Professional Documents
Culture Documents
Principles and Practices of Management 2013 PDF
Principles and Practices of Management 2013 PDF
This section consists of multiples choice and short notes type questions
Part one carries 1 mark each & part two carries 5 marks each.
Attempt all questions
Part One
Multiple Choices:
2. Which of the following is the function for employing suitable person for the enterprise?
a. Organizing
b. Staffing
c. Directing
d. Controlling
4. This theory states that authority is the power that is accepted by others:
a. Acceptance theory
b. Competence theory
c. Formal authority theory
d. Informal authority theory
5. Which of the following means dispersal of decision-making power to the lower levels of the
organization?
a. Decentralization
b. Centralization
c. Dispersion
d. Delegation
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IIBM of Business Management
Examination Paper of Principles and Practices of Management
c. Master chart
d. Departmental chart
7. Communication which flow from the superiors to subordinates with the help of scalar chain is
known as:
a. Informal communication
b. Downward communication
c. Upward communication
d. Oral communication
8. Needs for belongingness, friendship, love, affection, attention & social acceptance are comes
under___________
a. Physiological needs
b. Safety needs
c. Ego needs
d. Social needs
9. A management function which ensures “jobs to be filled with the right people, with the right
knowledge, skill & attitude” is comes under__________
a. Staffing defined
b. Job analysis
c. Manpower planning
d. Recruitment
10. It is a process that enables a person to sort out issues and reach to a decisions affecting their life:
a. Selection
b. Raining
c. Reward
d. Counseling
Part Two:-
END OF SECTION A
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IIBM of Business Management
Examination Paper of Principles and Practices of Management
Caselet 1
Mr. Vincent, the Manager of a large supermarket, was taking a management course in the evening
programme at the local college. The Professor had given an interesting but disturbing lecture the
previous night on the various approaches to management. Vincent had always thought that
management involved just planning, organizing and controlling. Now this Professor was saying that
management could also be thought of as quantitative models, systems theory and analysis, and even
something called contingency relationships. Vincent had always considered himself a good
manager, and his record with the supermarket chain had proved it. He thought of himself, “I have
never used operations research models, thought of my store as an open system, or developed or
utilized any contingency relationship. By doing a little planning ahead, organizing the store, and
making some things got done, I have been a successful manager. That other stuff just does not make
sense. All the professor was trying to do was complicate things. I guess I will have to know it for the
test, but I am sticking with my old plan, organize and control approach to managing my store.”
Questions:
2. If you were the professor and you knew what was going through Vincent‟s mind, what would you
say to Vincent?
Caselet 2
The Regional Administration Office of a company was hastily set up. Victor D‟Cuhna a young
executive was directly recruited to take charge of Data Processing Cell of this office. The data
processing was to help the administrative office in planning and monitoring. The officer cadre of the
administrative office was a mix of directly recruited officers and promote officers (promotion from
within the organization).
Females dominated the junior clerical cadre. This cadre was not formally trained. The administrative
office had decided to give these fresh recruits on-the-job training because when results were not upto
the expectations blame was brought on the Data Processing Cell. Victor D‟Cuhna realized that the
administrative office was heading for trouble. He knew that his task would not be easy and that he had
been selected because of his experience, background and abilities. He also realized that certain
functional aspects of the administrative office were not clearly understood by various functionaries,
and systems and procedures were blindly and randomly followed. Feedback was random, scanty and
controversial, and Data Processing Cell had to verify every item of feedback. Delays were inevitable.
D‟Cuhna sought the permission of senior management to conduct a seminar on communication and
feedback of which he was an expert. The permission was grudgingly given by the senior management.
Everyone appreciated the seminar. Following the first seminar, D‟Cuhna conducted a one week
training course for the clerical cadre, especially for the junior, freshly recruited clerks. Amongst other
topics, D‟Cuhna laid emphasis onfiling system, information tracking, communication, and feedback.
This helped reorient attitudes to some extent. But the female clerks preferred to ignore the theme and
widely circulated the belief that D‟Cuhna was an upstart and a show off. Within a short time,
considerable friction had been generated in the administrative office While directly recruited officers
supported D‟Cuhna‟s initiative and the specialist officers admired him, senior management became
cautious and uncomfortable. The junior promotee officers were prejudiced against him. The grand
finale followed swiftly. D‟Cuhna happened to get annoyed with a female clerk. During the absence of
her officer, who was on sick leave and had not been substituted by another officer, she began
submitting nil returns. D‟Cuhna took pains to explain to her that for certain topics a nil feedback was
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IIBM of Business Management
Examination Paper of Principles and Practices of Management
not tenable. The current status had to be reported— the stage at which the matter was pending, what
had been done, and what would be done about it? The lady reported that it was none of his business to
tell her this. He should talk to her officer when the officer reports back from leave. D‟Cuhna said he
would, but in the meanwhile she should present the correct picture. When D‟Cuhna called for the files,
she refused to part with them. D‟Cuhna fired her and reported the situation to the Chief Regional
Manager. The other ladies were up in the arms against D‟Cuhna. The lady also complained to higher
management that D‟Cuhna had made passes at her. Other ladies supported her complaint. She also
complained that D‟Cuhna had no business to scold her. D‟Cuhna countered that had there been a male
clerk in her place he would have scolded him too. When females enjoyed equal rights with males,
D‟Cuhna felt he must remain impartial. Nevertheless, D‟Cuhna was transferred to another place. The
transfer to another place, rather than to another department in same place, was particularly humiliating
to him. A shocked and disillusioned D‟Cuhna quit the enterprise
Questions:
1. Diagnose the problem and enumerate the reasons for the failure of D‟Cuhna?
2. What could D‟Cuhna have done to avoid the situation in which he found himself?
END OF SECTION B
END OF SECTION C
S-2-250613
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IIBM of Business Management