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MANAGEMENT PROGRAMME Term-End Examination December, 2014 MS-1 : MANAGEMENT FUNCTIONS AND BEHAVIOUR Time : 3 hours Maximum Marks : 100 (Weightage 70%) Note : (i) There are two Sections, A and B. (ii) Attempt any three questions from Section A, each question carrying 20 marks. (iii) Section B is compulsory and carries 40 marks.

SECTION - A

1. What managerial skills are required at different levels of management and why ? Briefly describe the roles of top level executives in an organisation. Explain with suitable examples.

2. Explain the concept of MBO. Describe its key features. Critically analyse the extent of feasibility and usefulness of MBO in present day business scenario.

3. How do conflicts get generated in an organisational situation ? How does it impact the group behaviour and functioning of the organisation ? Explain with relevant examples.

MS-1 june-2013

MS-1 : MANAGEMENT FUNCTIONS AND BEHAVIOUR

 

SECTION-A

1. Enumerate various tasks of a professional manager. Describe and discuss any four of

MS-1 june-2013

MS-1 : MANAGEMENT FUNCTIONS AND BEHAVIOUR

 

SECTION-A

1. Enumerate various tasks of a professional manager. Describe and discuss any four of them with suitable examples.

Dec 2007 MS-1 : MANAGEMENT FUNCTIONS AND BEHAVIOUR

"Merely designing the  organisation structure with efficient groupings to suit its  specific requirements may not achieve the desired goals. However ensuring functional integration of these differentiated groups towards the organizational objectives assumes great significance.','   Elaborate this statement and  discuss the underlying issues, with suitable examples.

 

2. What kind of decisions:is a manager generally required to make in organisational context ? Differentiate between decision making under risk and under conflict or competition, with suitable examples

3. what are the basic features of delegation ? what problems do managers generally face in implementing delegation ? Briefly discuss the essential prerequisites for effective delegation.

4. Define and distinguish between the dimensions and determinants of organisational culture. Briefly discuss how culture and ethos are maintained in organisations.

Dec 2008 MS-1 : MANAGEMENT FUNCTIONS AND BEHAVIOUR

'To effectively cope       with the demands       of diversifying and expanding responsibilities, as       a manager moves up in       the hierarchy of       the managerial positions, the       managerneeds to update his skills to do justice with       the changing roles in an organisational set       up. Elaborate this statement and       briefly discuss the underlying concepts       with examples.

2. Differentiate between individual and group Decision making. Briefly discuss how can the barriers to effective decision-making be overcome, explain with relevant examples.

3. What are the antecedents and the process of organisational change ? Briefly discuss with suitable examples.

4. What are the elements, Problems, and prerequisites of effective delegation, discuss with suitable examples.

5. Write short notes an any three of the following :

Dec 2009 MS-1 : MANAGEMENT FUNCTIONS AND BEHAVIOUR

"When conflict level is too low, the performance is likely to be low, a manager can stimulate conflict to enhance the performance of the group. When the level of conflict is too high, conflict needs to be resolved to restore its optimum level and maintain high performance". Elaborate this statement and discuss the underlying concepts with relevant examples.

2. Why is developing a successful working relationship important for dynamics of an organisation ? Briefly discuss various stages of developing Inter-personal relationship. Explain with suitable examples.

3. Define controlling and discuss the control process. Explain with examples the pre-requisites and characteristics of an effective control system and the method of exercising control in a structured set-up.

4.What managerial skills are required at different levels of management and why ? Briefly discuss the roles of top level executives in an organisation.

5. Write short notes on any three of the following :

Dec 2010 MS-1 : MANAGEMENT FUNCTIONS AND BEHAVIOUR

1. What are the various skills a manager requires in an organisational set up. Briefly describe with suitable examples.

2. What are the different steps in Decision-making ? Discuss various road blocks and

ways to overcome these barriers for effective managerial decision-making. Explain with examples.

3. How does conflict impact the functioning of individuals, groups and organisations. Briefly explain with examples.

Dec 2011 MS-1 : MANAGEMENT FUNCTIONS AND BEHAVIOUR

1. What is the impact of Organisation Structure and Organisation Chart in the functioning and efficiency of an organisation ? Discuss with examples the factors which influence the choice of the structure of an Organisation.

2. What is the role of Communication in the functioning of an organisation ? Explain with examples various channels of communication in an organisational set-up.

3. Why do people generally resist change ? Do personal factors of employees play role in this process ? Briefly discuss the common coping strategies for change. Explain with examples.

4. Define delegation. What are the basic assumptions of delegation of authority, and

June, 2007 MS-1 : MANAGEMENT FUNCTIONS AND BEHAVIOUR SECTION SECTTON A

l. "The degree of involvement of managers with various management processes may differ from manager to manager. But all managers have to be concerned with all the processes in an organizational set-up." Elaborate this statetment and discuss briefly the underlying concepts with suitable examples

2. Explain the term 'Bounded Rationality'. What are the factors leading to bounded rationality and satisficing decisions ? Discuss.

3. How is Strategic Planning different from Operational Planning ? Discuss with suitable examples. What are the essential steps in formulating a plan ? Describe with illustration.

4. What is the significance of Organisation Structure and Organisation Chart in the functioning and efficiency of an organisation ? Discuss with examples, the factors which influence the choice of the structure of an organisation.

June, 2008 MS-1 : MANAGEMENT FUNCTIONS AND BEHAVIOUR SECTION SECTION A

l. Briefly describe different skills required for a manager and discuss the role of a manager in Institution Building.

2. Describe different phases of decision making according to Mintzberg and their relevance. Discuss any two models of decision-making process.

3. Explain the process of conflict and different strategies of conflict management in organisational context. Give examples.

4. Describe and differentiate between delegation, decentralisation and centralisation. Discuss the problems in delegation and how to overcome them to make the process more effectlve.

June, 2009 MS-1 : MANAGEMENT FUNCTIONS AND BEHAVIOUR

Section A

1. Explain the concept of MBO. Describe its key features and critically analyse the extent of feasibility and usefulness of MBO in the present day business scenario.

2. Briefly describe various managerial processes and explain major elements of any two of them with suitable examples.

3. How do conflicts get generated in an organizational situation ? How does it impact the group behaviour and functioning of the organizabion ? Explain with relevant examples.

               June, 2010 MS-1 : MANAGEMENT FUNCTIONS AND BEHAVIOUR

SECTION - A

1.'An organisation structure designed to suit its requirements through efficient groupings only, may not achieve the desired goals. Functional integration of these efficient groupings directed towards organisational objectives, therefore, assumes greater significance.'.Elaborate this statement and discuss the underlying issues with suitable examples.

2.Explain the term 'Bounded Rationality'. What are the factors leading to bounded rationality and satisficing decisions ? Discuss.

3.Discuss how the importance of characteristics of managerial ethos helps in maintaining

MS-1   June, 2011

MS-1 : MANAGEMENT FUNCTIONS AND BEHAVIOUR

SECTION - 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 of these differentiated groups towards the organisational objectives assumes