Welcome to our Institute. We are here to provide you a Questions Papers for Year 2008 ,2009 and 2011
YEAR-2008 M.B.A-I semester
Time:3 Hours
Total Marks:-70
The Questions paper is divided into three sections.Sections A contains 10 questions of 02 Marks each. All questions are compulsory.
Section B will contain 05 questions of 10 marks each. The candidate are required to answer three questions from this section.
Section C is of 20 Marks and contains case studies or numerical problems only. Question for 40 marks are given in this section.
SECTION-A
Q.1 Differentiate between effectiveness and efficiency. [2]
Q.2 Define Management. {2}
Q.3 What do you mean by unity of command? {2}
Q.4 What are the primary concern of Scientific Management as given by Frederick Taylor? {2}
Q.5 What do you mean by Bounded Rationality in Decision-Making? {2}
Q.6 Explain Intrapreneur. {2}
Q.7 What do you mean by Corporate Social Responsibility? {2}
Q.8 Mention two advantage of control function in an organization? {2}
Q.9 What is span of control? {2}
Q10 Expand SWOT? {2}
SECTION-B
Q11 Discuss ten managerial roles as proposed by Mintzberg. {10}
Q12 What are the different types of plans? Also,discuss the steps involved in the planning process. {3+7}
Q13 Discuss the different types of departmentation in organizations,giving advantages and disadvantages of each
departmentation. {10}
Q14 Describe the Fieldler`s Contingency theory of leadership. {10}
Q15 Discuss the budgetary and non-budgetary control mechanisms which are used by organizations to ensure that
planned targets are achieved. {10}
SECTION-C
Q.16 Coke`s European Scar
What seemed like an isolated incident of a few bad cans of Coca-Cola at a school in Belgium turned into near disaster for the soft drink giant`s European operations. In june 1999, Coke experienced its worst nightmare - a contimination scare resulting in the recall of 14 million cases of coke products in five European countries and a huge
blow to consumer confidence in the quality and safety of the world`s most recognized brand.
After the initial
scare in Bormen,Belgium, Coke and Enterprises(CCE), a bottler 40 percent owned by Coca-Cola thought they had
isolated the problem. Scientist at the CCE bottling plant in Antwerp found that lapses in quality control had led to
contaminated carbon dioxide that were used in the bottling of a recent batch of Coke.Company officials saw the
contaminated as minor problem and they issued an opology to the school. At the same time that the problem
were being dealt with in Antwerp, things were breaking down at Coke`s Dunkirk, France, bottling plant. In Belsele
10 miles from Bornem, Children and teachers were complaining of illness related to drinking Coke products. The
vending machines at the school were stocked with Coke from the Company`s Dunkirk plant and were thought to
be safe. Now a second bottling plant`s practices were being questioned. What initially seemed like an isolated
incident was now a crisis. Immediately following the second scare, Belgium`s healthy minister banned the sale
of all products produced in the Antwerp and Dunkirk plants.Things got worse when coke gave an incomplete
set of recall codes to a school in Lochristi,Belgium, resulting in 38 children being rushed to the hospital. Immediately
following this incident, French official banned the sale of soft drinks produced in the Drunkirk plant. It was believed
that fungicide on wooden shipping pallets were the cause of the illness at Dunkrik plant. On june 15, 1999, 11
days after the initial scare in Bornem, Coke finally issued an explanation to the public, Most European were not
satisfied. Coca-Cola officials used vague language and often contradicted one another when making statement.
France`s health minister said "That a company so very expert in advertising and marketing should be so poor in
communicating on this matter is astonishing." After three weeks of testing by both coke officials and French
Government scientist, it was concludes that the plants were safe and there was no immediate threat to the health
of consumers. While the scare has had some effect on Coke`s profit in Europe, the company was more concerned
with damages to its reputation and consumer confidence in its products.
Q16) i) what are the management issues in this case?
Q16) ii) What did Coke do and what could have been done differently?
Q17 Road Ahead for Shanghai Volkswagen
Q17) i) Why was VW so successful in china while other companies failed?
Q17 ) ii) What would you recommend to Shanghai VW to remain successful in the future?
YEAR-2009
Time: 3Hours
Total Marks: 70
This Question paper is divided in two sections. Section A contains 6 questions out of which the candidate is required to attempt any
4 questions. Section B contains short case study/application based one question which is compulsory. All questions are carrying equal marks.
SECTION-A
Q.1 Who are managers? What do managers do? How will you reconcile management functions and mangerials roles? {2+10+2}
Q.2 What is 'Bureaucracy'? Differentiate between scientific approach and Behavioral approach to management. Which approach is more suitable in present scenario?
Q.3 Write short notes on:
a) Starategic planning
b) Policies
c) Bounded rationality
Q.4 Discuss followings:
a) "Informal organization is detrimental to the interests of formal organization and therefore,it is an evil to be nipped in the bud itself"
b) "Decentralization is not necessarily good,nor centralization necessarily bad."
Q.5 What do you understand by 'Leadership style'? Can you explain Leadership styles on a continuum? if so,how?
Q.6 Define Control.
Explain briefly: [2+2+2+3+5]
i) Concurrent control
ii) Feed forward control
iii) Strategic point control
iv) PERT
SECTION-B
Nitish is 23 years old and will be receiving his professional PG degree in HRM from the university
at the end of this semester. He had spent the past two SIP for Age ins.Co.(AIC), filling in on a number of different
jobs while employees took their vacations. He has received and accepted an offer to join AIC on a permanent
basis upon post graduation, as a supervisor in the policy renewal department
AIC is a large insurance
company. In the HQ office alone, where Nitish will work, they have 5000 employees. The company believes
strongly in the personal development of its employees. This translates into a philosophy, emanating from the Top
executives offices, of trust and respect for all AIC employees. The job Nitish will be assuming require him to
direct the activities of 25 clerks. Their jobs require little training and are quite routine in nature. A clerk`s responsibility
is to ensure that renewal notices are sent on current policies, tabulate any changes in premium from a standardized
table, and advise the sales division if a policy is to be canceled as a result of non-response to renewal notices. Nitish
group is composed entirely of women, ranging from 19 to 62 years of age, with a median age of 25. For the most
part, they are matriculates with little prior working experience. The salary range for policy renewal clerks is Rs.2,500
to Rs.3,000 per month. Nitish will be replacing a long time with AIC, the last 14 spent as policy renewal supervisor.
Since Nitish had spent a few weeks in Ajay`s group last summer (SIP), he was familiar with Ajay`s style and also
knew most of the group members. He anticipated no problems from any of his soon-to-be employees, except
possibly for Jawahar. Jawahar was well into his fifties, had been a policy renewal clerk for over dozen years, and
as the 'grand old man', carried a lot of weight with group members. Nitish concluded that without Jawahar`s support
, his job could prove very difficult.
Nitish is determined to get his career off on the right foot. As a result,
he had been doing a lot of thinking about the qualities of an effective Leader.
Q.1 What are the critical factors that will influence Nitish`s success as a leader? Would these factors be the same if success were defined as group productivity? [8]
Q.2 What suggestion you might make to Nitish to help him over or control Jawahar? [3]
Q.3 Describe the style you think would be most effective for Nitish. [3]
YEAR-2011
Time: 3Hours
Total Marks: 70
This Question paper is divided in two sections. Section A contains 6 questions out of which the candidate is required to attempt any
4 questions. Section B contains short case study/application based one question which is compulsory. All questions are carrying equal marks.
SECTION-A
Q.1 Discuss the role of various approaches of management in management theory. Which approach do you think, adequately clears the nature of management.
[9+5]
Q.2 Write short notes on : (any four) [3.5x4]
(a) Social responsibility of Business
(b) Span of Management
(c) Decision Making
(d) Coordination
(e) Direction
(f) Span of control
Q.3 "Planning is an intellectual process, the conscious determination of course of action, the basing of decisions on purpose, facts and cosidered estimates." Discuss the statement what step are involved in planning process. [7+7]
Q.4 What is departmentation? Describe the various bases of departementation. What scheme of departmentation you will suggest for a large marketing organization operating all over the country and why ? [2+6+6]
Q.5 What are the various theories of leadership? Which theory seems to justify the leadership in democratic countries like India? Give reasons for the answers. [8+6]
Q.6 (a) "Planning is the basis, delegation is the key, information is the guide and action is the essence of control ". Discuss
(b) Discuss the various techniques of control. [7+7]
SECTION-B
Q.7 Read the passage carefully and answer the following questions :
Like most steel companies, Banglore Alloy steel suffered difficult times in the decade of 1990s. In a company wide attitude survey, in 1995, it was found that a number of frustrated middle managers felt that the company`s unattractive pay structure caused low employee morale. The Chief Executive Officer of the company, Dinesh was not impressed by the survey report and didn`t care for the opinion of middle managers. As a result the executives were disillusioned.
Dinesh had been a financial specialist, and the board of directors assigned him the top job because thought his financial experience could improve the financial situation of the company.At first the move seemed a good one, Dinesh used his financial know-how to arrange creative financing for the company`s debt, but that did not solve other serious problems.
Dinesh was a numbers man with few people skills and he opened to be a poor planner. He tried to diversify and re-organize the structure which was met with resistance from the rigid centralised structures. Dinesh was not comfortable from the rigid centralised structures.Dinesh was not comfortable with face to face communications and he issued periodic memos exhorting employees to increase productivity. All employees including both blue-collar and white collar employees blamed Dinesh for the heavy losses of the company. Top management kept middle management at a distance and became isolated and ineffective.
(a) Which of the management fuctions does Dinesh perform well ?
(b) Which of the management fuctions does he perform unsatisfactorily?
(c) What do you think should be the role of middle management in this situation?
(d) What do you think Dinesh should have done?
PRINCIPLES AND PRACTICE OF MANAGEMENT