Total No. of Questions 08] [Total No. of Pages 02
M.B.A. DEGREE EXAMINATION, MAY 2018
Second Year
HOSPITAL ADMINISTRATION
Counselling Skills for Managers
Time 3 Hours Maximum Marks :70
SECTION A
Answer any three questions. x 5 15)
Q1) Counselling Vs. transdental meditation.
Counselling strategy.
Client.
Attitude of counsellor.
Manage vehicle.
Emotional release.
SECTION B
Answer any three questions. x 15 45)
Q2) Critically examine the growth of counselling services in India.
Q3) Describe the process of counseling.
Q4) Discuss the effect of counselling on client behavior.
Q5) Explain special problems faced in counselling.
Q6) How does counselling improve performance? Explain.
Q7) Explain about counselling interventions.
SECTION C
(Compulsory)
Q8) Case Study:
At a time when most retailers had a decline in earnings, the Humbold Retail
Chain showed great increases. The executives at Humbold attribute the profit
performance largely to the relatively new managerial style, which emphasizes
group decision making and personnel policies similar to those used by the
Japanese, with an emphasis on job security and harmonic relationships with both
employees and customers.
The current chairman of the board however, is soon to retire) practices
consensus management, giving managers ample opportunities to participate in
most major decisions. This, in turn, helps managers to understand what is going
on at the various levels in the organization. At the same time, the team approach
facilitates the development of managers. For example, one committee deals with
policy areas such as strategic issues. Through group participation, younger
managers become familiar with the critical issues facing the firm.
While most managers at Humbold feel that the group management approach is
working well, Richard Newstrom, a young manager with a master's degree from
a highly respected business school, is not quite as optimistic about this approach.
He thinks that managers waste their time in committee meetings and that group
decisions are compromises and may not be optimal. In order to emphasize his
point, he quotes a number of clichés about the weaknesses of committees.
His colleagues, however, point out that the team approach breaks down some of
the departmental barriers and facilitates coordination among divisions. They
admit that developing plans in a group may be time-consuming, but their
implementation is swift. Moreover, they argue that the team approach
encourages managers to explore many more alternatives than with individual
decision making, and people in different age groups and with different
perspectives have an input.
Newstorm does not agree with his colleagues. He suggests that the team
approach at Humbold works only because of the managerial style of its chairman
and that as soon as he retires, collaboration among managers will come to an
end.
Questions:
What are the advantages and disadvantages of the group decision approach?
What accounts for the negative attitudes toward committees?
How can committees or teams, be made more effective?