St. Joseph’s College of Commerce (Autonomous)

End Semester Examination – October 2015

BBM – I Semester

 M1 15MC101: PERSPECTIVES IN MANAGEMENT

Time: 3 hours                                                                                                                     Max. Marks: 100

SECTION – A

1. Answer all the questions. Each carries 2 marks.                                    (10×2=20)

 

1. What is a trust?
2. Briefly explain informal leadership.
3. What is span of control?
4. What are the various sources of recruitment?
5. Write any two differences between Authority and Responsibility.
6. What is the meaning of co-ordination?
7. Explain the meaning of morale.
8. What is the purpose of forecasting?
9. List out some unethical practices prevailing in an organization.
10. Briefly explain decentralization.

 

SECTION – B

1. Answer any four Each carries 5 marks.                                (4×5=20)

 

11. Briefly explain the Social responsibilities of business towards various groups.
12. Briefly explain Vroom’s valence theory.
13. Explain the need and importance of business ethics.
14. List and explain briefly the steps involved in managerial decision making.
15. What are the barriers to effective communication?
16. Briefly explain the techniques of controlling.

 

SECTION – C

• Answer any three Each carries 15 marks.                  (3×15=45)

 

17. Explain Fayol’s principles of Management. Do you think all Fayol’s principles

are relevant in the current scenario?

18. Define partnership firm and list its merits & demerits.
19. Explain the principles of delegation. What are the difficulties in delegation?

 

 

 

20. Differentiate between Quantitative and Qualitative techniques of forecasting.

Explain the various Quantitative and Qualitative techniques of forecasting.

21. With the help of a diagram explain Maslow’s hierarchy of needs mentioning relevant examples.

 

SECTION –D

 

1. Case Study – Compulsory question.                                  (15 MARKS)
2. ROUTINE WORK AND TARDINESS

 

Harish (who works for Sigma Ltd.), and Kavitha, (who works for Omega Ltd.), are employed as production managers. Last night, both of them attended a staff development meeting organized by a Production Management Institute (a professional body), of which they are members. During the tea-break, Harish and Kavitha discussed the various leadership styles that they were following in their respective organizations.

 

Harish told Kavitha that he had a friendly personality and was optimistic that he will get on well with the workers in the factory. He went on to say that a total of fifty workers are employed, with 40 of them having been employed with the business for over 20 years. The others, mostly unskilled, tend to be younger workers who stay for a year or so and then move on, since Harish thinks that they are harder to motivate. Harish is aware that new Health & Safety regulations are due to be implemented and this will require discipline in the workforce. He is thinking of adopting a more autocratic leadership style.

 

Kavitha told Harish that she was newly appointed to the role, and was relatively inexperienced. She pointed out that she manages a team of forty workers, grouped into project teams with highly skilled and experienced staff in each team. Kavitha mentioned that her predecessor was unpopular with the workforce since he adopted an autocratic style of leadership. At one stage, the Labour Relations Agency was asked to mediate in a dispute regarding management/employee relations. In view of this, she had been thinking of adopting a democratic leadership style.

 

Questions:

1. Discuss whether or not Harish and Kavitha should adopt their proposed new leadership styles within their respective organizations.
2. With reference to each organization (Sigma Limited and Omega Limited), discuss the role of management in motivation.

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