mba-1-sem-principles-and-practices-of-management-jan-2010

mba-1-sem-principles-and-practices-of-management-jan-2010

January 2010

Master of Business Administration (MBA) Examination

I Semester (Autonomous)

Principles And Practices of Management

Time 3 Hours)                                                                                                 (Max. Marks 90


Note- Answer any three questions from Section A. Each questions of Section A carries 22 marks Section B is compulsory and carries 24 marks.

(Section A)

1.      What are the major concepts of Management? Explain Classical Approach to effectively manage the organisation and also justify your answer.

2.      Describe the various instruments of planning with suitable examples.

3.      What is Effective Decision Making? Write down the Theories of Decision Making.

4.      What do you understand by Organizing Process? Write down the concepts and components of organizing.

5.      'Control ensures that plans are being implemented and goals are being achieved in a very effective and efficient manner.' Comment on this statement.

(Section B)

6.      Analyze the case and answer the following-

Reliable Enterprises

Reliable Enterprises was established 10 years ago at Lonapur when it was a small, almost deserted, village near the district town of Bijnor. The firm produced a number of decorative fixtures. In the beginning, the 'management' was just one person- Seth Chandan Das. But as the demand and Profits grew, some' executives' mostly the Seth's distant relatives were employed. These people were content to take the line of least resistance and merely kept on the right side of the Seth. Meanwhile, Lonapur became more and more inhabited and soon became a large housing area where the factor and the few other workshops got surrounded by residential housing. The Seth, however, was reluctant to move the factory to another large plot which he owned in an Industrial Area on the ground that he was sentimentally attached to Lonapur.

The seth rarely came to the factory especially since he appointed Mr. Kaveri, B.E., M.B.A., as the Chief Executive on the strong pleadings of his sons, Mr. Kaveri's style of working was resented and he had to fire a few people who were inefficient and obstructionists. He tried to reason with his officers and supervisors that the main weaknesses were poor working atmosphere and poor machine and manpower utilization.

He also tried to convince the officers that the growing grip of the employees' union needed to be dealt with greater firmness through the use of disciplinary procedures against erring and negligent employees. His concern over deterioration in employee discipline was shared by the officers and supervisors, though they were reluctant to confront the union. Another point that he shared with the officers was about the relatively stagnant market which was attributed by him to lack of any organized marketing effort. All these aspects of the working of Reliable Enterprises ultimately got reflected in the declining profitability and difficulties in paying up suppliers on time. One day the chief Executive called a meeting of all the officers and supervisors and addressed them as follows-

"Gentlemen, lam here for nearly a year but find that I have made very little progress because my ideas are not accepted. lam therefore, forming an inter-departmental team consisting of Mr. A from production, B from finance and my executive assistant. Let the team find out the' facts, the weaknesses and what has to be done to improve matters. Let scientific management be the sole criterion of working and not sentimental attitudes. In other words don't accept things because lam saying so- let the team say so but once the team makes a critical study and makes a recommendation let everyone wholeheartedly support it. I shall give a full brief to the team which should be carefully studied and which become the starting point for the team's work."

Questions

1.      What are the main problems of Reliable Enterprises?

2.      What, according to you, are the probable causes of these problems?

3.      What broad recommendations would you like to make to revamp the working of Reliable Enterprises?

 

 

 

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