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MS-1 Question Bank (12)

MS-1 Question Bank

Monday, 18 May 2015 11:48


Term-End Examination
December, 2014

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.


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.

4. Define 'Controlling' and discuss the 'Control Process'. Explain with examples the pre-requisites. Identify characteristics of an effective control system, and the method of exercising control in a structured set-up.
5. Write short notes on any three of the following :
(a) Determinants of Inter-personal behaviour
(b) Resistance to Change
(c) Channels of Communication
(d) Models of Decision- making
(e) Group Formation
- B
6. Read the following case and answer the questions given at the end of the case :
Sundar Steel Limited was a medium-sized steel company manufacturing special steels of
various types and grades. It employed 5,000 workers and 450 executives. Under the General Manager (Production), there were operation, maintenance, and service groups, each headed by a chief. The Chief of Maintenance was Shukla and under him Mukherjee was working as the Maintenance Engineer. The total strength of Maintenance was 500 workers, 25 executives, and 50 supervisors. Chatterjee was working in Maintenance as a worker for three years. He was efficient. He had initiative and drive. He performed his duties in a near perfect manner. He was a man of proven technical ability with utmost drive and dash. He was promoted as Supervisor. Chatterjee, now a Supervisor, was one day passing through the Maintenance Shop on his routine inspection. He found a certain worker sitting idle. He pulled him up for this. The worker retaliated by abusing him with filthy words. With a grim face and utter frustration, Chatterjee reported the matter to Mukherjee. The worker who insulted Chatterjee was a "notorious character", and no supervisor dared to confront him. Mukherjee took a serious view of the incident and served a strong warning letter to the worker. Nothing very particular about Chatterjee or from him came to the knowledge of Mukherjee. Things were moving smoothly. Chatterjee was getting along well with others. But after about three years, another serious
incident took place. A worker came drunk to duty, began playing cards, and using very filthy language. When Chatterjee strongly objected to this, the worker got up and slapped Chatterjee. Later, the worker went to his union and reported that Chatterjee had assaulted him while he was performing his duties. Chatterjee had no idea that the situation would take such a turn. He, therefore, never bothered to report the matter to his boss or collect evidence in support of his case.

The union took the case to Shukla and prevailed over him to take stern action against Chatterjee. Shukla instructed Mukherjee to demote Chatterjee to the rank of a worker. Mukherjee expressed his apprehension that in such a case Chatterjee will be of no use to the department, and the demotion would adversely affect the morale of all sincere and efficient supervisors. But Chatterjee was demoted. Chatterjee continued working in the organisation with all his efficiency, competence, and ability for two months. Then he resigned stating that he had secured better employment elsewhere. Mukherjee was perturbed at this turn of events. While placing Chatterjee's resignation letter before Shukla, he expressed deep concern at this development. Shukla called Chief of Personnel for advice on this delicate issue. The Chief of Personnel said, "I think the incident should help us to appreciate the essential qualification required for a successful supervisor. An honest and hard working man need not necessarily prove to be an effective supervisor. Something more is required for this as he has to get things done rather than do himself.
Mukherjee said, "I have a high opinion of Chatterjee. He proved his technical competence and was sincere at his work. Given some guidance on how to deal with the type of persons he had to work with, the sad situation could have been avoided". Shukla said, "1 am really sorry to lose Chatterjee. He was very honest and painstaking in his work. But I do not know how I could have helped him. I wonder how he always managed to get into trouble with workers. We know they are illiterates and some of them are tough. But a supervisor must have the ability and presence of mind to deal with such men. I have numerous supervisors, but I never had to teach anybody how to supervise his men".

Questions :

(a) Identify the problems in this case.

(b) Do you think the decision taken by Shukla is in keeping with the faith, trust and creating developmental climate in the organisation ? Critically evaluate.

(c) How would you help in improving behaviour of employees ?

Additional Info

Monday, 02 December 2013 05:10

MS-1 JUNE 2013

MS-1 june-2013




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

2. Identify the various types and nature of decisions a manager is required to take in an organisational situation. Discuss various phases in decision making process propounded by Henry Mintzberg and Herbert Simon.

3. Enumerate and briefly describe various strategies of conflict management. Justify your answer with relevant examples.

4. Why is 'Coordination seen as a problem in organisational set ups ? Describe with examples various approaches to coordination.

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

(a) Dimensions of Organisational Culture and Climate.

(b) Antecedents of Organisational change.

(c) Channels of Communication.

(d) Policies and design choices in control.

(e) Determinants of Inter-personal behaviour.



6. Please read the case and answer the questions given at the end :

Major Mohanty, a retired man from the army, joined as MD in Sunrise Limited, when the company was passing through a very bad period with declining production and productivity, heavy losses and low morale of the employees. Major Mohanty, after having made in-depth, logical and strategic studies of the situation, immediately flagged on what he called 'operation rejuvenation', with exclusive thrust on production and productivity related issues. People related matters were of no consequence for him, for he believed that people, by and large, are dull, lazy, shirkers and non-starters and as such work should be extracted from them only through constant watch, close supervision, complete and rigorous command and control. His style of functioning did yield some results, but before any impact could be seen, he abruptly left the organisation , having got a better assignment in the United States of America.

Major Mohanty was immediately succeeded by Mr. Soni, a man who had made a name for his balanced approach to people and production through participative style of management in his immediate position as the Deputy MD of a large organisation in a similar product line. He was, in fact, commanded for his maximum concern for both people and production, and for bringing about an ideal integration and harmony between the needs of the employees and those of production.

In the present company also, Mr. Soni continued his policies of participative management with equal concern for both production and people. With a view to reviving the company back to health, he instituted some major changes. First of all, he decentralised the organisation so that the subordinates could exercise their discretion and initiative in decision making, as also their imagination and creativity in performing other managerial functions. Further he empowered the junior managers to incur expenditure upto an approved limit without seeking prior approval of the higher

management. The communication system was also improved to facilitate free flow of upward and downward communication. Mr.Soni also adopted several measures to reduce costs and wasteful expenditure. He banned donations to charitable institutions, but increased the amount being spent

on the welfare activities of the employees. Will Mr.Soni's managerial style prove to be effective in ensuring a bright future of the company ? Some employees are of the view that a lot of things are being done, but they might not be effective in the long run. Others disagree with them, and say, 'Okay, we will give it a trail'.

Questions :

(a) Was Major Mohanty a theory 'X' or a theory 'Y' Manager ? Explain with reasons.

(b) Is Mr. Soni a theory 'X' or a theory 'Y' Manager ? Will you advise Mr.Soni to change hiS presumptions about the nature of people at work ? Give reasons in support of your advice.

(c) How do you describe Mr. Soni's managerial style in the light of 'Managerial Grid' of Blake and Mouton ? Can it be regarded as the best style of management ?

Support your answer with arguments.

(d) Identify the possible problems that can arise from Mr.Soni's way of institutionalizing the changes in rules and regulations.

Additional Info

Monday, 01 October 2012 11:16


MS-1   June, 2011



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

great significance. Elaborate this statement and discuss the underlying concept with

suitable examples.

2. Enumerate various leadership styles, discuss any two of these, and their significance in the present day context of globalisation. Explain with example.

3. How do Traditional , Behavioural and Interactionist views explain the process of conflict ? Evaluate the changes which take place within and between the groups as a result of long - standing inter - group conflict.

4. 'A decision maker may not have complete knowledge about decision alternatives and

outcome of the chosen alternative. These conditions of knowledge are often referred to

as "the states of Nature". Discuss this statement and highlight the underlying concepts

with suitable examples.

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

i)   Barriers to effective communication

ii) Managerial skills

iii) MBO

iv) Control Process

v) Types of Power

Additional Info

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