DAVV MBA QUESTION PAPERS


 
 

Dec 2015
Master of Business Administration (MBA) Examination
I Semester
( Management Principles and Practices)
Time : 3 Hours ( Max. Marks : 80


Note : Attempt any four questions from Section A. Section B is compulsory. All questions carry equal marks.
( Section A)
1. Critically evaluate the. Classical and Behavioural School of Management Thoughts.
2. What is Planning Process ? Explain various steps in the Planning Process.
3. "In selecting from among alterative, three bases for decision are open to the manager - experience, experimentation, research and analyse. "Explain this statement How are managerial decisions improved by better selection of alternatives
4. "Budgetary control is tool of planning co-ordination and control." Explain:
5. What are the reasons for conflict between Line Managers and Staff Managers ? Also suggest measures to improve their relations.
6. Write short notes on any-two of the following :
a) TOWS Matrix.
b) MBO.
c) Delegation and Decentralisation.
d) Span of Control.
(Section B)
7. Read the following case and answer the questions given at the end :
BHARAT ENCINEERING WORKS LIMITED
Bharat Engineering Works Limited is a major manufacturer of industrial machineries besides. other engineering products. It has enjoyed considerable market preferences for its machineries because of limited . competition In the field. Usually there has been more orders that what the company could supply. However, the scenario changed quickly because of the entry of two new competitors in the field with foreign ' technological collaboration. For the first time, the compos, faced problem in .marketing its products with usual profit margin. Sensing into the likely problem, the chief executive appointed Mr. Arvind Kumar as a general manager to direct the operations of Industrial machinery division Mr. Kumar had similar assignment abroad before coming back to India.
Mr. Kumar had a discussion with the chief executive about the nature of the problems being faced by the company so that he could fix up his priority. The chief executive advised him to consult various heads of department to have first hand information. However, he emphasized that the company lacked an integrated planning system while members of the board of directors insisted on introducing this meeting both formally and informally.
After joining as General Manager Mr. Kumar got 6 briefings from the heads of all departments. He asked all departmental heads to identify major problems and issues concerning them. His main concern them. The marketing managers and sales professionals. His main concern was a lack of engineers but they were spread under three separate engineering groups Sales people had no central organization which had responsibility to provide sales support. Therefore, some jobs were being done from outside at higher costs or with lower quality. Besides he needed a generous budget for demonstration system which could be sent on a trial basis to customers to win business.
The Production Manager complained about the old machines and equipment used in manufacturing. Therefore, cost of production was high but without corresponding quality While competitors had equipments and machinery, Bharat Engineering neither replaced its age-old plant nor got it reconditioned. Therefore, to reduce the cost, it was essential to automate production lined by installing new equipment. Director of research and development did not have any specific problem and, therefore, did not indicate for any change. However, a principal scientist in R & D indicated on one day that the director R & D, through very nice in his approach, did not emphasise on short-term research projects which could easily increase production efficiency to the extent of at least 20 percent within a very short period. Moreover, such projects did not Involve any major capital outlay.
Mr. Kumar got himself convinced about the management process going on in the division and the type of problems being faced.
Questions :
(a) Discuss the nature and characteristics of management process followed in the company.
(b) What are the real problems of Industrial machinery division of the company ?
(c) What steps should be taken by Mr. Kumar to overawe these problems ?