Professional Documents
Culture Documents
Uttar Pradesh
India 201303
ASSIGNMENTS
PROGRAM: DBM
Subject Name
Study COUNTRY
Roll Number (Regna.)
Student Name
:
:
:
:
INSTRUCTIONS
a) Students are required to submit all three assignment sets.
ASSIGNMENT
Assignment A
Assignment B
Assignment C
DETAILS
Five Subjective Questions
Three Subjective Questions + Case Study
Objective or one line Questions
MARKS
10
10
10
b)
c)
d)
e)
Signature :
Date
:
_________________________________
_________________________________
1. Compare the three schools of management thought and discuss which theory as
per you is most important and why?
2. Discuss the 14 general principles of management given by Fayol. Which principle
do you think is the most important?
3. "Decision making is the most critical managerial task." Discuss the above
statement in light of decision-making steps.
4. Which party bears more responsibility in the communication process- sender,
receiver or both'? Justify your answer.
5. "Planning is charting the future course of action at present." Do you agree?
Discuss the advantage of planning as a management process.
Section B
All questions carry equal marks.
Case Study
NO COMMISSIONS ALLOW ED
When Mr. Ram Bansal took over the handbag department at RK & Company New
Delhi, he established several important goals for the department. One was to
increase sales without increasing the number of salespeople or the way they were
paid. Unlike some retail supervisors, Mr. Bansal was not in a position to use
commissions to reward improved performance. All his employees were paid a
straight wage without commissions and all members of the staff were union led. He
also wanted to improve customer service and employee satisfaction.
This arrangement offered few motivational options and had a negative effect on
employee attitudes. In other departments of the company, customers were often
shown a dressing room "cop" who asked how many garments were included and
gave them the appropriately colored tag.
The original sales clerk rarely appeared for additional customer service. Many sales
people in the company were painfully aware of the lack of personal commitment to
their job and customers. One employee commented, "There's a lot of talk about
increasing customers." Mr. Bansal knew he had to make some changes in order to
improve the sales production in the department.
His first step was to give full-time employees their own counter area and their own
line of merchandise. He also increased the responsibility of the sales staff for
managing their own inventory and their own line of merchandise. Any sales person
who needed information was encouraged to offer the buying staff suggestions, was
encouraged to talk with buyer of handbags. Previously, the sales staff had felt they
were not supposed to talk to buyers.
Every week, Mr. Bansal brings the staff together for a meeting. At these meetings,
he emphasizes the importance of customer service 'and reviews any change in
departmental policies and procedures. He also encourages employees to discuss
problems and ask questions. These meetings provide Mr. Bansal with an opportunity
to publicly recognize the accomplishments of employees.
Questions
1. What motivational need did Mr. Bansal satisfy for his full-time employees?
Section C
Objective Type Questions
1. The ability to see the organization as a whole and being aware how changes in
anyone part of
The organization affect all the other parts is known as:
a. Leading skill
b. Human Skill
c. Conceptual skill
d. Organizing skill
Termed as:
a. An open system
b. A closed system
c. A system which is self sufficient and self regulatory
d. All of the above
b. Synergy
c. Enhanced skills
d. Better management control and supervision
10. A company
a. Is a person
b. Though a person has neither a mind nor a body of its own
c. Is an artificial person which has no body but has a mind of its own?
d. Is an artificial person, invisible, intangible and existing only in contemplation of
law?
15. Conflicts in work environment could be classified as under (Tick mark wrong
one).
a. Perceived conflict
b. Apparent conflict
c. Manifest conflict
d. Latent conflict
16. Industrial Dispute Act, 1947 provides the following Industrial Relations
machinery for resolution of conflicts: (Tick mark wrong one)
a. Negotiation
b. Conciliation
c. Mediation
d. Arbitration
17. The most common type of performance appraisal scheme followed in Public
Sector is:
a. Management Group Appraisal
b. Superior-subordinate Appraisal
c. Staff-group Appraisal
d. Committee Appraisal
18. What can an organization do to alleviate stress (Tick mark wrong one)?
a. Undertake a stress audit
b. Use scientific input
c. Spread the message of stress awareness
d. Organize job evaluation
19. The power a person derives from the closeness to a powerful person is known
as:
a. Authority
b. Emotional power
c. Expert power
d. All of the above
20. The saying "Give a man fish, He will eat it, Train a man to Fish, He will feed his
family" is used
In relation to which management activity?
a. Motivation
b. Recruitment
c. Training
d. Production
b. Direct
c. Indirect and Third Party
d. All of the above
32. The logical and possible sequences of positions that could be held by an
individual based on
What and how people perform in an organization is called:
a. Career
b. Career Anchors
c. Career Path
d. Succession Planning
34. The Act which aims to ensure regular and prompt payment of wages and to
prevent the
Exploitation of wage earners by prohibiting arbitrary fines and deductions is called:
a. The Equal Remuneration Act, 1976
b. The Payment of Bonus Act, 1965
c. TheMinimumWagesAct, l948
d. The Payment of Wages Act, 1936
Own before they reach the age of superannuation. Such a scheme is called:
a. Golden Handshake
b. Voluntary Retirement Scheme
c. Both (a) and (b) above
d. Neither (a) nor (b) above.
a. Forming
b. Norming
c. Welcoming
d. Performing