Principles and Practices of

Management

Total Marks: 100

SECTION –A

Q1. Attempt any 15 (15X2=30)

1.In management process, the most misinterpreted word is

a Organizing
b Delegating
c Controlling
d Planning

2. The department(s) that an event management company will have is (are)

a Creative
b Production
c Client servicing
d All of the above

3- Who said, “Management is a multiple purpose organ that manages a

business, manages a manager and manages workers and work”?

a Harold Konntz
b Peter Drucker
c Kenneth O ‘Donell
d Anonymous

4. Which type of strategies do professional managers help organizations in

chalking out?
(A) Corporate
(B) Multi-disciplinary
(C) Both (A) and (B)
(D) None of the above

5. When we classify managers according to their level in the organization they

are described as _______.

a Functional, staff and line managers

b Top managers, middle managers and supervisors
c High level and lower level managers
d General managers and administrative managers

6. The word________denotes a function, a task, a discipline.

a Management
b Leadership
c Motivation
d None of the above

7. Allotment of work to each worker on the basis of the capacity of an average

worker functioning in the normal working condition is _____________.

a. social task planning.

b. scientific task planning.
c. not a planning.
d. scientific organizing.

8. Strategic planning is ___________.

a. long term planning.

b. medium term planning.
c. short term planning.
d. annual planning

9. Goals, aims, purposes, missions and target is also known as ____________.

a. objective.
b. strategies.
c. polices.
d. rules.

10. Specifying the manner of executing policy is known as ________________.

a. objective.
b. schedules.
c. procedures.
d. budgets
11 Steps to be taken for selecting sales persons is an example of ___________.

a. rules.
b. procedures.
c. policy.
d. methods.

12. Rules, duties and responsibilities or workers are given in writing

in______________.

a. formal organization.
b. informal organization.
c. business or oganisation.
d. strategic organization.

13. The selection of best alternative from many alternatives is known

as__________.

a. selection.
b. decision-making.
c. organizing.
d. budgeting

14. The decision taken by high level of management is _______________.

a. programmed decision.
b. non-programmed decision.
c. individual decision.
d. non-economic decision

15. Programmed decision is also known as _____________.

a. routine decisions.
b. structured decisions.
c. strategic decisions.
d. operative decisions.

16. If the subordinates do not accept the command of their superior, then the
superior cannot be said to have any authority over them is given in.

a. The acceptance of authority theory.

b. The formal authority theory.
c. The competence theory.
d. The organisaiton theory.

SECTION –B
Q2. Attempt any 10 (10X3=30)

1. Is Management - an art or science??

2. List out the Management level and functions.?

3. Define ‘Sole proprietorship?

4. According to Frederick Taylor, who was to blame for the inefficiency in

organisations? Explain ?

5. What is the role of scientific management in the modern era?

6. What is authority??

7. What is private limited company?

8. Explain the Henry Fayol management theory?

9. What are the factors to be considered while formulating strategies?

10. What is programme ??

11. How would you evaluate the importance of a decision?

12. Explain briefly the benefits and weakness of MBO?

SECTION –C

Q3. Attempt any 2 (10X2=20)

1. What are different types of plans? Give an account of various steps involved
in planning?

2. Discuss in detail the "Selection Process”?

3. Explain the concept of Formal and informal organization?

Q4. Attempt any 1 (20X1=20)

CASE: 1
The president of Simplex Mills sat at his desk in the hushed atmosphere, so
typical of business offices, after the close of working hours. He was thinking
about Rehman, the manager in-charge of purchasing, and his ability to work
with Aditya, the production manager, and Ananya, the marketing and sales
manager in the firm. When the purchasing department was established two
years ago, both Aditya and Ananya agreed with the need to centralise this
function and place a specialist in charge. Aditya was of the view that this would
free his supervisors from detailed ordering activities. Ananya opined that the
flow of materials into the firm was important enough to warrant a specialised
management assignment. Yet since the purchasing department began operating
it has been precisely these two managers who have had a number of
confrontations with the new purchase manager, and occasionally with one
another, in regard to the way the purchasing function in being carried out. From
Aditya’s point of view, instead of simplifying his job as production manager by
taking care of purchasing for him, the purchasing department has developed a
formal set of procedures that has resulted in as much time commitment on his
part as he had previously spent in placing his orders directly with vendors.
Further, he is specially irritated by the fact that his need for particular items or
particular specification is constantly being questioned by the purchasing
department. When the department was established, Aditya assumed that the
purchasing manager was there to fill his needs, not to question them. As Ananya
sees it, the purchasing function is an integral part of marketing function, and the
two therefore need to be jointly managed as a unified process. Purchasing
function cannot be separated from a firm’s overall marketing strategy. However,
Rehman has attempted to carry out the purchasing function without regard for
this obvious relationship between his responsibilities and those of Ananya, thus
making a unified marketing strategy impossible. In his previous position,
Rehman had worked in the purchasing department of a firm considerably larger
than Simplex. Before being hired, he was interviewed by all the top managers,
including Aditya and Ananya, but it was the president himself who negotiated
the details of the job offer. As Rehman sees it, he was hired as a professional to
do a professional job. Both Aditya and Ananya have been distracting him from
this goal by presuming that he is somehow subordinate to them, which he
believes is not the case. The people in the production department, who use the
purchasing function most, have complained about the detail that he requires on
their requisitions. But he has documented proof that materials are now being
purchased much more economically than they were under the former
decentralised system. He finds Ananya’s interests more difficult to understand,
since he sees no particular relationship between his responsibilities for efficient
procurement, and Ananya’s responsibilities to market the firm’s products. The
president has been aware of the continuing conflict among three managers for
some time, but on the theory that a little rivalry is healthy and stimulating, he
has felt that it was nothing to be unduly concerned about. But now that much of
his time is being taken up by much of what he considers to be petty bickering,
the time has come to take some positive action. Questions:
1. Is Aditya’s view of the situation realistic?

2. How do you evaluate Ananya’s position?

3. How might this conflict be associated with factors in the formal organisation?

4. What should the president of Simplex Mills do now?

CASE: 2

You are working as a manager in a steam company xyz ltd. Due to the financial
problem in the organization , company is unable to pay the salary from last two
month .Due to this crises employees are in major grievance, leaving the job
because of insecurity . This type of suitation is facing by the company first time
so there is no historic data available to solve the major problem. Employees are
the asset for any organization , if grievance is not going to handle properly then
is will going to harm the organization . As manager s work is also to solve the
grievance in the organization answer the following

1. What steps should the manager take in this situation .

2. ―Here a manager becomes leader ― Comment
3. What are the qualities of a manager?