Guess Question for Exam 07-08 Set One

Guess question for exam 07-08 Set one

MS14 (S) : MANAGEMENT FUNCTIONS AND BEHAVIOUR

Time: 3 hours
Maximum Marks: 100
(Weight age 70%)

Note : (i)There are two Sections A and B.
(ii) Attempt any three questions from Section A, each question carrying 20 marks.
(iii) Section B is compulsory and carries 40 marks.

SECTION A

1. Identify various responsibilities of a professional manager. Highlight any five important responsibilities of a manager in an organizational set-up and bring out their functional consequences with suitable examples.

2. Explain with examples the various phases and types of managerial decision making.

3. Describe how and why conflict is generated in the organization and briefly discuss various modes of conflict management.

'Having designed the organization structure, to suit the specific needs of the company and its environment, on the basis of most efficient grouping, it becomes desirable to ensure that these differentiated groups are integrated towards the common organisational objectives.

Elaborate and discuss the underlying issues in this statement.

5. Write short notes on any three of the following :
(i) Sustaining leadership effectiveness
(ii) Managerial values and ethos
(iii) Matrix structure
(iv) Policies and design choices in control
(v) Challenges of change

SECTION B

6. Please read the case and answer the questions given at the end.

Mr. Banerjee is the Chief Executive of a medium sized pharmaceutical firm in Calcutta. He holds a Ph.D. in Pharmacy. However, he has not been involved in research and development of new products for two decades. Though turnover is not a problem for the company, Mr. Banerjee and his senior colleagues noticed that the workers on hourly basis are not working upto their full potential. It is a well known fact that they filled their days wiih unnecessary and unproductive activities and worked only for the sake of a pay cheque. In the recent past the situation has become quite alarming as the organization began to crumble under the weight of uneconomical effort. The situation demanded immediate managerial attention and prompt rectificational measures. Mr. Banerjee knew very well that the only way to progress and prosper is to motivate workers to peak performance through various incentive plans.

One fine morning, Mr. Banerjee contacted the Personnel Manager and enquired : "What is the problem with the workers on hourly basis ? The wage bill shows that we pay them the highest in the industry. Our working conditions are fine. Our fringe benefits are excellent. Still these workers are not motivated. What do they require really ?" The personnel Manager gave the following reply : "l have already informed you a number of times, that money, working conditions and benefits are not enough, Other things are equally important. One of the workers in that group recently gave me a clue as to why more and more workers ara joining the bandwagon of non-performers'. He felt bad that hard work and efficiency go unnoticed and unreward, in our organization. Our promotions and benefit plans are tied to length of service. Even the lazy workers, accordingly, enjoy all the benefits in the organization. which, in fact, according to the worker, should go to only those who work hard." Mr Banerjee then wanted the personnel Manager to look into the problem more closely and find out a solution to the problems of workers on hourly basis.

Questions :

(a) What is the key problem in the case ? What probably may be the "other things" which the personnel Manager is pointing out to Mr. Banerjee ?

(b) Discuss the problem of motivation in this case, relating to Herzberg's theory.

Guess question for exam 07-08 Set Two

MS14 : MANAGEMENT FUNCTIONS AND BEHAVIOUR

Time: 3 hours
Maximum Marks: 100
(Weightage 70%)

Note : (i)There are two Sections A and B.
(ii) Attempt any three questions from Section A, each question carrying 20 marks.
(iii) Section B is compulsory and carries 40 marks.

Section A

1. Enumerate various systems and processes involved in managing an organisation. Briefly explain system concept and its inter-relationship with sub systems in an organisational set-up.

2. Discuss various techniques used in decision making. Describe what are the main barriers to effective decision making. Explain with examples.

3. How do Traditional, Behavioural and lnteractionist views explain the process of conflict ? Evaluate the changes which take place within and between the groups as a result of long standing inter-group conflict.

4. "Various multi-faceted task and activities of an organisation have to be differentiated into smaller, manageable components to facilitate efficient achievement of objectives" . Elaborate this statement and discuss underlying issues with suitable examples.

5. Write short notes on any three of the following :
(i) Responsibilities of a manager towards society
(ii) MBO
(iii) Organisational culture and climate
(iv) Span of control and levels of management
(v) Leadership styles

SECTION B

6. Please read the case and answer the questions given at the end :

Case

One afternoon in June 1972, Seth, the industrial engineer of ABC Company, was called to the office of his immediate superior Kapil, the production manager. Kapil said, "Seth. I want to discuss a situation in the production department. A lot of people feel that Joshi is not the right man for the Assistant Superintendent's position. The President and others have decided that I have got to fire Joshi or at least move him out of production. Everyone wants to fire Joshi, but I won't do it to him. I was talking with Bhal this morning, and we decided that you might be able to make use of Joshi in your department."

Seth was surprised by both the information, and the proposal.

Kapil concluded his comments with, "Seth I am asking you to take Joshi. You can say 'No'. But then he gets fired. I have told Joshi this. Also, Joshi knows that if he goes with you he will take a pay cut. However, I think you can make use of him both to your own and his satisfaction. You are, anyway, carrying out an in-process quality control, and you might be able to make good use of Joshi in view ol his long technical experience of production work. Think it over, and let me know by tomorrow".

Seth thought over the matter.

ABC Company had bear a successful enterprise until March 1972 at which time it suffered a sharp decline of profits : sales had fallen off, and production costs had risen. The President adopted three measures which he hoped would improve the condition. First, by creating an Industrial Engineering department for establishing work standards on all production operations, to determine which manufacturing costs were out of line and where remedial action should be taken. Seth, 28 yeals old, who had been wiih the company for two years in the Purchasing department, was selected Seth had B.E. and M.B.A. degrees to his credit. What he lacked in his business experience he made up by his eagerness to learn. He was ambitious and liked by his associates. He wanted a translet from Purchasing to Production for better opportunities for advancement.

Secondly, he consulted a Management Consultation firm to make a study of the Production Department. They pointed out that the chain of command was too long from Production Manager through Plant Superintendent through Assistant Superintendent to Foremen. They recommended the elimination of the position of Assistant Superintendent.

Thirdly, he engaged an Industrial Psychologist to appraise all the Supevisory, Personnel.

Joshi had been with the Company for 20 years since its founding, and during this period had worked on every production operation, and his last 11 years had been in supervisory capacity. His manners were rough and aggressive, and he had little formal education. The Industrial Psychologists report about Joshi contained the following points :

(i) Evaluation for the position of Assistant Superintendent, Not good enough.
(ii) Capacity for good human relations in supervision : Will have friction frequently.
(iii) Need for development counselling : Counselling greatly needed.
(v) General evaluation : Joshi had a good ability profile. He suffers from a sense of inferiority. He does not like the responsibility of making decisions. His supervision is that of Autocratic type. Though he has the ability, as far as his personality make-up is concerned, he is out of place in the present position.

Questions :

(a) What is the core problem in the case ? Explain.

(b) Explain Joshi's behaviour and work experience vis-a-vis the psychologist's report.

(d) What are Seth's considerations in taking a decision ? What should

Guess question for exam 07-08 Set one

MS105 (S) : RESEARCH METHODOLOGY FOR MANAGEMENT DECISIONS

Time: 3 hours
Maximum Marks: 100
(Weightage 70%)

Note : (i) This paper contains two sections, Section A and B. Section A contains five questions. Attempt any four questions from this section. Section B is compulsory
(ii) Statistical tables may be provided.
(iii) Use of own non-programmable calculator is allowed.

SECTION A

1. A local supermarket has experienced a decline in unit sales and little change in rupee value sales. Profits have almost vanished. The chief executive in searching for ways to revitalize the operation, was advised to increase the number of hours the market is open for business. He comes to you for advice in structuring a research problem that will provide relevant information for decision making, Define the research problem taking care to : (15)
(a) state the relevant question.
(b) enumerate the alternative answers.
(c) clearly define the units of analysis and characteristics of interest.

2. "A sample may be large yet worthless because it is not random; or it may be random but unreliable because it is small." Comment upon the above statement and explain the importance of sampling in daily life. (15)

3. What do you understand by factor analysis ? Mention the purpose and uses of factor analysis. (15)

4. What are the seven elements of communication, which are relevant for making a presentation ? Discuss. (15)

5. Write short notes on any three of the following : (15)
(a) Objective characteristics and Inferred characteristics
(b) Editing of primary data
(c) Operating and Strategic decisions
(d) Ordinal Scale
(e) Audio-visual aids in presentation of reports

SECTION B

6. Describe the semantic differential scale. Use the semantic differential technique to develop the profile of three television manufacturing companies in India. (20)

7. A random sample of 30 students obtained the following marks in a class test : (20)
Test the hypothesis that their median score is more than 50.

58 55 25 32 26 85 44 80

33 72 10 42 15 46 64 39

38 30 36 65 72 46 54 36

89 94 25 74 66 29

Guess question for exam 07-08 Set TWO

MS105 : RESEARCH METHODOLOGY FOR MANAGEMENT DECISIONS

Time: 3 hours
Maximum Marks: 100
(Weightage 70%)

SECTION A

1. A sports goods company wishes to test two types of tennis rackets in order to determine which one is "best". (15)
(a) Propose and defend a precise definition of "best".
(b) What is the set of hypotheses that should be tested? Discuss.

2. What is Discriminant Analysis ? What are the differences between Regression Analysis and Discriminant Analysis ? List out a few research studies where Discriminant Analysis has possible applications. (15)

3. "Random sampling owes its importance to the fact that we can assess the results obtained from it in terms of probabilities otherwise the reliability of the estimates remains a matter of individual opinion." Elucidate this Statement. (15)

4. What are the different categories of research reports ? Explain each of these categories in detail. Also give two examples of reports from each of these categories. (15)

5. Write short notes on any three of the following : (15)
(a) Endogenous variables and Exogenous variables
(b) Scrutiny of secondary data
(c) Routine and Non-routine decisions
(d) Eements of Communication Dimension
(e) Type of Bibliographies

SECTION B

6. Define Dichotomous data and the Guttman Scale. Mention two reasons which make Guttman Scale an impractical tool for the measurement of attitudes. (20)

7. The weight (gms) of 31 books picked from a consignment are as follows :
106, 107, 76, 82, 106, 107, 175, 93, 187, 95, 123, 125, 111, 92, 86, 70, 127, 68, 130, 129, 139, 119,115, 128, 100, 186, 84,99, 113, 204, 111
Test whether this sample may be treated as random. (20)

Guess question for exam 07-08 Set one

MS104 (S) : Advanced STRATEGIC MANAGEMENT

Time: 3 hours
Maximum Marks: 100
(Weightage 70%)

Note : There are two Sections A and B. Section A has two sets. Set I is meant for the students who have registered for MS-91 : Strategic Management prior to July 2005 i.e. upto January 2005. Set II is meant for the students who have registered for MS-91 : Advanced Strategic Management from July 2005 onwards. Attempt any three questions from Section A. All questions carry 20 marks each. Section B is compulsory for all, and carries 40 marks.

SECTION A

Set I (OId)

Strategic Management

1. Organizational environment plays a major role in the decision-making of the firm. Discuss in brief, the organizational environment with respect to the stakeholders and their relationship with the firm.

2. Explain the concept of selflessness with the universal inner structure of leaders.

3. Explain technology forecasting process and discuss various forecasting techniques.

4. Explaln the concept of Social Process Audit. Briefly discuss Linowes Model as an approach to social report.

5. Write short notes on any three of the following :
(a) Environmental analysis
(b) Levels of strategy
(c) Evaluation of strategy
(d) Leadership styles
(e) Holding companies

SECTION A

Guess question for exam 07-08 Set two

Set II (Revised)

Advanced Strategic Management

1. Discuss the nature and scope of corporate management and its role in non-business organisation, giving examples.

2. 'The different market structures have different viewpoints with respect to competition.' Explain the statement with respect to the market structures and sustainable competitive advantage.

3. What are the different steps involved in developing R & D strategy ? Discuss with suitable examples.

4. Write brief notes on :
(a) Kumaramangalam Birla Committee Report
(b) Narayana Murthy Committee
(c) Naresh Chandra Committee

5. Discuss tbe issues and challenges in Knowledge Management in the present day competitive environment.

SECTION B

6. Read the following case carefully and answer the questions that follow :

ASIAN PATNTS (INDIA) LIMITED

The siege is over, and the time has come for the leader to sally forth into greener pastures. Even as the paints industry is emerging from the shadow of recession, the Rs. 560 crore Asian Paints (India) Limited (APIL), is mixing new shades to emerge with winning colours.

Says managing director Atul Choksey : "With proper planning and a comprehensive approach to issues, we intend to keep pace with the growth of the industry".

APIL is actually targeting a growth rate that is higher than the 9 to 10 per cent that the industry has been averaging recently. In the year to March 1994, the company notched up a gross sales turnover of Rs. 559.96 crore (net sales : Rs. 401.96 crore), a growth of 10.8 per cent over the previous year. Net profit also registered a healthy growth of 31.5 percent to Rs. 25.61 crore. The results have tidied up the company's balance sheet, which had begun to look a bit ragged.

APIL's approach is multipronged : expansion of its product range and introduction of value added, niche products in the industrial paints area; line extensionos of existing products to target lower income market segments both in rural and urban areas; expansions of production capacity and continuous modernisation to keep pace with the growing demand; and diversification in to the unrelated but synergistic area of ceramics.

All these strategies are part of what the company's top management terms "harnessing our full potential", or the challenges that lie ahead. They are also aimed at retaining leadership in a recession-free industry over the next few years.

APIL is the leader in the entire industry, comprising both organised as well as unorganised players, with a market share of about 19 per cent. The company is confident of the fact that its share of industry sales is twice as much as that of its nearest competitor, Goodlass Nerolac. APIL also dwarfs the others in size, its net sales nearly twice that of Goodlass Nerolac, well over twice that of third-placed Berger Paints, and nearly four times that of fourth-placed Jenson and Nicholson (see Exhibit-I).

It is only wary of the expanding unorganised sector which seems to be eating up the share of firms in the organised sector. Nevertheless, given the multiplicity of shades it is capable of, APIL reckons it can look forward to a compound growth in its market share.

Exhibit I

How They Compare

(Figures in Rs. crore for 1993 - 94)

Company / Net sale / Net Profit / Net Profit/Sales
(%)
Asian Paints / 401.96 / 25.62 / 6.36
Goodlass Nerolac / 205.88 / 8.05 / 3.91
Berger Paints / 174.95 / 3.24 / 1.85
Jenson & Nicholson / 110.33 / 1.97 / 1.72
Garware Paints* / 106 / 2.57 / 2.33
Shalimar Paints** / 102.59 / 1.60 / 1.56
Bombay Paints** / 37.81 / 0.03 / 0.08

* 18 months to September 1993
**12 months to March 1993

But though the good times are back, the company is not content to sit back and relax. The last three years, during which the paints industry went through a trough, saw APIL taking a beating (though it remained the market leader all through), with its paints division showing a negative growth of 3.5 per cent in terms of volume.

With the rupee having been progressively devalued during the years 1989-92, and with high rates of inflation also rampant over this period, excise duties and other levies too exerted upward pressure on paint prices, and this served to depress demand. An additional complication, reinforcing this trend, was created by the difference in the selling prices of paints made by the organised and unorganised sectors.

The first signs of recovery came with the Union Budget of 1993 which cut exercise and custom duties, Excise duties were reduced to 30 per cent and customs duties were cut from 85 to 65 per cent- This provided a respite to the industry by facilitating a rolling back of prices, and it began to grow at about 2 per cent a year. In spite of intermittent social disturbances in 1993, the industry gradually responded and so did the demand for its products. Simultaneously, the automobile industry, which is a major user industry for paints, also began to emerge from the two-year recession.