MS 1 Management Functions and Behaviour Test Paper

MBA - Master of Business Administration

Note :
(i) There are two sections A and B.
(ii) Attempt any four questions from Section A. Each question carries 15 marks.
(iii) Section B is compulsory and carries 40 marks.

SECTION A

1 Discuss the range of tasks and roles performed by a manager in a service organization. Cite suitable examples.

2 Discuss the concept of “Management by Objectives” (MBO). What are its key features? Give your views on its practical application with regard to Indian organisations of today.

3 Define organizational conflict. Explain the sources of conflict with suitable illustrations.

4 What is the role and importance of communication in an organisation? Explain the different barriers to effective communication.

5 Identify various issues and dynamics of delegation as a process. What are the pre-requisites for effective delegation?

6 Describe various leadership styles. What kind of leadership style is best suited for a production-oriented organization? Give reasons for your answer.

7 Write short notes on any three of the following :
(i) Interpersonal relationship (ii) Organisation culture (iii) Management information system (iv) Organisation design (v) Methods of control

SECTION B

8 Read the case and answer th question given at the end.

The company Ross was founded in the name of its president, Michael Ross, about twelve years ago. Mr. Ross had developed a highly sensitive equipment, which instantly found use in defense and civilian production fields. As a consequence, the company grew very rapidly. It had fifteen employees at the beginning. After ten years of its successful operation the strength of the employees increased to 1,000.

As of today, the company’s top management consists of Mr. Ross’s earliest associates, many of whom are around fifty years of age. They are a highly self-confident group who have worked together closely over the years. However, trouble started when the company had to face severe competition from other companies. This led to considerable decline in profit margins. Also the cost of manufacturing rose too high, and there was much confusion and divided responsibility in management. Most decisions were made by the top management group and there was little delegation of authority. Many recently hired executives complained that their ideas were given very little consideration by the top management and that there was a little or no chance for their upgradation. As a consequence, some of the recently hired executives had started leaving the company to join elsewhere.

Questions

(a) What are the dominant characteristics of this organization?

(b) What sort of strategy for change management do you suggest for this company?

(c) As a professional manager what would be your role in introducing organisation development activities?

(d) What type of leadership style will be most suitable for this organization and why?