MS1 : MANAGEMENT FUNCTIONS AND BEHAVIOUR December, 2001 Note : (i)There are two Sections A and B.

(ii) Attempt any three questions from Section A, each question carrying 2 mar!s. (iii) Section B is compu"sory and carries # mar!s. 1 Coordination is imperative for the success of any organization. E p!aining the need for coordination suggest the "ays to achieve effective coordination in a decentra!ised private sector manufacturing organisation. 2 Describe the interpersona! needs in terms of e pressed and "anted behavior. Cite suitab!e e amp!es to s

upport your vie"s. # $hy do managers need to ac%uire different s&i!!s at various !eve!s' $hat are the s&i!!s conceptua!ized by (atz' E p!ain ho" they are proving usefu! for )ndian managers at different !eve!s. * Discuss various strategies used in imp!ementing organisationa! change in the conte t of a !arge pub!ic sector manufacturing organisation. + )dentify ma,or barriers of communication and e p!ain "hy do they arise. E p!ain "ays to overcome these barriers "ith suitab!e e amp!es. - $rite short notes on any three of the fo!!o"ing . /i0 De!egation and Decentra!isation /ii0 1ine and 2taff functions /iii0 3heory 4 and 5 /iv0 Domino Effect /v0 6rganisationa! cu!ture and c!imate December 2002 1 Describe various tas&s and responsibi!ities of a professiona! manager in today7s conte t. Cite suitab!e e amp!es from your e perience. 2 E p!ain brief!y the ma,or e!ements of management processes. "hat ne" s&i!!s "ou!d a manager re%uire as he8she moves from midd!e to top management !eve!' Discuss. # Differentiate bet"een the decision9ma&ing mode!s and techni%ues. E p!ain "ith suitab!e e amp!es. * $hat are the various determinants of organistiona! cu!ture' :o" does !eadership inf!uence the cu!ture of an organisation' Discuss. + )dentify ma,or sources of conf!ict in an organisation. $hat approaches "i!! you suggest

for managing conf!ict in a service organisation in today7s conte t' - Describe the inter9persona! needs in terms of e pressed behaivour and "anted behaviour. ;ive suitab!e e amp!es. < $rite short notes on any three of the fo!!o"ing . /i0 De!egation and Decentra!isation /ii0 =rocess of organizationa! change /iii0 >ohari $indo" mode! of communication /iv0 Enriching re!ationship "ith others /v0 ;roup dynamics December 2005 1. Enumerate various systems and processes invo!ved in managing an organisation. ?rief!y e p!ain system concept and its inter9re!ationship "ith sub systems in an organisationa! set9up. 2. Discuss various techni%ues used in decision ma&ing. Describe "hat are the main barriers to effective decision ma&ing. E p!ain "ith e amp!es. #. :o" do 3raditiona!, ?ehavioura! and !nteractionist vie"s e p!ain the process of conf!ict ' Eva!uate the changes "hich ta&e p!ace "ithin and bet"een the groups as a resu!t of !ong standing inter9group conf!ict. *. @Aarious mu!ti9faceted tas& and activities of an organisation have to be differentiated into sma!!er, manageab!e components to faci!itate efficient achievement of ob,ectives@ . E!aborate this statement and discuss under!ying issues "ith suitab!e e amp!es. +. $rite short notes on any three of the fo!!o"ing . /i0 Besponsibi!ities of a manager to"ards society /ii0 C?6 /iii0 6rganisationa! cu!ture and c!imate /iv0 2pan of contro! and !eve!s of management /v0 1eadership sty!es

December, 200-

1. Define and describe contro! in the conte t of an organisation . Discuss various characteristics and pre9re%uisites for instituting an effective contro! mechanism in an organisation. E p!ain "ith e amp!e. 2. Dnder "hat conditions does it become imperative to stimu!ate conf!ict in an organisation' ?rief!y discuss the techni%ues of conf!ict management in an organisationa! set9up. #. :o" and "hy are the tas&s and activities differentiated "ithin an organisation' Discuss "ith suitab!e e amp!es. *. Define and describe the concept and &ey features of C?6. 3o "hat e tent is C?6 feasib!e and usefu! in the conte t of the present business scenario' Critica!!y ana!yse "ith suitab!e e amp!es. +. $rite short notes on any three of the fo!!o"ing /i0 Channe!s of Communication /ii0 Catri 2tructure /iii0 Eorma! 8 )nforma! groups /iv0 1eadership /v0 Decision ma&ing mode!s December 2007

SECTION A
1. @Cere!y designing the organisation structure "ith efficient groupings to suit its specific re%uirements may not achieve the desired goa!s. :o"ever ensuring functiona! integration of these differentiated groups to"ards the organisationa! ob,ectives assumes great significance@. E!aborate this statement and discuss the under!ying issues "ith suitab!e e amp!es. 2. $hat &ind of decisions is a manager genera!!y re%uired to ma&e in organisationa! conte t ' Differentiate bet"een decision ma&ing under ris& and under conf!ict or competition, "ith suitab!e e amp!es. #. $hat are the basic features of de!egation ' $hat prob!ems do managers genera!!y face in imp!ementing de!egation ' ?rief!y discuss the essentia! prere%uisites for effective de!egation.

*. Define and distinguish bet"een the dimensions and determinants of organisationa! cu!ture. ?rief!y discuss ho" cu!ture and ethos are maintained in organisations. +. $rite short notes on any threeof the fo!!o"ing . /a0 De!phi 3echni%ue /b0 >ohari $indo" /c0 1eadership 2ty!es /d0 Catri 2tructure /e0 2pan of Contro! 1. )dentify various responsibi!ities of a professiona! manager. :igh!ight any five important responsibi!ities of a manager in an organizationa! set9up and bring out their functiona! conse%uences "ith suitab!e e amp!es. 2. E p!ain "ith e amp!es the various phases and types of manageria! decision ma&ing. #. Describe ho" and "hy conf!ict is generated in the organization and brief!y discuss various modes of conf!ict management. F:aving designed the organisation structure, to suit the specific needs of the company and its environment, on the basis of most efficient grouping, it becomes desirab!e to ensure that these differentiated groups are integrated to"ards the common organisationa! ob,ectives. E!aborate and discuss the under!ying issues in this ststement. +. $rite short notes on any three of the fo!!o"ing . /i0 2ustaining !eadership effectiveness /ii0 Canageria! va!ues and ethos /iii0 Catri structure /iv0 =o!icies and design choices in contro! /v0 Cha!!enges of change 1. @:iring ta!ent is perhaps not as difficu!t as is retaining and &eeping them motivated. $hi!e favourab!e image of anorganisation may attract someone to get in, at the same time it is a!so crucia! for the emp!oyees to find appreciation for and satisfaction from their "or&.@ E!aborate this statement and critica!!y discuss the under!ying issues. 2. Compare and contrast 3heory 4 and 5. Critica!!y ana!yse their re!evance in todayFs organisations facing g!oba! competition. #. $hat is a group ' $hy do individua!s ,oin groups ' Discuss "ith e amp!e the characteristics of effective "or& group. *. ?rief!y describe various sources of conf!ict and its impact on organisationa! processes. E p!ain "ith e amp!e.

+. $rite short notes on any three of the fo!!o"ing . /a0 ?rain9storming /b0 2ocia!isation process in an organisation /c0 C)2 /d0 Cethods of contro! /e0 3ypes of po"er 1. $hat are the various determinants of organizationa! cu!ture' :o" does !eadership inf!uence the cu!ture of an organisation' 2. Describe the responsibi!ities of a professiona! manager to"ards customers and society. )!!ustrate your ans"er "ith suitab!e e amp!e. #. $hy do peop!e genera!!y resist change' )dentify the ma,or factors "hich p!ay a significant ro!e in this process. Discuss, "hat are the common strategies for change and its management. *. Describe conf!ict avoidance, conf!ict diffusion and conf!ict confrontation strategies "ith the he!p of suitab!e e amp!es. +. Distinguish bet"een decision ma&ing under ris& and decision ma&ing under conf!ict or competition. 2upport your ans"er "ith suitab!e e amp!es. -. Canagers are &no"n by the "or& they do and the function they perform. E!aborate and critica!!y eva!uate the statement. <. $rite short notes on any three of the fo!!o"ing. /a0 1ine and 2taff functions /b0 Canageria! Aa!ues and Ethos /c0 2ocia!ization process in an organization /d0 Canagement )nformation 2ystem /e0 3heory 4 and 5 1. ?rief!y discuss the various manageria! s&i!!s. Discuss "ith suitab!e e amp!es the interp!ay bet"een the different s&i!!s and conte tua! domains. /1+0 2. Describe the various channe!s of communication in an organization. $hat are the characteristics of grapevine as summarized by (eith Davis ' /1+0 #. $hat is Fcontro!F in conte t to an organization ' E p!ain the prere%uisites and characteristics of an effective contro! Do you agree "ith the statement @De!egation of auihority is not same as Division of "or&@ ' E p!ain the various e!ements of De!egation. /1+0 *. $hat do you understand by 1ine and 2taff re!ationships ' $hat is Catri structure of 6rganization ' /1+0

+. $rite short notes on any three of the fo!!o"ing . /1+0 /i0 C?6 /ii0 Determinants of 6rganizationa! Cu!ture /iii0 3ypes of 6rganizationa! Conf!ict /iv0 3he Domino effect /v0 2pan of Contro! 1. Define organisationa! effectiveness. :o" do you differentiate effectiveness from efficiency' Comment critica!!y "ith suitab!e e amp!es from )ndian organizations. 2. :iring good peop!e is sti!! a re!ative!y simp!er tas& as compared to the tas& of retaining them. =eop!e may ,oin a company because of its favorab!e image but "i!! stay on on!y if they find appreciation for and satisfaction from their "or&. Critica!!y eva!uate the statement and discuss the under!ying concepts. #. $hat are the sa!ient features of different mode!s of decision ma&ing' E p!ain any t"o of them in detai!s and compare them. *. $hat are the conse%uences of inter9group conf!ict' $hat are the "ays to reduce the negative conse%uences of inter9group conf!ict' +. $hy do peop!e genera!!y resist change' Do persona!ity factors have any ro!e in the process' E p!ain common coping mechanisms adopted for managing change. -. $rite short notes on any three of the fo!!o"ing. /i0 C.?.6. /ii0 Canageria! Aa!ues and Ethos /iii0 ?rain92torming /iv0 Effective de!egation /v0 1eadership 2ty!es 1. $hat &ind of decisions is a manager genera!!y re%uired to ma&e in organisationa! conte t' E p!ain "ith e amp!es as to "hich of these correspond to programmed Gnd non9programmed categories. 2. Define F=!anningF. Discuss various components that "ou!d ma&e a p!an effecti,b and successfu! in achieving its ob,ectives. E p!ain "ith re!evant e amp!es. #. $hy do peop!e genera!!y resist change' Do persona! factors p!ay a ro!e in this process' ?rief!y discuss the common coping strategies for change. *. :o" "ou!d you differentiate bet"een a successfu! and an effective !eader' Enumerating various !eadership theories, brief!y discuss various aspects of the Canageria! ;rid 3heory. +. $rite short notes on any three of the fo!!o"ing .

/i0 Canageria! va!ues and Ethos /ii0 2ocia!isation process in an organisation /iii0 Canagement )nformation 2ystems /iv0 >ohari $indo" /v0 C?6 1. @3he degree of invo!vement of managers "ith various management processes may differ from manager to manager. ?ut a!! managers have to be concerned "ith a!! the processes in an organizationa! set9up.@ E!aborate this staterr!ent and discuss brief!y the under!ying concepts "ith suitab!e e amp!es. 2. E p!ain the term F?ounded Bationa!ityF. $hat are the factors !eading to bounded rationa!ity and satisficing decisions ' Discuss. #. :o" is 2trategic =!anning different from 6perationa! =!anning ' Discuss "ith suitab!e e amp!es. $hat are the essentia! steps in formu!ating a p!an ' Describe "ith i!!ustration. *. $hat is the significance of 6rganisation 2tructure and 6rganisation Chart in the functioning and efficiency of an organisation ' Discuss "ith e amp!es, the factors "hich inf!uence the choice of the structure of an organisation. +. $rite short notes on any three of the fo!!o"ing . /i0 3heories of 1eadership /ii0 >ohari $indo" /iii0 6rganisation Cu!ture /iv0 Contro! =rocess /v0 C.?.6. 1. ?rief!y describe different s&i!!s re%uired for a manager and discuss the ro!e of a manager in )nstitution ?ui!ding. 2. Describe different phases of decision ma&ing according to Cintzberg and their re!evance. Discuss any t"o mode!s of decision9ma&ing process. #. E p!ain the process of conf!ict and different strategies of conf!ict management in organisationa! conte t. ;ive e amp!es. *. Describe and differentiate bet"een de!egation, decentra!isation and centra!isation. Discuss the prob!ems in de!egation and ho" to overcome them to ma&e the process more effective.

+. $rite short notes on any three of the fo!!o"ing . /i0 >ohari "indo" /ii0 )nforma! communication /iii0 Catri structure /iv0 (urt 1e"inFs mode! /v0 Domino effect 1. E p!ain the concept of C?6. Describe its &ey features and critica!!y ana!yse the e tent of feasibi!ity and usefu!ness of C?6 in the present day business scenario. 2. ?rief!y describev arious manageria!p rocesses and e p!ain ma,or e!ements of any t"o of them "ith suitab!e e amp!es. #. :o" do conf!icts get generated in an organizationa! situation ' :o" does it impact the group behaviour and functioning of the organization ' E p!ain "ith re!evant e amp!es. *. $hat is differentiation ' :o" is it done in an organizationa! set9up ' Discuss brief!y "ith e amp!es the basis of differentiation and its re!ationship "ith the choice of hucture. +. $rite short notes on any three of the fo!!o"ing . /a0 =rocess of 6rganizationa! Change /b0 ;roup Eormation /c0 >ohari $indo" /d0 Canageria! Aa!ues and Ethos /e0 Channe!s of communication 1. $hat are the characteristics of a professiona! manager' ?rief!y discuss the profi!e of various tas&s performed by a professiona! manager in an organisationa! set9up, "ith suitab!e e amp!es. 2. @G decision ma&er may not have comp!ete &no"!edge about decision a!ternatives, outcome of chosen a!ternative. 3hese conditions of &no"!edge are often referred to as F2tates of HatureF@. E!aborate on the state and discuss the under!ying concepts "ith suitab!e e amp!es. #. $hy is communication important for smooth functioning of an organisation ' E p!ain "ith e amp!es, the various channe!s of forma! and informa! communication in an organisationa! set9up. *. $hat is de!egation ' $hat are the basic e!ements of de!egation of authority and prob!ems faced in doing so in an organisationa! set9up. E p!ain "ith suitab!e e amp!es.

+. $rite short notes on any three of the fo!!o"ing . /i0 1eadership sty!es /ii0 ;roup formation /iii0 Conf!ict :and!ing 2trategies /iv0 ?ui!ding )nterpersona! 2&i!!s /v0 2pan of contro! and Canageria !eve!s 1. ?rief!y describe and discuss the determinants and dimensions of organisationa! c!imate. 2. Describe the importance and steps invo!ved in p!anning process. ?rief!y discuss the re!evance of strategic and operationa! p!anning. #. Describe any t"o !eadership sty!es and their re!evance in the present day conte t. )!!ustrate "ith e amp!es. *. $hat are the tas&s a manager has to perform "hi!e functioning in an organisation ' Describe brief!y. +. $rite short notes on any threeof the fo!!o"ing . /a0 >ohari $indo" /b0 2emantic ?arriers /c0 Canageria! ethos /d0 1ine and 2taff functions /e0 )nforma! de!egation