Madurai Kamraj University (MKU) 2007 B.A Economics MANAGEMENT FUNCTIONS AND - Question Paper

MANAGEMENT PROGRAMME
Term-End exam
Decemb*r, 2OO7
MS-l : MANAGEMENT FUNCTIONS AND
BEHAVIOUR
Time: three hours Maximum Marki : 700
(Weightase 70%)
Nofe ;
' t . t T t Ut I nere are 2 Sections, A and B.
(ii) Attempt any 3 ques.. from part A, every
ques. carrYing 20 msrks.
(iii) part B is compulsory and csrries 40 marks.
part A
1.
'"Merely
designing the organisation structure with efficient
groupings to suit its specific requirements may not achieve
the desired goals. However ensuring functional integration
objectives rassumes great significance.',' what are this
statement and explain the underlying issues,'with suitable
examples
MS-1 P . T . O ,
2. what type of decisions:is a manager generally needed to
make in organisational situation ? Differentiate ranging from
decision making under risk and under conflict or
competition, with suitable examples
elaborate the basic features of delegation ? what issues
do managers generally face in implementing delegation ?
Briefly explain the essential prerequisites for effective
delegation.
describe and distinguish ranging from the dimensions and
determinants of organisational culture. Briefly explain how
culture and ethos are maintained in organisations.
Write short notes on any threeof the subsequent :
(a) Delphi Technique
(b) Johari Window
Leadership Styles
Matrix Structure
Span of Control
3.
4.
5.
(c)
(d)
(e)
part B
6- learn carefully the subsequent case and ans tfre ques.
provided at the end.
The Vice President for Prciduction at the AB steel
Plant was giving the Production Department Manager,
Mr. Singh, a hard time for not doing anything about his
wolk group which rwas perpetually coming late to work
and was behind schedule in the performance quotas for
several months now. The vice President's contention was
that if the production' crew was consistently tardy, the
production process was delayed by about 15 minutes on
an avg. per member per day, and this w6s no way for
the department to meet the assigned quotas. "They are
Iosing about six to eight hours of production time per member
per month, and you don't seem 1 bit concerned about
it," he yelled at the manager. He added that he was
pretty upset about the 'lax management style' of the
manager and very clearly said that unless the manager
did something about the tardiness problem, a different
manager who can 'rnanage the crew effectively' will have
to be obtained.
Mr. Singh knows that he has an able and good group
of workers but he also realises that they are bored with
their work and do not have enough incentives to meet
the production quotas. Hence, they seem to respond to
the situation by taking it easy and coming late to work by
MS-1 P.T.O.
a few minutes everyday. Mr. singh has also noticed that
they were taking turns leaving the workplace three few
minutes early in the evenings. Even though singh was
aware of all this, he pretended not to notice lhe
irregularities and was satisfied that once the workers
started their work, they were pretty good at their jobs and
often helped to meet rush orders whenever they knew
that Mr. Singh was in a bind.
ques. :
(a) What do you think is the real, issue in this case ?
(b) How do you percelve the stand of Mr. Slngh ?
Analyse critically.
(c) What intervention should Mr. Singh use to rectify the
type, of situation he is presently confronted with ?
explain giving the reasons.
explain the implications of effecting
[hem with your recommendations.
change, linking
MS-1 14,000

Earning:   Approval pending.