Total No. of Questions 08] [Total No. of Pages 03
M.B.A. DEGREE EXAMINATION, MAY 2018
First Year
HOSPITAL ADMINISTRATION
Management Process Organizational Behaviour
Time 3 Hours Maximum Marks :70
SECTION A
Answer any three questions. x 5 15)
Q1) Total quality management.
Directing
Leadership skills.
Group dynamics.
Organisational climate.
Group cohesiveness.
SECTION B
Answer any three questions. x 15 45)
Q2) Explain scientific management theory developed by F.W. Taylor.
Q3) Explain various functions of management in detail.
Q4) Discuss various types of leadership styles.
Q5) Define the term learning. What is its impact on an employee behavior?
Q6) What is resistance to change? How do you overcome this resistance?
Q7) Explain Maslow's need hierarchy theory.
SECTION C
(Compulsory)
Q8) Case Study:
The day has finally come: Mr. Rajesh is to assume the position of President of
Metro Manufacturing. Metro is a widely respected producer of high quality
control mechanisms. When the previous president retired, Rajesh was identified
as the likely choice for assuming the post. He was respected for his competence
in the field and for his ability to work with employees at all levels of operations.
Rajesh arrived at work early this morning, not so much to work but to think. As
he sits behind his new executive desk, drinking a cup of coffee, his thoughts go
back to his early days with Metro.
Twenty years ago Rajesh was just a young man right out of college with no
business experience and a degree in industrial management. He was hired as an
assistant foreman and was placed immediately on the production line. "Oh, those
were the days", he thought. "Seems like there was a problem that required
solving every minute". Thank goodness for the standard operating procedures
manuals and for a foreman who was patient enough to answer my
questions, didn't have to make too many critical decisions then. But I sure was
putting out a lot of daily fires".
As the nostalgia influence continues, Rajesh thinks back to the time when he was
taken off the production line and promoted into middle management. "Things
sure did change then", he thought. As production manager, he had to think
further into the future. As a foreman, Rajesh was primarily concerned with
meeting daily production requirements. Now he had to plan weeks and even
months in advance. The human and communication problems remained although
it seems like the reports he had to write were longer. But, as he remembers, the
major changes occurred because he had to do more creative thinking. Laughing
to himself he thought about the time he went to the files to pull out on SOP for
an unusual problem he had to confront and there was none. He was frustrated
because he had to handle the problem with little assistance. But, as his analytical,
decision-making, and conceptual ability increased, he found himself using his
technical skills less and less.
Another cup of coffee provided the stimulus to think about the special promotion
he made to vice-president of planning five year ago. It was a major hurdle in his
life because he had been in heavy competition with five well-qualified managers.
He had heard through the grapevine that he had received the position because he
was able to think for himself. But, even his past training did not fully prepare
Rajesh for the demands of the job; he had to learn much of it on his own. Rather
than thin months into the future, he now was required to envision years.
Grinning, he remembered that at first he did not realize that there were so many
people outside of production that he had to coordinate activities with. Marketing
and finance had to be tied together with production. His conceptual and decisionmaking
skills continued to increase. A long time ago, the benefits of the "good
old" SOP's lost their value.
But now, as Rajesh looks at his desk plate which says "President" new thoughts
run through his mind. A whole new world opens to him now. He wonders what
new requirements will be placed on him. A twinge of fear moves through his
body as the thoughts of the new job take hold. What skills will be now needed to
be successful?
Questions:
As the President of Metro Manufacturing, what specific skills will Rajesh
need to be effective?
How do the demands of different levels of responsibility change as manager
progresses up the hierarchy of an organisation?
What general recommendations would you offer for Rajesh?