ndetail metal? Explain in det metal oxide not pyro-metallurey why metals are extracting from their ores at high’ }0) Which metal oxides cannot be reduced by heating with carbon? Explain ind 11) Reduction with C for Cu,O can be done at a lower temperature than ZnO Why Ellingham diagram and Explain in detail 2 5 12) Reduction with C for PbO can be done at a lower temperature than TiO Why? Refer Ellingham diagram and Explain in detail Part-2 1. Can Alacts as a reducing agent for reducing MgO to Mg metal at 22735? Can Al acts as a reducing agent for reducing MgO to Mg metal at 10731? ing agent for reducing ZnO to Zn metal at 1473K ? ent for reducing PbO to Pb metal at 573K? ZnO to Zn metal at 1223K? 3. Can Al acts as a reducil 4, Can C acts as a reducing 5. Can C acts as a reducing agent for reducing Ae. Can Me acts as a reducing agent for reducing FeO to Fe metal at 1073K? (Xan Mig acts asa reducing agent for reducing FeO; to FeO at 1573K? %. Can Carbon acts as a reducing agent for reducing FeO to Fe at 1073K? 9, Can Carbon acts as a reducing agent for reducing Cu2O to Cu metal at 27. 10. Can Zn acts as a reducing agent for reducing C03 to Cr metal at 1523K ? to Cr metal at 1523K? 11. Can Ni acts as a reducing agent for reducing Cr203 12. Can Mn acts as a reducing agent for reducing FeO to Fe at 1073K? 3°K? —i wed, foe et i. pos € m ( ond OC tilerg \ Rec yw a dat ey re \ : h< pari oy « ; i. A Sled MN Cetera Cn) 5 le AD OF é how w Yyactan o> BoM not Ay Vole Seat boa i : k ker un de WW pont aes3, MeaSuve actust A Compare ALES 4. Whatis staffing and what is the major Process involved init? @-g Stagg J - proceny1. What is change and development and what are the main types of change, examples of each change in organization 4 Chane is Aireratign’ OF Starus Fuo, es 3S Afnamic crete CF Ow ryonm €ut + a = ete) Be pyecess ortenred cote CTs vil Sy yeepte OM ones route + Shyarepre € + Structure CHa. 2. What is delegation and why we do delegate, What are the main types of delegation used CW—P in organizations? a Detefaron is + SEOWVR OL formar Oitthert ny to OhWer prions The Yeason v dele tation 45 4 ifmancter ss Weg cation | FUR CHORAL - TechieManpower planning B. Recruitment _ PALs, The power that a leader pos: organization is called A. legitimate power —. sesses as a result of holdit C. coercive power B. charismatic power D. expert Pe A ~Afrintern sea vesicle i cay cont employees where leader is considered as the dogmatic chararcter. - Autocratic C. laissez-faire — B. Democratic D. situational » b¢ One of the following explains the measure standards of conduet A. Quality C. Cost B B. Ethics — D. Time Evaluation C. Diagnosis B. Analysis ~ D. Feedback — C. Preventive control D. End result contro} C. Safety D. Self-Realization — 46. The at of enhancing broader and getting ‘general knowledge in long term ige ip A. Education + g _C.Change . Attitude inal force that energizes behavior, givee direction t0 behavior, B. Training underlies the tendency to persist,B. coercive power — k ya One of the following isnot true about the demo cratic leadership style . Subordinates take part in the decision-making = . There is consultation with workers — - Leader delegates much of his authority . There is two way communication < 5 : . Complete freedom is given for workers —— - The method of delegation of authority that is mostly used for the ~ "high is needs high expert skill and knowledge for decision is- A. Administration delegation © Funetional delegation. B B. Geographical delegation D. Technical delegation —— If you observe students likes you to celebrate a cultural day and environmental Gt these type of informal gathering is called i 2 2 a A. Socio-gram B. Interaction chart, — the process of A. Motivation ‘ting employees towards the major ive for C. controlling B. directing PLyesenc Authomotive ind D. organizing around works ferent machines and assemble products: ry often group activities skill needed” to operate entation is---. = A. Product ~ B. Process”. A thermostat machine can self regu A. Non-cybemetic control ‘ontrol *w formal organization is a network of personal and social n Spontaneously as people associate with one another in a work environm } Vertical informal grouping can consist of all the members in the same embership developed across departmental lines, } Wide Span of management refers to when few number of: ubordinates who ‘oamanger or directly supervised by a manager. Structural Change is related to change in the mission of ization. Ill. Shortanswers question exp e following 1. What are the major types A -S2Go tray 2, ist the major types of standards used to co nd 9 contra A. B81 3. State the three common Are | c feed bere (ourpury Contig | 4. List the major forms of d 5 par A REP ars=e, C. Authority* = D. Scalar chain ~ (rizontal dimension of organization structure explains --------level of a mang B. Depratmentation 1 Equal _ © Same B. Different D. A&C —— 3. Allof the following can explain the use of organization charts except A. Chain of command ~ Span of control 1) ~ . Informal communication - ‘An authority that defines the relationshi formal a D. Managerial levels - E. Current organizational setup — between supporting staff which assists the ty relationship in organizations is known as ‘ine authority ; D. Line and staff authority }. Staff authority — E all _C. Functional authority 3 One of the Following is the informal organization structure in Defense Engineering College ie. A. Opening a new department C. Culture day participants = B. The environmental club D. Allexcept A1 Chose your bes write vour right choice letters on the space provided (1 point each) The theory of motivation concerns with the use of rewards and per desired human behavior VA carrot stick approach WH money as motivator nswer for the following multiple choice questions then Maslow needs theory D, enforcement The need hierarchy that concerned with the need for friendship, companionship, and a place in a group ‘social atiitiaion C. physiological needs B. esteem needs D. safety needs The need hierarchy that capable of be refers to the need for fulfillment, t desire to become what one is ning-to fhaximize one’s potential (Bese actuatization needs — C. physiological needs B. esteem needs D. social affiliation need One ofthe following isnot @ scenes iy C. coordinating actions B. wives guidance D. maximum utilization of resources ‘One is not the advantage of democratic leadership style ‘A. Subordinates take part in the decision-making B. There is consultation. C. Leader delegates his authority Dy one way communication + — A leadership style involves subordinates in making organizational dec with them and shares authority to reach a decision isions, shares problems A. Autocratic ©. laissez-fa @® Democratic D. situational The process of regulating organizational activities so that actual performance conforms to expected organizational standards and goa! Directing Coordinating Leading1 Chose your bes write vour right choice letters on the space provided (1 point each) The theory of motivation concerns with the use of rewards and per desired human behavior VA carrot stick approach WH money as motivator nswer for the following multiple choice questions then Maslow needs theory D, enforcement The need hierarchy that concerned with the need for friendship, companionship, and a place in a group ‘social atiitiaion C. physiological needs B. esteem needs D. safety needs The need hierarchy that capable of be refers to the need for fulfillment, t desire to become what one is ning-to fhaximize one’s potential (Bese actuatization needs — C. physiological needs B. esteem needs D. social affiliation need One ofthe following isnot @ scenes iy C. coordinating actions B. wives guidance D. maximum utilization of resources ‘One is not the advantage of democratic leadership style ‘A. Subordinates take part in the decision-making B. There is consultation. C. Leader delegates his authority Dy one way communication + — A leadership style involves subordinates in making organizational dec with them and shares authority to reach a decision isions, shares problems A. Autocratic ©. laissez-fa @® Democratic D. situational The process of regulating organizational activities so that actual performance conforms to expected organizational standards and goa! Directing Coordinating Leadingv X. “The type of change process that is convemed with changin: ths objective and an) modi ‘hission of the organization as per changes A. Structural change process oriented A. Structural chang pene Cal i 1B. Task approach or si @D Sirategie change 2, One wf the following is the vontcoling type that involves the qezulution of wetviigs suring the ‘wunalimmational paces nget organizational quality sami) Veed back control CH Preventive control FAD Concurrent control 4 D. End result control 110, The type oF leadership style that concerned with the lender's role that is one way. wmiinication and no workers participation inthe decision making process, 4 Democratic © We Lalsser-taire D. Participatory TE IF you yet « power through your best tulen, in act works at DIC collage then most students mired yas and if you ate likey others, what ype of power you get A. Reward €. Legitimate 1. Lxpert © Charismatic and enthusiastically toward the Autocratic 12, The art of influencing people so that they will strive willing! achievement of organizational goals is called. ©. Staffing , Control ynership <—— D. Organizin BP's need hierarchy ste needa mvorves: une desire tw “be “TeSpREIeA TET jon by others is -——---—-need seem © Safety Ti, Social D. Physiological 14. One of the following is a positive process of searching for prospeciive employees and stimulating them to apply for the jobs. ® Recruitment C. Selection 1B, Manpower planning D. Training 15, The act of enhaneing and geting the byoad and general knowledge with in long petiod of time. A. Training ©. Change ® Eaucation — D. Autitude __16. An intemal force that energizes behavior, gives direction to behavior, and underlies the tendency to persist for job. A. Performance © Motivation D. Ability B. Development 17. In Abraham Maslow need hierarchy, the need for fulfillment the desire to become what_one is ‘capable of becoming-to maxiniizes his/her potential Y self actualization needs B. esteem needs C. physiological needs D. social needv X. “The type of change process that is convemed with changin: ths objective and an) modi ‘hission of the organization as per changes A. Structural change process oriented A. Structural chang pene Cal i 1B. Task approach or si @D Sirategie change 2, One wf the following is the vontcoling type that involves the qezulution of wetviigs suring the ‘wunalimmational paces nget organizational quality sami) Veed back control CH Preventive control FAD Concurrent control 4 D. End result control 110, The type oF leadership style that concerned with the lender's role that is one way. wmiinication and no workers participation inthe decision making process, 4 Democratic © We Lalsser-taire D. Participatory TE IF you yet « power through your best tulen, in act works at DIC collage then most students mired yas and if you ate likey others, what ype of power you get A. Reward €. Legitimate 1. Lxpert © Charismatic and enthusiastically toward the Autocratic 12, The art of influencing people so that they will strive willing! achievement of organizational goals is called. ©. Staffing , Control ynership <—— D. Organizin BP's need hierarchy ste needa mvorves: une desire tw “be “TeSpREIeA TET jon by others is -——---—-need seem © Safety Ti, Social D. Physiological 14. One of the following is a positive process of searching for prospeciive employees and stimulating them to apply for the jobs. ® Recruitment C. Selection 1B, Manpower planning D. Training 15, The act of enhaneing and geting the byoad and general knowledge with in long petiod of time. A. Training ©. Change ® Eaucation — D. Autitude __16. An intemal force that energizes behavior, gives direction to behavior, and underlies the tendency to persist for job. A. Performance © Motivation D. Ability B. Development 17. In Abraham Maslow need hierarchy, the need for fulfillment the desire to become what_one is ‘capable of becoming-to maxiniizes his/her potential Y self actualization needs B. esteem needs C. physiological needs D. social needSav ‘True’ if the y (i who is in charge of each task OF each sp The department by the fing is ties around a When manufacturing firms olen grow activi Process oF type of equipment 4and when special sill is nes ated tate FE xd to operate different machines: — g/o.cu —2: Structural changes ane rel jcal developmen, inforaion_ processing J, ten tte SEMEL he manutecurng operaions=P7C= S = AY en ted 4. Controlling isthe i : L—4 Controting isthe process of checking o regulating organizational activities so that actus Performance conforms to expected organization: standards and poals lesion ia pus: prscegs of searching for prospoctive employees and simul 7 '8-apply forthe jobs in the organization & “Incontrlling process Zero deviation is when the actual performance i qual to expectations Standards or if performance fulills expectations (meets standards) Corollary standards are moral and et al criteria that shape the behavioral climate ofthe work place They originate fom law, custom and religious beliefs. oa ale aa Training is the act of increasing the knowiedge and skill of an employee for doing a Particular job and is concerned with imparting specific skills for particular purposes, —7— Directing isthe art of influencing pple so that they wil strive willingly and enthusiastically | 10. Chang z ‘oward the achievement of OrgaRiZntiORal or group Boas —C=EXANT | imaged change which can be used to solve problems more readily. lear from experiences, adapt to new conditions and become more competent MII, Short answers question (1_point each) Try to attempt all the questions use the space provided for your answers List three leyels of informal organizational grouping 4 Hot sorta) arayp ay /hevitevtol sYoups Werte Yeu) 2. Verdi cab SYoups mine TP 5. nixed gyoup 2. List the major types of delegation in organization A, fer difeb ul deigener Ad mnie Fa $e ahs mishedive Be fans eee Diaacbiophicod "4 cos t ee basic components of leader Function 2. What tse siecmponsns leon, bee a abeod ) fete were) fF Uitenrrony ISav ‘True’ if the y (i who is in charge of each task OF each sp The department by the fing is ties around a When manufacturing firms olen grow activi Process oF type of equipment 4and when special sill is nes ated tate FE xd to operate different machines: — g/o.cu —2: Structural changes ane rel jcal developmen, inforaion_ processing J, ten tte SEMEL he manutecurng operaions=P7C= S = AY en ted 4. Controlling isthe i : L—4 Controting isthe process of checking o regulating organizational activities so that actus Performance conforms to expected organization: standards and poals lesion ia pus: prscegs of searching for prospoctive employees and simul 7 '8-apply forthe jobs in the organization & “Incontrlling process Zero deviation is when the actual performance i qual to expectations Standards or if performance fulills expectations (meets standards) Corollary standards are moral and et al criteria that shape the behavioral climate ofthe work place They originate fom law, custom and religious beliefs. oa ale aa Training is the act of increasing the knowiedge and skill of an employee for doing a Particular job and is concerned with imparting specific skills for particular purposes, —7— Directing isthe art of influencing pple so that they wil strive willingly and enthusiastically | 10. Chang z ‘oward the achievement of OrgaRiZntiORal or group Boas —C=EXANT | imaged change which can be used to solve problems more readily. lear from experiences, adapt to new conditions and become more competent MII, Short answers question (1_point each) Try to attempt all the questions use the space provided for your answers List three leyels of informal organizational grouping 4 Hot sorta) arayp ay /hevitevtol sYoups Werte Yeu) 2. Verdi cab SYoups mine TP 5. nixed gyoup 2. List the major types of delegation in organization A, fer difeb ul deigener Ad mnie Fa $e ahs mishedive Be fans eee Diaacbiophicod "4 cos t ee basic components of leader Function 2. What tse siecmponsns leon, bee a abeod ) fete were) fF Uitenrrony ICe Lbe O ices r 5 Discussion questions (2 ee ints each) give your own practical examples to explain + Use the attuched paper to explain your answer. (10%) 1, What is performa Performance appraisal and the main procedures used in performance appraisal 2. Explain the tree types of leadership sles and their major characteristics ancaesioP BH. - ee be MAAN [Y Av tacatee oy MV PEI PB Pon lnrens Classica, 2h Prajmrn ge with Weld Be ny comimtesicnNen~ mykocvoc ; note 3, What are the major steps used in controlling process? D4, determine Aiea do ceadval 2, EAtablionin’ Standaras B.ycaouring acuad pevdermance. anus Standards A, Comparvin’ per qorman’s Gnvre ceive action (on fine) S 5, TavkiensCe Lbe O ices r 5 Discussion questions (2 ee ints each) give your own practical examples to explain + Use the attuched paper to explain your answer. (10%) 1, What is performa Performance appraisal and the main procedures used in performance appraisal 2. Explain the tree types of leadership sles and their major characteristics ancaesioP BH. - ee be MAAN [Y Av tacatee oy MV PEI PB Pon lnrens Classica, 2h Prajmrn ge with Weld Be ny comimtesicnNen~ mykocvoc ; note 3, What are the major steps used in controlling process? D4, determine Aiea do ceadval 2, EAtablionin’ Standaras B.ycaouring acuad pevdermance. anus Standards A, Comparvin’ per qorman’s Gnvre ceive action (on fine) S 5, TavkiensDefense University, Engineering College DEPARTMENT OF BASIC AND APPLIED COURSES Introduction to Management (MG-2310) Test- II Time allowed 30_min. Nov./2017 Name | Id no. roup No. Specailics Gon Deemrtaeec L ‘hose Co answer for the foll mi ple choice questi it. each) Di (One is not barrier in planning A. Risky B.Need information _C. Affected by extemal factor _D. simplicity ay Why planning needs information < For forecasting future C. Reduce uncertainly B. Future is undetermined D. All ‘D3. Why planning is continuous need to be revised ae «Affected by technology C. Frequent revision B. Change in economy D. All AXA. Oné of the following is limitation of planning ‘A. Risky B. clarity C. stable D. flexible AS. One is true about procedure A Step by step instruction C. It guide workers action and thinking B. behavior of workers D. All i$ not true about project General task C. Give tasks with responsibility B. Have deadline D. Separate part of program Ttis about day to day activity All pa B. Concerned about lower level ISS. He tons 1. Explain the significance or Importance of planning in organizations 2. Explain the limitation in planning 3. Explain why planning is pervasive / universal Answer rhonce o, Planning a) Provides divecon and Objectias of the Org) ization goal: / i is Gite. of purpose provides Hae Abilihy a¢ purpose 49 the: and ‘ he fubue- noone can foresee the4. Explain the similarities and differences between scientific and administrative f management theory.

NO * Z au Raya dyson & alow + Division & (noow yaw os ines Ae Body S WM doetin WM P © Cowtown win hacks PY Salon, Soc Cras Cen Wane ova Q Pag Me and &4. Explain the similarities and differences between scientific and administrative f management theory.
NO * Z au Raya dyson & alow + Division & (noow yaw os ines Ae Body S WM doetin WM P © Cowtown win hacks PY Salon, Soc Cras Cen Wane ova Q Pag Me and &4. Explain the similarities and differences between scientific and administrative f management theory.
NO * Z au Raya dyson & alow + Division & (noow yaw os ines Ae Body S WM doetin WM P © Cowtown win hacks PY Salon, Soc Cras Cen Wane ova Q Pag Me and &your answer and a6 , 1. What is the main Contributions of Scientific ieauece ae management thought? Ne Stettaliarcon ia Quy, Management theory for Torasnamwins \ens) 8G wirtamn Qos Pes Siedge S wnranas, ones Nee A WK Cale and Giver Lox alk Aiea ay Ba eA es Nia ara aa owe warned ans) asset rah ting) ee ” f Bras we Or Grow Be WYyour answer and a6 , 1. What is the main Contributions of Scientific development of management thought? Ne SGettalitarcon au Oey, Management theory for Bstalba bits Ga PC aking” es pe Siedge & : Sane or Wi cahe ave Sivalde Leet we F OA wa & ss es Prag! omelet wlttonal oxoyanitent on eve watrod ons) scsi coe By ratty) a. ee ” «. Bras we or Grow Be WY* The stating process invotves all exoept A. Reority 7 ©. Organizing D. Training and development / (Xe 8. One wtthe following He not among the sub functions of directing A. Commnunivation ©. Leadership BL Motivation D, Controlling AD 0. the finetion of management concerned with establishing relationships foinonge Various parts of the organization towards their objectives,* The stating process invotves all exoept A. Reority 7 ©. Organizing D. Training and development / (Xe 8. One wtthe following He not among the sub functions of directing A. Commnunivation ©. Leadership BL Motivation D, Controlling AD 0. the finetion of management concerned with establishing relationships foinonge Various parts of the organization towards their objectives,* The stating process invotves all exoept A. Reority 7 ©. Organizing D. Training and development / (Xe 8. One wtthe following He not among the sub functions of directing A. Commnunivation ©. Leadership BL Motivation D, Controlling AD 0. the finetion of management concerned with establishing relationships foinonge Various parts of the organization towards their objectives,D. Staffing ‘that concerned with coordinating the C. Distinct process D. Integrative force et applies his talent to the solve the organizational problems that is management as ——~- nce D. Profession Tho role ofmanager that works like a peace maker and seek solutions of various. icipated problems in an organization termed as A. Resource allocator turbance handler B. Negotiator ei D. Mediator iques of management that ‘Managers peyform the five managerial functions so management as are equally applicable in all fields and C. Distinct process D. Integrative force according to his C. Functional delegation D. Administrative dele