Gauhati University Question Papers
Principles of Management (May-June’ 2015)
Full Marks: 80
Time Allowed: 3 hours
Answer either in
English or Assamese
The figures in the
margin indicate full marks for the questions
1.
Choose the correct answer: 1x10=10
a) Who
advised substitution of functional organisation structure in place of line
organisation structure?
1) Henry
Fayol.
2) F.
W. Taylor.
3) M.
Farland.
4) L.
A. Allen.
b) MBO
(Management of Objective) is also known as:
1)
MBE (Management of Exception)
2)
Management of Results.
3)
Management of Change.
4)
Professional Management.
c) DELPHI
METHOD is associated with:
1)
Forecasting Technique.
2)
Operational control.
3)
Communication Network.
4)
Strategic Planning.
d) Which
of the following is not a base of departmentation?
1)
Customers.
2)
Employees.
3)
Product.
4)
Process.
e) What
does not exist is a formal organisational relationship?
1)
Entrustment of responsibility for job.
2)
Granting autonomy to take decisions.
3)
Relations arising out of socio-cultural values.
4)
Holding subordinates responsible for results.
f) The
author of the book “The Human Side of Enterprise” is:
1)
P. F. Drucker.
2)
Max Weber.
3)
A. H. Maslow.
4)
Douglas McGregor.
g) One
of the characteristics of Laissez Faire leadership is:
1)
Leaders exercise authority absolutely.
2)
Give high degree of freedom to the followers.
3)
Leaders decentralize authority to the followers.
4)
Leaders take all the decisions.
h) Job
enlargement indicates:
1) Horizontal
job loading.
2) Vertical
job loading.
3) Higher
work performance.
4) Higher
productivity.
i)
PERT (Programme Evaluation and Review Technique)
is:
1) A
traditional technique of control.
2) A
technique to prepare master budget.
3) A
technique of scheduling activities of a project.
4) A
technique of information technology.
j)
‘Jargon’ is a practice in:
1) Science
of meaning.
2) Informal
communication.
3) Gestural
communication.
4) Filtering
of information.
2.
Write short answers on the following: 2x5=10
a)
Write briefly about universality of management.
b)
Creativity in decision making.
c)
State two factors affecting span of management.
d)
Give two components of extrinsic motivators of
employees.
e)
What do you mean by Management by Exception?
3.
Answer any five of the following questions: 4x5=20
a) What
are the findings of Hawthorne studies?
b) Mention
the types of planning premises.
c) Explain
matrix Organisation Structure.
d) Write
a note on ‘Graicunas Theory’.
e) Suggest
measures to make delegation of authority effective in an organisation.
f) What
are the external barriers of communication?
g) Explain
the contingency approach of motivation.
h) How
do technological changes affect management? Discuss.
4.
How is scientific management approach different from Human relations approach
of management? Critically explain. 10
Or
What are the stages of evolution of management thoughts? Discuss
the important features of classical theories of management. 5+5=10
5.
How does strategic planning differ from operational planning? What are the
limitations of forecasting? 5+5=10
Or
Enumerate the basic characteristics of decision making. What
are the stages of the process of rational decision making? 5+5=10
6.
Explain the various bases of Departmentation. Also state the benefit of
departmentation. 10
Or
Discuss the difference between Line and Functional
organisation structure. Explain the scope of authority of a functional manager.
6+4=10
Or
Draw the distinction between Authority and Responsibility.
Mention the limits of authority. 5+5=10
7.
Explain the relevant features of William Ouchi’s theory ‘Z’ of motivation. Also
identify three distinctions between American management style and Japanese
Management style. 7+3=10
Or
“Leadership is the function of leader, follower and
situation.” – Elucidate the statement. Briefly analyse the approaches to the
study of leadership behaviour. 5+5=10
Or
How is communication important for effective management
performance? State the advantages and disadvantages of informal communication. 4+6=10
8.
What are the steps in controlling process? State the reasons for employee’s
resistance to control. 5+5=10
Or
What do you mean by planned change? Describe the causes and
remedies for employees resistance to change.
2+8=10
***
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