FYBBI 60 Marks

N.B.:-1 ) All Questions in Section I are compulsory

2 ) Attempt any Four questions from Section II

3) Answer both sections in the same answer book.

4) Support your answer with examples.

Section I

Q.1 Explain the concept in brief:- (Each for 2 marks)

10 Marks

a) Informal organization

b) Authority and Responsibility

c) Motivation

d) Scalar chain

Q.2 Case study 10 Marks

Mr.Naveen Bhatia is the Chief Executive of a medium sized pharmaceutical

firm in Calcutta. He holds a PhD in Pharmacy. However, he has not been
involved in research and development of new products for two decades.
Though turnover is not a problem for the company, Mr. Bhatia and his senior
colleagues noticed that workers on hourly basis are not working up to their
full potential. It is a well-known fact that they filled their days with
unnecessary and unproductive activities and worked only for the safe of a
pay cheque .In the recent past the situation has become quite alarming as
the organization began to crumble under the weight of uneconomical effort.
The Situation demanded immediate managerial attention and prompt
remedial measures .Mr. Bhatia knew very well that the only way to progress
and prosper is to motivate workers to peak performance through various
incentive plans.

One fine morning Mr. Bhatia contacted the personnel manager and
enquired:”What is the problem with the workers on hourly basis? The Wage
bill shows that we pay them the highest in the industry .Our working
conditions are fine. Our fringe benefit are excellent .Still these workers are
not motivated. What do they really want?”.

The personnel manager gave the following reply:”I have already informed
you number of times ,that money, working conditions are not good enough.
Other things are equally important. One of the workers in that group recently
 gave me a clue as to why more and more workers are joining the bandwagon
of “non performers.”He felt bad that hard work and efficiency go unnoticed
and unrewarded in our organization .Our promotions and benefit plans are
tied to length of service. Even the lazy workers, accordingly, enjoy all the
benefits in the organization, which, in fact according to the workers, should
go only to those who hard work hard.”Mr. Bhatia then wanted the personnel
manager to look into the problem more closely and find out a solution to the
problems of workers on hourly basis.

Study the whole case carefully and answer the following questions:

Questions:

1. Explain the motivational problem in this case by relating it to Herzberg’s

theory.
2. What would be your response to Bhatia’s statement (in the last para of
the case),if you were the personnel manager in the company?
3. If you were the Manager, how would you motivate the employees so that
they work better?

Section-II

Q.3. Define Management .Explain Nature/characteristics of Management 10

Marks

OR

Q.4. Explain Departmentation and Bases of departmentation. 10

Marks

OR

Q.5. Define Leadership and explain different Leadership styles. 10

Marks

OR

Q.6 Explain staffing and Sources of Recruitment. 10

Marks

OR

Q.7 Write short Notes (Any Two) 10

Marks
a) Theory x and Theory y

b) Professional management

c) Managerial skills

d) Management by objectives

FYBBI 60 Marks

N.B.:-1 ) All Questions in Section I are compulsory

2 ) Attempt any Four questions from Section II

3) Answer both sections in the same answer book.

4) Support your answer with examples.

Section I

Q.1 Explain the concept in brief:- 10

Marks

a) Unity of command

b) Esteem needs

c) Mission

d) Co-ordination

e) Contingency approach

Q.2 Case study

Mr.Malu Nair started a toy making factory at Cochin. Within a period of ten
years, Mr.Malu Nair achieved tremendous success in his business of making
and selling toys .The Success of Mr. Nair was mainly due to his business
interests and good managerial skils, with special reference to innovation and
cost cutting exercises.

Encouraged by the success of toy- making business, Mr. Nair entered in the
business of readymade garments and plastic furniture .Mr. Nair continued to
 take all the decisions himself , as he found it difficult to delegate authority to
his subordinates. Some of the competent executives who had joined the
company left within a year’s time. The new business ventures did not make
any profit for the past 2 years, and Malu Nair thought of closing them down.

Read the above Case, analyze it, and answer the following questions;

a) What could be the possible reasons of Mr. Nair’s difficulty in delegating

authority?
b) What would you have done, if you were in the positions of Mr.Nair? And
Why?

Section-II

Q.3 Explain Departmentation and bases of departmentation.

10 Marks

OR

Q.4 Define Leadership and explain different Leadership styles. 10

Marks

OR

Q.5 Explain Planning and components of planning.

10 Marks

OR

Q.6. Explain Staffing and Sources of Recruitment .

10 Marks

OR

Q.7. Write short Notes (Any Two) 10

Marks

a) Levels of management

b) Formal organization

c) Maslow’s Need Hierarchy Theory

d) Management by objectives
FYBBI 60 Marks

N.B.:-1 ) All Questions in Section I are compulsory

2 ) Attempt any Four questions from Section II

3) Answer both sections in the same answer book.

4) Support your answer with examples.

Section I

Q.1 Explain the concept in brief:-

10 Marks

a) Grapevine

b) Managerial skills

c) Policies

d) Co-ordination

e) MBO

Q.2 Case study 10 Marks

 International Machine company .Mr.Saddhana ,the president of international
Machine Company, learned back in his chair and reflected on the success of
his form, which produces and distributes a line of farm machines. That
afternoon at a meeting with distributors from different territories
.Mr.Saddhana was urged to introduce new models to satisfy the changing
demands of the customers.

The President, who had an engineering background, recognized the

implications of the suggestions that came from distributors. Their
implementation would require greater investments in research and
development. Furthmore, the changes in the highly automated production
line would be very costly indeed. Also, having a wider variety of models
would require stocking many more spare parts depending on the kinds of
changes, worker might need to be retained.

Reflecting on previous staff meetings, the president realized that sales or

marketing people always wanted a greater variety of models but never
acknowledged costs involved in changing models. After all , the company had
been extremely successful with just a few models. Consequently, the
president decided against the introduction of new models. Instead he
considered improving the current models and reducing the cost and price. He
felt that what the customers really wanted was value .Nevertheless, to test
his judgments, the president asked a consultant for an opinion.

Questions:-

1. How would you state the mission of the enterprises?

2. What do you think are the opportunities and threats in the external
environment?
3. How would you go about evaluating the strengths and weaknesses of the
firm? What factors are critical to success of failure?

Section-II

Q.3 Define Management and explain importance of management

10 Marks

OR

Q.4 Define Leadership and explain different Leadership styles. 10

Marks

OR

Q.5 Explain Planning and Steps in planning.

10 Marks
 OR

Q.6. Explain Staffing and Sources of Recruitment 10

Marks

OR

Q.7. Write short Notes (Any Two) 10

Marks

a) Fredrick Herzberg’s Two factor theory

b) Informal organization

c) Maslow’s Need Hierarchy Theory

d) Levels of management