Principles of Management

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ST. JOSEPH’S COLLEGE OF COMMERCE (AUTONOMOUS)
END SEMESTER EXMAINATION – OCTOBER 2013
B.COM (TRAVEL & TOURISM) – I SEMESTER
PRINCIPLES OF MANAGEMENT
TIME: 3 HOURS MARKS: 100
SECTION – A
I) ANSWER ALL THE QUESTIONS. (10X2=20)
1. Ram has to report to two superiors, because of which he does not perform any
job perfectly .Which principle of management is being violated here?
Substantiate.
2. What is meant by ‘Esprit De Corps’?
3. List any four features of management that are similar to an art.
4. Distinguish between motivational and maintenance factors as mentioned by
Herzbergs hygiene theory.
5. Mention the steps involved in the control process.
6. What is meant by free rein leadership?
7. State any four principles of effective coordination
8. How is a business responsible to its shareholders?
9. Identify the contrasting leadership styles displayed below:
(A) (B)
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10. Identify the type of organization structure shown below. What is the chief
characteristic of such an organization structure?
SECTION – B
II) ANSWER ANY FOUR QUESTIONS. (4×5=20)
11. Are management and administration different? How will you resolve
their terminological conflict?
12. Elucidate any five techniques of forecasting?
13. Examine the process of HRP.
14. Explain the principles of directing.
15. What are the various factors affecting the adoption of business ethics
today?
16. Fill in the blanks:-
• Everything that increases the importance of the superiors role in the
Organization is termed as ___A_______.
• ______B____ is known as the father of scientific management.
• Gilbreth found 18 basic elements in all work through the analysis of
several methods of work. He called these elements as ___C_____.
• The primary formal mechanism of conferring authority from the
executive or organizational unit to another in order to accomplish
particular assignments is called ____D______.
• According to the carrot and stick theory of motivation the carrot
represents ____E______ and the stick represents ______F____.
• ______G____ refers to the line of authority from the ultimate
authority to the lowest ranks ,through which according to Fayol
all communication should take place.
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• According to the ____H_______ theory of leadership, leadership behavior is
influenced by certain qualities of a person.
• A _______I___ is a specific statement telling the employees what should Or
should not be done whereas a _____J_____ is a general statement which is a
guide to decision making
SECTION – C
III) ANSWER ANY THREE QUESTIONS. (3×15=45)
17. “Although management does not possess all the essential attributes
of a profession, it’s no doubt emerging as one.” In light of the above
statement state your arguments both for and against management
being considered as a profession.
18. Arjun and Neharika are planning to start a travel agency. Guide
them through the various steps of planning which they must
perform in order to devise a suitable plan.
19. Elaborate in detail the principles of organization.
20. Define recruitment. Examine the internal and external sources of
recruitment.
21. With reference to Dr Abraham Maslow’s theory of motivation
Answer the following questions: –
(a) State the assumptions on which the theory is based.
(b) Explain the hierarchy of needs with the help of a diagram.
(c) Mention the reasons why this theory is considered important.
(d) Why has his theory been criticized?
SECTION – D
IV) CASE STUDY – Compulsory (15 Marks)
Read the case mentioned below and answer the questions that follow :-
Travel planet ltd a large-scale travel agency establishment has been running with profit
for the last one decade. The organization has divided the entire marketing region into
six divisions like East, West, North, South, Central and North East. Kiran Kumar (38) is
in charge of marketing, Southern region. As a marketing manager he is very competent,
hardworking and committed to his work and the organisation. Though the Southern
territory was little wide for networking, with the help of his sales force he maintained
the entire region competing with other companies.
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Kiran maintained a mentor-portage relationship with subordinates and engaged himself to
solve many of the personal and professional problems with his sales force and made himself
available to his sales and marketing team at any hour for queries and concerns for strategic
decision making. He usually conducts regional level meeting with his marketing and sales force
to get better feedback about the product, quality, design, price, demand competition and
fluctuating market environment etc. As the number of sales force members was manageable to
him he made close contact with the group. By developing informal relationship and
communication channels he believed that better superior-subordinates relationship could
produce better results in the performance level. Kiran was excellent in developing better
marketing strategies compared to other territory mangers since he was getting current
information from his sales force about the market fluctuations and changes. Since the sales force
and the span of management were manageable to Kiran in the southern region he could
manage his region with better sales and profit
Mohan Kumar (42) Marketing Manger of central division has resigned from his post since he
got better opportunity in one of the companies in North. The Central division was running with
profit but not in par with other regions. The situation was critical to the company.
To manage the central division, since the management didn’t have immediate alternative they
asked Mr. Kiran to take additional responsibilities of the central region. The task was
challenging to him. Kiran was unaware of the marketing network, market conditions, market
fluctuations, competition of local market products and the sales force.
Since the company asked only for a stopgap arrangement, for one-month time for the selection
of new manager, he said ‘yes’ to the management. He started managing two divisions. He has
found difficulty in conducting regular follow-up meetings with the middle level managers,
junior level managers and the sales force of two territories. Many times he was delayed in
getting aware of marketing problems of new territory and existing territory, because of that he
failed to take strategic decisions in both territories. More over, he couldn’t maintain the mentor
portage relationship that he practiced with his sales force and the managers, in the advent of
two territories sales forces due to lack of time.
Mr. Mohan Kumar followed centralized decision-making process in his territory. The span of
management was very limited. He had only ten mangers to manage the huge territory. The
number of sales staff was high compared to South division. Kiran realized one thing that when
he took up central division, he has lost his control over his own sales forces of Southern region.
He couldn’t find enough to maintain the relationship that he developed with his own sales force
and the managerial members. The situation reached up to such a state that neither he could
control his own regional sales force nor the new one central sales force.
Questions:
Q1. How does the span of management affect managerial control at an operational level? What
are the factors that affect the span of management?
Q2. Do you believe that the management style influences the business operations?
Differentiate the management style of Kiran and Mohan Kumar?
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ST. JOSEPH’S COLLEGE OF COMMERCE (AUTONOMOUS)
END SEMESTER EXAMINATION – OCTOBER 2013
B.COM – I SEMESTER
PRINCIPLES OF MANAGEMENT
Duration: 3hours Max marks: 100
SECTION A
I. ANSWER ALL THE QUESTIONS. (10×2=20)
1. Define Management.
2. Mention Taylor’s principles of Scientific Management.
3. ‘She/ he keep machines, materials, tools etc., ready for operations by
workers concerned’. Whose work is described by this sentence under
functional foremanship?
4. If planning involves working out details for the future, why does it not
ensure success?
5. If an organisation does not provide the right place for physical and
human resource s in an organisation, which principle is violated? What
are the consequences of it?
6. Explain briefly job description.
7. Explain self-actualisation need in Maslow’s need-hierarchy theory.
8. Mention any four techniques of controlling.
9. Mention two internal source of recruitment and two external source of
recruitment.
10. What does the term ‘span of management’ refer to?
SECTION – B
II. ANSWER ANY FOUR OUT OF SIX (4×5=20)
11. Does informal organisation support the formal organisation? Explain with
reference to advantages and disadvantages of the same.
12. What are the steps taken by management in the planning process?
13. Briefly explain the various types of tests used in the selection process.
14. Management is a science as well as a profession. Discuss.
15. Explain Delegation and its principles.
16. Discuss the social responsibility of business towards various groups.
SECTION – C
III. Answer any THREE out of five. (3×15=45)
17. Explain the ‘Principles of Management’ contributed by Henry Fayol.
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18. Staffing function of management finds the right people for the right job.
Explain with reference to the steps in the selection process.
19. Describe the various types of organisation structure.
20. Make a comparison of ‘Theory X’ and ‘Theory Y’ introduced by McGregor
in his book ‘The Human Side of Enterprise’.
21. What do you mean by forecasting? Discuss the various techniques of
forecasting.
SECTION – D
IV. COMPULSORY QUESTION. (15 marks)
22.
Mr. Sunder, owner of a three star hotel at Muradabad employed 50 persons to
man various jobs in his hotel in 1990. Almost all of them were educated upto 10th
standard. The salaries paid by Mr. Sunder were high compared to other hotels at
Muradabad. He provided various benefits including free boarding, lodging,
medical and recreation to all employees. He was rated as the best employer in the
hotel industry in Muradabad. But he never allowed any two of the employees to
interact with each other while at work or off the work except work transaction.
He did not allow even the Accountant and Manager to share their personal
problems. He however used to discuss work-related issues with every worker
quite seriously.
But he never asked or allowed them to speak about their needs, desires,
sentiments, values etc. as he thought that he was the model employer in hotel
industry in Muradabad and he was meeting all the needs of his workers.
Another three star hotel was started in 1998 in Muradabad under the ownership
of Mr. Raj Sethi. Mr.Sethi offered comparatively lesser wages and benefits. Even
then surprisingly, 35 employees working with Mr. Sunder including the manager
and the accountant joined Sethi’s Hotel.
Questions:
a) Do you feel that the workers of Mr. Sunder were really satisfied with their
jobs? If yes why? If not, why?
b) Despite higher wages and benefits why the turnover rate was high in Mr.
Sunder’s Hotel