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Model Question Paper

Principles of Management (SMB101)
• • 1. Answer all 100 questions. Each question carries one mark.

Mintzberg identified ten managerial roles which were grouped into three categories. The roles of entrepreneur, disturbance handler, resource allocator and negotiator can be categorized as a! b! c! d! e! "ecisional roles #nterpersonal roles #nformational roles Administrati$e roles %rganizational roles.

2.

Managers at which of the following le$els deal with the actual operation of $arious departments in an organization& a! b! c! d! e! 'irst le$el Top le$el Middle le$el (ero le$el 'rontline le$el.

3.

The management function of influencing, moti$ating, and directing human resources toward the achie$ement of organizational goals is commonl) referred to as a! b! c! d! e! *eading +ontrolling ,lanning -taffing %rganizing.

4.

Managers need certain skills to perform the functions associated with their .obs. /hich of the following skills are important at all le$els in the organization& a! b! c! d! e! +onceptual "esign 0uman Technical Administrati$e. Tasks to be performed. 0ow tasks can best be combined into specific .obs. Authorit) and reporting relationships within the corporate hierarch). ,romotions and career planning. 2oth #! and ###! abo$e 2oth ##! and #1! abo$e #!, ##! and ###! abo$e ##!, ###! and #1! abo$e All #!, ##!, ###! and #1! abo$e.

5.

The management function of organizing in$ol$es determining #. ##. ###. #1. a! b! c! d! e!

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/hich of 0enr) 'a)ol3s principles of management states that 4work specialization leads to efficienc) of operations3& a! b! c! d! e! "i$ision of labor -tabilit) Esprit de corps "iscipline "ecentralization.

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As per the s)stems approach to management, an organization that interacts with e5ternal forces is termed as a6an a! b! c! d! e! +losed s)stem Model #ndependent entit) %pen s)stem +ontingenc) unit.

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/hich of the following is6are the finding6s of 0awthorne -tudies& #. /orkplace culture sets its own production standards. ##. 'atigue is the main factor affecting the output. ###. 7ob performance depends on the indi$idual worker. a! b! c! d! e! %nl) #! abo$e %nl) ##! abo$e %nl) ###! abo$e 2oth #! and ##! abo$e All #!, ##! and ###! abo$e.

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/hich of the following approaches to management emphasized the human element, thus $iewing the organization from an indi$iduals3 point of $iew& a! b! c! d! e! Management science approach -cientific approach Administrati$e approach -)stems approach 2eha$ioral approach.

10. ,racticing ethical guidelines enables managers to become followers of moral management approach. The) facilitate ethical business decisions. /hich of the following is not an ethical guideline for managers& a! b! c! d! e! a! b! c! d! e! a! b! c! d! e! a! b! c! d! e! 8pholding human dignit) %be)ing the law Top management commitment ,rimum non9nocere Telling the truth. +harging reasonable prices for their products Ensuring pro$ision of standardized and qualit) goods and ser$ices Abstaining from unethical practices Ensuring eas) a$ailabilit) of goods and ser$ices +reating a long9term and health) relationship with creditors. 1olunteerism 'und9raising :ec)cling 1aluing di$ersit) ;ualit) of work life. #mmoral management Moral management Amoral management +risis management "isaster management.

11. /hich of the following is not a wa) b) which business firms can fulfill their obligations towards their customers&

12. /hich of the following refers to the in$ol$ement of emplo)ees in ci$ic acti$ities&

13. /hich of the following t)pes of management stri$es to follow ethical principles and doctrines&

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/orker performance and attitude.ecti$es more effecti$e& 1#.lanning is a prerequisite not onl) for achie$ing success but also for sur$i$ing in a comple5 and competiti$e world. -tanding plans that furnish broad guidelines for channeling management thinking in a specified direction are called a! b! c! d! e! . ##!. 2oth #! and ##! abo$e 2oth ###! and #1! abo$e #!. . 1!.ecti$es %rganizational ob. .14.eter "rucker include 1". 15. /hich of the following is not a characteristic of planning& a! b! c! d! e! #t is goal9oriented #t is a secondar) function #t is an intellectual or rational process #t is forward9looking #t is an integrated process. plans can be categorized as single9use plans and standing plans.ecti$es *ong9term ob. /hich of the following is an ad$antage of departmentation b) 4time3& a! b! c! d! e! *ack of super$ision in the night shifts Emplo)ees ma) find it difficult to switch from one shift to another +oordination and communication becomes a problem with se$eral shifts Emplo)ees ma) postpone work in order to get paid o$ertime /orkers ma) concentrate on the total s)stem rather than concentrating on narrow and specified technical aspects.rograms -ingle9use plans .rofitabilit). /hich of the following is not a factor that would make Management b) %b. a! b! c! d! e! a! b! c! d! e! #ntermediate9term ob. The ke) result areas in business suggested b) . "epartmentation b) 4time3 is one of the oldest forms of departmentation.age 3 of 21 .olicies :ules. The concept that defines the number of subordinates that report to a manager and that indirectl) specifies the number of le$els of management in an organization is called a! b! c! d! e! Authorized line of responsibilit) 8nit) of command 8nit) of direction -pan of control :esponsibilit) factor. ##! and #1! abo$e #!. -ara is associated with a committee that is gi$en the responsibilit) to re$iew and institute a process for emplo)ees to use when requesting upgrades in computer equipment. Emphasis on short9term goals Top management support 'ormulating clear ob. #nno$ation. ##.ecti$es Training for M2% Encouraging participation. generall) used at lower le$els of the organization. ###.ecti$es "i$ision ob. #1. 20.h)sical and financial resources. ###! and #1! abo$e. . ###! and #1! abo$e All #!.rocedures . 2ased on the frequenc) of use. .ecti$es.ecti$es would -ara most li$el% de$elop& a! b! c! d! e! #. /hich t)pe of ob. 1 .ecti$es -hort9term ob.

-trengths and weaknesses %pportunities and threats -trengths and opportunities /eaknesses and threats /eaknesses and opportunities.21. /hich of the following is6are the $arious le$els of strategies in an organization& #. /hich of the following t)pes of departmentation refers to grouping of acti$ities b) tasks performed& 24. /hich of the following is not true regarding programmed decisions& 25. The) are made in well9structured situations The) are based on established policies and procedures The) require managers to e5ercise discretion The) are made mostl) b) lower9le$el managers The) limit the managers3 fle5ibilit).ower based upon one=s e5pertise. special skills. 22. ##. 'unctional departmentation . a! b! c! d! e! a! b! c! d! e! a! b! c! d! e! %nl) #! abo$e %nl) ##! abo$e %nl) ###! abo$e 2oth #! and ##! abo$e All #!. an -28 comprising speculati$e products that entail high risks. ##! and ###! abo$e. 2 .roduct departmentation +ustomer departmentation <eographic departmentation Matri5 departmentation. ###. or knowledge is . /hich of the following refers to the process that helps new emplo)ees adapt to the organization3s culture& 23. would be referred to as a a! b! c! d! e! a! b! c! d! e! a! b! c! d! e! a! b! c! d! e! . +orporate le$el.uestion mark 2ull "og +ash cow -tar. 'unctional le$el. +oerci$e power *egitimate power E5pert power :eferent power :eward power. <rape$ine :ecruitment -ocialization Appraisal Training. which of the following are e5ternal en$ironment characteristics of an organization& 2!. 2usiness le$el. #n -/%T anal)sis. . According to the 2+< matri5.age 4 of 21 .

2ecause managerial integrators often coordinate directl) with $arious members of functional departments assigned to assist them with their pro.age 5 of 21 . Teamwork is emphasized. The basic purpose of the departmentation is to get economic benefits. #1. A mature matri5 is adopted when the functional and di$isional dimensions are equall) important. #t is generated on the basis of organizational competencies. /hich of the following can be correctl% stated about these stages& #. leading and controlling Management is essential to an) kind of organization Management is essential onl) at few hierarchical le$els The goals of all managers is to generate surplus The aim of all managers is to impro$e producti$it). 32. beliefs. staffing. . dual authorit) is eliminated. a! b! c! d! e! %nl) %nl) 2oth 2oth 2oth #! abo$e ###! abo$e #! and ##! abo$e #! and ###! abo$e ##! and ###! abo$e. /hich of the following is not a ke) aspect of management& a! b! c! d! e! Managers carr) out the functions of planning. ##. Management is the act of getting things done through people. ###. /hich of the following is6are ad$antage s! of departmentation b) process or equipment& #. Entrop) Autonom) Equifinalit) Espirit de +orps "omino Effect. ##! and ###! abo$e #!. ##! and #1! abo$e. a! b! c! d! e! a! b! c! d! e! #. ###. ###! and #1! abo$e All #!. ##. become disorganized. %rganizations that adopt a matri5 structure generall) pass through some structural stages. /hich of the following refers to a s)stem of shared $alues. The tendenc) of a s)stem to break down or degrade. a! b! c! d! e! %nl) #1! abo$e 2oth #! and ##! abo$e 2oth ###! and #1! abo$e #!. and norms that unite the members of an organization& a! b! c! d! e! %rganizational change +ommunication %rganization restructuring +orporate social responsibilit) %rganization culture.2". 2#. ###. #t is strongest when it is e5tremel) difficult for or e5pensi$e for competitors to cop). #t brings about horizontal coordination to pro. assumptions. it makes administration simpler. #t is possible for a firm to build a competiti$e ad$antage o$er all other competitors. ###! and #1! abo$e. 33. As each stage of the matri5 structure pro$ides increasing amounts of horizontal integration.ects. or disintegrate is known as 30. #t is beneficial when the equipment or machiner) requires special operating skills. /hich of the following is6are feature s! of competiti$e ad$antage& 31. ##!. #t should ultimatel) create increased $alue for customers. #1. %nl) #! abo$e 2oth #! and ###! abo$e 2oth ##! and #1! abo$e #!.ects. ##. organizing.

roper use of staff +ompleted staff work 0olding staff accountable for result E5ploiting staff.rocess 'unction.age of 21 . . /hich of the following is the first ma.roduct +ustomer <eographical location .or step in the planning process& 3!. which of the following cannot be a potential 4threat3 for a compan)& a! b! c! d! e! +ostl) new regulator) requirements *oss of sales to substitute products %bsolete facilities Technological changes that undermine demand for a product <rowing bargaining power of customers. . "e$eloping premises *isting alternati$e wa)s of reaching organizational ob. /ith respect to a -/%T anal)sis of the competiti$e en$ironment in which a compan) operates. /hich of the following is the process b) which managers allocate a chunk of their work to subordinates along with sufficient authorit) to accomplish the work& a! b! c! d! e! "elegation .utting plans into action. +larit) in relationships . %ne department sells to retail customers. >egati$e entrop) 'eedback mechanisms ")namic homeostasis Technolog) Equifinalt). Mark=s Embroider) produces custom9made embroider) products.roper planning makes half wa) done. /hich of the following theories of decision9making is based on the notion that indi$idual attitudes towards risk $ar)& a! b! c! d! e! a! b! c! d! e! a! b! c! d! e! . /hich of the following is not a means of a$oiding line and staff conflicts& 3".ower Moti$ation 'eedback "epartmentation. another department sells to catalog customers and a third department sells onl) to college bookstores. /hich of the following is not one of the si5 characteristics of open9s)stem organizations& 40. 3#.34. 3 . Mark=s Embroider) is departmentalized b) a! b! c! d! e! a! b! c! d! e! .ecti$es -tating organizational ob.ecti$es "e$eloping plans to pursue chosen alternati$es .reference theor) "ecision trees +ertaint) -atisficing <arbage9can. 35.

*egitimate power is similar to authorit) and is $er) important in the organizational conte5t. man9hours etc. 2oth #! and ##! abo$e 2oth ###! and #1! abo$e #!. #1! and 1! abo$e All #!. . a! b! c! d! e! +lear definition of the problem +riticism of poor ideas *arge number of alternati$es :ecording of all alternati$es 2uilding on alternati$es generated. /hich of the following statements are true with respect to power and the t)pes of power& 43. 4!. ###!. The degree to which decision making is concentrated at a single point in the organization is referred to as 45. :eferent power functions at superior and peer le$els. 44.age ! of 21 .or components of the organization& a! b! c! d! e! a! b! c! d! e! a! b! c! d! e! :estructuring -pan of control Transfer . /hich of the following in$ol$es ma. +onflict +entralization *ine authorit) "epartmentation <rape$ine.or changes in organizational structure and changes in some ma. time. /hich of the following statements is not true of staff authorit)& 4 .ower can be personal. is facing the problem of allocating resources to its newl) set up computer peripherals di$ision. ###! and #1! abo$e #!. /hich of the following is not allowed in a brainstorming session& a! b! c! d! e! #. 42. ##!. /hich of the following decision9making techniques can help sol$e the problem& a! b! c! d! e! *inear programming "ecision tree -imulation /aiting9line method <ame theor). 1. Technosoft *td. ###. *egitimate power works onl) downwards. #1! and 1! abo$e.41. . #1. /hich of the following is not a significant wa) through which culture is transmitted to emplo)ees in an organization& a! b! c! d! e! -tories :ituals M)ths *anguage :ewards. +oerci$e power is used to ensure a minimum standard of performance. because of some practical constraints like limited a$ailabilit) of resources.lanning %rganizing. ##. A staff manager is a generalist A staff manager assists others A staff manager ser$es authorit) A staff manager makes plans A staff manager sol$es special problems.

51.4". /hich of the following are the ke) elements of 0erzberg3s two9factor theor) of moti$ation& #. 50. 53. administrati$e theor) and bureaucratic management& a! b! c! d! e! +lassical approach 2eha$ioral approach . /hich of the following indicates the characteristics of an indi$idual who should be hired for the .erformance appraisal -ocialization. Moti$ators. /hich approach to management includes the three schools of scientific management. /hich of the following is not true regarding group decisions& a! b! c! d! e! a! b! c! d! e! <roup decisions are faster <roup decisions tend to be more accurate <roup decisions are more creati$e <roup decisions are more widel) accepted <roup decisions ha$e the ad$antage of pooling of e5pertise.ob& 52. .lanning %rganizing -taffing *eading +ontrolling.uantitati$e approach +ustodial approach -)stems approach. /hich of the following is not a phase of the creati$it) process& a! b! c! d! e! 8nconscious scanning #ntuition #nsight *ogical formulation 2rainstorming. Managerial creati$it) process in$ol$es certain phases.age " of 21 . a! b! c! d! e! %nl) %nl) 2oth 2oth 2oth #! abo$e ##! abo$e #! and ##! abo$e #! and ###! abo$e ##! and ###! abo$e. /hich of the following management functions in$ol$es designing and maintaining a formal structure of roles and positions& a! b! c! d! e! . ###. 1alence factors. 7ob anal)sis 7ob description 7ob specification 7ob rotation 7ob enlargement. ##. 54. 0)giene factors.ob $acancies& a! b! c! d! e! Moti$ation :ecruitment -election . <roup decision9making is practiced in man) large and comple5 organizations. /hich of the following is the process of identif)ing and attempting to attract candidates who are capable of effecti$el) filling up . 4#.

. /hich of the following refers to the process of using creati$e ideas and looking at things in a new light& 1. a car.h)siological -afet) and securit) -ocial Esteem -elf9actualization. /hich of the following is a theor) proposed b) "ouglas Mc<regor. /hich of the following is not true with regard to application blank& a! b! c! d! e! Application blank is an efficient method of gathering information about the applicant3s pre$ious work histor) and education background The data pro$ided in the application blank is used formall) to decide whether a candidate merits further e$aluation #nter$iewers use application blank to familiarize themsel$es with candidates before inter$iewing them The application blank can also include reasons for appl)ing. that has a pessimistic and rigid $iew of human nature& a! b! c! d! e! Theor) A Theor) B Theor) ( E5pectanc) theor) E:< theor). /hich of the following is not a factor that leads to organizational change& a! b! c! d! e! a! b! c! d! e! >ature of workforce Technolog) Economic factor 0abit +ompetition. Abraham Maslow3s hierarch) of human needs theor) is classified into $arious groups.55.erception #nno$ation. e5pected salar) and positions last held +andidates who pass the preliminar) screening are required to complete a formal application form speciall) designed to obtain the required information about the candidate. etc. Application blank is one of the steps in a t)pical selection process. #nitiati$e Moti$ation Management . 'ormal appraisals are usuall) conducted annuall) or semi annuall) or on a s)stematic basis. 0. -e$eral factors lead to organizational change. 5!. /hich of the following is a mi5 of all the four approaches to formal performance appraisal& a! b! c! d! e! a! b! c! d! e! . 2eha$iorall) Assisted :ating -cales 2eha$iorall) Aided :ating -cales 2eha$iorall) Anchored :ating -cales 2enchmark Anchored :ating -cales 2enchmark Assisted :ating -cales. a personal assistant and other benefits such as stock options. The emplo)ee performance rating method 42A:-3 stands for 5". 5#.age # of 21 . 5 . An organization satisfies which of the following needs of its emplo)ees b) pro$iding a well9furnished office.& a! b! c! d! e! . club memberships.eer assessment -uperior3s rating of subordinates ?@09degree appraisal -ubordinates3 ratings of superiors +omprehensi$e re$iew.

a! %nl) #! abo$e b! %nl) ##! abo$e c! %nl) ###! abo$e d! 2oth #! and ###! abo$e e! All #!. 2udgeting Acti$it)9based costing . 0uman relations model. ##! and ###! abo$e. %rganizational infle5ibilit) %rganizational conflict :etrenchment %rganizational restructuring <rape$ine. Traditional model. The inabilit) of organizations to adapt to the changing en$ironment is called 4. . 0uman resources model. Monitoring progress . E$aluation of the effecti$eness and efficienc) of $arious s)stems within an organization is referred to as !. /hich of the following is6are the models of management proposed b) :a)mond E. /hich of the following is not one of the wa)s of management control& a! b! c! d! e! 'eedback control 'eedforward control +oncurrent control E5ception control +)bernetic control. /hich of the following is a traditional wa) of coping with conflict and in$ol$es agreeing in part with the other person3s point of $iew& a! b! c! d! e! a! b! c! d! e! a! b! c! d! e! a! b! c! d! e! a! b! c! d! e! . Miles& #.2. 2alance sheet :atio Asset 2udget *iabilit).ualit) control Management audit Transfer pricing.reparation of a personal profile #mplementation of a career plan "e$elopment of contingenc) plans "e$elopment of strategic career alternati$es.age 10 of 21 . 3. /hich of the following is the first step in formulating a career strateg)& .roblem sol$ing 'orcing -moothing +ompromise A$oidance. Most of the conflict resolution techniques either focus on interpersonal relationships or structural changes. ". ###. /hich of the following is an inde5 that measures one $ariable relati$e to another& 5. ##. %rganizations implement control in $arious wa)s and at $arious le$els.

/hich of the following shows managerial positions. ##!.ie chart . ###. 1! and #! abo$e #!. An organization incurs se$eral costs in maintaining in$entor). #1!. #n the management conte5t. ###! and 1! abo$e #1!.rocess theories Transformational leadership theories Transactional leadership theories -ituational leadership theories. a! b! c! d! e! Measurement of performance. ###!. +ommunication is a process of e5changing ideas or information between two persons. ###!. #1!. ###! and 1! abo$e 1!. current incumbents. #1. when the message is con$erted to a s)mbolic form. it is known as a! b! c! d! e! Encoding Transmission :ecei$ing "ecoding >oise. #! and ##! abo$e ##!. The cost of not ha$ing the in$entor) of the product requested b) the customer is called a! b! c! d! e! +arr)ing cost #tem cost %rdering cost -tock9out cost -uperfluous cost. 1.ecti$es. /hich of the following is the correct sequence of the steps in controlling& #. !0. ##! and #! abo$e. !3.#. !5. #1!.or thrust. 0erse) and 2lanchard defined which of the following as the e5tent to which followers ha$e the abilit) and the willingness to accomplish a specific task& a! b! c! d! e! Training :eadiness #nstrumentalit) Moti$ation 1alence.E:T diagram. !4. +orrecti$e action plan. #!. ###!. Anal)sis of causes of de$iation. A useful wa) to classif) $arious moti$ation theories is to look at their ma. !1. +ommunication "ata 0ardware >oise 'eedback. ##!. ##. potential replacements for each position and the age of each person& a! b! c! d! e! a! b! c! d! e! <antt chart -kills in$entor) Manager in$entor) chart . 8nanal)zed facts and figures can be referred to as !2. "uring the communication process. #1!. 1!. /hich of the following moti$ation theories emphasizes on the d)namics of moti$ation and how indi$iduals are moti$ated& a! b! c! d! e! +ontent theories . . Actual performance. +omparison of actual and standard. 4control3 refers to the e$aluation of performance and the implementation of correcti$e actions to accomplish organizational ob.age 11 of 21 .

organizations that e5hibit a st)le of management that combines traits of 7apanese and American companies are called a! b! c! d! e! Theor) A organizations Theor) B organizations Theor) ( organizations Modern organizations -upporti$e organizations. a leader who in$ol$es emplo)ees in decision9making. gathers inputs from emplo)ees.ualit) decisions Materials6in$entor) decisions 2udgeting decisions. According to Furt *ewin.rofessor :ensis *ikert and his associates at the 8ni$ersit) of Michigan studied the patterns and st)les of leaders and managers and suggested certain s)stems of management for understanding leadership beha$ior.repaid e5penses +ash and cash equi$alents Marketable securities Trade pa)ables #n$entor).ualit) circles Total qualit) management. will be categorized into which of *ikert3s management s)stems& a! b! c! d! e! -)stem 1 -)stem C -)stem ? -)stem D -)stem E e5ploiti$e9authoritati$e st)le! bene$olent9authoritati$e st)le! consultati$e st)le! participati$e leadership st)le! consultati$e 9 authoritati$e st)le!. #n which of the following techniques for impro$ing producti$it) are workers in$ited to participate in simplif)ing their work& a! b! c! d! e! Time9e$ent networks 1alue engineering /ork simplification . /hich of the following financial ratios measures the abilit) of an organization to meet its short9term obligations b) using its current assets& a! b! c! d! e! *e$erage Asset management "ebt management *iquidit) . "1.age 12 of 21 . "2.rofitabilit). delegates3 authorit). . !". !#. !!. A manager. According to /illiam %uchi.! . "0. . /hich of the following does not constitute a set of decisions that are included in an operations management program& a! b! c! d! e! +apacit) decisions 'acilities decisions . and makes the final decision b) himself is most possibl) using which st)le of leadership& a! b! c! d! e! "emocratic *aissez9faire Autocratic +onsultati$e 2ene$olent authoritati$e. e5hibiting lack of confidence or trust in subordinates. /hich of the following is not an e5ample of current assets& a! b! c! d! e! .

#n$entor) control s)stem. "5. #nformation s)stems are resource management agents used to plan. ##. "ependabilit). . 2oth #! and ##! abo$e 2oth ##! and ###! abo$e 2oth ###! and #1! abo$e #!. " . ##! and ###! abo$e.or organizational resource. Management b) walking around M2/A! ma) be used as a control technique b) managers to monitor the performance of their emplo)ees while the) are performing their tasks.eople "ata . ##! and ###! abo$e ##!. 2udgetar) control s)stem. ###! and #1! abo$e. control. /hich of the following management information s)stems is an interacti$e computer s)stem that pro$ides managers with the necessar) information for making intelligent decisions& a! b! c! d! e! Transaction processing s)stem "ecision support s)stem %ffice automation s)stem E5ecuti$e support s)stem *ine support s)stem. . a! b! c! d! e! %nl) #! abo$e %nl) ##! abo$e %nl) ###! abo$e 2oth #! and ###! abo$e All #!. /hich of the following factor s! can be measured or e$aluated b) using <raphic :ating -cales& #. and e$aluate the utilization of 4management information3 which is a ma. /hich of the following s)stems records an) e$ent or acti$it) that in$ol$es the interaction of the organization with e5ternal agents& a! b! c! d! e! Transaction processing s)stem %ffice automation s)stem "ecisions support s)stem E5ecuti$e support s)stem Management information s)stem. ###. ###. /hich of the following control s)stems do lower9le$el managers3 use more frequentl)& "!. .or t)pes of information s)stems. "". %rganizations make use of fi$e ma. monitor."3.ualit) control s)stem. ##.ualit) of work.ersonal obser$ation.age 13 of 21 . Attendance. "4. /hich of the following is not a component of an information s)stem& a! b! c! d! e! #. #1. a! b! c! d! e! 0ardware -oftware . M2/A is primaril) based on a! b! c! d! e! -tatistical information %ral reports /ritten reports +omputer databases .olicies. 'inancial control s)stem.

!& #. ##!. ###! and #1! abo$e.urchase order summar) -ales report +orporate polic) statement . ##. /hich of the following statements is6are true with respect to content theories of moti$ation& #4.articipation. E%. as well. could lead to shortage or e5cess of in$entor). 0erzberg3s h)giene factors correspond to Mc+lelland3s need for affiliation. Maslow3s esteem needs correspond to Alderfer3s need for power.uick. Mc+lelland3s need for achie$ement corresponds to Alderfer3s relatedness needs. a! b! c! d! e! a! b! c! d! e! %nl) ##! abo$e %nl) ###! abo$e 2oth #! and ##! abo$e 2oth #! and ###! abo$e All #!. Maslow3s self9actualization and esteem needs correspond to 0erzberg3s moti$ators. +ost accounting report . ###.uantit)3 E%. 2udgetar) control . "ecisions based on E%. ##! and ###! abo$e. /hich of the following ratios when high increases an organization3s profitabilit) resulting in a lesser need for in$estment in assets& a! b! c! d! e! #. #t is helpful for determining desirable in$entor) le$els when demand is predictable. /hich of the following strategies of o$ercoming resistance to change in$ol$es selecti$el) pro$iding information about a change so that it appears more attracti$e or necessar) to potential resisters& a! b! c! d! e! a! b! c! d! e! a! b! c! d! e! +ooptation Manipulation +oercion >egotiation . /hich of the following $ariables is at the heart of 'iedler=s +ontingenc) Theor)& #2. . ##. a! b! c! d! e! +urrent Acti$it) *iquidit) . /hich of the following is not an upward communication& #1."#. ###. #0.roduction report. /hich of the following statements is6are true about 4Economic %rder .ualit) circle 2reak9e$en anal)sis :esponsibilit) accounting #nternal audit.age 14 of 21 #5. /hich one of the fallowing is not a technique of financial control& .rofitabilit) . #3. %nl) #! abo$e 2oth #! and ###! abo$e 2oth ##! and #1! abo$e ##!. is useful in determining in$entor) le$els of parts and materials used in production. Maslow3s social needs and Alderfer3s e5istence needs. *east preferred leader *east preferred task *east preferred compan) *east preferred position *east preferred co9worker. ###! and #1! abo$e All #!. #1.

age 15 of 21 . .# . ##. A Total . The dimension 4consideration3 emphasizes people related issues. %hio -tate studies consider initiating structure and consideration as the two ends of the same continuum. /hich of the following costs decreases with an increase in in$entor)& 100. ###. ##!.P&/ .ob centered leader beha$ior identified b) #owa studies.roducti$it) can be measured in two wa)sG total producti$it) and partial producti$it). A continual process Efforts b) all organization members A focus on onl) a few critical work acti$ities A focus on the production process Efforts to in$ol$e organization members. #!. #n both the cases it is e5pressed as a ratio of outputs to inputs. ###! and #1! abo$e. The two9dimensional approach led to the probabilit) that a leader might place emphasis on both task and people related issues.ualit) Management programme is not characterized b) #". /hich of the following inputs is common to both the measures of producti$it)& a! b! c! d! e! +apital Energ) Materials *abor Technolog). %nl) #1! abo$e 2oth #! and ##! abo$e 2oth ###! and #1! abo$e #!.-)' P. ##! and #1! abo$e All #!. which increases the number of tasks the) ha$e to do. #1. /hich of the following is6are inference s! drawn from the %hio -tate studies& ##. Assigning workers additional tasks on the same le$el. is known as a! b! c! d! e! a! b! c! d! e! #. a! b! c! d! e! a! b! c! d! e! 7ob enrichment 7ob enlargement 7ob rotation 1ertical .ob loading 7ob loading. +ost of capital -torage space costs %bsolescence costs %rdering costs #nsurance. The dimension 4initiating structure3 is similar to the . &'( )* Q+&S.

resource allocator.rofitabilit). from abo$e discussion. 0ence. we can infer that option c! is correct. #. 0ence. 1#. 0ence. we can infer that option d! is correct. 0ence. 20. • . 0ence.olicies are standing plans that furnish broad guidelines for channeling management thinking in specified direction. • Authorit) and reporting relationships within the corporate hierarch). we can infer that option a! is correct. 0ence.lanning is a primar) function as it precedes the e5ecution of all other management functions. 0ence from abo$e discussion. we can infer that option c! is correct. -hort9term ob.ecti$e is de$eloped to accomplish a work in a $er) short period of time. 0ence.romotions and career planning are part of the staffing function. -pan of control is the concept that defines the number of subordinates that report to a manager and that indirectl) specifies the number of le$els of management in an organization.'S1&/ A + A + + /&. 0ence. we can infer that option a! is correct. The management function of organizing in$ol$es determiningG • Tasks to be performed.S)' The roles of entrepreneur. Middle le$el managers deal with the actual operation of the organization3s units. /orkplace culture sets its own production standards is the finding of the 0awthorne studies.ns0ers Principles of Management (SMB101) 1. we can infer that option a! is correct. we can infer that option c! is correct. • 0ow tasks can best be combined into specific . %ptions a!. we can infer that option a! is correct. • .eter "rucker includesG • . and directing human resources toward the achie$ement of organizational goals is leading.age 1 of 21 .ecti$es M2%! more effecti$e. . Top management commitment is a mechanism for ethical management in organizations and not an ethical guideline for managers. 0ence. we can infer that option a! is correct. Moral management stri$es to follow ethical principles and doctrines. we can infer that option e! is correct. • #nno$ation. 21. option e! is the answer. 12.Suggested .h)sical and financial resources. 0ence. 0ence. An organization that interacts with e5ternal forces is an open s)stem. 0ence. and negotiator can be categorized as decisional roles. 15. moti$ating. Therefore. The future performance of such a business unit is uncertain. 4. 0ence. An ob. -o it is not a secondar) function. 10. we can infer that option b! is not a characteristic of planning. The ke) result areas in business suggested b) . 1!. 0ence. 14. The management function of influencing. d! and e! are all characteristics of planning. 0ence from abo$e discussion. 2eha$ioral approach to management emphasized the human element. from abo$e discussion. 1olunteerism refers to the in$ol$ement of emplo)ees in ci$ic acti$ities. . from abo$e discussion. from abo$e discussion. !. 11. disturbance handler. 3. 5. A & ( . we can infer that option c! is correct. #t implies a specific work to be accomplished within a gi$en period of time. 2. we can infer that option a! is correct. we can infer that option d! is correct. thus $iewing the organization from an indi$iduals3 point of $iew.ecti$e is the aim of an action. we can infer that option d! is correct. 1 . ". we can infer that option e! is correct. we can infer that option e! is correct. #n departmentation b) time. A " A E + E A 2 " 2 + E 1". %ther options are not true with respect to the question. . .udgments of the 0awthorne studies. A question mark is a business unit that has a small relati$e market share in a rapidl) growing market. Emphasis on short9term goals is not a factor that would make Management b) %b. 0ence.obs. 0uman skills are important at all le$els in the organization. . c!. we can infer that option b! is correct. -tatements ##! and ###! are pre9. 13. we can infer that option c! is correct. workers ma) concentrate on narrow and specified technical aspects rather than the total s)stem. 0ence. 0ence. • /orker performance and attitude. 0ence. we can infer that option a! is correct. +reating a long9term and health) relationship with creditors is an obligation towards creditors that business firms should fulfill. 0enr) 'a)ol3s principle of di$ision of labor states that 4work specialization leads to efficienc) of operations3.

. 2!. we can infer that option e! is correct. it makes administration more comple5. 33. 0ence. 0ence. from abo$e discussion. 25. from abo$e discussion. from abo$e discussion. we can infer that option c! is correct. 0ence. from abo$e discussion. we can infer that option c! is correct. special skills. opportunities and threats are e5ternal characteristics of an organization. -tatement ##! is not correct because dual authorit) e5ists to some degree. 0ence. 2 . #t is generated on the basis of organizational competencies.age 1! of 21 . 0ence. we can infer that option c! is correct. beliefs. from abo$e discussion. from abo$e discussion. marketing. we can infer that option c! is correct. from abo$e discussion. + & 2 + + 2#. we can infer that option c! is correct. 34. 2". #t should ultimatel) create increased $alue for customers. %rganization culture refers to a s)stem of shared $alues. 3 . 0ence. The tendenc) of a s)stem to break down or degrade. e$en with managerial integrators. Management is essential at all le$els in a n organization. assumptions.! assigned to assist them with their pro. from abo$e discussion. engineering. %bsolete facilities are a potential resource weakness not a threat. ###. The following can be stated about these stagesG • Teamwork is emphasized. from abo$e discussion. The planning process begins with stating organizational ob. 3!. 0ence. 0ence. etc.ecti$es 0ence. #t is strongest when it is e5tremel) difficult for or e5pensi$e for competitors to cop) ##.reference theor) is based on the notion that indi$idual attitudes towards risk $ar). we can infer that option e! is correct. A " 31. we can infer that option c! is correct. 0ence. we can infer that option c! is correct. option c! is not a ke) aspect of management. #1. The following are ad$antages of departmentation b) process or equipmentG • #t is beneficial when the equipment or machiner) requires special operating skills.g. and norms that unite the members of an organization. or knowledge. we can infer that option d! is correct. 0ence. we can infer that option a! is correct.rogrammed decisions require managers to e5ercise little discretion. from abo$e discussion. E5pert power is the power based upon one=s e5pertise. from abo$e discussion. -tatement #! is an ad$antage of a matri5 organization.ects. 0ence. we can infer that option a! is correct. but at the same time. from abo$e discussion. + + A + E . #n -/%T anal)sis. -tatement #! is not correct because e$en though each stage of the matri5 structure pro$ides increasing amounts of horizontal integration. we can infer that option e! is correct. 23. 0ence. 24. from abo$e discussion. The following is6are features of competiti$e ad$antageG #. E E -ocialization refers to the process that helps new emplo)ees adapt to the organization3s culture. 2 . The three le$els of strateg) include #! corporate le$el. E5ploiting staff is not a means of a$oiding line and staff conflicts. #t is not possible for a firm to build a competiti$e ad$antage o$er all other competitors. • A mature matri5 is adopted when the functional and di$isional dimensions are equall) important. • The basic purpose of the departmentation is to get economic benefits. 0ence. we can infer that option a! is correct. ##! business le$el and ###! functional le$el. . we can infer that option e! is correct. 30. 35.22. from abo$e discussion. from abo$e discussion. 0ence. 32. 0ence. purchasing. from abo$e discussion. we can infer that option b! is correct. because the integrators often coordinate directl) with $arious members of functional departments e. 'unctional departmentation is the grouping of acti$ities b) functions performed. become disorganized. or disintegrate is known as entrop). 0ence.

0ence. we can infer that option a! is correct. • <ame theor) is a technique for determining the strateg) that is likel) to produce ma5imum profits in a competiti$e situation. *inear programming is a mathematical technique used in optimum allocation of resources in the organization. we can infer that option b! is correct. 0ence. +lassical approach to management includes the three schools of scientific management. A staff manager is a specialist not a generalist.age 1" of 21 . 0ence. we can infer that option a! is correct.3". a! . 52. we can infer that option d! is correct. in which ser$ice is pro$ided to persons or units waiting in line. negati$e entrop). • -imulation is the technique of de$eloping a model that represents a real or e5isting s)stem for sol$ing comple5 problems that cannot be readil) sol$ed b) other techniques. i. " A 2 + 43. d! . 45. etc. 44. d)namic homeostasis. we can infer that option b! is correct. <roup decisions are slower than indi$idual decisions due to the participation of se$eral members. from abo$e discussion. #1. 0ence. acti$ities are grouped according to their main functional or specialized areas such as . we can infer that option a! is correct. c! <eographic di$isions are di$isions that are designed to ser$e different geographic areas. and indicating the resulting e5pected pa)9off. m)ths and specialized language that foster a feeling of communit) among organization members. e! #n 'unctional departmentation. • /aiting9line or queuing model is a mathematical model that describes the operating characteristics of queuing situations. *egitimate power is similar to authorit) and is $er) important in the organizational conte5t. to sa) customer di$isions are di$isions set up to ser$ice particular t)pes of clients or customers. from abo$e discussion.or changes in organizational structure and changes in some ma. we can infer that option c! is correct. we can infer that option a! is correct. 2 3#.e. from abo$e discussion. from abo$e discussion. estimating probabilities. we can infer that option a! is correct. +ulture is not transmitted through rewards. 51. from abo$e discussion. "elegation is the process b) which managers allocate a chunk of their work to subordinates along with sufficient authorit) to accomplish the work.rocess di$isions are designed to departmentalize the acti$ities through the different processes which the organization follows. 0ence. 8nder this method. A line manager is a generalist. 0ence. 0ence. from abo$e discussion. feedback mechanisms. 4#. • "ecision tree is a graphical method for identif)ing alternati$e actions. 0ence. from abo$e discussion.roduction. 'inance. we can infer that option e! is correct. 0ence. +oerci$e power is used to ensure a minimum standard of performance.roduct di$isions are di$isions created to concentrate on a single product or ser$ice or at least a relati$el) homogeneous set of products or ser$ices. 0ence. 0ence. 40. 7ob specification indicates characteristics of the indi$idual who should be hired for the . administrati$e theor) and bureaucratic management. territor) or location is taken as the basis for departmentation. 0ence. from abo$e discussion. 0ence. we can infer that option a! is correct. stories. The si5 characteristics of open9s)stem organizations includeG c)cle of e$ents. The degree to which decision making is concentrated at a single point in the organization is referred to as centralization. . %rganizing in$ol$es designing and maintaining a formal structure of roles and positions. from abo$e discussion. Marketing. 0ence. ###. from abo$e discussion. 0:. 0ence. E 4". The following statements are true with respect to power and the t)pes of powerG #. acti$ities are grouped according to the customers the organization ser$es and ser$ice to the customers is of top priorit). The most significant wa)s that culture is transmitted to emplo)ees consist of shared beliefs. from abo$e discussion. 8nder this method. $alues.ob. 41. from abo$e discussion. 50. -tatement ##! is not true as legitimate power works both downwards and upwards. A 2 A A 4!. and equifinalit). rituals. we can infer that option e! is correct. we can infer that option b! is correct. -tatement 1! is not true as power can be institutional or impersonal. +riticism of poor ideas is not allowed in a brainstorming session. from abo$e discussion. 2rainstorming is not a phase of the creati$it) process. differentiation. from abo$e discussion.or components of the organization. :estructuring in$ol$es ma. 42. from abo$e discussion. 4 . we can infer that option b! is correct. A 2 A + E Mark=s Embroider) is departmentalized b) customer. we can infer that option c! is correct. :eferent power functions at superior and peer le$els.

we can infer that option a! is correct. ##. from abo$e discussion. The other theories are not applicable in this case. 0ence. 0)giene factors.ob $acancies. #t is a source of resistance to change. we can infer that option d! is correct. 0ence. we can infer that option d! is correct. from abo$e discussion. E ". we can infer that option d! is correct. ###. 5!. current incumbents. and the age of each person. we can infer that option c! is correct. comparison of actual and standard. from abo$e discussion. An organization satisfies esteem needs of its emplo)ees b) pro$iding a well9furnished office.53. The steps in controlling are actual performance. from abo$e discussion. we can infer that option b! is correct. we can infer that option b! is correct. from abo$e discussion. 'unctioning of $arious s)stems in an organization can be better understood b) conducting management audits. we can infer that option c! is correct. 2 + + " " E A " A 2 2 " !. potential replacements for each position. we can infer that option c! is correct. 0ence. 4. 0ence. from abo$e discussion. these appraisals must be carefull) designed and skillfull) implemented. we can infer that option b! is correct. club memberships. we can infer that option d! is correct. !2. from abo$e discussion. %ption b! is not true with regard to application blank. Theor) A theor). 0ence. !4. !3. measurement of performance. from abo$e discussion. 0ence. 0. from abo$e discussion. The process of con$erting a message into a s)mbolic form is called Encoding. from abo$e discussion. 0ence. !5. we can infer that option d! is correct. 0ence. from abo$e discussion. we can infer that option c! is correct. 5". we can infer that option b! is correct. . from abo$e discussion. " 2 + 2 " A " 2 :ecruitment is process of identif)ing and attempting to attract candidates who are capable of effecti$el) filling up . from abo$e discussion.rocess Theor) focuses on the d)namics of moti$ation and how the moti$ation process takes place. #. Manager #n$entor) +hart shows managerial positions. 0uman resources model. from abo$e discussion. 5#. The cost of not ha$ing the in$entor) or stock of the product requested b) the customer is called stock9out cost. from abo$e discussion. we can infer that option a! is correct. a car. :atio is an inde5 that measures one $ariable relati$e to another. from abo$e discussion. 0ence. 0ence. The data pro$ided in the application blank is used informall) to decide whether a candidate merits further e$aluation but not formall) as gi$en in the question. 0ence. MilesG #. The inabilit) of organizations to adapt to the changing en$ironment is called organizational infle5ibilit). 0ence. ##. 5. To be successful. Anal)sis of courses of de$iation and correcti$e action plan. we can infer that option b! is correct. 0ence. we can infer that option b! is correct. 2. 0uman relations model. The first step in formulating a career strateg) is the preparation of a personal profile. !0. . 0ence. from abo$e discussion. The management audit encompasses $erification of $arious functioning s)stems within an organization. we can infer that option d! is correct. #nno$ation refers to the process of using creati$e ideas and looking at things in a new light. from abo$e discussion.age 1# of 21 . we can infer that option e! is correct. we can infer that option d! is correct. 3. !1. There is no such management control as 4e5ception control3. The following are ke) elements of 0erzberg3s two9factor theor) of moti$ationG #. 0ence. from abo$e discussion. 0ence. 5 . 1. 0ence. 0erse) and 2lanchard define HreadinessI as the e5tent to which followers ha$e the abilit) and the willingness to accomplish a specific task. +ompromise is a traditional wa) of coping with conflict and in$ol$es agreeing in part with the other person=s point of $iew. we can infer that option a! is correct. #n H?@0 degree appraisal. Traditional model. 2 + 55. we can infer that option b! is correct. 8nanal)zed facts and figures can be referred to as data. 0ence. 0ence. 0ence. 2A:-3 stands for 2eha$iorall) Anchored :ating -cales. etc. . proposed b) "ouglas Mc<regor has a pessimistic and rigid $iew of human nature. from abo$e discussion. 0ence. The following are models of management proposed b) :a)mond E. we can infer that option e! is correct. from abo$e discussion. 0ence. Moti$ators. 0ence. 54.I an indi$idual is e$aluated using all the four approaches to formal appraisal. a personal assistant and other benefits such as stock options. 0abit is not a factor that leads to organizational change. from abo$e discussion. from abo$e discussion.

from abo$e discussion. #0. 0ence. "0. . 0ence. #n work simplification method. usuall) in$ol$es selecti$el) pro$iding information about a change so that it appears more attracti$e or necessar) to potential resisters. from abo$e discussion. dependabilit). " E A " + " + E 2 E E "!. all the options gi$en are e5amples of upward communication. 0ence. Manipulation strateg) of o$ercoming resistance to change. Management b) walking around M2/A! is based primaril) on personal obser$ation. The $ariable that is at the heart of 'iedler=s contingenc) theor) is least preferred co9worker. we can infer that option c! is correct. "2. we can infer that option b! is correct. !!. The following statements are not true with respect to content theories of moti$ation • Mc+lelland3s need for achie$ement corresponds to Alderfer3s relatedness needs since Mc+lelland3s need for achie$ement corresponds to Alderfer3s growth needs. . %rganizations that e5hibit a st)le of management that combines traits of 7apanese and American companies are called theor) ( organizations. *ow le$el mangers generall) not concerned with financial control s)stem. "3. we can infer that option b! is correct. 0ence. "5. from abo$e discussion. we can infer that option d! is correct.age 20 of 21 . from abo$e discussion. The following statements are true with respect to content theories of moti$ationG • Maslow3s self9actualization and esteem needs correspond to 0erzberg3s moti$ators. from abo$e discussion. !#. "1. quantit) of work and relationship with people!. *iquidit) ratios measure the abilit) of an organization to meet its short9term obligations b) using its current assets. E5cept corporate polic) statements. from abo$e discussion. 0ence. we can infer that option d! is correct. 0ence. Acti$it) rations when high increases an organization3s profitabilit) resulting in a lesser need for in$estment in assets. from abo$e discussion. and gathers input from emplo)ees. *ow le$el managers use budgetar) control s)stem to ensure organizational acti$ities re carried out according to the budgets allocated. • Maslow3s esteem needs correspond to Alderfer3s need for power. #2. we can infer that option c! is correct. 0ence. 2udgeting decisions do not constitute a set of decisions that are included in an operations management program. 0ence. we can infer that option e! is correct. from abo$e discussion. 0ence. 0ence. !". we can infer that option d! is correct. 0ence. 0ence. we can infer that option d! is correct. from abo$e discussion. from abo$e discussion. 0ence. from abo$e discussion. A E "#. from abo$e discussion. A manager e5hibiting a lack of confidence or trust in subordinates will be categorized into -)stem 1 e5ploitati$e9authoritati$e! of *ikert=s Management -)stems. 2 " E 2 2 Trade pa)ables are a current liabilit) and not a current asset. including general beha$iors and characteristics such as attendance. delegates3 authorit). on which emplo)ee is rated b) the super$isor. #3. from abo$e discussion. we can infer that option a! is correct. "4. we can infer that option a! is correct. qualit) of work. <raphic rating scales are performance appraisal forms listing a number of factors. "ecision support s)stem is an interacti$e computer s)stem that pro$ides managers with the necessar) information for making intelligent decisions. we can infer that option e! is correct. appearance. but makes the final decision himself6herself. we can infer that option b! is correct. 0ence. Maslow3s social needs and Alderfer3s e5istence needs since 0erzber3s h)giene factors correspond to Maslow3s safet) and ph)siological needs and Alderfer3s e5istence needs. we can infer that option d! is correct. from abo$e discussion. workers are in$ited to participate in simplif)ing their work. from abo$e discussion. A consultati$e leader in$ol$es emplo)ees in decision9making. • 0erzber3s h)giene factors correspond to Mc+lelland3s need for affiliation. #1. Transaction processing s)stem s)stems records an) e$ent or acti$it) that in$ol$es the interaction of the organization with e5ternal agents. we can infer that option e! is correct.olicies are not a component of an information s)stem. Top9le$el management usuall) uses financial control s)stem. from abo$e discussion.! . we can infer that option b! is correct. 0ence. "". 0ence. we can infer that option e! is correct. " . from abo$e discussion. from abo$e discussion. we can infer that option e! is correct. 0ence. 0ence. qualit) control s)stems Jin$entor) control low9le$el managers use s)stems.

• "ecisions based on E%. . < TOP OF THE DOCUMENT > . The ma.ob centered leader beha$ior identified b) #owa studies. 100 . we can infer that option c! is correct. 0ence. #!. ma) not be useful in determining in$entor) le$els of parts and materials used in production.ob design approach that in$ol$es the allocation of a wider $ariet) of similar tasks to a . 'inancial control is rele$ant for those aspects of business operations whose outcomes are e5pressed in monetar) terms.or techniques of financial control at operati$e le$el are budgetar) control.ualit) circle is not a technique of financial control and it is a technique of operating control. 0ence. 7ob enlargement is a . from abo$e discussion. we can infer that option b! is correct. could lead to shortage or e5cess of in$entor). A T. -tatement ##! is not true as E%. we can infer that option d! is correct. The remaining costs increase with an increase in in$entor). we can infer that option b! is correct. 2 # .ob in order to make it more challenging. #". from abo$e discussion. 2 + " ##. • The two9dimensional approach led to the probabilit) that a leader might place emphasis on both task and people related issues. from abo$e discussion. 0ence. " " The following statements is6are true about 4economic order quantit) E%. break9e$en anal)sis. from abo$e discussion. The following are inferences drawn from the %hio -tate studiesG • The dimension 4initiating structure3 identified b) %hio -tate studies is similar to the .!3G • #t is helpful for determining desirable in$entor) le$els when demand is predictable. we can infer that option d! is correct.#4. 0ence.age 21 of 21 . • 4+onsideration3 in %hio studies emphasizes people related issues. *abor is a common input to both the producti$it) measuresG total producti$it) and partial producti$it). 0ence. from abo$e discussion. 0ence. we can infer that option d! is correct. we can infer that option d! is correct. from abo$e discussion. %rdering costs decrease with an increase in in$entor). " #5. from abo$e discussion. 0ence.M programme is a continual process in$ol$ing all organization members that spans all production acti$ities in the organization. -tatement ###! is not an inference as %hio -tate studies consider initiating structure and consideration as independent beha$iors and not two ends of the same continuum. :esponsibilit) accounting and internal audit.