of information among people on the same or similar organizational levels?









(c) Delegation (d) Discipline 5. Which one management function helps maintain managerial effectiveness by establishing guidelines for future activities? (a) Organizing (b) Planning (c) Staffing (d) Leading 6. Which is not a leadership theory? (a) Trait theory (b) ERG theory (c) Contingency theory (d) Transactional theory 7. Which is an esteem need? (a) Basic pay (b) Safety regulations (c) Prestigious office location (d) Training 8. What interview is comprehensive, and the interviewer encourages the applicant to do much of the talking? (a) Unstructured (b) Structured (c) Stress (d) Directive 9. What are the typical products of job analysis? (a) Job descriptions and job specifications (b) Work standards (c) Work schedules (d) Desired financial incentives 10. In Basket Technique is used in (a) Production (b) Marketing (c) Training









(b) Henri Fayol (c) Peter F. Drucker (d) Watson 14. Which managerial function gives attention to influencing and motivating employees to improve performance and achieve corporate objectives? (a) Leading (b) Organizing (c) Staffing (d) Controlling 15. Job Evaluation is a technique which aims at: (a) Establishing fair and equitable pay structure (b) Analyzing of requirement of updating technology (c) Assessing safety requirement of jobs (d) Improving productivity 16. Which is an advantage of decentralization? (a) Encourages decision-making (b) Easy to have uniform policy (c) Greater Control (d) Decreases complexity of coordination 17. Performance review is done to (a) Reward work done (b) Focus on areas requiring improvement (c) Giving appropriate feed back to individuals (d) All of the above 18. The general conclusion of the 'Relay Assembly Test Room Experiments' was that employees would work better if the management were concerned about their welfare and superiors paid special attention to them. This phenomenon was subsequently labeled as the _________ (a) Relay effect (b) Hawthorne effect (c) Behavioral effect (d) Human effect 19. Which is not a way to overcome the initial resistance to change in organizations?









(c) Knowledge of rules & regulations (d) All of the above 22. According to Herzberg and his associates ______ are job content factors which lead to job satisfaction? (a) Motivators (b) Hygiene factor (c) Context factors (d) Physiological factors 23. The establishment of a distinct area, unit of subsystem of an organization over which a manager has authority for the performance of specialized activities and results is termed_______ (a) Centralization (b) Departmentation (c) Decentralization (d) Functionalization 24. Democratic leadership is also know as _________ leadership. (a) Autocratic (b) Participative (c) Bureaucratic (d) Laissez-faire 25. A/an ________ is a vital tool for providing information about organizational relationships. (a) Organizational chart (b) Functional chart (c) Organizational model (d) Functional model 26. Which control principles suggests that managers should be informed about a problem only when the data shows a significant deviation from established standards? (a) Management by waling around (b) Management by objectives (c) Management by goals (d) Management by exception 27. Line Managers are:









communication process? (a) Sending (b) Receiving (c) Encoding (d) Decoding 30. Group decision-making has certain advantages over individual decision-making. Which of the following statements is not true with regard to group decision-making? (a) It allows pooling of knowledge and information (b) It's a source of personnel development (c) It discourages risk taking (d) It's time consuming and costly 31. The idea that workers look for meaning in their work and will actively seek out new responsibility is most consistent with which of these needs identified by Maslow? (a) Safety (b) Social (c) Self-actualization (d) Physiological 32. A manager's posture during a communication with a colleague is an example of which aspect of the communications process? (a) Decoding (b) Non-verbal behavior (c) Informal channel (d) The grapevine 33. The organization chart is a way of showing (a) How the tasks of an organization are divided and co-ordinated (b) The informal patterns of communication (c) The stakeholders who have an interest in the company (d) The physical layout of the buildings on a site 34. When a manager secures the agreement of a colleague to work on a project in return for the promise of providing the colleague with some extra remuneration, what type of power is he or she exercising? (a) Expert power (b) Coercive power











(c) Writing the reports (d) Taking corrective action 37. According to Herzberg, which of the following can be classified as a motivator? (a) Working conditions (b) Pay (c) Supervision (d) Recognition 38. Which of the following refers to changing a task to make it inherently more rewarding, motivating and satisfying? (a) Enlargement (b) Rotation (c) Enhancement (d) Enrichment 39. The tendency to place the primary responsibility for one's success or failure either within oneself or on outside forces is referred to as (a) Authoritarianism (b) Emotional stability (c) Locus of control (d) Extroversion 40. ______ is a process whereby companies find out how others do something better than they do and then try to imitate or improve on it. (a) TQM (b) Continuous improvement









3. Another fact that engineers need to learn is that supervisors may frequently be referred to as . a) middle managers b) top managers c) project leaders d) first-line managers 4. Many of the engineers in the group are unclear about what managers actually do. Your training materials explain that a manager's job focuses on. a) the performance of clerical duties b) personal achievement c) helping others accomplish their work goals d) supervising groups rather than individual employees 5. Which argument for social responsibility puts forth the belief that by becoming socially responsible, businesses can expect to have less government regulation? a) discouragement of further government regulation b) stockholder interests c) public expectations d) public image As a business expansion director, Shana's goal is to scout out potential locations and basically provide input on how her company should proceed with its planned expansion to Europe. There are many options, including maintaining the business's head office in the United States and sending over company representatives when necessary or establishing separate operations facilities abroad and hiring locals as managers. (Q6-9)









b) middle c) final d) preliminary 10. Classical management thinkers______ a) utilize the "it all depends" approach b) utilize quantitative decision-ma decision-making king tools c) look for the one best way to do something d) realize that their most important and complex resource is people 11. The Hawthorne studies are an important foundation of the ______approaches. a) classical b) human relations c) administrative d) quantitative 12. Models, simulations, and queuing theory are examples of techniques found in the approach to management. a) classical b) quantitative c) bureaucratic organization d) modern 13. Which of the following statements does not accurately reflect the characteristics of contingency theory? a) Managers should draw on all past theories in attempting to analyze and solve









17. A quantitative technique for decision making that shows a complete picture of potential alternative decision paths is called_______. a) the Delphi technique b) a decision tree c) brainstorming d) payback analysis 18. A group effort of generating alternative ideas that can help a manager solve a problem is called______. a) the Delphi technique b) out-of-the box thinking c) brainstorming d) the nominal group technique 19. All of the following are important strategies that a manager can use to create a more effective decision-making environment except______. a) encourage others to make decisions b) be ready to try things c) rely solely upon himself or herself d) recognize the importance of quality information 20. Which of the following is not a proactive reason why a business becomes international? a) Economies of scale b) Searching for new customers c) Remaining competitive









24. Which of the following describes the sociocultural dilemma facing the international manager? a) The international manager needs only to know the culture of the host countr country. y. b) Most host countries require international managers to apply for citizenship in order to acquire knowledge of the culture. c) The manager should carefully avoid integrating the home- and host-country cultures. d) The international manager not only must understand the culture of the host country, but also how that culture differs from his or her home-country culture. 25. Several studies regarding leadership traits have proven which of the following: a) Leadership traits are universal. b) No specific list of successful leadership traits exists. c) Leadership traits, skills, and behaviors are common. d) Successful leaders have similar personalities. 26. Which type of power is least associated with the autocratic style of leadership? a) Referent b) Expert c) Formal d) Nonconforming 27. When sport coaches listen to players' suggestions and feedback during game intermission, they are using what type of leadership? a) Free-rein b) Autocratic











32. According to Alderfer's ERG theory, existence needs can be described as a) needs for satisfactory relationships with others. b) calls for realizations of potential. c) calls for the achievements of competence. d) a person's well being. 33. According to expectancy theory, the intensity of motivation functions is a) very difficult to determine. b) indirectly proportional to perceived rewards. c) directly proportional to perceived or expected rewards. d) indirectly proportional to expected rewards. 34. When a manager redesigns a job so that the job includes an an increased number of tasks, but does not address the issues of the quality of the challenge of the tasks, the manager is utilizing a) job depth.









b) c) d)

job description. job analysis. job specification.

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Principles And Practice Of Management MB001 - MBA Assignments Sample Papers

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