St. Joseph’s College of Commerce (Autonomous)
End Semester Examination – October 2014
BBM – I Semester
PERSPECTIVES IN MANAGEMENT
Time : 3 hours Max. Marks: 100
SECTION – A
- Answer all the questions. Each carries 2 marks. (10×2=20)
- Define motivation.
- What is a cooperative society ?
- List any four characteristics of partnership firms.
- Explain management by objective.
- What is span of control?
- What are the various sources of recruitment?
- List any four barriers to effective communication.
- What is the meaning of co-ordination?
- Define HRM.
- List out some unethical practices prevailing in an organization
SECTION – B
- Answer any four Each carries 5 marks. (4×5=20)
- Differentiate between centralization and decentralization of authority.
- Explain briefly Herzbergs two factor theory.
- List and explain briefly the steps involved in managerial decision making.
- What are the essentials of a Sound Control System?
- Define forecasting and explain the purpose of forecasting in management.
- Explain the need and importance of business ethics.
SECTION – C
- Answer any three Each carries 15 marks. (3×15=45)
- Define sole proprietary concern and list its merits & demerits .
- Explain the different leadership styles with suitable examples .
- With the help of a neat diagram explain the process of communication.
- Write a short note on Taylor’s and Fayol’s contribution to field of management.
- Explain the different types of tests used in selection
SECTION –D
- Case Study – Compulsory question. (15 MARKS)
- ROUTINE WORK AND TARDINESS
Ferns and Curtains is a manufacturer of curtains and has about 80 tailors. The tailors are of all ages, and they work together in a single large room. Their work consists mostly of processing, orders, which include cutting the cloth to the required dimensions and stitching it as per design. Once an employee learns the work, it becomes routine. Therefore, few employees find the work mentally challenging. Recognizing, that many curtain companies have problems with their tailors, management has established policies that it believes will maintain high satisfaction and motivation. The employee is paid monthly salaries rather than hourly rates, and one is required to punch a time clock. The pay, which includes a year end bonus based on the overall profits of the company, is l0% above the going rate in that geographic area; employee benefits are better than other similar organizations and the work environment is pleasant. Lighting and acoustics are ideal and management encourages friendly and informal relations among employees. Recent attitude surveys showed that employee satisfaction is high. Although the work is somewhat routine, the employees expressed approval of their compensation, supervision, employee benefits and other major aspects of their employment. In spite of the favorable level of employee satisfaction, two problems – tardiness and a high rate of paid sick leave – plague, the managers. They have counseled numerous employees about these problems and at times have warned of possible disciplinary action, but the problem persists. The managers have met the entire group of tailors and explained that because of absenteeism and tardiness an unnecessarily large number of employees are required, a condition that obviously lowers profits and end-of the year bonuses. The managers also appealed to the employee’s loyalty to the company and to their sense of fairness. Management hoped that peer pressure would be extended on offenders leading to a solution to the problem. But for some reason that did not occur.
Questions:
a). Why do the employees not respond to the appeals of management?
b). Analyze the motivational factors involved in this case.
c). How would you solve the problem?
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