4. a) Why does group conflict arise? What are its consequences?

How would you prevent such conflict?

OR
b) “Management is a change agent”. Discuss.

5. a) What are the features of functional organization structure?

What are its weaknesses?
OR
b) What is delegation? Point out the factors that affect delegation of
authority?

6. a) “Dynamic leadership is an integral part of effective management”.

Discuss.
OR
b) What do you mean by Quality circle? What are the general problems
in Quality circle? How will you overcome these problems?
SECTION-C
7. Case Let (Compulsory): 15
“ I expect all the managers in my department to act completely rationally in
every decision they make”, declared Eleanor Johnson, vice-president of
marketing for the Olympic Toy company. “Everyone of us no matter what
his or her position, is hired to be a professional rationalist and I expect all
of us not only to know what they are doing and why but to be right in their
decisions. I know that someone has said that a good manager needs only to
be right in more than half of his or her decisions. But that is not good
enough for me. I would agree that you may be excused for occasionally
making a mistake, especially if it is a matter beyond your control, but I can
never excuse you for not acting rationally.”
“I agree with your idea, Eleanor,” said Jill Goldberg, her advertising
manager, “and I always try to be rational and logical in my decisions. But
would you mind helping me be sure of this by explaining just what „ acting
rationally is?”
Questions:
1. Explain how the vice-president of marketing might describe what is
involved in making rational decisions.
2. If Jill Goldberg then declares that there is no way she can be
completely rational, what would you suggest as a reply?
[26,27/I S/219]
 [May-19]
[MPDBA-101/MPDHR-101]
MBA (GEN) & MBA (HRM) Degree Examination
I SEMESTER

PERSPECTIVES OF MANAGEMENT & BEHAVIOUR

(For the admitted batches 2009-10 to 2014-15)
Time: 3 Hours Max.Marks: 70
--------------------------------------------------------------------------------------------
Instructions: All parts of the unit must be answered in one place only.
Figures in the right hand margin indicate marks allotted.
-------------------------------------------------------------------------------------------
SECTION-A
1. Answer any Five of the following: (5x2=10)
a) Managerial skills.
b) Change management
c) Management by objectives
d) Group Dynamics
e) Matrix structure
f) Process of Decision making
g) Requirements for Planning
h) Role of inter-personal relationship

SECTION-B
Answer all questions (5x9=45)
2. a) Focus on the operational or management approach for analysis of
management.
OR
b) In what fundamental way are the basic goals of all managers at all
levels and in all kinds of enterprises the same?

3. a) How can a manager make best use of experience for decision

making?
OR
b) Elucidate various techniques of decision making?
4. a) Why does group conflict arise? What are its consequences?
How would you prevent such conflict?
OR
b) “Management is a change agent”. Discuss.

5. a) What are the features of functional organization structure?

What are its weaknesses?
OR
b) What is delegation? Point out the factors that affect delegation of
authority?

6. a) “Dynamic leadership is an integral part of effective management”.

Discuss.
OR
b) What do you mean by Quality circle? What are the general problems
in Quality circle? How will you overcome these problems?
SECTION-C
7. Case Let (Compulsory): 15
“ I expect all the managers in my department to act completely rationally in
every decision they make”, declared Eleanor Johnson, vice-president of
marketing for the Olympic Toy company. “Everyone of us no matter what
his or her position, is hired to be a professional rationalist and I expect all
of us not only to know what they are doing and why but to be right in their
decisions. I know that someone has said that a good manager needs only to
be right in more than half of his or her decisions. But that is not good
enough for me. I would agree that you may be excused for occasionally
making a mistake, especially if it is a matter beyond your control, but I can
never excuse you for not acting rationally.”
“I agree with your idea, Eleanor,” said Jill Goldberg, her advertising
manager, “and I always try to be rational and logical in my decisions. But
would you mind helping me be sure of this by explaining just what „ acting
rationally is?”
Questions:
1. Explain how the vice-president of marketing might describe what is
involved in making rational decisions.
2. If Jill Goldberg then declares that there is no way she can be
completely rational, what would you suggest as a reply?
[26,27/I S/219]
 [May-19]
[MPDBA-101/MPDHR-101]
MBA (GEN) & MBA (HRM) Degree Examination
I SEMESTER

PERSPECTIVES OF MANAGEMENT & BEHAVIOUR

(For the admitted batches 2009-10 to 2014-15)
Time: 3 Hours Max.Marks: 70
--------------------------------------------------------------------------------------------
Instructions: All parts of the unit must be answered in one place only.
Figures in the right hand margin indicate marks allotted.
-------------------------------------------------------------------------------------------
SECTION-A
1. Answer any Five of the following: (5x2=10)
a) Managerial skills.
b) Change management
c) Management by objectives
d) Group Dynamics
e) Matrix structure
f) Process of Decision making
g) Requirements for Planning
h) Role of inter-personal relationship

SECTION-B
Answer all questions (5x9=45)
2. a) Focus on the operational or management approach for analysis of
management.
OR
b) In what fundamental way are the basic goals of all managers at all
levels and in all kinds of enterprises the same?

3. a) How can a manager make best use of experience for decision

making?
OR
b) Elucidate various techniques of decision making?