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HUMAN RESOURCE MANAGEMENT

1. "Human Resource Management is a staff function but a line responsihility". Comment.
2. "Effective management of human resources is essential for the prosperity and welfare of an organisation, a society and a nation". In the light of this statement, describe the role of human resource management.
3. "Management of personnel is a basic responsibility of every manager." Discuss.
4. "Human Resource Management seeks to achieve personal and social goals." Explain. Outline the major functions of Human Resource Management.
5. "Management is personnel administration". Continent.
6. “Personnel function play's a vital role in the whole scheme of management of an industrial organisation." Elucidate.
7. "Personnel management is a staff function but a line responsibility". Comment.
8. "A good personnel manager is no longer just a hirer and firer of men ". In the light of
9. "A personnel manager is a change agent in the organisation". Elucidate
10. "Management of personnel is the responsibility of every manager and there is no need for a separate personnel department." Explain critically.
11. Define "personnel policies" and describe their nature.
12. "Personnel policies serve as guideposts to personnel decisions." Explain
13. "A sound personnel policy must satisfy certain essential conditions." Elucidate.
14. "Human resource planning is a prerequisite for effective management of human resources." In the highs of this statement, analyse the significance of human resource planning.
15. "Scientific recruitment of personnel and their proper placement are importajtt in effectively achieving corporate objectives." Discuss.
16. “The logical approach to staffing begins with a careful assessment and planning of current and prospective requirements." Comment.
17. "Employee selection in India is a process of elimination and not an evaluation." Comment.
18. "Interviews stiffer from some limitations". Describe these limitations. How can inter-views he made more effective?
19. “Training programmes are helpful to avoid personnel obsolesence.” Illustrate.
20. “Human resource development is nothing but looking at the development of manpower of an organisation in the light of its requirements” comment.
21. “Job evaluation determines the worth of a job and not of job holder”. comment.
22. "Various legislations have imposed upon the employer obligations for providing different kinds of employee services and benefits." Name and explain five such statutory benefits.
23. "Scope of labour welfare needs to be considered pragmatically and has to be both dynamic and elastic." Do you agree? Give reasons.
24. “Accurate appraisal of performance is very difficult”. In the light of this statement discuss the problems in performance appraisal.
25. “High rates of absenteeism and labour turnover are harmful to both employers and employees.” Explain.
26. "Accidents don't just happen, they are caused". Do you agree with this statement? Justify your views with cogent reasons. What measures would you recommend to prevent accidents in an industrial establishment?
27. "Various legislations have imposed upon the employer obligations for providing different kinds of employee services and benefits." Name and explain five such statutory benefits.
28. "Scope of labour welfare needs to he considered pragmatically and has to he both dynamic and elastic." Do you agree? Give reasons.
29. "Various social security legislations in India have provided for financial benefits payable by the employer to his employees without the employees having to make any contribution". Name one such legislation and explain the nature of benefits provided for.
30. "Industrial worker in India is secured against all social risks from birth to death". Do you agree 7 Give reasons.
31. "Too often discipline is thought of only in the negative sense. In reality, positive discipline is more effective and plays a larger role in business management". Discuss the statement and point out the principles to be borne in mind while taking disciplinary action.
32. "A sound grievance procedure must contain some essential features." Explain.
33. "An effective grievance handling procedure is preventive rather than curative". Explain.

 

       34."In the highest form of discipline all are self-regulated and all are free." Comment.

some more questions on HR

1. “Collective bargaining assumes collective wisdom of both management and labour” Discuss.
2. "Workers' participation in management is essential to industrial democracy and socialistic pattern of society.” In the light of this statement, discuss the role of workers’ participation in management.
3. "Workers' participation in management has failed in India." Do you agree? Give reasons.
4. "Worker participation envisages full involvement of workers in management process." Comment.
5. "Industrial relations in India are largely regulated, shaped and structured by the State." Comment.
6. "There are three actors in industrial relations." Comment
7. 'Trade union movement in India has not developed on healthy lines." Discuss.
8. "In spite of more than 100 years of experience, Indian trade unions remain under-developed." Elucidate.
9. "Trade unions in India have failed to serve the objectives for which they were formed" Do you agree? Give reasons.

 

 

Human resource development

 

Q.1.   Explain role of Change Agents in establishing sound HRD Practices in organisations.  Describe any two HRD Practices useful in potential development

 

Q.2. Describe the role of Line Mangers as well as of HRD Managers in developing self-renewing capabilities in an organisation.  How can managers help employees to improve their career opportunities?

Q.3  Discuss the role of developmental supervision in facilitating empowerment f employees. Why is counseling gaining importance in modern organisations?

 

Q.4  Explain the status of HRD in government and public systems. Suggest the desired HRD interventions in government systems.

 

Q.5.  Explain the factors which account for differences in HRD across different countries Should HRD practices be culture specific ?  Substantiate with examples.

 

Q.6.  Evaluate rational of HRD for workers Can unions play any role in HRD for workers ?  Suggest measures to operationalise HRD for workers.

Q7.  Describe existing HRD structure in the organisations you are working for or are familiar with.  What are the complexities involved in effectively implementing the HRD functions ?

 

Q.8.  Read the case and attempt the questions following the case:

PART I

As Technical Managers at SP Engineering Works, one of my major responsibilities was modernization of Plant and Machinery.

SP Engineering Works was set up somewhere around 1962-63 as a forge shop to cater to the requirements of forgings for the automotive industry, the major customers being companies such as TELCO, Ashok Leyland Mahindra & Mahindra, Bajaj Tempo, etc.  The traditional equipment for the manufacture of forgings has been a drop hammer.  SP Engineering Works set up the facility with nine drop hammers in the range of 25,000 lbs to 2,000 lbs.  All these were imported from America as second – hand equipment.  Along with the forging hammers, the other major equipment required are suitable furnaces for heating the raw steel billet material.  The material is heated to about 1250 Deg.  C and with a die (Which has the essential cavity of the forging with it) a billet is forged to the shape of the forging, which could be a crankshaft or connecting rod or something similar.  The furnaces, too, were brought somewhere around 1968.  Quite clearly both these pieces of equipment were already old, based on old technology and required modernization.

The forging furnaces were identified as the major equipment to be replaced.  Since these furnaces were all based on rather primitive technology, the fuel consumption  was prohibitively high and this had already been recognised by the late seventies / early eighties.  It was, therefore decided to do away with the old furnaces completely and install totally new state – of – the art furnaces instead

It is important here to highlight the systematic way by which the problem itself was first identified and subsequent actions then taken.

Detailed fuel consumption readings were taken for all the furnaces: hence, the fuel consumption per ton of material heated was known.  While the furnaces were running during regular production, readings were taken for fuel consumption, material heated with various types of jobs and leading of the furnaces to determine the current situation of fuel consumption in the plant.  The total fuel consumption per year was in the region of Rs, 6 crore for a turnover of Rs. 60 crore at that

Point of time (1981-82), i.e. almost 10 per cent of the turnover.

To begin with, I was deputed to see the Exhibition of Forging Furnaces and Heat Treatment Equipment held at the International Exhibition Centre in Birmingham.   This exhibition is held every two year.   I also attended a seminar, which was running concurrently at the exhibition, n subjects such as heating equipment, heat treatment, etc.  I was therefore, able to discuss at first – hand and apprise myself of all the latest heating equipment being used in the forging industry.  I interacted with various specialist firm in England, visiting their works as well as the forging shops where these furnaces had been installed.  From these forge shops, I obtained information regarding the working of these furnaces.  I also obtained  quotation from the suppliers of forging furnaces required by us with guaranteed fuel consumption parameters.  In the process, I gathered information regarding the latest technology on burners, insulation materials like ceramic fibre, recuperators  to pre – heat the incoming air used for combustion.  With these latest features, fuel consumption parameters were almost one-third of what we were currently consuming at SP Engineering Works.

On my return, I contacted the specialist furnace manufactures in India.  These companies have collaborations with specialist furnace suppliers in France, England, Germany, etc, I apprised them of the discussions I had with the furnace manufacturers in England and then obtained quotations form those Indian manufactures who committed to nearly the same kind of fuel consumption figures as had been indicated to me by the manufactures of furnaces in England.  A detailed, nearly 100-page report was prepared for the Management wherein the current status of furnaces, new proposals, requirement of investment, time period of execution and cost benefit analysis were clearly spelt our.  It was highlighted that fuel consumption could almost be halved and for an investment f Rs. 3.5 to 4 crore, the payback period worked out to a little more than a year a half.

Subsequently, of curse, detailed layouts for the installation of these furnaces in the plant were made.  The most important factor to consider was that all new furnaces were to be installed in the running shop without disturbing the current production .  Therefore, new furnaces were to be installed and tried out at production.  One – by – one all old furnaces were removed from the shop.  From the date of first action the whole exercise took two year.  I would like report that not only was the fuel consumption reduced as expected, but higher capacity furnaces were put at the same locations which contributed significantly to raising the level of productivity along with cutting cost of fuel at SP Engineering Works.

I think that having proceeded in a very systematic manner with full analysis, understanding and therefore conviction of all the people involved including the top and operating management, it was possible to make a success of this assignment.

PART II

In the same breath, let me present a second, and equally ambitious exercise on which we embarked, which did not produce the result we had desired.

As I had mentioned earlier SP Engineering Works was set up for making forgings with drop hammers.  This was an old technology equipment and has now been replaced elsewhere largely be forging presses, which offer a number of advantages including far higher levels of productivity, and reduced material consumption.  Except in America, forging presses have become standard forging equipment all over the world predominantly in Europe and Japan.

I had been very keen that slowly we too switched over to manufacture of forging on forgings presses at SP Engineering Works.  Consequently initiated a proposal fro setting up a forging press.  The investment was in the region of Rs.4crore. The proposal was prepared, discussed with top management and in principle approval was obtained to go ahead.  Consequently, I interacted with various forging press manufacturers in England, Germany and Japan.  I also visited many forging plants in Europe to see these forging presses in operation, including a plant of Bofors in Sweden, which at the point of time had the most modern fully – automated forging line for front axle beams for trucks.  I invited quotations from various suppliers and finally negotiated, along with the General Manger, for a forging press to be supplied by a company in West Germany

The press was ordered and work proceeded on its manufacture in West Germany.  However, there was some hesitation on the par of both the top and operating management.   For a brief period, SP Engineering Works passed through a lean phase.  A few months before the press was expected to be ready, there were hushed indications that SP Engineering Works should not opt for this kind of investment.  All the same, the work progressed well and the press was ready for our inspection and I was to visit the press manufacturer in West Germany.  Just before my departure I was told that we should cancel the order for this press and not go ahead with bringing it to SP Engineering Works. After inspecting and taking trials on fur special forgins, I told the supplier that we wanted to cancel the order.

You can imagine the kind of reaction which the supplier had.  It was indeed disheartening for me too to see my company giving up such a golden opportunity.  I was totally convinced that the future lay in forging presses. All the same.  The order was cancelled.  I think I was a bit  lucky in  being able to negotiate a decent penalty for SP engineering Works.  According to international standards, manufactures can demand payment of penalty upto 25 per cent, whereas I think I managed to et my company out of the deal with a penalty of somewhere in the region of Rs. 25 lakh.  I was able to achieve this low penalty by being  able to place an order with the manufacture for another type of press for making armament shells.  I am glad to report that the second venture went through quite well and the second press has been duly installed at SP Engineering Works and is giving considerable diversified business to the company.

However, I consider that I failed in my objective, which was to set up a modern forging press at SP Engineering Works.  As I have stated earlier, it was successfully carried out till the last moment.  But my objective that my company have modern forging press did not materialize.

I think that unlike the case of forging furnaces, I was not able to sell the idea of a forging press as well to my operating colleagues.  At the time of placing the order the top management accepted the proposal: but perhaps not with a strong conviction.  I failed to do the detailed analysis and spell out the benefits to the company in term of additional business as I had done in the case of forging  furnaces.  There were many opponents, neither convinced nor committed to the new investment and the proposal could not be carried through finally.

 

Questions:

1.  Critically evaluate the process of managing change with reference to the facts discussed in the case

2.  What advice would you have for the company for a more effective change management strategy?

 

Q.9.   What is Human Resource Development (HRD) ?  Describe the salient issues of HRD in the Indian context.

 

Q.10.  Examine salient features of HRD climate.  Can proactive orientation of employees be prompted in organisations?  Discuss with suitable examples.

 

Q11.  Evaluate role of line managers in HRD.  How can line managers improve self-renewal process in organisations ?

 

Q.12.   Compare the salient issues of culture and climate with reference to HRD interventions in organisation.  What can you do to establish a healthy culture and climate?

Q.13.  Compare the salient issues of culture and climate with reference to HRD interventions in organisation.  What can you do to establish a healthy culture and climate ?

 

Q.14.  What are the shortcomings in HRD approach towards managing health and family welfare in India?  How may the shortcoming be overcome ?

 

Q.15.  What is the scope and relevance of task analysis in improving organisational climate ?  Can one improve the motivation of employees to bring positive change ?

 

Q.16.  Write short notes on any three of the following:

1. Performance Appraisal System
2. HRD – OD- IR Approach
3. Role Analysis
4. HRD Climate
5. Management Development

Q.17.  Why is HRD needed in an organisation ?  Explain briefly the sub-systems of HRD and their importance in organisational context.

 

Q.18.  Evaluate the HRD practices at C- DOT .  Can enhancing inter- personal sensitivity be taken as an effective tool for HRD ?

 

Q.19.  Suggest measures for promoting work motivation.  What precautions would you advise to prevent the failure of such measures ?

 

Q.20.  Identify bases of power in the organizations.  What would you do to empower an employer at the middle order in the hierarchy ?

 

Q.21.  What kind of HRD activities and interventions would be relevant in defence

services  and in police administration ?

 

Q.22.  Analyse the role of HRD in service sector.  What types of HRD interventions are relevant to service organisations?

 

Q.23.  Examine the various feature which distinguish Human  Resources Development (HRD) and Industrial Relations (IR), What are the pre-requisites for successful HRD approach to IR ?

 

Q.24.  Write briefly on any three of the following:

a) Developmental supervision.

b) Role efficacy

c) Conflict management

d) Dynamics of frustration

e) Training and HRD

 

Q.25.  What do you mean by Human Resource Development (HRD) ?  What HRD measures would you like to implement in order to promote effective communication in an organisation ?

 

Q.26.  Distinguish between intrinsic Motivational factors and Extrinsic Motivational  Factors.  Can Work Motivational be improved in an organisation ?

 

Q.27.  What approach should be adopted to integrate HRD system in government administration ?  How would you rate the Indian experience in this respect ?

 

Q.28.  What are the competencies required for HRD staff ?  Suggest measures for developing HRD skills.

 

Q.29.  What are the various objectives of mentioning and counseling ?  Discuss the importance of professional counseling in the Indian organisational context with suitable example.

 

Q.30.  Write short notes on any three of the following :

(i) Organisational Health and effectiveness

1. Need for HRD in the Indian public sector organizations
2. HRD mechanisms for blue collar workers
3. HRD for the non-government sector

Q.31.   Explain the meaning of organizational culture with reference to HRD.

 

Q.32.  “It has been found that an employee has low motivation in one organisation working on a job, and may develop high motivation on the same on similar job in another organisation.  Critically examine the statement, also discuss the dimensions of role efficacy.

 

Q.33.  Do cultural, economic and socio- political factors affect inculcation of HRD climate at macro and micro levels?  Why do organisations operating in the same geographical areas widely differ in HRD practices at micro level, explain with examples.

 

Q.34.  Why does employee frustration set- in an organisation ?  Discuss strategies at organisational level to cope with / manage frustration, explain with suitable examples.

 

Q.35.  Identify the developmental mechanisms for improving I.R. Discuss the salient feature of the core programme for developing managerial personnel and unions for improving I.R.

 

Q.36.  How does nature and objectives of organisation affect type and role of HRD, explain with suitable examples.

 

Q.37.  Write short notes on any three of the following:

(i) Mentoring

1. Role of Trade Unions in HRD for workers
2. Task Delienation.
3. HRD – OD – IR linkage
4. Self – Renewal system

Q.38.  “Employees’ motivation is determined both by the employees’ orientation and the external factors in the organisational role and climate.”  Critically evaluate the statement and discuss the underlying concepts.

 

Q.39.  Why is HRD important for workers ?  Explain and critically evaluate the status of HRD for workers in India.  Cite suitable examples.

 

Q.40.  Do HRD practices influence the climate and culture of the organisation ? Examine the role of top management and line managers in creating HRD climate in the organisation.

 

Q.41.  Define and difference between HRD, OD and IR. Explain the pre-requisites for initiating HRD for improving IR in an organisation.

 

Q.42.  What do you understand by supervisory control ? Explain.  Discuss the process involved in supervisory control.

 

Q.43.  Write short notes one any three of the following:

(i) Bases and types of power

1. Listening and asking
2. Performance appraisal system
3. Effective team building
4. Counseling

 

Q.44.  How does the nature and objectives of an organisation affect the type and role of HRD interventions required for development of the organisation?  Explain with suitable examples from industrial and service sector organisations.

 

Q.45.  What do you understand by supervisory control ?  Discuss the process involved in supervisory control.

 

Q.46.  Explain the concept of counseling with suitable examples and contrast counseling and mentoring.

 

Q.47.  What are the major HRD mechanisms for blue collar workers ?  How do these mechanisms contribute to development of competency and motivation ?

 

Q.48.  Why is HRD important for health and family welfare of workers ?  How can HRD interventions help develop them for effective implementation of the programme ?  Explain with examples.

 

Q.49.  Write short notes on any three of the following :

(i) Personal efficacy and role efficacy

1. Task analysis
2. Role of Govt. in HRD
3. Effective team building
4. Nurturing and Helping

Q.50.  How do you asses the economic value of people in an organisation ? Explain the role of Human Resource Audit in this context.  Discuss with example the information needs  for assessment of economic value of people.

 

Q.51.    Describe  briefly the techniques of data collection which can be used for job Analysis.  What precautions should be taken while using those techniques ? Discuss.

 

Q.52.  A trading company traditionally engaged in the trading of consumer goods has planned for expansion by value addition of existing activities and by diversification into manufacturing of consumer durables and pharmaceutical goods.  How would you plan to asses the future training need of the organization?

 

Q.53.  “There is a definite link between education and economic growth and the lack of adequate skilled manpower impedes growth.”  To which approach of Human Resource Planning does this statement belong ?  Discuss critically the steps involved in this approach.

 

Q.54.  What arguments will an organisation have for a ‘transfer policy ? What are the essential elements that a transfer policy should have and why ? Explain with suitable example.

 

Q.55.  Write short notes on any three of the following :

(i) Job evaluation methods

1. Labour market behaviour
2. Demand forecasting
3. Promotion and Reward Policies
4. Human Resource Costs

Q.56.  Define HRD. Discuss linkage between HRD mechanisms, processes and outcomes.  How does this linkage affect the overall effectiveness of an organisation ? Explain with suitable example.

 

Q.57.  Examine the role of change agents in introducing HRD system in an organisation.  How important is the role of line managers and top management in the process ?  Discuss with suitable organisation examples.

 

Q.58.  Explain the significance of Task Analysis as a potential HRD tool.  How can Task Analysis be used for improving the performance of individuals and teams ? Explain with examples.

 

Q.59.  Discuss the rational and objectives of HRD for workers.  Critically evaluate the role of Trade Unions in HRD for workers.  Explain with examples.

 

Q.60.  Write short notes on any four of the following:

a) HRD matrix

b) Promoting work motivation

c) Process of counseling

d) HRD climate

e) Various forms of HRD in organisation

f)  Developing HRD facilitation competencies

 

Q.61.  Why should HRD be an integral part of Organisational Systems ?  How can sub-systems of HRD contribute t the overall development of an organisation ? Explain with examples.

 

Q.62.  What could be the possible ways and means for promoting work motivation in an organisational situation ?  Briefly discuss the actions required to ensure success of such measures.

 

Q.63. What are the bases of power in the organisations ?  How can middle level employee in an organisational hierarchy be empowered ?

 

Q.64.  The services sector is set to play the major role in the economic development of the country.  Cortically analyse the role of HRD in this sector, if any.  Explain with suitable examples, what type of HRD interventions would be suitable for this sector.

 

Q.65.  How can HRD be used to develop positive Industrial Relations in an organisation ?  Discuss the pre – requisites for a successful HRD approach to I.R.

 

Q.66.  Write short notes on any three of the following.

(i) Performance Appraisal System.

1. Role Efficacy
2. Dynamics of Frustration.
3. Conflict Management
4. Development supervision.

 

HUMAN RESOURCE PLANNING

Q.1.  “A training plan should contain all the information necessary for management to make decisions for implementing the training programme.”  Elaborate the statement and discuss the underlying concept.

Q.2.  Distinguish between job ranking and job classification (or grade description)  as methods for job evaluation.  Explain the steps involved in the job classification method.

Q.3.  Human Resource Accounting according to Murdick and Ross is a total system that interacts with other major systems of the organisation.  Explain with example.

Q.4.  “There is a definite link between education and economic growth, and that lack of adequate skilled manpower impedes growth.”  This statement ascribes to which one of the approaches  of HRP.  Discuss the steps involved in and  limitations of this approach.

Q.5.  Define Human Resource Audit Discuss the dimensions of training and development, which are likely to come into focus during an HR Audit.

Q.6.  “Utilisation of human resources which results in the demand for the same, depends crucially on functioning and flexibility of the labour market”.  Critically examine the statement

Q.7. What is meant by self- appraisal ? Explain with examples the objectives of  appraisal interview.

Q.8.  “Job description and job specification are the two by – products of job analysis.”  Elaborate this statement.

Q.9.  How do quantitative and qualitative dimensions regulate the supply of human resources ?  Explain with the help of suitable examples.

Q.10.  Define and discuss different approaches of human resource planning with special reference to educational planning.

Q.11.  Write short notes on any three of the following:

i).            Training methods and techniques.

ii).            Induction Programme.

iii).            Human Resource Audit.

iv).            Job Evaluation

v).            Human Resource Information System.

 

Q.12.  How do you assess the economic value of people in an organisation ? Explain the role of Human Resource Audit in this context.  Discuss with example the information needs for assessment of economic value of people.

Q.13. Describe briefly the techniques of data collection which can be used for job Analysis.  What precaution should be taken while using those techniques ? Discuss.

Q.14. A trading company traditionally engaged in the trading of consumer goods has planned for expansion by value addition of existing activities and by diversification into manufacturing of consumer durables and pharmaceutical goods.  How would you plan to assess the future training needs of the organization ?

Q.15.  “There is a definite link between education and economic growth and the lack of adequate skilled manpower impedes growth.”  To which approach of Human Resource Planning does this statement belong ?  Discuss critically the steps involved in this approach.

Q.16. What arguments will an organisation have for ‘transfer’ policy ?  What are the essential elements that a transfer policy should have and why ?  Explain with suitable example.

Q.17.  Write short notes on any three of the following:

i).            Job evaluation methods

ii).            Labour market behaviour

iii).            Demand forecasting

iv).            Promotion and Reward Policies

v).            Human Resource Costs.

Q.18.  What are the qualitative and quantitative dimensions of Human Resource Planning?  How do they affect the Labour Market Behaviour ? Explain with examples.

 

Q.19.  Why is there a need for Human Resource Planning in any organized effort ? Discuss theoretical basis and conceptual issues associated wit alternative approaches to Human Resource Planning.

Q.20.  Explain the objectives and basic assumptions of job Evaluation.  Highlighting the advantages of job evaluation, discuss how does it help develop a rational and equitable pay structure in an organisation.

Q.21.   Discuss the concept and objectives of Human Resource Accounting.  What are the important considerations in developing the HR Accounting System ?  Describe various phases in designing and implementation of the HR  Accounting system.

Q.22.  Write short notes on any four of the following:

1. Macro – level Manpower Demand Forecasting
2. Job Analysis
3. Point Rating
4. Training Evaluation
5. Reward Policies
6. H.R. Audit.

Q.23.  Discuss the impact of Globalization on the macro –level scenario of Human Resource Planning and identify the specific changes that have occurred in the labour market conditions.  Cite suitable examples.

Q.24.’Procuring human resource is almost a lifetime decision for the organisation -  Justify the statement in the light of employment security clauses given under the Industrial Disputes Act, 1947.

Q.25. Discuss the concept process and pitfalls of performance appraisal. What are the recent trends in performance appraisal ?  Cite suitable examples.

 

Q.26. Enumerate the steps involved in organizing training  programme. Highlight some of the methods of training how is the training effectiveness evaluated ?

Q.28.  Write short notes on any four of the following:

1. Human Resource Information System (HRIS)
2. Job analysis
3. Human Resource Supply Forecasting
4. Migration
5. Job Evaluation.
6. Recruitment.

 

Advanced Strategic Management

1.         What are the various approaches to the corporate management and which one is the best in Indian environment?  Give illustrations.

 

2.         Identify the various modes of entry Ranbaxy Laboratories has adopted in different regions and discuss the pros and cons of each mode of entry.

 

3.         How does creativity contribute to the success of an organisation?

 

4. Select an organisation of your choice (Name and describe the organisation) which has developed special programmes to enhance the creativity of its employees and present the details of such programmes.

 

 

5. Discuss the link between Board of Directors and Corporate Governance practices in Reliance.

 

6.         There are different approaches to global entry. What in your opinion is the best approach and why? Explain.

 

7. What are the benefits of Knowledge Management? Discuss.

 

8.         ‘Managers should hold and develop a deeper knowledge of the nature of ethical principles and concepts and an understanding of how these apply to ethical problems encountered in business’. Explain.

 

9.         Suppose you are working in an organization, which is into pharmaceuticals. Identify the competitors of your company and suggest measures to combat the competition.

 

10.       What are the different determinants of organization structure? Identify these determinants in an organization of your choice and try to analyze the organization structure of that organization.

 

11.       “Organizations that value leadership use techniques to create environments in which executives can rise above their self-interest and are ready to make sacrifices’. Comment.

 

Q12.    The extent of concentration of control at different levels of management; Standards of performance used for control purposes; Whether control data are used for self-evaluation

 

 

13) Discuss the managerial roles of BOD’s. What in your opinion should be the managerial roles of BODs in the present context. Explain giving examples.

 

14. Discuss in brief, the main routes for technology up gradation.

Explain with examples.

 

15. What do you mean by corporate policy? Select an organisation of your choice (name and describe the organisation) and briefly discuss the importance of various types of policies it had adopted.

 

16. What are the different strategies that companies use to compete in the global market? Discuss the advantages and disadvantages of each strategy.

 

17  Based on the information about a company’s international operations, explain how it entered foreign market and what over all strategy it has pursued. Name and describe the company you are referring to.

 

18. What is knowledge management (KM)? Do you believe that KM can improve the competitiveness of a firm? Give reasons.

 

19. What are the differences between philanthropy centric view of Corporate Social Responsibility (CSR) and business integrated view of CSR?

 

Management control system

Q.1 (a)"In an organization, control involves a variety of functions. What are these functions ? Briefly describe he there-tier spectrum of organizational

planning and control.

(b) "The concept of responsibility is a logical extension oil the idea of delegation of responsibiiity and authority for elective management control," Explain. Whale carp he three key principles elective control and management of operations ?

 

Q.2 (a) What different concepts of profit could be considered in the measurement of performance of profit canters ? Which one would you recommend and why ?

(b) Explain Negotiated Price and Opportunity Cost as bases for determining transfer pricing. What are their merits and demerits from the practical point of view ?

 

Q.3 (a) Discuss the scope of Flexible Budgeting, pointing out its merits and demerits.

(b) What basic factors should gutted in designing performance evaluation reporting system ? Explain.

 

Q.4 (a) What shirred be the objectives of Management Control System in a Bank ? Discuss some of the indicators of performance in a Bank.

(b) What pricing methods could be used in a nonprofit organization ? Why should a non-profit organization have a reasonable pricing policy ?

 

Q.5 write  shod notes on the following :

(a) Elements of a control system

(b) Profit centre as motivational tool

(c) Return on Investment Approach

(d) Performance Budgeting

 

Q.6 Discuss the need for MIS in an organisation and explain  the important considerations in designing Management information System {MlS) for the purpose of Management Control

 

Q.7 Growing geographical reach and exploration of new markets has necessitated increased delegation and ideation of responsibility censes. Elaborate this statement giving

reasons and examples,
 

Q.8 Write short notes on the following :

(i) Flexible bustling

(ii) Balanced Score Card

(iii) Total Quality Management (TQM)

(iv) Management by Objectives (MBO)

 

Q.9 Explain in detail the different! types of risks Iced by the banks and describe horn can these be contained by designing proffer management control system.

Q.10 Explain in detail the main elements of Management Control System in development organisations.

 

Q.11  (a) What changes have to be afflicted so that Responsibility Centres meet the requirements of a decentralized organization ?

(b) "Responsibility Accounting forms a vital component of MCS in an organization." Explain the concept of Responsibility Accounting and highlight its role in MCS.

 

Q.12 (a)Why are profit centres established ? What purposes do they sewer ?

(b) Distinguish between ROI and RI in the context of measurement of performance of investment centres. Which of the two retools, do you think, is superior and why

 

Q.13  What are the main purposes of applying Network Analysis in preparing budgets ? Explain the distinct stages in preparing budgets based on Network Analysis'

 

Q.14 (a) Explain the characteristics of a project organization from the viewpoint of Management Control.

(b) Examine the problems related to measuring the output in non-profit organizations. Suggest some of the ways in which these problems can be resolved.

 

Q.15 Explain any three of the following :

(a) Transfer pricing and Corporate policy

(b) Purpose and process of preparing cash budget

(c) Management control in hospitals

(d) Performance budgeting

(e) Myths about MIS

 

Q.16 (a)How can TQM be helpful in Management Control ? Illustrate your answer.

(b) Why are behavioural aspects important in Management Control ? How can the understanding of different styles of management be helpful in Management Control ?

 

Q.17 (a) Examine the merits and demerits of profit centres.

(b) Discuss the issues of corporate policy that are concerned with Transfer Pricing.

 

Q.18 (a) Explain the process of preparing Flexible Budgets' What are the limitations of flexible budgets ?

(b)How would you install and operate an Activity Based Cost System ? What are its likely benefits ?

 

Q.19  (a)What are different types of risks that the banks ace ? Examine the role of Management Control System in containing these risks.

(b)What problems do the SMEs generally face ? What are the implications of such problems on Management Control of SMEs.

 

Q.20 Explain any three of the following :

(a) Ethics and MCS

(b) Transfer pricing in actual practice

(c) Business Process Reengineering (BPR)

(d) Overriding objectives of reward and compensation sYstem

(e) Characteristics of service organizations and their implications for MCS

 

Q.21 Compute the change in Residual Income (RI) from the following new investment

 

 

Assume straight-line depreciation and no salvage value.

 

Q.22(a) Management control system is guided by controllability Principal “Explain.

(b) The ultimate purpose of management control is to achieve goal congruence. Comment.

 

Q.23 The problems in the establishment of profit centre controls revolves areong the questions of measurement. Concept of profit to be used internal transfer price and the compensation based on evaluation. Discuss.

 

Q.24 Evaluate the ROI system of performance evaluation in relation to management control. Give appropriate examples.

 

Q.25 Discuss the factor/considerations involved in the management control multinational operasdtiosn including economic and political risks.

 

Q.26 Explain any two fo the following

(a) Characteristics of management control system.

(b) Transfer pricing and corporate policy.

(C ) Measuring and controlling performance in an MBO framework

 

Q.27 What considerations influence the design fo a management control system in business organisation? Explain with examples.

 

Q.28 Discuss the issue that are concerned with the identification of investment hase and the performance measurement of investment centres.

 

Q.29 There are certain important issue that need to be examined and sorted out before staring the detailed budged setting exercise. What are these issues? Discuss what kind of procedures does a progressive company generally adopt in relation to the budget setting exercise?

Q.30  What particulars issue may have to be faced in the management control system of a multinational enterprise? Discuss briefly with suggestion to resolve them.

 

Q.31 What planning and control techniques can be used in a project organisation? Discuss briefly.

 

Q.32 Defining the boundary conditions in profit centres is an important aspect of the design of profit centres explain

 

Q.33 What measures can be used or measuring performance of investment centres? Discuss their relative merits and dementias.

 

Q.34 (a) Managerial performance in a foreign subsidiary is different form managerial performance sin domestic division. Do you agree with the statement? Give reasons.

(b) what adjustments are commonly required to the profit or loss figure of a foreign subsidiary in order to arrive at the correct figure of profit or loss?

 

Q.35(a) In what ways is the management control in a non-profit organisation different form a profit organisation?

(b) Develop a programme structure of a hypothetical large non-profit organisation (describe it objective ad actinides) pointing out its outputs and indicators for measuring outputs.

 

Q.36 (a) Responsibility accounting without responsibility reporting is incomplete. Comment on the statement by fully explaining and illustrating the two terms.

(b) An investment centre is necessarily a profit centre but a profit centre may to necessarily be an investment centre” explain what are the different types of influences which an investment centre meager may exercise on their vestment decision realign to this Davidson?

 

 

Q.37   Assume that a company his profit centre based divisions structure. What package of criteria could the company adopt? What does each criterion purport to measure? How would you rank different criteria and why?

 

Q.38 It is often stated that management control makes the manager short term oriented. How can this tendency be misnamed? Explain briefly.

 

Q.39 All investment centres are profit centres, but all profit centres need not necessarily be investment centres Explain how what different types of influences may an invest met centres manager exercise on investment relating to his division?

 

Q.40 Distinguish between performance budgeting and zero-based budgeting. Which types of actives are more suitable for performance budgeting?

 

Q.41 What major management control issues are involved in project organization? Explain the indicators that could be used for measuring the progress of project.

 

Q.42 (a) Under what cordites can an expense/cost centre become a responsibility sector?

(b) Controllability is an important concept in Responsibility Accounting under what circumstances can an control liable item become controllable? Explain with examples.

 

Q.43 Write short notes on:

(a) Informal Management Control

(b) Flexible Budget

( C) Performance Evaluation of a Government Hospital

 

Q.44 Discuss the general characteristics of a management control system. In what ways is a management control system helpful  to a large industiral enterprise?

 

Q.45 The implementation of the profit centre concept necessitates the use of the transfer pricing mechanism. Disuses. Briefly explain some methods of transfer pricing and explain their merits and dements.

 

Q.46 What budgetary control? Discuss the role of (i) Zero base Budgeting (iii) Performance Budgeting and (iii) Flexible Budgeting in bucigetary control.

 

Q.47 In what ways does the management control system in a non profit organization differ form the one in an profit organisation? What king of control indicators could be used for measuring the performance of a non profit organisation?

 

Q.48 Explains any two of the following

(a) Management control in banks

(b) Controllability concept and Responsibility According

( C) ROI as a measure of performance for divisions of a company

 

Q.49 What is Responsibility Accounting and what are the essential requirement  for its effective function? Are responsibility Accounting and Responsible Reporting the same?

 

Q.50 What could be some of the bases for measuring performance of cost centres profit centres and investment centres? What are the merits and demerits of ROI as a method/measure of performance of investment centres? What alternative can be there and how does it take care of the demerits of ROI? Elucidate.

 

Q.51 It is sometimes argued that the flexible budgetary control approach (to cost control approach (to cost control) in production  departments is obsolete. The main arguments seem to be that:

(a) Production costs are  tending to become more and more fixed policy costs. Outside the of the department manger.

(b) Because of (a) there is no point in flexing the cost budgets for ultimate comparisons with actual costs and that this is a meaningless and wasteful exercise

(C ) This mechanistic form fo control requires the involvement of managers in the selling of budgets and this they can hardly do because of the absence of necessary standard data.

Discuss these points separately and appraise the general argument.

 

Q.52  In what ways is the management control system in service organization different form the management contra systems air manufacturing organisation? What changes have taken place the service industry over the last decade or so and what implications do they have for management control.

 

Q.53 Briefly explain the following:

(a) Techniques for planning and control in a project organisations

(b) Transfer pricing and corporate policy

 

Q.54(a) What are the different concepts of profit that can be used for measuring performance of profit centres? Which concept would you recommend and why?

(b) Defining boundary conditions for profit centres is an important aspect in the design of profit centres Explain.

 

 

Q.55 (a) What is economic risk? What can a manager of an MNC subsidiary do to minimise the effect of such risk?

(b)  What factors make evaluation of an MNC subsidiary more difficult than evaluation of a domestic division of a company? Briefly discuss.

 

Q.56 (a) Every responsibility centre manger in an organization is an expense centre manager also. Do you agree with this statement? Explain your answer with suitable examples.

(b) Differentiate between fixed and flexible budges. What implication does flexible budgeting  have for management control?

 

Q.57 (a) What steps are involved establishing responsibility centres? Discuss.

(b) In designing an effective management control system some basic considerations should not be overlooked. What are these consideration? Explain

 

Q.58 Explain any two of the following

(a) Decision Support System

(b) Minimising the side effects of transfer pricing system

(c ) Measuring performance f investment centers

 

Q.59 One needs to keep some basic considerations in designing an effective management control system. What are these basic considerations? Explain by given examples.

 

Q.60  What methods could be used for measuring the performance of investment centres? Explain the methods by clearly bringing out the merits and deer its of each.

 

Q.61 One needs to keep some basic considerations n designing an effective management control system” what are these basic conservation ? explain by giving examples.

 

Q.62 What methods could be used for measuring the performance of investment centres? Explain the methods by clearly brining out merits and demerits of each.

 

Q.63 What criteria could be used for evaluating the performance of a foreign subsidiary? Which one of the criteria is commonly used? Whist factors could create complication  performance evaluation fo different subsidiaries?

 

Q.64 Explain any two of the following

(a) Issue involved in working out a transfer pricing system/

(b) Conditions that make it necessary for a company to create responsibility centres.

(C ) Major issue involved in management control in project organisations

 

Q.65 (a) Management control system is guided by controllability  Principle Explains

(b) The ultimate purpose of management control is to achieve goal congruence. Comment.

 

Q.66 the problems in the establishment of profit centre controls revolves around the question of measurement, concept of print to be used. Internal transfer price and the compensation based on evaluation. Discuss.

 

Q.67 Evaluate the ROI system of performance evaluation in relation to management control. Give appropriate examples.

 

Q.68 Discuss the factors/consideration involved in the management control of multinational operations, including economic and political risks.

 

Q.69 Explain any two of the following

(a) Characteristics of management control system

(b) transfer pricing and corporate policy

(c ) Measuring and controlling performance in an MBO framework

 

Q.70 (a) The three tiers of organisation planning and control correspond to the three levels of management found in most private sector organisations. Explain?

(b) Management control is usually bit around financial responsibility “Elaborate and illustrate.

 

Q.71 (a) What major steps are involved in the process of establishing responsibility centres? Discuss

(b) form management control point of view, profit centres are supposed to have motivational value. What arguments are usually advanced in support of this statement.

 

Q.72 What important issues need be identified examined and resolved before stating detailed budget exercise? Discuss:

(a) Explain the main dements/considerations of management control in professional firms

(b) Briefly discuss the different characteristics form manumit control pint of view between profit and non-profit organist ions/.

 

Q.73 Explain any two of the following

(a) Control indicators in multi project organisation.

(b) Methods of transfer pricing other than market or mart based prices

( C) Measuring the investment base under investment centres.

 

 

Business Statistics top short questions

1. Comment: “Mean is unbiased estimator and standard deviation is a biased estimator”.
2. Comment: “Poisson is a limiting form of Binomial distribution.
3. "The value of index can be obtained with the help of different methods, but that method is the best which satisfies Time Reversal' and factor 'reversal test'. Comment.
4. "Different formulae, to find the value of index, are used in different situations." Comment.
5. Comment on “Laspeyre's has upward bias and Paasche's has downward bias."
6. Comment on "Fisher's index is ideal because it satisfies time reversal and factor reversal test".
7. Comment: "Coefficient of correlation is independent of change of origin and change of scale, whereas regression coefficients are independent of change of origin but not change of scale."
8. “A correlation coefficient r=0.8 indicates a relationship twice as close to r=0.4” Comment.
9. Do you agree with the following statement and comment: "Dispersion indicates the variations round the value of mean, and skewness and kurtosis indicate the nature of variations round the value of means, whether they are symmetrical or not."
10. Comment: "Measures of dispersion and central tendency are complementary to each other in highlighting the characteristics of a frequency distribution."
11. "A cat was sitting on the floor of the house and looking for rats in the kitchen." Count the number of letters in each word of the above statement and make a frequency table (i) of the discrete type (ii) of continuous type by taking the suitable size of the class interval.
12. "Every average has its own peculiar characteristics. It is difficult to say which average is the best." Comment.
13. Comment  "Statistics is the science of averages."
14. Comment  "Statistics is a scientific method."
15. Comment  "Statistics is a body of methods for making wise decision in the face of uncertainty."

1. Comment  "Statistics affects everybody and touches life at many points. It is both a science and an art"
2. Comment  "Statistics can prove any thing."
3. Comment  "Proper function of statistics is to enlarge individual experience."
4. Comment "Statistics does study quantitative variable and does not .study qualitative variable."
5. Comment: "Large number of figures are more consistent as compared to small number of figures".

 

Management Information System

 

 

Q.1.   Define in your own words a database, database management system, database administration and a database machine.

 

What are the most important advantages of databases over conventional file processing systems?  Explain with the help of examples.

 

Q.2  What is ‘what-if’ analysis in spreadsheet application?  What are the main features/tools coming under what what-if analysis?  Explain with appropriate examples.

 

Q.3.   Prepare a flow diagram of an inventory system in organisation.  Examine in the context of input/out0put specification and file design system.

 

Q.4.   Read the following case and answer the questions given at the end:

The managing Director of company is facing lot of problem in current practice of transaction of operations in his marketing division.  He is dissatisfied with the conventional file operation which not only causes delays in transactions but also causes loss in business.  You, being the system manager of the company are required to advise your MD.  In course of discussion, your MD was more interested in the failure aspects of IT application rather than its success.  So he kept on enquiring about IT application, their failure and feasibility considerations.

 

Keeping in view the above facts answer the questions given below.

 

Question :

 

1. What are the possible reasons of failure in IT implementation an organisation?  During which stage of decision making is failure more likely to occur?
2. Are only profit making organisations moving towards computerisation? Please clarify.
3. Will computerisation lead to retrenchment of existing employees of the organisation?  It may cause unrest or tension among the computer illiterate employees.   How do you control this type of situation?

 

Q.5.      (a) “Marketing involves much more than selling and advertising.”  Explain.

(b)   How would you apply your knowledge of marketing concept to promote

1. Safe environment
2. Blood donations

 

Q.6.    (a)  How does marketing research aid marketing managers?

(b)  How would you reply to the small business person who says, “Marketing          Research is too expensive, so the firm will just have to get by without it”

 

Q.7.    (a)   Consider the following statement and discuss:  “The only thing that   channel intermediaries really do is to increase price for the consumer.”

(b)  Discuss the factors likely to lead to increased use of telephone, mail order and electronic shopping.  How will these developments after retailers’ present operations?

 

Q.8.  (a)  Why do many firms use a family brand?  What are the risks associated with this strategy if a news product is sub-standard?

(b)  What is the type of packaging you would adopt in the following cases and why:

1. Premium Quality Tea
2. Spices for export

 

Q.9.   Write short notes on any three of the following:

1. Pricing methods
2. Sales promotion
3. Retailing
4. Indian consumer market

 

Q.10.  Read the case given below and attempt the questions given at the end of the case.

‘The Motor Cycle Market’

Japanese manufacturers dominate the world motor cycle market.  They have models in every part of  The market and are continually bringing out new versions: indeed, some critics think that the rate of new model introduction has become counter-productive, since the market will not be able to absorb them all.

Harley-Davidson, the American manufacturer, has survived and is successfully selling its nostalgically, styled models at high prices in manor western markets.  The British industry, whish once led the world, disappeared completely.  All leading Indian motor cycles are being manufactured in joint ventures with Japanese companies.  There are some manufacturers in Europe who tend to specialize e.g.  in high powered sports models or small  mopeds.

 

Questions:

1. How would you go about segmenting the market for motor cycles?
2. What segments would you recommend an Indian manufacturer to tackle in
   1. India,  (ii)  Europe?

Q.11.  How are financial systems, facilitated by computer software, important for economy of data processing and administrative efficiency?  What type of reports are generally generated in computerisation of financial system?

 

Q.12.  How can a firm use information systems to create new products and services? Give an example.

 

Q.13.  Write a simple programme in COBOL for preparing payroll of employees of a hypothetical organisation.

 

Q.14.  Read the case given below and answer the questions given at the end.

To many, Tractebel SA may look like Belgium’s biggest utility company, but to its chief executive officer, Philippe Bodson it must be much more if its success is to continue.  Tractebel’s 1993 gross sales were 263.2 billion Belgian francs ($8.45 billion), nearly  85 percent of which came from gas and electricity.  Bodson believes that the tightly regulated European energy market offers little opportunity for Tractebel growth.  In addition, he points out that deregulation has hanged the European energy market allowing  non-European rivals to join the competition within Europe.  Bodson is targeting, instead, the emerging markets elsewhere in the world, and with over half a billion in U.S. dollars to invest, he believes he is finding opportunities for growth.

This new look at Tractebel is seen through the power lines and gas pipelines it is building in Argentina and Oman.  Moreover, Bodson has already clinched other power contracts in Canada and Northern Ireland.  His goal is within ten years t sell as much gas and electricity overseas as it currently sells within Belgium.  He believes his company is still far from being truly global.  It must compete against such giants as Duke Power (united States), PowerGen PLC (Great Britain), and Ruhrgas AG (Germany) for contracts in the rapidly expanding economies of Southeast Asia where the demand for power continues to grow.  “This is a gigantic market.  In Southeast Asia alone, we’re talking about tense of billions of dollars.”  says Bodson.  He is also seeking opportunities to participate in the privatization that is occurring in Eastern Europe.

Tractebel has also established a long-range strategy in communications as part of its program to identify other types of markets in which in can successfully compete.  The company now owns the world’s densest cable-TV network in Belgium, making Tractebel the largest private-sector cable-TV company in Europe.  The company is also now active in cable TV in Switzerland, Luxembourg, and the United States,. Bodson sees the liberalization of Europe’s telecommunications market in 1998 as a major opportunity, although so far the company is finding it difficult to plan because of the lack of clarity on regulation that will be put in place at that time.  Management  has taken one step by filling an application to be allowed to offer mobile-phone services, thereby bringing Tractebel into competition with Belgacom, Belgium’s state-owned telephone monopoly.  To continue to grow and diversity,  Bodson and his management have much to do to identify and execute new opportunities, and to expand their span of control throughout the globe.

Bodson faces a second challenge closer to home.  He must tend to his existing businesses while continuing to diversify and globalize.  For example, Tractebel is facing a potential challenge to its cable – TV position within Belgium, a multinational country that has recently transformed itself into a loose federation of three national states.  Tractebel is viewed by the government and people of Flanders (the Dutch-speaking Flemish)  to be a stronghold of the French elite within Belgium.  As a result of this nationalist competitive feeling, the Flanders government has announced plans to build its own cable network to compete with Tractebel.

 

Questions”

1. Describe the levels, types and stages of decision making.  Your answer should, how manger find solutions using information system.
2. Kindly read the following issues in connection with the case and answer the question at the end.

– Mangers ask questions like:

• How can we enlarge market share ?
• Where is our industry headed ?
• Where are we strong and where are we weak?
• What should be our strategy?

Explain how information systems can assist mangers in answering these issues.

 

Q.15.  (a)  Describe four functions of word processing software that would increase the productivity of a typists.

(b)  What is integrated software?  Give two examples.  How is it useful to a manager?  Give example.

Q.16.   Describe the features of COBOL as a programming language for business applications.  Compare its suitability in present day context with other programming languages.

 

Q.17.  A company, dealing in garments has its branches in all metro cities.  It ha been collecting information from all branches and analyses at headquarters.  With increasing com[petition in the market and recent Information Technology developments, the Chief Executive is feeling outdated and feels to change soon the team of managers.  He is planning to develop or buy application soft wares.  He has retained your services for the job.  You are requested to give the solutions in about three months time.

1. How will you begin your work ?
   1. What are the advantages of computerized Management Information System?
   2. How do you decide whether to purchase or develop application soft wares ?
   3. What is Prototyping ?
   4. What are various activities involved in purchasing application software ?  Give advantages and disadvantages of purchasing an application software.

 

Q.18.  (a)  Explain the role of computers in modern day management giving    suitable examples.

(b)  Take an example from the store of an organisation and show how you would apply computerisation there .

Q.19.  (a)  Explain Systems view.  What do you mean by M.I.S ?  Elaborate.

(b)  Discuss Data Life Cycle and value of perfect information.

 

Q.20.  (a)  Discuss the features of COBOL and write a small programme for calculation of wages of an employee.

(b)  What do you mean by System Analysis and Design? Explain.

 

Q.21. Define PERT and CPM.  Explain their application giving suitable examples.

 

Q.22. (a)   Discuss different levels  of information handling with examples.

(b)   Explain different hardware components of computer giving their uses.

Q.23.  Discuss in detail the application of computers in the following areas giving suitable examples:

- Inventory Management

- Human Resources Management.

Q.24. What do you mean by Operations Research?  How doe it help in decision making?

 

Q.25. (a) Discuss management Information System.  Explain cost of information      giving examples.

(b)  What is a spreadsheet ?  Explain ‘what – if’ analysis giving examples.

Q.26.  Discuss how will you initiate computerisation of the financial activities of lyur organisation.  What major reports would you like to generate ?  How would  you link the daily entries for preparation of Balance Sheet ? What softwares would you like to buy ?

Present all this in a well prepared report from.

Q.27.  Discuss three application softwares that are commonly used in a personal computer.  Give suitable examples of their uses.

 

Q.28.  (a)  What is integrated software ?  How does it help a manager ?  Give   examples.

(b)  Explain the application of computers in Human Resource Management.

 

Q.29.   Explain role of Management Information System in modern organisations.

 

Q.30.  What is a data flow diagram? Explain its use in system design.

 

Q.31.  You are incharge of stores of a large manufacturing company.  The     management of the company wants to computrerise the inventory system.

Prepare a detailed project report giving the need for such a system, identification of suitable software and other related aspects.  Prepare an implementation schedule also.

 

Q.32.  (a) Explain the role of computers in the decision making process giving suitable examples.

(b)  Explain different parts of computer hardware.  Draw a flow diagram about the functioning of these parts.

 

Q.33.  Discuss the application of computers in

(a)  Financial systems.

(b)  Inventory systems.

Give suitable examples.

 

Q.34.  (a)  Explain the structure of COBOL Programs.

(b)  Prepare a data flow diagram for payroll accounting.

(c ) Explain the concept of data like cycle.

Q.35.  You work for a company which has its Headquarters at Mumbai and four Regional officers at Chennai, Delhi, Kolkata and Hyderabad.  These regional officers control dealers and retailers in their region.  Of late there have been many complaints regarding non- availability of products in the market which lead to losses.

The board of the company wants a detailed report from you about this and the development of a suitable information system so that updated information can be available.

Prepare a detailed project report about the identification of the problem, approach to solve it, software design and other related issues.

 

Management of Machines and Materials

Q.1  (a)   Explain different types of production systems giving suitable examples.

(b)   Elaborate various situations which lead to a study of facility location. Give examples.

Q.2.  (a)   Discuss basic Material Handling Systems giving their area of application.  List the objectives of material handling.

(b)   Explain steps in any work study procedure.

Q.3.    (a)   Discuss different environmental factors that affect productivity of a labour.  How do you improve it?

(b)   Explain DARSIRI method and Fast diagram as tools of Value Engineering.

Q.4. (a)  Explain “Codification”  and “ Standardization”  Give few codification systems.

(b)   Discuss different stores accounting systems.  Give their application in actual usage.

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

(a)   Aggregate Planning

(b)   Vendor Evaluation and Rating

(C )  Job Evaluation

(d)    Material Requirement Planning

(e)    A-B-C and F-S-N analysis.

(f)    Control Charts

Q.6.

(a)  Identify three disciplines/sub-disciplines that will contribute in a major way t the development of Production & Operations Management (POM).

(b)  Describe various types of production systems in detail.

Q.7.

Describe the product selection process, with the help of an example, of new small car.

Q.8.

(a)  What is the difference among job enrichment, job enlargement and job rotation?  Give suitable examples.

(b)  Describe the procedure of work sampling.  How can standard time be calculated by using a work-sampling study?

Q.9.

What do you mean by Assembly-Line Balancing? Describe the procedure of Kenbridge and Western with the help of an example.

Q.10.

(a)   Briefly describe the phases of Value Engineering Job Plan given by Mudge.

(b)“Inventory Management for the slow moving expensive items shall focus more on lead-time reduction than anything else” Please comment.

Q.11.

(a) Which factors influence the decision to choose a new location of plant?  What are the objectives of plant layout?

(b)Differentiate between Wastivity and productivity.  Explain whether reducing wastivity and increasing productivity imply one and the same thing.

Q.12.

Describe the ferms “Acceptance Sampling” and “Sampling Plans”.  What is an Operating Characteristics Curve?  Hw is it constructed?

Q.13.

(a)   Explain the objectives of Operations Management.  How does a service organisation fix its performance objectives?

(b)  Discuss, with suitable examples, the process of launching a new product in the market.

Q.14.

(a)  You have been retained as a consultant for establishment f a steel plant.  Discuss at least ten important factor that you consider are relevant for  locating a steel plant.  Give examples.

(b)  Explain various factors that govern the design of any layout of plant?  Give examples.

Q.15.

(a) Explain different steps of Method Study?  How does it help in improving productivity of an organisation?

(b)  What do you mean by Ergonomics ?  Discuss briefly design of equipments as related to it.

Q.16.

(a) Explain the concept of Value Engineering.  What is a Fast diagram? Give example.

(b) Discuss briefly A-B-C  and V-F-D analysis.  Suggest the application of F-S-N analysis in some organisation.

Q.17.  Write notes on any three of the following:

(i)   Standardisation and Codification

(ii)  Operating Characteristic Curve

(iii) Tero Technology

(iv)  Line balancing

Q.18.

Construct a flow Process Chart (Material Type) assuming at least 10 activities.

 

Q.19.   In the age of information explosion, role of Operation Manager has become very crucial.”  Explain this statement Discuss the objectives of Operation Management.

Q.20.

(a)  Explain different types of facility layout concepts.

(b)  Discuss the importance of material handling giving suitable examples.

 

Q.21.

(a)  Explain Flow Process Chart and Multiple Activity Chart with example.

(b)  List down the principles of Motion economy as related to design of work-place and design of equipments.

Q.22.

(a)  Explain pure Strategies as referred in context of Aggregate Planning.  What do you mean by Seasonal  Index ?

(b)  Discuss Condition based Maintenance and Corrective Maintenance giving suitable examples.

Q.23.  Write notes on

(i)   Inventory Control Techniques

(ii)  Different Types of Tenders

(iii) Value Analysis

(iv)  O-C (Operating Characteristics)  Curve

Q.24

(a)  Discuss the importance of Standardisation codification and Variety Reduction.

(b)  Discuss Therbligs and its application.

Q.25.   Discuss the role of Operation Manager in today’s context.  Do you agree that Operations Management is a Multi Disciplinary function?  Discuss.

Q.26.(a)   Explain two techniques of work measurement giving suitable examples.  How do you use work measurement technique of productivity improvement?

(b)  Discuss different types of production systems giving few examples.

(c)  Explain Delhi technique of forecasting.

(d)  Explain different types of maintenance giving suitable examples.

(e)  Suggest an organisation structure for the maintenance department of a medium-sized company.

Q.27.(a)   Explain the following:

Stores location, Stores layout, Stores accounting, Stores safety.

(b)  Discuss briefly the advantages of Standardisation, Codification and Variety reduction.

(c)  Explain Scrap, Surplus and Obsolete management giving examples.

Q.28.

(a)  Discuss various steps involved in method study giving suitable examples.  How does it help in productivity enhancement?

 

(b ) Explain Value Engineering giving its area of application in some industry which you are aware of .

 

Q.29.  (a)  Discuss the concept of Systems Life Cycle, give examples.

(b)  Explain different types f production systems giving their application area.

Q.30.  (a)  Explain the space determination and area allocation in context of facilities layout.

(b)  Discuss the impact of product innovation on process innovation giving suitable examples.

 

Q.31.  Explain Work Study approach, Prepare a two hand process chart giving at least ten activities.  Discuss stop watch time study method and show how do you calculate standard time to complete a job.

Q.32.  (a)   Explain various functions of a stores manager.  Give examples.

(b)   Explain a suitable organisation structure for stores.  What are the                                      advantages of a centralised stores organisation?

Q.33.  Write short notes on:

1. Line balancing
2. Quality Management
3. Maintenance Management
4. Waste Management

Q.34

Discuss purchase function of any organisation.  Explain Vendor evaluation and rating. Give examples.

 

Q.35.  Discuss various Operation Management decisions.  How are long term and short term decisions integrated?  Give examples.

Q.36.

(a)   Discuss Product development and Product design giving suitable examples.

(b)   Explain different situations when we have t decide for a new facility location.  Explain with examples.

Q.37.

(a)  Discuss various environmental  factors that affect productivity of a labour.  How can you improve these ?  Give examples.

(b)  Explain work sampling procedure how do you calculate number of observations to be taken?

Q.38.

(a)  Discuss three control charts that are used in process control.

(b)  Discuss the importance of Value Engineering in modern day organisations.  What are the different phases of Value Engineering study?

Q.39.

(a)  Explain Standardisation, codification and variety reduction giving examples.

(b)  Discuss vendor evaluation and rating.  Give a list of factors to be considered.

Q.40.

(a)  Explain the importance of waste management.  How do you dispose scarp, surplus and obsolete item?  Define wastivity.

(b)   Explain the line balancing concept giving suitable examples.

Q.41.

(a)  Explain the different operational decisions in Operations Management.

(b)  Discuss the role of scientific methods in Operations Management.

Q.42.

(A)  Discuss the advantages and disadvantages of continuous and batch processing.

(b)   Discuss with examples, the process for capacity planning.

Q.43.

1. Explain the steps of Method Study.  What is a two hand process chart? Give an example.
2. Discuss the use of Work Sampling in Work Study.  How do you calculate the number of observations to be taken/

Q.44.

(a)  Explain the concept of the balancing giving examples.

(b)  Discuss the various types of maintenance.  What do you mean by Signature Analysis?

Q.45

(a)   “Value Engineering is an important tool to improve productivity,” Explain.

(b)   Explain Quality Assessment, Quality Control, Quality Assurance and Quality Circles.

Q.46.

(a)  Discuss the various functions of stores.  Explain the different storage systems.

(b)  Explain ABC, VED and FSN analysis, giving examples.

Q.47.

1. Discuss various objectives of Operations Management.
2. What do you mean by an integrated approach to materials management?  Explain.

Q.48.

1. Explain various key elements that should be considered in product design.
2. What are the various factors that govern the design of plant layout?

Q.49.

(a)  What are the various techniques of work measurement?  Discuss pre-determined motion time system.

(b)  What do you mean by Human Engineering ? What environmental factors need to be considered while developing a new method.?

Q.50.

(a)  Explain failure analysis and its use in industry.

(b)  “Aggregate planning helps us in smooth control of production” Explain  What are pure strategies?

Q.51.

(a)  What do you mean by ‘Value’? What are the different types of values ?  Discuss FAST diagrams, pointing out their relevance in design improvements.

(b)  What is the cost of quality? Explain acceptance sampling.  Discuss sampling plans.

Q.52.

(a)  What are the different approaches for timing of purchases?  How do you determine price of a product?

(b)  Discuss advantages of codification Standardisation and variety reduction.

 

Labour Law

"Arbitrators appointed by the parties under Section 10-A of the Industrial Disputes Act, 1947 are not Tribunals, therefore no appeal can lie under Article 136 of the Constitution against awards given by them." Comment with the help of decided cases.

Are "Lockout" and "Strike" Constitutional Rights? Elucidates with the help of decided cases.

Define "Strike" as under Industrial Disputes Act, 1947.

Define "Worker" as under Industrial Disputes Act, 1947. [Is police constable a workman

Describe the objects and characteristics of industrial disputes act.

Discuss the duties of Conciliation Officer.

Distinguish between layoff and retrenchment.

Distinguish between "Lockout" and "Layoff".

Distinguish between the "Strike" and "Gherao".

Distinguish between the "Strike" and "Lockout".

Every retrenchment is termination of service but every termination of service is not retrenchment. Explaining retrenchment in the light of this observation. When does it become necessary to take prior permission of the government of retrenchment under the Industrial Disputes Act, 1947?

Under what circumstances would a strike be illegal?

What do you mean by "Retrenchment"? Explain the causes of "Retrenchment".

What is "Board of Conciliation"?

What is "Industry" within the meaning of Industrial Disputes Act, 1947? Elucidate with the help of decided cases on the point. Is the police department of the state an industry? Assign reasons.

What is Labour Court? Described the constitution, power and functions of the Labour Court under the Industrial Disputes Act, 1947. [Is there any provision under which the appropriate government may refer industrial disputes to Labour Court relating to any matter specified in the Third Schedule?]

What is the jurisdiction of National Tribunal under Industrial Disputes Act, 1947?

Industrial Disputes Act, 1947

Trade Unions Act, 1926

Workman's Compensation Act, 1923

Minimum Wages Act, 1948

Factories Act, 1948

Payment of Wages Act, 1936

Maternity Benefits Act, 1961

Employee's State Insurance Act, 1942

Equal Renumeration Act, 1976

Payment of Bonus Act, 1965

Employee's Provident Funds and Misc. Prov. Act, 1952

Payment of Gratuity Act 1972

The Industrial Employment (Standing Order), 1946

General Question

Labour Legislation is a means to secure economic and social justice to the workman. Discuss.

What is the procedue for "Certification of Standing Order"?

What other provisions of law relating to appeal against the standing order of "The Industrial Employment (Standing Order) Act, 1936?

Under what circumstances gratuity becomes payable to an employee under payment of gratuity act 1972?

To whom does the Employee's Provident Funds and Misc. Prov. Act, 1952 apply?

Explain the "Available Surplus" under the Payment of Bonus Act, 1965.

When will a person be disqualified to get a bonus?

What are the provisions for payment of equal remuneration for same work to men and women workers?

Discuss the various benefits available to employees under the provisions of Employee's State Insurance Act, 1942. Is it necessary that the employee claiming benefit must be ensured within the meaning of the act?

Employee's State Insurance Act, 1948 is a social security legislation. Explain.

What is maternity benefit? What are the provisions regarding payment of maternity benefit in case of death of woman under the Maternity Benefits Act, 1961?

Describe the powers of Inspectors under Payment of Wages Act, 1936.

Discuss the aims and objectives of Payment of Wages Act, 1936.

What are the provisions for "Deductions" under Payment of Wages Act, 1936?

Discuss the main safety provisions of the Factories Act, 1948. What are hazardous processes?

Discuss the provisions relating to the health and safety of workers in factories as mentioned in the Factories Act, 1948.

Factory under Factories Act, 1948.

What are "Compensatory Holidays"?

What are the general duties of occupier?

What is a crèche? Is there any provision for crèche under the Factories Act?

What is a Welfare Officer?

Describe the composition of "Central Advisory Board" under Minimum Wages Act, 1948.

Discuss the concept of "living wage", "fair wage" and "minimum wage".

Discuss the main provisions of the Minimum Wages Act, 1948.

Discuss the mode the fixation and revision of minimum rates of wages under the Minimum Wages Act, 1948.

What is the minimum wage under Minimum Wages Act, 1948?

Accident alone does not entitle a workman to claim compensation, accident must arise out of and in the course of employment. Discuss liability of employer under the Workman's Compensation Act, 1923 in the light of the above observation.

Discuss the aims and objectives of Workman's Compensation Act, 1923.

Discussed the law relating to the determination of compensation to a workman under the Workman's Compensation Act, 1923.

Distinguish between "Partial Disablement" and "Total Disablement" under Workman's Compensation Act, 1923.

Explain the doctrine of "Notional Extension" of employers premises under Workman's Compensation Act, 1923

Explain the duties and powers of Compensation Commissioner.

What do you mean by dependence under Workman's Compensation Act, 1923? Is widower also dependent?

Define "Registrar" and "Trade Dispute" under the Trade Union Act, 1926.

Definition of "Trade Union".

Discuss the procedure for registration or trade union under the Trade Unions Act, 1926. Under what circumstances certificate of registration or trade union may be withdrawn or cancelled by the registrar? What is the remedy is such a case?

Is registration of trade union compulsory under the Trade Unions Act, 1926? Is it entitled to claim privileges and immunities even if it is not registered? What are the privileges and immunities of the trade union?

What are the disqualification of Office Bearer of Trade Union?

What are the objects on which general funds of trade unions may be spent?

What are the privileges and immunities of the trade union?

What is "Collective Bargaining"?

What is "Political Fund" under the Trade Unions Act, 1926?

When an application submitted to the frustration of trade union become invalid?

                         

 

Business management important questions

 

Q. 1. What is `management' ? Discuss the importance of management in modern business organisations. Or Define 'management'. What is the importance of management in today's business world ? Or "Management is the ordering and coordinating of functions and of the men fulfilling these functions in order to achieve a given purpose." Discuss. Or "Management is the art of setting things done through and with the people in formally organised groups." Explain this statement.

Q. 2. Define `management' and discuss its characteristic features. Or Discuss the nature of management. Or What are the characteristics of management? Discuss its nature as art and a science. Or Discuss the nature and characteristics of management. Is management a science, an art, or a profession? Or Is management a profession? Discuss. Or "Management is an art of setting things done, and a science of decision making." Discuss.

Q. 3. What are the functions of management ? Or "Management is the force which leads, guides and directs an organisation in the accomplishment of predetermined objectives." Discuss. Or "Management is what management does." Discuss. Or "Management has to perform a series of jobs." Discuss. Or Describe the essential functions which constitute the process of management. What is the relative importance of such functions?

Q 4 . Write short notes on the following : (a) Levels of Management; (b) Managerial skills. Or "Levels of management refers to a line of separation between different positions held by seniors and juniors drawn with a view to distinguish each-other in respect of their duties, responsibilities, rights and authority." Explain this statement. Or "Different skills are needed at different managerial levels." What are these levels and skills ? Discuss fully. Or Identify and briefly explain the different kinds of skills needed by managers to perform the task of management in organisation. What is the relative mix of these skills at different levels of organisational levels ? Or What are the different levels of management ? Describe the role of the people at each such level.

Q 5 . Critically examine the managerial roles approach to management as t forth by Mintzberg.

Q .6.Briefly describe the evolution of management thought from early days to modern times. Or Give a brief account of the growth and development of management till modern era. Or Examine the evolution of management thought from the early pioneers to modern thinkers. Or Describe briefly various schools of management thought prevalent from time to time.

Q 7. What is scientific management ? Discuss the main elements of scientific management. Or Discuss the contribution of Frederick W. Taylor to the theory of management.                                                             Or Who is recognised as the father of scientific management? What is meant by scientific management ? What weaknesses in scientific management did lead to the emphasis on human relations ? Or Assess the contribution of scientific management to the development of management thought. Or        "Scientific management aims to develop each man to his greatest efficiency and prosperity." Discuss. Or Present a case for and against of scientific management.  Or "The principles of scientific management mark the beginning of management movement." Discuss. Bring out clearly the broad principles of  scientific management. Or Discuss the techniques of scientific management. Or "One of the basic principles of scientific management is mental revolution. " Explain this statement. Or "Scientific management involves in its essence a complete mental revolution on the part of the workmen and an equally complete mental revolution on the part of those on managerial side." Examine. Or "Scientific management is nothing, but a mental revolution." Discuss this statement.

Q. 8. Describe in brief the administrative theory of management. Or Briefly explain the Fayol's general principles of management. Or "To manage is to forecast and plan, to organise, to command, to coordinate and to control." Discuss. Or Discuss the contribution of Fayol to the science of management. Or Write a critical note on Fayol's contribution to the theory of management.

Q. 9. Who is the father of management—Taylor or Fayol ? Discuss. Or Write a comparative note on the contributions of Taylor and Fayol.

Q. 10. "The terms management and administration are interchangeable and are often used as synonymous." Critically examine this statement. Or "Admin4stration is the determinative function. Management, on the other hand, is an executive function that is primarily concerned with carrying out the broad policies laid down by the administration." W.R. Spriegel. Elucidate. Or Are `management' and `administration' different ? How will you comment on their terminological conflicts ?

Q 11. What are management principles ? Explain the nature of management principles.                                                               Or Why management principles are needed? What are their limitations ? What is meant by management principles ? Enlist the imporant principles of management. Or Explain the management principles and give their importance.                                                             Or        "Principles of management are helpful in increasing productivity “ Elucidate this statement. In this connection, briefly discuss the management principles. Or "principles of management are flexible and not absolute, but must be utilised in the light of changing and special conditions. Fayol Comment and summarise the principles of management as enunciated by Henri Fayol.

Q. 12. Are management principles universal in nature ? Or Give arguments for and against the universality of the management concept. Or The fundamental principles of scientific management are applicable to all human activities from our simplest individual acts to the work of our great corporations." (Taylor) Bring out the universality of management principles. Or What is the concept of universality of management ? Do you think that there are universal principles of management that effect the success of all organisations and managers ? Or Express your views about the universality of management principles. Or Do you agree that management principles are of universal application ? Explain and illustrate your answer. Or "The principles of management are not the monopoly of economic sector alone." Discuss.

Q 13 . What is human relations approach to management ? Critically evaluate its contribution to management theory. Or Discuss the impact of Hawthorne Experiments on management thought. Or Describe the main elements of human relations approach to management.

Q.14. . Write a comprehensive note on behavioural approach to management. Or Explain the significance of the behavioural approach to management. What are its main features ? Discuss. Or Consider the principal focal points of social science approach to management

Q.15.. What is management science approach to management ? Critically examine it. Or Define management science approach and explain the characteristics of the situations in which management science applications are usually made.

Q. 16. Write an explanatory note on `systems approach' to management. Or What is systems approach to management ? Explain salient characteristics of the system. Or Explain the systems approach to management. Discuss with example how does it provide feedback mechanism to continue the whole cycle.

Q.17. Write an explanatory note on Contingency Approach to Management. Or Critically evaluate contingency approach to management.  Or What is contingency theory of management ? How do you evaluate it ? Or Describe the situational theory of management.

Q 18 . Write an essay on `Management Development in India.' Or Attempt an essay on `Professionalisation of Management in India.'  Or "The importance of formal management education is not suffieient!v recognised in this country." Is this true ? What steps would you suggest to bring a wider recognition for a formal management education in India ? Or "Industrial management is a profession like any other technical branch and men acquiring specialised knowledge and skill pertaining to this discipline can be utilised in managing business and industry in this country, yet (here is no recognition of a formal management education in this country." Elucidate the statement. Or What future do you visualise for management education in India ? Are present facilities adequate to cater to the national requirements ? Discuss. Or What are the different institutions that promote management in India ? What role private sector has played ? Discuss.

Q.19.  How can managers deal with their organisation's environment ? Explain. Or "For the survival and growth of the organisation, the managment has to cope successfully with the environment of its organisation." In the light of this statement discuss various ways open to managers to cope with organisation's environment.

Q.20 What is internal environment ? How managers can match the internal environment with the external environment of their organisation ? Or Explain the meaning of `internal environment'. What are the tools available to managers for matching the internal environment with the external environment. Or Explain some important techniques by means of which proper organisational strategy may be systematically developed to match the internal environment with the external environment.

Q 21 . What do you understand by `Management by Objectives'? Describe the process Management by Objectives. Or Define Management by Objectives. Discuss its benefits and limitations. What do you suggest to improve the effectiveness of Management by Objectives " Or What do you mean by Management by Objectives ? Explain the goal-setting process through Management by Objectives. Or Discuss the strengths and weaknesses of Management by Objectives. What are the minimum requirements of an Management by Objectives programme ? Or "Efficient management is management by objectives." In the light of this statement, discuss the essential characteristics of Management by Objectives. Or Define Management by Objectives. Explain the Management by Objectives Cycle. Or What is meant by Management by Objectives ? What are the different steps involved in it .

Q 22  What do you understand by the term 'forecasting' ? How is it related to planning ? Explain its significance. Or "Looking ahead is the essence of managment." (Henri Fayol) Discuss the statement bringing out clearly the meaning of forecasting. Or "'Sound forecasting are the foundations of business management." Discuss the statement. Or What do you understand by forecasting ? Explain its nature and significance. Or What are elements of forecasting process ? Discuss its advantages and limitations. Or "Planning and forecasting arc inextricably, intertwined." Discuss.

Q.23. Briefly explain the various techniques used in business forecasting. Or Discuss the forecasting methods as used by managers to forecast the future. What are the limitations of statistical methods of forecast 7 How would you select a suitable forecasting technique

Q 24  What do you understand by decision making ? What are its basic elements ? Or "Decision is an art of choice wherein an executive forms a conclusion about what must not be done in a given situation." Comment. In the light of this statement bring out clearly the meaning and characteristics of decision making. Or "Decision making is the primary test of management." Discuss this statement and explain the process of decision making. Or "Whatever a manager does, he does through decision making." Critically examine this statement. Or What is the significance of decision making ? What procedure should be followed in arriving at a correct decision ? Or "Decision making is the vehicle for carrying managerial workload and discharging the managerial responsibilities." Evaluate the statement and examine the significance of rational decision making in management. Or "Decision making is at the core of planning." Discuss this statement and spell out the nature of decision making. Or What is decision making ? What are the important factors that influence decision making ?

Q.25 . Discuss in brief different theories of decision making. Or What are the principles of decision making ? How and why the employee participation in decision making process should be introduced ?  Or Make out a case for employees' participation in decision making.

Q.26 . "Policies are guide-posts for managerial action." Discuss this statement and give at least two examples of policies in any area of business management. Or What is `policy' ? What characteristics do policies have ? Also discuss various classifications of an industrial policy. Or "Policies establish the framework upon which planning procedures and programmes are constructed." Discuss the statement bringing out the meaning and characteristics of policy. Or What is `policy formulation' ? What is the process of policy formulation ? Or What is `policy' ? What are the essentials of a sound policy ?

Q. 27. Explain the models of decision making behaviour of managers. Or What are the approaches to decision making behaviour of managers ? Discuss. Or Discuss and compare the classical and behavioural models of decision making. Or What is bounded rationality ? Discuss the limits to rationality.

Q 28 . What is meant by `leadership' ? What are its important characteristics ? Spell out the significance of leadership. Or What is leadership ? Why is there a need for leadership ? Discuss various styles of leadership. Or Define leadership. Explain the nature of leadership. What is the importance of leadership ? Or "Management is executive leadership; it makes things happen and gets things done through others." Discuss.  Or Briefly discuss various leadership styles and also refer to their advantages, disadvantages and conditions of use. Which is the best style in your opinion ?

Q 29 . Briefly describe various theories of leadership. Or Discuss different approaches to leadership. Or Explain the main theories of leadership. Or Differentiate between tratist and situationalist theories. Which of the two is near to the modern thinking? Or Ely crate the qualities of leadership.

Q. 30 How would you define motivation ? Set out the importance of motivation in an organisation. Or What is motivation ' Discuss its nature and process. Or Define motivation. Explain important characteristics of motivation and the motivational process. Or Explain the meaning and significance of motivation. What would be important elements of a sound motivation system ? Or `Magic power of liquid cash is still an important motivator'. Comment and set out the essential requirements of a motivation system.  Or Explain the term motivation. What does motivate people in an organisation " Or "Motivation is getting the members of the team to pull weight effectively, to give their loyalty to group, to carry out properly the activities allocated and generally to play an efficient part in the purpose or task that the organisation has undertaken." Discuss the importance of motivation with reference to this statement. Explain the methods of motivation that can be adopted by the management.

Q 31  Briefly describe the modern theories of motivation. Or How do McGregor's Theory X and Theory Y of human behaviour help motivation of employees ? Do you think an integrated approach, an amalgam of these two theories may be more effective in our country 7 Comment. Or "A more complete theory of motivation recognises that an individual works to fulfil a variety of need" Examine critically. (Maslow's Needs Hierarchy). Or Discuss Herzberg's Two-Factor Theory. Or Define and distinguish between Theory X and Theory Y of motivation. Or Distinguish between Maslow's need priority model and Herzberg's two-factor theory of motivation. Or Examine Abraham Maslow's theory. How does this theory help managers in motivating employees ? Or Identify and briefly explain the various approaches to motivation.

Q.32.. What is morale ? How do you measure it ? Explain the techniques of ``maintaining and improving employee morale. Or How morale is related with motivation and productivity ? What measures would you take as a manager-leader to build the morale of your men ?

Q.33 Briefly describe Ouchi's Theory Z.                         Or What is Theory Z management ? Discuss briefly.

Q 34.  Define communication. What is the purpose of communication in an organisation? Discuss the nature of communication process in the direction of men at work. Or What is management communication? Explain its importance in business management. Or What are the elements of the communication process? Detail out the factors responsible for ever-enlarging scope and importance of communication. Or What are various types of communication? Briefly discuss them. Or Explain the principal barriers to managerial communications. Suggest maesures for removing them. Or What is communication? What steps would you suggest to make the communication network effective in an industrial undertaking? Or What is the importance of communication in an industrial organisation? How will you ensure effective communication in a large manufacturing organisation? Explain. Or Define communication. Mention the essential elements of communication.

Q. 35. What is coordination ? Explain its importance. Or Define `coordination'. What are its important features ? Discuss salient techniques of coordination. Or "Coordination is the essence of management." Discuss the importance of coordination in the light of this statement. Or "Each of the managerial functions is an exercise contributing to coordination" Discuss. Explain the importance of coordination,  Or ' Explain meaning of coordination. What are the principles of coordination ? Explain the need of coordination.

Q 36 . What is meant by managerial control? Explain the nature of control Or Define control. Discuss the importance of control in organisational system. Explain the elements of control. Or What are the basic steps of control? Discuss the requirements of an effective control system. Or Define control. Explain various types of control used in an organisation. Or "Planning is looking ahead and control is looking back." Comment.  Or "Planning is meaningless without control and control is aimless without planning. " Discuss Or "Planning and control are the inseparable twins of management." Comment. Or "Control is best aimed at results not at people as such." Discuss the essentials of an effective control in the light of this statement.

Q 37 Discuss briefly the various managerial control techniques. Or Discuss the objectives of budgetory control. What are the benefits and limitations of budgetary control? Or Explain the term `budgetary control.' What are the prerequisites for effective budgetary system? Or "Budgetary control still continues to be an effective technique of managerial control" Discuss this statement and suggest steps to make budgetary control more effective.

Q 38 . Define the term 'social responsibility'. is it necessary that a company should feel responsibility towards social and community development ? Or What do you understand by corporate social responsibility ? The objective function of a business is to maximise profits. It has nothing to do with the social responsibilities. Do you agree with this ? Or "The responsibility of business do not end with caring for their own factories, their own business and their own men. They owe a debt to society". Comment. Or Discuss in brief the major social responsibilities of a business manager. Or "Economic goals and social obligation of business are always in conflux with each other and cannot be reconciled" Comment. Or Discuss the arguments for and against the social responsibility of business. Or "Social responsibility, of business is an exercise of balancing of objectives of society on one hand and the objectives of the business on the other hand" Discuss.

Q.39. What is the concept, nature and process of planned change ? Discuss. Or flow a planned change can be introduced in an enterprise ? Explain.  Or Why do people resist change ? Suggest measures to overcome resistance to change. Or What is change ? Discuss how a manager manages change effectively ?

Q.40. Write a note on 'emerging horizons of management in changing environment.' Or Discuss the tasks expected to he performed by future management to effectively deal with the various challenges in future. Or Write an explanatory note on challenges of management in future. Or "Managerial environment in future is going to be more challenging requiring high degree of professionalisation from managers." Comment. Or Discuss the important challenges to management in future. How can they be met ? Or "The manager of tomorrow will not be a bigger man than his father was before him." In the light of this statement discuss the tasks expected to he performed by future managers to affectively deal with management challenges.

Q 41 Define organisation. What are its basic principles? Explain.

Q.42. What are organisation charts ? Discuss their advantages and limitations.

Q.43.. What do you understand by span of management? Explain the factors that determine the span of management. What is its impact on organisation? Or `The span of management is the corner-stone concept in traditional management theory.' Do you agree?

Q.44. What is an informal organisation? How does it differ from a formal organisation '' Or Define a formal and an informal organisation. Explain the difference between the two.

Q.45. What is informal organisation numerate the salient characteristics of informal organisations.    Or What do you understand by informal organisation ? Why informal organsiations emerge ? Explain. Or Discuss the managerial implications of informal organisations. Or What are the benefits of informal organisations ? Explain their dysfunctions too.

Q 46  Discuss the meaning, methods and importance of departmentalisation. What basic factors would you keep in mind while creating departments in an enterprise? Or "The organisation structure should divide and group the activities of an enterprise that they contribute most effectively and efficiently to the attainment of enterprise purpose." Discuss the statement and short' the place of `departmentalisation' in an organisation.                                                             Or What is departmentalisation? What are its bases? Explain its need.

Q47.  What do you understand by the term `authority' in relation to an organisation ? Row Max Weber distinguishes between organisation types on the. basis of authority ? Or "Authority does not always exact obedience." Explain. Or Explain the reasons as to why subordinates comply with their superior's authority ? Or Explain the concept of `responsibility'. Can responsibility be delegated ? Or Explain in brief the vertical dimensions of the organisation.                                                             Or What is `managerial hierarchy' ? Explain this concept with the help of a diagram.

Q.48. What is meant by delegation of authority? What are the elements of the process of delegation? Explain the benefits of delegation. Or Define delegation of authority. Briefly discuss the principles of delegation. What are barriers to effective delegation? Or "Delegation has been called as the hey to organisation. " Discuss explaining the meaning and basic principles of delegation. Or What is delegation of authority? Bring out the difference between delegation and decentralisation.                                                                         Or What are the obstacles in effective delegation? What would you suggest to achieve effective delegation?

Q.49. What are centralisation and decentralisation ? Explain the merits and limitations of decentralisation. Or Define delegation and decentralisation. Explain the difference between delegation and decentralisation. What factors determine the degree of decentralisation? How would you measure the degree of decentralisation?

Q 50 . What do You understand by `staffing' ? Or Define `staffing' a Describe the need and importance of staffing function in an enterprise. Or "Staffing the formal process of ensuring that the organisation has qualified workers at all levels to meet its short-term and long-term objectives". Elucidate. Briefly explain the major principles of staffing.

Q 51 . What is the staffing process ? Explain the steps involved in this process. Or Briefly describe the elements of staffing functions. Or What is the importance of placement and orientation for effective job performance of a new employees.

Q. 52  Explain the sources of recruitment  of new employees.                                                    or What are the different sources of recruitment ? Discuss their advantages and limitations.

Q.53. Explain in detail the process of selection. Or Discuss the various steps or elements involved in the`3elect,on process. Or Do you agree that combination of written test and interview provides better results in selection.

Q.54. What are the objective of training and development? Discuss their need and importance.                                                             Or Explain in brief the various methods adopted for training the employees in an organisation. Or Why is training so important for manpower development ? Or Describe in brief the techniques used under off-the-job training. Or What are the steps involved in the training and development process ?

Q 55. Write a note on `Organisation as a socio-technical system'.  Or "Organisation is a socio-technical system". Explain. Also describe briefly the principles which the socio-technical approach follows.

Q.56. Discuss the Concept of Organisational Climate. What are its important Elements ? Explain the Nature of Organisational Climate  Or What is Organisation climate ? Discuss its impart on the working of an Organisation and its members

Q.57. What is status ? What are its Determinants ? What are the various categories of status ? Explain. Or Discuss the relevance and functional value of status systems. Or Explain the dysfunctions of status systems and distinctions. Or Write notes on : (r) Status Systems (ii) Status Equity (iii) Status Symbols (iv) Status motive.

Q.58. What is conflict ? What are its sources ? Or What do you understand by conflict ? Discuss various consequences of conflict. Or What are causes of conflict ? How would you resolve them ? Or What are the main strategies to deal with conflict ? Explain them in brief. Or How would you manage conflict in your organisation ? Explain. Or "Modern approach to conflict in quite different from traditional approach". Explain.

Q.59. Define Organisation Development. What are Organisation Development values Explain.            Or What do you understand by Organisation Development (Organisation Development) ? Briefly explain the objectives of Organisation Development. Or What is Organisation Development process ? Explain. Or What is an Organisation Development intervention ? Explain any two Organisation Development interventions. Or Explain the concept of Grid Organisation Development. Or Write notes on the following :               I.      Role analysis            II.      Team building          III.      Sensitivity training         IV.      Transactional analysis            V.      Survey feedback         VI.      Third party peace making.       VII.      Confrontation meeting.    VIII.       Quality of work life (OWL)