DECEMBER 2002

Section I Attempt any two Marks 1. Define organization. Explain its principles. 15 (0)

2. What do you understand by Systems Approach? Explain its relationship with Contingency Approach. 15 (0) 3. Define Behavioural Science Approach. Discuss its characteristics. 15 (0)

Section II Answer Q. No. 8 which is compulsory and any three of the rest. 4. What is the significance of informal organization to formal organization? How management can make most effective use of informal organization? 18 (0) 5. What do you understand by Training and Development? What are the objectives of Human Resources Training? 18 (0) 6. 7. What is conflict? What are the causes of conflict and their consequences? 18 (0) 18

Explain the meaning of Controlling functions and discuss the elements of Control. (0) Write short notes on any four: 4x4 (a) (b) (c) (d) (e) Organization development; Sources of Conflict in the organization; Delegation and decentralization; Meaning of Strategy and its formulation; Objective of Public Sector. (0) (0) (0) (0) (0)

8.

9.

Explain Managerial Grids. Which style of leadership is considered best in the grid and why? 18 (0)

JUNE 2003 Section I Answer Question No. 1 which is compulsory and any two from the rest. Marks 1. Do you agree with the following statements? Write Yes or No, giving proper reasonings in support of your answer: 2x10 (a) (0) (b) Management process and management functions are one and the same.

Procedures are helpful in performing non-routine task.

(0)

(c) Operational Planning is undertaken under more complex and ambiguous environment than strategic planning. (0) (d) Matrix organisation structure combines features of more than one form of departmentation. (0) (e) (f) Administrative management theory is prescriptive in nature. Recruitment and selection are one and the same thing. (0) (0)

(g) The behavioural science approach considers that business organisations are purely social systems. (0) (h) (i) Absence of hygiene factors increases dissatisfaction with the job. Lower Level Management is also called strategic management. (0) (0)

(j) There is multiplicity of command instead of unity of command in a functional organisation structure. (0) 2. What do you mean by Delegation of Authority? [12- (Theory) (Brief) () 26] Explain the basic principles and importance of Delegation of Authority. 4+6+6 (0) 3. Discuss the pillars of classical organisation theory. [14- (Theory) (Short) () 28] Also add brief criticism of this theory. 10+6 (0) 4. What do you understand by the terms "conflict"? [16- (Theory) (Short) () 30] Explain the positive as well as negative effects of conflict in an organisation. 6+5+5 (0) Section II Attempt any three questions.

5. Explain the concept of Human Resource Planning. [1- (Theory) (Short) () 32] Discuss its objectives and importance. 6+4+6 (0) 6. Define planning. [3- (Theory) (Brief) () 34] Discuss the importance of planning and the various steps involved in planning. 4+6+6 (0) 7. What do you understand by the term 'change'? [5- (Theory) (Short) () 36] Why do people resist change? 8+8 (0) 8. Write short notes on any four: 4x4 (a) (b) (c) (d) (e) Barriers to communication; Characteristics of leadership; (0) (0) (0)

Administrative problems of public sector enterprises; Role conflict; Power and authority. (0) (0)

DECEMBER 2003 SECTION I Answer Question No. 1 which is compulsory and any one from the rest. Marks 1. Do you agree with the following statements? Write Yes/No giving proper reasoning in support of your answer. No marks will be awarded, if only Yes or No is stated. 10x2 (a) (b) (c) (d) (e) (f) (g) channels. (h) (0) (i) (j) (0) 2. Decentralisation is an extension of delegation. (0) (0) (0)

Herzberg's Two factor Theory states that there is hierarchy of needs. Conflict is an organisation triggers change in favourable direction also. Co-ordination is best achieved by order and force only. (0)

Conceptual skill implies ability to use tools, procedures and techniques. Standing plans are chosen course of action. (0)

(0)

Horizontal and Diagonal channels of communication tend to be shorter than vertical (0) The quantitative school does not follow scientific methods in its approach.

Another component of individual behaviour is attitude.

(0)

Managerial grids can be used as a training device for improving leadership.

What is departmentation? [12- (Theory) (Brief) () 55] Explain how the departments are created. 4+12 (0) Distinguish between Formal and Informal organisations. 16 (0)

3.

SECTION II Answer any four questions.

4.

What is decision-making? [1- (Theory) (Brief) () 58] Explain the steps in decision-making. 4+12 (0)

5. Explain the concepts of Board of Directors. [3- (Theory) (Brief) () 60] Discuss the functions of Board of Directors. 3+13 (0) 6. What do you understand by Contingency Approach? [5- (Theory) (Short) () 62] Explain the main features of this approach. 6+10 (0) 7. What is meant by Training? [7- (Theory) (Brief) () 64] What are its important principles? Discuss the advantages of training. 3+6+7 (0) 8. Write short notes on any four: 4x4 (a) (b) (c) (d) (e) Meaning of Staffing; (0) (0)

Programmed and Non-programmed decision; Planning premises; Functions of supervisor; (0) (0)

Organisational Culture and its characteristics

(0)

JUNE 2004 SECTION I Answer Question No. 1 which is compulsory and any one from the rest. Marks 1. Do you agree with the following statements? Write Yes/No, giving proper reasoning in support of your answer. No marks will be awarded, if only Yes or No, is stated: 10x2 (a) (b) (c) (d) (e) (f) (g) department. (h) (i) (j) 2. Delegation results in decentralisation. Power is synonymous to authority. Feedback is very important for communication. (0) (0) (0) (0) (0) (0)

Classical Organisation Theory consists of three components Process of management is the same for every organisation. Douglas McGregor produced the Need Hierarchy Theory of motivation

Informal group in an organisation necessarily consists of members drawn from the same (0) Span of control determines the shape of the organisation structure Lay - 0ff and Retrenchment denote the same meaning. Planning premises guide planning effectively. (0) (0) (0)

Define Organisation. [12- (Theory) (Brief) () 84] Discuss the basic principles of organisation. 4+12 (0)

3. Explain the circumstances that lead to decentralisation. [14- (Theory) (Short) () 86] State the advantages of decentralisation. 6+10 (0) SECTION II Attempt any four questions. 4. Discuss Likert's four management systems. 16 (0)

5. What is Behavioural Approach? [2- (Theory) (Brief) () 89] What are the features of Behavioural Science Approach? 4+12 (0) 6. Define communication [4- (Theory) (Brief) () 91] and explain the process of communication. 4+12 (0)

7. 8.

Define control. [6- (Theory) (Brief) () 92] Explain the control process. Write short notes on any four: 4x4 (a) (b) (c) (d) (e) Operational problems of public enterprises; Goal conflict; (0) (0) (0) (0) (0)

4+12

(0)

Functions of Top management; Single-use plan; Characteristics of a group.

DECEMBER 2004 SECTION I Answer Question No. 1 which is compulsory and any five from the rest. Marks 1. Do you agree with the following statements? Write Yes or No, giving proper reasoning in support of your answer. No marks will be awarded if only Yes or No, is stated: 15x2 (a) (b) (c) (d) (e) (f) (g) (h) (0) (i) (j) (k) (0) (l) (m) (n) Recruitment and selection are one and the same thing. Responsibility cannot be delegated. Planning is an wasteful exercise. (0) (0) (0) (0)

State enterprises are prove to too much political interference. Intrinsic reward is self-administered. (0) (0)

Forecasting is an indispensable element of planning. Communication is the process of interaction among people.

(0)

The board of directors is the human agent of the management of the Company.

Policies and procedures both are guides to actions.

(0) (0)

Changes lead to expansion in the frontiers of organisational activities. The Behavioural School is neither a social nor a technical in its approach.

The operational activities of management start with direction. Job enlargement and job enrichment are not different. Centralisation reduces the burden of the top management. (0)

(0)

(0)

(o) Unity of command means that a subordinate should get orders and instructions from different superiors. (0) 2. What do you understand by organisation structures? [17- (Theory) (Brief) () 116] Discuss the merits of Line Organisation. 4+6 (0) 3. What is organisational behaviour? [19- (Theory) (Brief) () 118] Mention its main characteristics. 4+6 (0)

SECTION II Attempt any four questions. 4. What do you mean by Human Resource Planning? [1- (Theory) (Brief) () 120] What are its objectives? 5+10 (0) 5. What is meant by change? [3- (Theory) (Brief) () 122] Explain the reasons for resistance to change. 4+11 (0) 6. What is organisational goal? [5- (Theory) (Brief) () 124] Discuss the primary and secondary and organisational goals? 4+11 (0) 7. What is forecasting? [7- (Theory) (Brief) () 126] What are the elements of business forecasting? 3+12 (0) Write short notes on any three: 5x3 (a) (b) (c) (d) (e) Gravevine communication Qualities of a successful leader; External sources of recruitment; Reasons for joining groups; Administration vs. Management. (0) (0) (0) (0) (0)

8.

JUNE 2005 SECTION I Answer Question No. 1 which is compulsory and any one from the rest. Marks 1. Do you agree with the following statements? Write Yes or No, giving proper reasoning in support of your answer. No marks will be awarded if only Yes or No, is stated: 15x2 (a) (b) (c) (d) (e) (f) (g) (0) (h) (i) (j) (0) (k) (l) (m) (n) (0) (o) Line organisation consists of horizontal relationship. Delegation and decentralisation are synonymous. Informal organisation has no clear-cut structure. Wide span has a tall structure. (0) (0) (0) (0) (0)

Administrative Management Theory is a deductive theory. 'Objective' and 'goal' are synonymous. (0)

The purpose of human resource planning is to determine man-power requirements

A communication is incomplete without a 'feedback'. The board of Directors functions as singular executive.

(0) (0)

The Quantitative School does not follow scientific method in its approach.

Hergberg's Two Factor Theory states that there is hierarchy of needs. Co-ordination is best achieved by order and force only Standing plans are chosen course of actions (0) (0)

(0)

Manufacturing Grid can be used as training device for improving leadership skill

Attitude is another component of individual behaviour.

(0)

2. what is meant by departmentation? [17- (Theory) (Brief) () 151] Explain the bases of creation of departments 3+7 (0) 3. "The organisational structures can be distinguished as 'formal' and 'informal' ". 3+7 (0)

SECTION II Answer any four questions. 4. What do you understand by decision- making? [1- (Theory) (Brief) () 154] Discuss the different steps involved in decision- making. 3+12 (0) 5. Define training. [3- (Theory) (Brief) () 156] Explain the important principles and advantages of training. 3+6+6 (0) 6. What is communication? [5- (Theory) (Brief) () 158] Mention the different barriers to communication. 5+10 (0) 7. 8. Define 'group'. [7- (Theory) (Brief) () 160] Explain the importance of group. Write short notes on any three: 5x3 (a) (b) (c) (d) (e) Likert's system 4 Management; (0) (0) 3+12 (0)

Operational problems of public enterprises; Importance of staffing; Planning premises; Functions of Supervisors. (0) (0) (0)

DECEMBER 2005 SECTION I Answer Question No. 1 which is compulsory and any one from the rest. Marks 1. Do you agree with the following statements? Write Yes or No, giving proper reasoning in support of your answer. No marks will be awarded if only Yes or No, is stated: 15x2 (a) (b) (c) (d) (0) (e) (f) (g) (h) (i) (j) (0) (k) (l) (m) (n) (o) (0) Organisation is a process. (0) (0) (0)

How Thorne Experiments covered three studies? Some amount of conflict is desirable in the organisation.

The main purpose of Human resource Management is wage and salary administration.

Henri Fayal is known as father of scientific Management. A rule is a standing plan. (0)

(0)

Communication process remains incomplete without feed-back. Delegation of authority increases work-load of Top Management. McGregor produced the 'Need Hierarchy Theory'. (0)

(0) (0)

Management process and management functions are one and the same.

Contingency approach is a common sense approach. Policies and procedures are synonymous. (0)

(0)

Basically delegation of authority involves three elements. Single use plans are aimed at meeting repetitive situations.

(0) (0)

Human relations school is a socio-psychological approach to management.

2. What is organisation theory? [17- (Theory) (Brief) () 184] Discuss the pillars of classical organisation theory. 3+7 (0) 3. What is delegation of authority? [19- (Theory) (Brief) () 186] Explain the basic advantages of delegation of authority. 3+7 (0)

SECTION II Answer any four questions. 4. Define planning. [1- (Theory) (Brief) () 188] Discuss the steps involved in planning. (0) What is control? [3- (Theory) (Brief) () 190] Discuss the steps involved in control. 3+12 3+12

5.

(0)

6. Explain the meaning of recruitment. [5- (Theory) (Brief) () 192] Mention the importance of recruitment and discuss the steps involved in recruitment process. 3+6+6 (0) 7. Discuss the importance or advantages of public enterprises. [7- (Theory) (Short) () 194] Also point out the arguments against them. 8+7 (0) 8. Write short notes on any three: 5x3 (a) (b) (c) (d) (e) Goal conflict; (0) (0) (0) (0)

Line and staff organisation; Span of control;

Features of contingency approach; Free-rein leadership. (0)

JUNE 2006 SECTION I

Answer Question No. 1 which is compulsory and any one from the rest. Marks 1. Do you agree with the following statements? Write 'Yes' or 'No' giving proper reasoning in support of your answer. No marks will be awarded if only 'Yes' or 'No' is stated. 2x15 (a) (b) (c) (d) (e) (f) (0) (g) (h) (i) system. (j) (k) (l) (m) (n) (o) 2. Responsibility can be delegated. (0) (0) (0)

Informational organisation is deliberately created. Human relations approach emphasises on production aspects. Power and authority are synonymous. Planning is not a continuous function. (0) (0)

Decentralisation means concentration of authority of decision-making at the top.

Non-financial incentives are useless.

(0) (0)

Forecasting is an indispensible element of planning.

Behavioural Science Approach to management holds organisations as socio-technical (0) Training and development are synonymous. (0) (0) (0) (0) (0)

Time-rate system and payment by results are not different. Budget only serves as an instrument of planning Effective departmentalisation rests on some factors. An organisation is a co-operative human endeavour. Directing is an important function. (0)

Define organisation. [17- (Theory) (Brief) () 217] Explain organisation as a process. (0)

3+7

3. What do you understand by organisational culture? [19- (Theory) (Brief) () 219] Discuss its characteristics. 3+7 (0)

SECTION

II

Answer any four questions.

4.

Explain the general principles of management as propounded by Henri Fayol.

15

(0)

5. What is meant by 'forecasting'? [2- (Theory) (Brief) () 221] Discuss the elements of business forecasting. 3+12 (0) 6. Discuss the functions of Board of Directors. 15 (0)

7. What is a conflict? [5- (Theory) (Brief) () 224] Discuss both the positive and negative consequences of conflict. 3+6+6 (0) 8. Write short notes on any three. 5x3 (a) (b) (c) (d) (e) Objectives of public enterprises. Democratic or participative leadership. Matrix organisation. Systems approach. (0) (0) (0) (0) (0)

Group dynamics as a means of overcoming resistance to change.

DECEMBER 2006 SECTION I

Answer Question No. 1 which is compulsory and any one from the rest. Marks 1. Do you agree with the following statements? Write 'Yes' or 'No' giving proper reasoning in support of your answer. No marks will be awarded if only 'Yes' or 'No' is stated. 2x15 (a) (b) (c) (d) (e) (f) (g) (h) Territorial departmentalization is based on technical specialization. Decentralisation means only dispersal of activities. Matrix organisation is a composite organization. Delegation of authority moves downword Lay off is made deliberately by the employer. Perception is a process. (0) (0) (0) (0) (0) (0) (0)

Unity of command and unity of direction are one and the same thing. Standing plans are chosen course of actions. (0)

(i) Goals do not emerge from a coalition of interest and individuals who do not burgain with each other. (0) (j) (k) (0) (l) (0) (m) (n) (o) 2. Line structure consists of direct horizontal relationship. (0)

Retrenchment does not mean permanent termination of an employee s services

Public Limited Companies and Public Sector Companies are synonymous.

People join groups because of several reasons. Recruitment and selection are one and the same Procedure are helpful in performing non-routine task. 10 (0)

(0) (0) (0)

State the principles of organization.

3. What is meant by Organisation Behaviour? [18- (Theory) (Brief) () 249] Mention its main characteristics. 3+7 (0)

SECTION

II

Answer any four questions.

4.

What is decision-making? [1- (Theory) (Brief) () 250] Discuss the steps in decision-making. 3+12 (0) What is supervision? [3- (Theory) (Brief) () 252] Discuss the functions of a supervisor. (0) 3+12

5.

6. What do you understand by Human Resource Planning? [5- (Theory) (Brief) () 254] Mention its objectives. 3+12 (0) 7. Define Line and Staff organization. [7- (Theory) (Brief) () 255] Explain the reasons for conflict between Line and Staff. 4+11 (0) 8. Write short notes on any three. 5x3 (a) (b) (c) (d) (e) Single use plans; Authority and responsibility; Process of communication; Formal and informal organization; Autocratic or authoritarian leadership. (0) (0) (0) (0) (0)

JUNE 2007 SECTION I

Answer Question No. 1 which is compulsory and any one from the rest. Marks 1. Do you agree with the following statements? Write 'Yes' or 'No' giving proper reasoning in support of your answer. No marks will be awarded if only 'Yes' or 'No' is stated. 2x15 (a) (0) (b) (c) (d) (e) (f) (g) (h) (i) (j) (k) (l) (m) (0) (n) (o) (0) Conceptual skill is most needed at the middle and lower levels of management.

Authority is vested in a position. Motivation and ability reinforce each other. Constructive conflicts are desirable.

(0) (0) (0) (0) (0)

Informal group may destroy confidentiality of the enterprise. Scientific management demands a complete mental revolution. Short span results in flat structure. Policies and procedures are synonymous. (0) (0)

A supervisor has close interaction with the top management. Decision-making is all pervasive in nature. (0)

(0)

There should be parity between authority and responsibility. Delegation of authority does not mean transfering responsibility

(0) (0)

Neo classical theory is a field of study which deals with human behaviour.

The objective of an organisation is different from its goal.

(0)

The organising process consists of two sub-processes: differentiation and integration.

2. What is delegation of authority? [17- (Theory) (Brief) () 279] Distinguish between delegation of authority and decentralisation. 3+7 (0) 3. Discuss the main pillars of classical organisation theory. 2x4 (0)

SECTION

II

Answer any four questions.

4.

Define control. [1- (Theory) (Brief) () 282] Discuss the basic steps in control process. (0) What is planning? [3- (Theory) (Brief) () 284] Discuss the basic steps in planning. 3+12 Discuss the important external sources of recruitment. 15 (0)

3+12

5. 6.

(0)

7. Briefly discuss the basic problems of Public Sector Organisation. [6- (Theory) (Short) () 287] Mention the possible steps to overcome them. 9+6 (0) 8. Write short notes on any three. 5x3 (a) (b) (c) (d) (e) Span of control; Control by Exception; (0) (0) (0)

Reason for conflict between Line and Staff; Importance of Staffing; Organisational Culture. (0) (0)

DECEMBER 2007 SECTION I

Answer Question No. 1 which is compulsory and any one from the rest. Marks 1. Do you agree with the following statements? Write "Yes" or "No", giving proper reasoning in support of your answer. No marks will be awarded if only "Yes" or "No" is mentioned. 2x13 (a) (b) reading. (c) (d) (e) (0) (f) (g) (h) (i) (0) (j) (k) (l) (m) Upward communication is more participative in nature. (0)

An average manager spends more time in listening and speaking than in writing and (0) Colours also communicate. (0) (0)

Business enterprises are open as well as closed system.

It is not desirable to control each and every aspect of organizational activities.

Delegation of authority does not result into delegation of responsibility. Motivation and ability reinforce each other. Planning and control are interrelated functions. (0) (0)

(0)

Standing plans are chosen course of action which are meant to remain relatively stable.

Product departmentation is appropriate for multi product company. High level managers need more technical skill. Tactical decisions are taken at top level organization. The authority created by centralization is simple. (0) (0) (0)

(0)

2. Define the term coordination . [15- (Theory) (Brief) () 308] Why is coordination considered so important for effective management of an organization? 4+8 (0) 3. There are several alternatives in which organizational activities are grouped into work units. Explain briefly the major bases of departmentalization. 12 (0)

SECTION

II

Answer Question No. 4 which is compulsory and any three from the rest

4.

(a) Match the statement under column I with appropriate statement under column II: Column I Column II

(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) (ix) (x) Control techniques

Planning Direction Leadership Group Division of labour Bureaucracy Delegation Committee form of decision making Equity (a) (b) (c) (d)

(e) (f) (g) (h) (i) (j) Are inevitable in all organizations

Activating Management functions Intellectual process Management information system Principle of being just, kind and fair Vehicle for coordination Written rules, regulations and official records A democratic process Most important pillar of the classical organization theory 1x10 (b) (0) Fill in the blanks. (i) (ii) (iii) (iv) (v) (0) (vi) (c) Delegation results in _______ (0) 1x5 1x6 (0) (0) (0) (0)

A formal organization is created _______ Informal communication is called_______

F.W. Taylor is called the father of _______ management. Line organization is also known as _______ organization. There should be a _______ between authority and responsibility.

State what the following abbreviations stand for: (i) MBE (0)

(ii) (iii) (iv) (v) (d)

PPC O and M OJT QWL

(0) (0) (0) (0) 1x5 (0) (0) (0) (0) (0)

Define, in just a sentence, the following. (i) (ii) (iii) (iv) (v) Group dynamics Confrontation Staffing Budget

Vestibule Training

5. What are the elements of external Environment? Explain them along with their impact on business enterprise. 12 (0) 6. What are the five needs identified by Maslow in his Hierarchy of Needs theory? Explain them briefly. [23- (Theory) (Short) () 333] Why has he used the word hierarchy in his theory? 10+2 (0) 7. What do you mean by decision making? [25- (Theory) (Very Short) () 334] Explain the necessary steps involved in the process of decision making. 2+10 (0) 8. Write short notes on any three of the following: (a) (b) (c) (d) (e) (f) Quality Circles (0) (0) 4x3

Management Information System Status Symbols (0)

Objectives of Organisational Development Outcome of Hawthorne Studies Scientific Management. (0) (0)

(0)

JUNE 2008 SECTION I

Answer Question No. 1 which is compulsory and any one from the rest. Marks 1. Do you agree with the following statements? Write "Yes" or "No", giving proper reasoning in support of your answer. No marks will be awarded if only "Yes" or "No" is mentioned. 2x13 (a) (b) Organisation is more a process than a function. (0) (0)

In line organisation, the authority flows in a straight line holizontally.

(c) Oragnisation behaviour is concerned with understanding and analysing human behaviour in an organisation. (0) (d) (e) (f) (g) organisation. (h) (0) Attitude refers to the physical status of an individual. (0) (0)

Lay off refers to voluntary exit of employees from an organisation. Planning is an intellectual process. (0)

Matrix organisation is combination of project organisation and the functional (0) Functional departmentation is the best in a dynamic business environment.

(i) Classical theory was almost always inadequate in dealing with the complexities of organisation structure and its functioning. (0) (j) (k) (l) (m) 2. Colours do not communicate. (0) (0) (0) (0) 12

Formal objectives increase the flexibility of decision making. Culture performs a number of functions within an organisation. Behavioural approach is multi dimensional in nature.

Explain the main contribution of F.W. Taylor in the field of management thought. (0)

3.

Distinguish between Delegation and Decentralisation in the process of organisation. 12 (0)

SECTION

II

Answer Question No. 4 which is compulsory and any three from the rest 4. II. (i) (ii) (iii) (iv) (v) (vi) (vii) (viii) (ix) (x) Conflict (a) Match the concept/name under Column I with the appropriate statement under Column Column I Column II

Line organisation Elton Mayo F.W.Taylor Public Enterprise Henry Fayol Training Employment Exchange Leadership Flexibility (B) (C) (D) (A)

(E) (F) (G) (H) (I) (J) Unity of command

Hawthorne Experiments Scientific Management Increasing the skill of the employee Grouping of industrial activities to six Unacceptability of most preferred alternatives State ownership Ability to accept unexpected changes An external source of recruitment Vision and foresight 10 (b) (0) Fill in the blanks. (i) (0) (ii) (0) (iii) (0) (iv) (v) (0) (c) Public enterprises are managed by the _______. (0) _______ is the highest body, for managing the day-to-day affairs of a company. Reoranising the performance of an employee is a form of _______ incentive. 1x5

_______ is the tool of both planning and control functions of management.

_______ are the public enterprises which were granted autonomy package in

1997.

State what the following abbreviations stand for:

1x6

(i) (ii) (iii) (iv) (v) (vi) (d)

MBO MOU SAIL BIFR PESB

(0) (0) (0) (0) (0) (0) 1x5

S O B C Model.

Define, in just a sentence, the following. (i) (ii) (iii) (iv) (v) Planning Mission Disinvestment (0) (0) (0)

Time rate system of wage payment Departmentation. (0) 12 (0)

(0)

5.

Explain the basic principles of organisation.

6. What do you understand by Line and Staff Organisation? [23- (Theory) (Very Short) () 26063] Explain the reasons for conflict between Line and Staff. How would you resolve such conflicts? 2+5+5 (0) 7. Define group. [27- (Theory) (Brief) () 26066] Explain the importance of group in organisation. Why do people join a group? 3+4+5 (0) 8. Write short notes on any three of the following: (a) (b) (c) (d) (e) (f) Information Organisation Democratic Leadership (0) (0) (0) 4x3

Upward and Downward Communication Utility of Planning Staffing Process Motivation. (0 (0) (0)

DECEMBER 2008 SECTION I Answer Question No. 1 which is compulsory and any one from the rest. Marks 1. Do you agree with the following statements? Write "Yes" or "No", giving proper reasoning in support of your answer. No marks will be awarded if only "Yes" or "No" is mentioned. 2x9 (a) (b) (c) (d) (e) (0) (f) (g) (0) (h) (0) (i) 2. 3. Organisations invade us and shape our destinies. (1) (0)

Organisations are made of people, systems, procedures and objectives. Organisation is not a process. Organisation is a structure. (0) (0)

Delegation of authority can also be termed as delegation of responsibility .

Conflict has only dysfunctional aspect.

(0)

The need for joint decision making is the only source of inter group conflict.

Behavioural approach is multi dimensional and interdisciplinary in nature.

Recruitment Sources are always external.

(0) 12 (0)

Explain the contributions of Henry Fayol in the filed of management thought. Discuss the important external sources of recruitment. 12 (0)

SECTION II Answer Question No. 4 which is compulsory and any three from the rest. 4. (a) Match the statement under column I with appropriate statement under column II: Column I Column II

(i) (ii) (iii)

(iv) (v) (vi) (vii) (viii) (ix) (x) (xi) (xii) (xiii) Line Organisation

Staff personnel Decentralisation Delegation Planning Attitudes Bottom line Top line Change Motivation Capitalism Navratans Grapevine (B) (C) (D) (A)

(E) (F) (G) (H) (I) (J) (K) (L) (M) Line managers often resist ideas

Technique of management Military or scalar organisation Psychological Phenomenon Net profit or net loss Reduction of burden on top management Intellectual Process Ownership of factors of production Informal Communication Sales Stick and carrot approach Resist Public Sector Undertakings 2x13 (b) (0) Fill in the blanks. (i) (ii) 1x6 (0) (0)

Authority should be __________ with responsibility. Setting goals and objectives is the first step in the __________

(iii) (iv) (v) (vi) (c)

Authoritarianism refers to __________ of authority. The ownership of any company vests in __________ . During suspension the employee receives a __________ . __________ is called the father of Scientific Management. 1x6

(0) (0) (0) (0)

State what the following abbreviations stand for: (i) (ii) (iii) (iv) (v) (vi) MIS MBO PERT CPM KSFs OJT (0) (0) (0) (0) (0) (0) 1x5

(d)

Define, in just a sentence, the following: (i) (ii) (iii) (iv) (v) Misconduct Layoff Scalar Chain Equity (0) (0) (0) (0) (0)

Contingency Approach

5. 6. 7. 8.

Discuss the challenges before future Managers. 9

(0) 9 (0)

What do you mean by conflict? Are there some positive aspects of conflicts? What is meant by change? Why employees resist change? Write short notes on any three of the following: (a) (b) (c) (d) Development of Leadership Ability of Managers. Communication Process Control Process Single use plans (0) (0) (0) 3x3 (0) 9 (0)

(e)

Psychological Incentives.

(0)

JUNE 2009 SECTION I Answer Question No. 1 which is compulsory and any one from the rest. Marks 1. Do you agree with the following statements? Write "Yes" or "No", giving proper reasoning in support of your answer. No marks will be awarded if only "Yes" or "No" is mentioned. 2x9 (a) (b) (c) (d) (e) (0) (f) (g) (h) (i) 2. (a) (b) (0) (c) 3. (a) (b) (c) SECTION II Answer Question No. 4 which is compulsory and any three from the rest 4. (a) Give the proper sequence among the following; 1x4 An organisation is created automatically. (0) (0) (0) (0)

An informal organisation is a part of formal organisation. Redundancy is different from resignation and retrenchment. Recruitment seeks to eliminate as many applicants for jobs as possible.

Decentralisation is nothing but an advanced form of delegation of authority.

Perception is a process.

(0) (0) (0) (0)

Programmed decisions are not repetitive.

Filtering the message is a powerful barrier to communication. Break even analysis is called Cost Volume Profit analysis. Explain any four principles of formal organisation. 4+4+4 (0)

What are the steps involved in the implementation of strategy for handling conflict?

Differentiate between objectives and goals. How to make committees effective? 4+4+4 (0)

(0)

State the concept of Free Form Organisation. What is meant by Classical Organisation Theory?

(0) (0)

(i) (0) (ii) (0) (iii) (0) (iv) (b)

Organisational Behaviour, Human Relations, Scientific Management.

Social Needs, Self actualisation Needs, Safety Needs, Physilogical needs. Esteem

Needs.

Assignment of duties, Grouping the work, Division of work, Identifying the work.

Staff organisation, Line organisation. 1x9

(0)

Fill in the blanks.

(i) Need hierarchy theory is a general theory is general theory of __________ developed my Maslow. (0) (ii) (0) (iii) (0) (iv) (v) PERT is a __________ technique. CPM is a __________ technique. (0) (0) Training is job centred process while __________ is a career centred process. Termination, demotion, transfers etc, are examples of __________.

(vi) __________ conflict occurs when expectations of a role are materially different or opposite from the behaviour anticipated by the person in that role. (0) (vii) (0) (viii) (0) __________ actions are curative methods to overcome the problems of conflict. __________ conflict arises between a superior and his subordinates.

(ix) A person can be director in __________ private limited companies, government companies, companies formed not for profit etc. (0) (c) State what the following abbreviations stand for: (i) (ii) (iii) (iv) CSF OPEC ICSI (0) (0) (0) (0) 1x8

AD in Registered AD

(v) (vi) (vii) (viii) (d)

VRS MOU WTO BALCO

(0) (0) (0) (0) 2x7

Define, in just one sentence, the following: (i) (ii) (iii) (iv) (v) (vi) (vii) Layoff Delegation Unfreezing Methods of training Theory X (0) (0) (0) (0) (0)

Stick and Carrot Approach Privatisation. (0)

(0)

(e) Match the statement under column I with appropriate statement under column II: Column I Column II (i) (ii) (iii) (iv) (v) (vi) (vii) (viii) Globalisation PSUs (B) (A) Golden Handshake

Top Management (C) Where we want to go What business are we in

Contingency Theory

Strategic Management (D) Mission (E) Vision (F)

State owned enterprises Henry Fayol Theory of organisation Think Globally, Act Locally

Voluntary Retirement Scheme (G) Functions of Management 1x8 (0) (H)

5. Define attitude. [35- (Theory) (Brief) () 32349] Discuss the popular techniques used to measure attitudes. 3+6 (0) 6. Discuss Likert s system of management. 9 (0)

7.

Distinguish between (a) (b)

5+4 (0)

Training and Development; PERT and CPM. (0)

8.

Write short notes on any three of the following: (a) (b) (c) (d) (e) Organisational Culture. Operational Planning. Contingency Approach. Disinvestment of Shares. (0) (0) (0) (0)

3+3+3

Economic Objectives of Public Enterprises.

(0)

DECEMBER 2009 SECTION I Answer Question No. 1 which is compulsory and any one from the rest. Marks 1. Do you agree with the following statements? Write "Yes" or "No", giving proper reasoning in support of your answer. No marks will be awarded if only "Yes" or "No" is mentioned. 2x9 (a) (b) (c) (0) (d) impossible. (e) (f) (0) (g) period. (h) (i) 2. (a) (b) (c) (0) 3. (a) (b) (c) SECTION II Answer Question No. 4 which is compulsory and any three from the rest Organisation is considered as an activity. There is scalar chain in line organisation. (0) (0)

Informal organisation is a joint personal activity without conscious common purpose.

Without division of labour, a job would be so inclusive that its performance would be (0) Personality refers to external appearance and behaviour only. (0)

Attitude refers to a mental status of readiness to do or not to do any activity.

The mission statement of an organisation refers to the target to be achieved during a (0) Formally goals are set by the entrepreneurs always. Conflict refers to uncertainty in an organisation. What are the steps involved in organisation function? State the four pillars of classical theory of organisation. (0) (0) 4+4+4 (0) (0)

What are the methods to be adopted to resolve conflicts in an organisation?

State the characteristics of authority.

4+4+4 (0) (0)

Differentiate Organisation Theory and Organisation Behaviour. State any four bases of departmentation. (0)

4. I (i) (ii) (iii) (iv) (v) (vi) (vii) (viii) (ix) (x) (xi) (xii)

(a) Match the statement in Column I with appropriate statement under Column II. Column Column II Departmentation Informal group (B) Elton Mayo (C) (A) Bonus/Incentive

Communication Process Compliment to Organisation Structure (D) Product wise Division

Intra individual and inter individual Halsey s Plan (E)

Hawthorne Experiments (F) (G) Conflicts C.P.M. (H) Method of Wage Payment

Piece Rate System Coding and Decoding

Public Sector Undertaking Control Technique Board Meetings (J) Maslow (K) Herzberg 1x12 (b) (0) Fill in the blanks. (I)

Directors

Service Motive

Two factor Theory (L) Hierarchy Theory

1x9

(i) _________involves shifting of an employee from one job to another without changing the responsibility of the employee. (0) (ii) Temporary removal of an employee from the payroll of an organisation by an employer due to uncontrollable reasons is known as _________. (0) (iii) (iv) (0) (v) (vi) organisation. (vii) _________. Golden handshake refers to _________ retirement. (0)

_________ is a systematic attempt to probe the future by inference from known

facts.

_________ decisions are those that are repetitive and routine. MIS is the system of organising the _________ flow network within the (0) Theory Y assumes that people are self motivated and was advocated by (0)

(0)

(viii) person. (ix) (0) (c)

_________ Power is based on the personality attributes or personal virtues of a (0) Profit making public sector enterprises are referred to as _________.

State what the following abbreviations stand for: (i) (ii) (iii) (iv) (v) (vi) (vii) (viii) MBO, SOBC Model, MIS, MOU, BIRF, GST, CPM, GAIL. (0) (0) (0) (0) (0) (0) (0) (0)

1x8

(d)

Give the proper sequence among the following: 1x4 (i) Scrutiny of Applications, Medical examination, Interview, Checking references.

(0) (ii) Developing Premises. (iii) actualisation needs. (iv) (0) (e) Define, in just one sentence, the following: (i) (ii) (iii) (iv) (v) Delegaton of Authority; Lock out; Span of Control; Privatisation; Statutory Meeting. (0) (0) (0) (0) (0) 2x5 Establishment of Objectives, Problem Identification, Evaluating Alternatives, (0) Social needs, Safety needs, Physiological needs, Esteem needs, Self (0) Selection, Placement, Manpower Planning, Training and Development.

5.

Explain the fundamental principles of Scientific Management, as propounded by P.W, Taylor. 9 (0) (a) (b) State the different types of leadership styles. 4+5 (0) (0)

6.

Distinguish between formal and informal organisations Describe the process of delegation. 4+5 (0)

7.

(a) (b)

What are the challenges before the future managers? 3+3+3

(0)

8.

Write short notes on any three of the following: (a) (b) (c) (d) (e) Unity of Command; Advantages of training; (0) (0)

Any three reasons for resistance to change among employees; Disinvestment Policy; (0) (0)

(0)

Kinds of Public Sector Undertakings.

JUNE 2010 SECTION I Answer Question No. 1 which is compulsory and any one from the rest. Marks 1. Do you agree with the following statements? Write "Yes" or "No", giving proper reasoning in support of your answer. No marks will be awarded if only "Yes" or "No" is mentioned. 2x9 (a) (b) (0) (c) (d) (e) (f) (0) Organisation is not a function, but a process. (0)

Under functional organization structure, the authority flows from top to bottom.

A committee is an organization which has a precise function. Division of labour increases the efficiency of the labourer. Perception means an individual s view of reality. (0)

(0) (0)

The organization in general is a social system composed of several interacting parts.

(g) The mission of an organization refers to the scope of the operation in terms of products or services or clients. (0) (h) (i) (0) 2. (a) delegation? (b) 2+4 (a) (b) (c) SECTION II Answer Question No. 4 which is compulsory and any three from the rest The organizational performance is judged in terms of goals. (0)

Centralisation is nothing but an advanced form of delegation of authority.

What do you mean by the term "delegation of authority"? What are the basic steps in 2+4 (0) Define line and staff organization. Explain the reasons for conflict between line and (0) What are the main factors influencing attitudes? State the functions of organizational goal. What are the determinants of personality? 4+4+4 (0) (0) (0)

staff. 3.

4. I (i) (ii) (iii) (iv) (v) (vi) (vii) (viii) (ix) (x) (xi) (xii)

(a) Match the statement in Column I with appropriate statement under Column II. Column Column II Industrial Relations Discipline Training (B) (C) (A) Subsidised canteen

Estimates of future conditions Determines personnel needs (D) Sensitivity Training

Non financial Incentives Development Forecasts Information (E) (F) (G)

Familiarisation with organization Emotions V room s Expectancy Theory (H) Creates obedience

Manpower Planning Induction (I)

Basic requirements for decision making (J) Growth of the individual

Barriers to communication Motivation T Group 1x12 (b) (0) Fill in the blanks. (i) (ii) (0) (iii) (iv) (v) (vi) (0) (vii) (viii) (ix) (K) (L)

Continuous process Industrial peace and democracy

1x9 (0)

As per Theory Y, work is ________.

In the area of Inventory control ________ is an example of critical point control.

Break Even Analysis is adopted as a tool of ________. Planning is looking ahead whereas control is ________. Authority can be delegated but not ________. (0)

(0) (0)

Centralization implies the ________ at the top level of the organization.

Leadership is the ________ which binds a group together. ________ leadership style permits quick decision making. Informal communication system is known as ________. (0)

(0) (0)

(c)

State what the following abbreviations stand for: (i) (ii) (iii) (iv) (v) (vi) (vii) (viii) GD MBE OD PESB NRF DC WTO POSDCORB (0) (0) (0) (0) (0) (0) (0) (0)

1x8

(d) Do you agree with the following statements? Write Yes or No giving proper reasoning in support of your answer. No marks will be awarded if only Yes or No is mentioned. 1x4 (i) Management . (ii) (0) (iii) (iv) (e) Planning is a wasteful exercise in times of uncertainty. Only direct workers should be included in incentive plans. 2x5 (0) (0) (0) There is no difference between Top Management and Operative (0) There is a problem of autonomy of management in Public sector units.

Define the following, in just one sentence. (i) (ii) (iii) (iv) (v) Human Resource Management Job Analysis Vestibule Training MBO (0) (0) (0) (0)

Group Dynamics

5. "Public sector enterprises should generate adequate surplus to assist economic development". Do you agree? 9 (0) 6. Explain the sequential set of steps in the process of Decision making. 9 (0)

7.

(a) (0) (b) 2+3

What do you understand by inter group conflicts? How they can be avoided?

2+2

What are the barriers to effective communication? How to remove these barriers? (0) 3x3 (0)

8.

Write short notes on any three of the following: (a) (b) (c) (d) (e)

Fundamental Principles of Taylor s scientific management. Steps in planning. Qualities of a successful leader. Statutory duties of Board of Directors. Importance of Public Enterprises. (0) (0) (0) (0)

DECEMBER 2010 SECTION I Answer Question No. 1 which is compulsory and any one from the rest. Marks 1. (a) Do you agree with the following statements? Write "Yes" or "No", giving proper reasoning in support of your answer. No marks will be awarded if only "Yes" or "No" is mentioned. 1x6=6 (i) (ii) (0) (iii) environment, (iv) Organisation, being a closed system, continuously interacts with its (0) Organisational behaviour focuses primarily on technology. (0) Responsibility cannot be delegated. (0)

Delegation of authority increases the workload of the top management.

(v) Mission is defined as the ends which the organisation seeks to achieve by its existence and operations. (0) (vi) (b) (i) (ii) (iii) (iv) (v) (vi) (vii) (viii) (ix) (x) The goals of an organisation provide legitimacy to its existence. (0)

Match the following: (A) Offers expert advice Broadband is the backbone of the management

Matrix Organisation

Critical Success Factors (B)

Classical Theory of Organisation (C) Confict (D) Ability (E)

interacts with its environment Focuses primarily on people ensures organisational success

Delegation of Authority (F) Bargaining (G)

leads to certain positive outcomes Work on the basis of a minimum common programmes. (I) Process of arriving at an agreement

An open system (H)

Line & Staff organisation A coalition (J)

is not a homogeneous and compact group

(xi) (xii)

Organisational Behaviour A formal organisation (L)

(K)

Means the skills & capabilities of a person

Takes a static & rigid view of organisations.

1x12=12 2. (a) 4 (b) (0) (c) (0)

(0)

What factors should be kept in view while selecting a suitable basis of departmentation. (0) Distinguish between Organisation Theory and Organisational Behaviour. 4

What do you mean by 'Mission'? State the mission of any company you know.

3+1

3. (a) What do you understand by Positive Reinforcement and Negative Reinforcement in an organisation? 3+3=6 (0) (b) SECTION II Answer Question No. 4 which is compulsory and any three from the rest 4. (i) (ii) (iii) (iv) (v) (vi) (vii) (viii) (ix) (x) (xi) (a) Match the statement in column I with appropriate statement under column II (A) Theory X and Theory Y (B) Job rotation Explain in brief the three levels of conficts in any organisation. 6 (0)

Promotion

Non-Monetary Incentives Payment by result Douglas McGregor (C) (D)

Conservative style Complete delegation of authority Process of Planned Change (F) BIFR Halsey and Rowan Abraham Maslow Compromise Welt are measures Internal source of recruitment

Self actualisation needs (E) Elements of communication On the job Training Conflict Resolution Cautions Disposition (G) (H) (I)

Laissez fair Leadership (J) Industrial Sickness (K)

(xii)

Unfreezing

(L)

Message and Medium

1x12=12 (b)

(0) 1x7=7

Write the full form of the following abbreviations: (i) (ii) (iii) (iv) (v) (vi) (vii) PERT M.B.O BIFR BODs PSEs OJT GA1L (0) (0) (0) (0) (0) (0) (0)

(c)

Fill in the blanks with appropriate terms:

1x10=10

(i) As per section 262 of the Indian Companies Act, the BODs may appoint a director when there is a _____________ amongst the directors. (0) (ii) arbitration. To resolve conflicts _____________ can be arrived at either by bargaining or by (0)

(iii) Managers who are highly pragmatic and result oriented are said to exhibit _____________ style, (0) (iv) (0) _________ conflict involves two or more individuals with different goals or

roles.

(v) _____________ makes diverse elements and subsystems of an organisation to work harmoniously towards the realization of common objectives. (0) (vi) organisation. (vii) (viii) (0) (ix) Organisational plans for handling non-repetitive, novel and unique problems are known us _____________ plans. (0) _____________ power is derived from the formal position of a person in the (0) _____________ is the end result of delegation. (0)

__________________ retirement is also referred to as Golden Handshake.

(x) ____________.

The term management may be understood as a noun and also as a (0)

(d) Do you agree with the following statements? Write "Yes" or "No", giving proper reasoning in support of your answer. No marks will be awarded if only "Yes" or "No" is mentioned. 1x4=4 (i) (ii) (iii) (0) (iv) (e) Disinvestment in public sector is nothing but privatisation. 2x5=10 (0) Education and training serve the same purpose Planning and Forecasting have the same objectives. (0) (0)

Automation increases monotony and reduces employment opportunities.

Define the following in one or two sentence. (i) (ii) (iii) (iv) (v) Layoff Budgeting Communication Authority Loyalty (0) (0) (0) (0) (0)

5.

Explain in brief any nine Principles of Management as propounded by Henry Fayol. (0) Explain in brief any three techniques of planning function. (a) (0) (b) 3x3=9 (0)

6. 7.

State the importance of delegation. How is it different from decentralisation'

3+2=5

Why people join groups? State the features of a group. 2+2=4 (0)

8.

Write short notes on any three: 3x3=9 (a) (b) (c) (d) Problems of Public Sector Enterprises. Statutory Duties of Directors. (0) (0) (0) (0)

Future Challenges Before the Management.

Any three reasons for resistance to change among employees.