MBA 1st Semester Management Concepts Applications Examination paper 2016 17 Questions Answers

MBA 1st Semester Management Concepts Applications Examination paper 2016 17 Questions Answers In this post, you will find MBA 1st semester related Examination Papers Question with Answers Management Concepts And applications All topic wise chapter wise Question Answers.

MBA 1st Semester Management Concepts Applications Examination paper 2016 17 Questions Answers
MBA 1st Semester Management Concepts Applications Examination paper 2016 17 Questions Answers

Examination Papers

M.B.A. Examination. 2016-17

Management Concepts and Applications

(RMB-101)

Time: 3 Hours) [Max. Marks: 100

Note: 1. Answer all questions from Section-A

2. Answer any three questions from Section-B.

3. Answer all questions from Section-Cushing internal choice.

Section A

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MBA 1st Semester Management Concepts Applications Examination paper 2016 17 Questions Answers | Index

MBA 1st Semester Management Concepts Applications Examination paper 2016 17 Questions Answers Page.1

MBA 1st Semester Management Concepts Applications Examination paper 2016 17 Questions Answers Page.2

MBA 1st Semester Management Concepts Applications Examination paper 2016 17 Questions Answers Page.3

Note: Write short notes on following in not more than 50-75 Words.

1. Management vs Administration. (2.5×8=20)

Ans. Differences between Management and Administration

The major differences between management and administration are given below:

(a) Management is a systematic way of managing people and things within the organization. The administration is defined as an act of administering the whole organization by a group of people.

(b) Management is an activity of business and functional level, whereas administration is a high-level activity.

(c) While management focuses on policy implementation, policy formulation is performed by the administration.

(d) Functions of administration include legislation and determination. Conversely, functions of management are executive and governing.

(e) Administration takes all the important decisions of the organization while management makes decisions under the boundaries set by the administration.

(f) A group of persons, who are employees of the organization is collectively known as management.

On the other hand, the administration represents the owners of the organisation.

2. Management by objectives.

Ans. Refer to Unit-II, Sec-A, Q.7.

3. Departmentation

Ans. Refer to Unit-III, Sec-B, Q.4.

4. Recruitment policy.

Ans. Refer to Unit-III, Sec-B, Q.20.

5. Types of plans with respect to time.

Ans. Refer to Unit-II, Sec-CQ.1.

6. Management by exception.

Ans. Refer to Unit-IV, Sec-A, Q.13.

7. Scalar chain principle of organising.

Ans. Refer to Unit-1, Sec-C, Q.3.

8. Holistic skill of manager.

Ans. Refer to Unit-1, Sec-A, Q.19.

Section B

Note: Write notes on following in not more than 100 to 200 words. Attempt 3 out of 5. (10×3=30)

  1. Explain the scope and significance of management.

Ans. Refer to Unit-1, Sec-B, Q.9. And Sec-C Q.8.

  • Discuss the strategies and policies of planning.

Ans. Refer to Unit-II, Sec-C, Q.1 and Sec-B, Q.10.

MBA 1st Semester Management Concepts Applications Examination paper 2016 17 Questions Answers
MBA 1st Semester Management Concepts Applications Examination paper 2016 17 Questions Answers

3. What is delegation of authority and state the barriers to delegation?

Ans. Refer to Unit-III, Sec-C, Q.10.

Barriers to Delegation

The following are the common barriers to delegation:

(a) Reluctant To Delegate: Some managers are reluctant to delegate authority to subordinates. They believe that they can take a better decision than their subordinates. This belief is often found among those managers who have been recently promoted and those having superiority complex. They have no proper plan to delegate authority.

(b) Fear of Losing Importance: Managers who feel comfortable with authority,fear to delegate authority. They feel that it will diminish their importance. Such managers delegate only that part of authority to subordinates which relates to their job responsibility. They retain their authority as a positional superior of an organisation.

(c) Loss of Control: Some managers opine that they will lose control by delegating authority to their subordinates. They feel that if they delegate authority to their subordinates, they would not be sure to achieve assigned responsibilities from subordinates.

(d) Mutual Distrust: Managers are often reluctant to delegate authority to subordinates if there is an environment of distrust in the organisation. A manager must have confidence in his own ability to help, guide and control his subordinates before delegating authority.

(e) Fear of Subordinates: Managers are reluctant to delegate authority if they fear that it will expose their shortcomings. They feel that their subordinates will perform better and may create problems in their own career. They have no self-confidence and do not want to face the competitive environment.

– (f) Incompetent Subordinates: Some subordinates are often unwilling to accept delegated authority because of lack of self-confidence. They fear of making mistakes in their performance. It is the responsibility of the superior to develop their self confidence by guiding them and also creating a supportive environment.

(g) Lack of Motivation: Lack of motivational environment discourages subordinates to take responsibility and accept authority. Such environment is found in organisations where there is lack of reward and judgement system.

4. Explain the different leadership styles.

Ans. Leadership Styles: Different types of leadership styles based on authority are as shown:

  • Autocratic/Dictatorial Leadership Style: Autocratic leader often called a ‘dictator’. The autocratic leader gives orders, which must be obeyed by the subordinates. He determines policies for the group without consulting them, and does not give detailed information about future plans, but simply tells the group what
  • mediate steps they must take. He gives personal praise or criticism to each m Domains detached from the group for the major nart of the time. Thus, under he gives personal praise or criticism to each member on his own initiative Jing power is centralised in the leader.

(b) Democratic/Participative Leadership Style: Participative anagerial authority. The leader’s decision is taken after consultation with pative Leadership Style: Participative leadership style decentralises rticipation in the decision-making process.

The democratic leadership style, which is also participative by nature, is pop because it is people-centred. The participative leader establishes trust; hence, close supervision of the staff is not necessary. The democratic leadership  style produces the most positive results In terms of such things as productivity, loyalty, enthusiasm, flexibility, people development, and freedom of expression. However, the leader makes it clear that if the staff cannot come to a decision, he retains the right to do so.

(c ) Free Rein or Laissez Faire Leadership Style: A free-rein leader does not lead, bt leaves the group entirely to itself. He is represented by the chairman of the board who does not manage, but leavesall responsibility for most of the work to his subordinates.

Free-rein Leadership ignores the manager’s contribution approximately in the same way as the autocratic leadership ignores that of the group. It fails to give the group the advantages of leader’s inspired motivation. The leader completely handles over his leadership position, gives all responsibility and most of the work entrusted to the group which he is supposed to lead, limiting his authority to maintain the contact of the group with persons outside the group. This is also known as permissive style of leadership, where there is least intervention by the leader

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