Total No. of Questions [Total No. of Pages 02
EXECUTIVE M.B.A. DEGREE EXAMINATION, MAY 2018
First and Second Years
Perspectives of Management
Time 3 Hours Maximum Marks 70
SECTION A
Answe three questions × 5 15)
Q1) Decision tree analysis
Span of control
M.B.O.
Role of manager
Henny Fayol
Vestibule training
SECTION B
Answer three questions × 15 45)
Q2) What are the principles of management?
Q3) Evaluate the steps involved in decision making process.
Q4) What are the sources of recruitment?
Q5) Outline the social responsibilities of business.
Q6) What are the objectives of planning?
Q7) What are the barriers of communication.
SECTION C
Compulsory
Q8) Case Study
Johan J.Mack who had left Morgan Stanley four years earlier, was back as CEO,
replacing Philp. J.Purcell, who had resigned weeks earlier after mounting criticism that
he was mismanaging the once-mighty investment bank. Whereas Purcell was a topdown
strategist and tended to hole up in his office, Mack is drawing on his skills as a
salesman and operator ro make Morgan Stanley as nimble and dynamic as possible. He
also hired key people to help him put the new culture in place.
The Business Week Case study examines the leadership of Morgan Stanley
CEO Johan J. Mack describes his actions to change the investment banks culture and
redirect decision making so it is more aggressive rather than timid.
Questions:
What are the competencies that seem strong in John Mack and its implications?
What type of leader he is according to you and explain the reasons for it?