M.B.A. DEGREE EXAMINATION, MAY 2017
First Year
PERSPECTIVES OF MANAGEMENT
Time 3 Hours Maximum Marks 70
Section A x 5 15)
Answer any three questions
Q1) MBO.
Game theory.
Management ethos.
Delegation.
Group dynamics.
Communication.
Section B x 15 45)
Answer any three questions
Q2) Describe the steps in management process.
Q3) What are the techniques of decision making?
Q4) How do you resolve conflicts in an organization? Explain.
Q5) Give an overview on different styles of leadership.
Q6) Briefly explain about group dynamics.
Q7) Bring out the responsibilities of a professional manager.
Section C
(Compulsory)
Q8) Case study.
The shopping centre branch of a well known marketing company housed in a modern,
air conditioned building situated in a prime location in the city. It has its full
compliments of staff, who are well trained, but contrary to the expectation. It seems to
have been losing business to other competitors and failing to meet targets. When it was
reported to the regional manager that two staff had asked for transfers, he called in on
the manager.
At the interview it was revealed that friction had arisen between the manager and his
senior assistant Hemanth and between staff. According to the manager, Hemanth had
an abrasive personality.
He was authoritarian and dominating in his dealings with the staff and contemptuous of
their intellect.
The manager admitted that he found the strain of working with Hemanth very wearing
himself, inspite of several "quiet words" with him. Hemanth had not changed his
behavior and the manager had been forced into the role of peace-maker to ensure a
resemblance of good relation in the organization.
He added that the staff no longer seem to want to do things when asked, They display a
rigid attitude towards customers and they are no longer prepared to work beyond
normal hours, except under extreme pressure. This pressure usually takes the form of
threatening behaviour from Hemanth, who says that the only important thing is to get
the work by the end of the day. It is established that the branch problems usually began
nine months ago when Hemanth arrived.
The regional manager decided to talk to Hemanth himself. It so inspired that Hemanth
had been brought up and had also been first employed in an economically
disadvantaged and tough area of the city. He had a weak boss who never gave any
direction which resulted in an easy-going attitude and an unacceptable slackness which
Hemanth wanted never to repeat when he was promoted to a managerial post.
For this reason, Hemanth supervises the work very closely. He does not listen to
suggestions, he prefers the staff simply to do the work his way. He likes them to stick
to their technical tasks and leave the managerial work to him. He has been known to
struggle with a problem for days, when, if he asked one of his clerks, it could be solved
in minutes.
Questions
Explain and discuss Hemanth's Management style.
Make suggestions as to how the situation at shopping centre branch could be
improved.