University of Pune 2009 M.Com Accountancy Principles of management and management information system - Question Paper

Total No. of ques. : 5] [Total No. of Printed Pages : two [3570]-12
M. Com. (Part-I) (Compulsory) exam - 2009
PRINCIPLES OF MANAGEMENT AND MANAGEMENT info SYSTEM (2002 Pattern)
Time : three Hours] [Max. Marks : 100

Instructions :
(1) All ques. are compulsory.
(2) All ques. carry equal marks.

Q.1) What is Management ? discuss whether Management is an Art, Science or Profession.
OR
Q.1) Write notes :
(a) Principles of Communication
(b) Advantages of Functional Organisation

Q.2) describe Motivation. Compare Maslow's and Herzberg's Theory of Motivation.
OR
Q.2) Write notes :
(a) Social Audit
(b) Leadership Styles

Q.3) discuss different Social Responsibilities of Business in Global Scenario.
OR
Q.3) Write notes :
(a) Characteristics of Management info System
(b) Advantages of Merit Rating

Q.4) describe Management By Objectives. State its process, importance and
advantages.
OR
Q.4) Write notes :
(a) Total Quality Management
(b) Management of Crisis

Q.5) What is Case Study Method ? State various kinds of Cases and enumerate advantages of Case Study Method.
OR
Q.5) Authority and Responsibility

A subsidiary company of a large industrial group was not doing well. And everybody, including directors of the subsidiary as well as the Parent Company was dissatisfied, but there was considerable amount of fault finding and 'Post-mortem' discussion, rather than constructive decision-making. The Directors of subsidiary company took a few outside advice and the working of company was analysed. If was obtained that responsibility for substantial part of areas of dissatisfaction was primarily with the Parent Company and its management and the quality of decision-making at the policy level of the subsidiary also was poor. In general, this diagnosis was obtained to be actual for the working of parent company itself and was reflected in the image of the company and the management before the shareholders, the Govt. and the public circle in general. The Chairman of the Subsidiary Company was pleased with the diagnosis and took up the matter with the
Parent Company. However, discussions at the policy level of the Parent Company did not bear fruit, and the problem was 'Settled' merely by a general indication that the subsidiary company, if necessary, may be disposed off or handed over to a different group for running. This put the subsidiary board and management on the defensive. The Chairman resumed his original fault-finding habit with the executive director, the manager etc. which in turn caused a considerable amount of frustration and set back to progress and enthusiasms generated by analysis of the responsibilities and the remedial measures evolved, which were largely agreed upon before taking up matter with the Parent Company. Analyse the Case and suggest Solutions.

Earning:   Approval pending.