Perspectives In Management

St. Joseph’s College of Commerce BBM 2013 I Sem Perspectives In Management Question Paper PDF Download

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ST. JOSEPH’S COLLEGE OF COMMERCE (AUTONOMOUS)
END SEMESTER EXAMINATION – OCTOBER 2013
BBM – I SEMESTER
PERSPECTIVES IN MANAGEMENT
Time : 3 hours Max. Marks: 100
SECTION – A
I) Answer ALL the questions. (10×2=20)
1. Define management.
2. Mention the advantages of a partnership firm.
3. Mention any two advantages of budgetary control system.
4. Name the different levels of management and give their major responsibilities.
5. Who is known as the father of scientific management?
6. Define MBO.
7. What is functional departmentation?
8. Give the meaning of a trustee.
9. Explain the concept of decentralisation.
10. What is business ethics?
SECTION – B
II) Answer ANY FOUR questions: (4×5=20)
11. Define recruitment and mention the sources of recruitment.
12. Enumerate the trends and challenges of management in the globalised era.
13. Describe about the evolution of management thought.
14. State and explain the common steps involved in a typical managerial decision making
process.
15. Explain critically the basic leadership styles.
16. Explain the line organisation with a neat sketch.
SECTION – C
III) Answer ANY THREE questions: (3×15=45)
17. State and explain the contributions of Taylor and Fayol in the field of management
thought.
18. Assuming you to be the HR manager of a reputed company chalk out the plan for
selecting right candidates for your organization.
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19. Communication may be broadly defined as the process of meaningful interaction
among human beings. More specifically, it is the process by which meanings are
perceived and understanding is reached among human beings. Keeping the above
definition enumerate the importance of communication in management. What could be
the barriers of communication and suggest ways to overcome the barriers.
20. “Forecasting is the essence of planning”. In the light of this statement, discuss the
relationship between forecasting and planning.
21. Motivation is the core of management. Defining the term list out different motivation
tools that a busisess enterprise can adopt to motivate its employees and write a note on
the contribution of McGregor.
SECTION -D
IV) Case Study – Compulsory question. (15 MARKS)
22.
Timothy (who works for Blocks Ltd.), and David, (who works for Fones Ltd.), are employed as
production managers. Last night, both of them attended a staff development meeting organised
by a Production Management Institute (a professional body), of which they are members.
During the tea-break, Timothy and David discussed the various leadership styles that they were
following in their respective organisations. Timothy told David 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 Timothy thinks that they are harder to motivate.
Timothy 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.
David told Timothy that he was newly appointed to the role, and was relatively inexperienced.
He pointed out that he manages a team of forty workers, grouped into project teams with
highly skilled and experienced staff in each team. David mentioned that his 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, he had been thinking of adopting a
democratic leadership style.
Questions:
1. Explain the key functions of management within organisations such as Blocks Limited
and Fones Limited.
2. Discuss whether or not Timothy and David should adopt their proposed new
leadership styles within their respective organisations.
3. With reference to each organisation (Blocks Limited and Fones Limited), discuss the role
of management in motivation.

St. Joseph’s College of Commerce B.B.M. 2014 I Sem Perspectives In Management Question Paper PDF Download

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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

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

 

  1. Define motivation.
  2. What is a cooperative  society ?
  3. List any four characteristics of partnership firms.
  4. Explain management by objective.
  5. What is span of control?
  6. What are the various sources of recruitment?
  7. List any four barriers to effective communication.
  8. What is the meaning of co-ordination?
  9. Define HRM.
  10. List out some unethical practices  prevailing  in an organization

SECTION – B

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

 

  1. Differentiate between centralization and decentralization of authority.
  2. Explain briefly Herzbergs  two factor theory.
  3. List and explain briefly the steps involved in managerial decision making.
  4. What are the essentials of a Sound Control System?
  5. Define forecasting and explain the purpose of forecasting in management.
  6. Explain the need and importance of business ethics.

SECTION – C

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

 

  1. Define  sole proprietary concern and list its merits  & demerits .
  2. Explain the different leadership styles with  suitable examples .
  3. With the help of a neat diagram explain the process of communication.
  4. Write a short note on Taylor’s and Fayol’s contribution to   field of management.
  5. Explain the different types of tests used in selection

 

 

 

 

SECTION –D

 

  1. Case Study – Compulsory question.                      (15 MARKS)
  2. 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?

 

 

 

St. Joseph’s College of Commerce 2015 Perspectives In Management Question Paper PDF Download

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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)

 

  1. Briefly explain the Social responsibilities of business towards various groups.
  2. Briefly explain Vroom’s valence theory.
  3. Explain the need and importance of business ethics.
  4. List and explain briefly the steps involved in managerial decision making.
  5. What are the barriers to effective communication?
  6. Briefly explain the techniques of controlling.

 

SECTION – C

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

 

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

are relevant in the current scenario?

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

 

 

 

  1. Differentiate between Quantitative and Qualitative techniques of forecasting.

Explain the various Quantitative and Qualitative techniques of forecasting.

  1. 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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