IGNOU| MANAGEMENT FUNCTIONS AND BEHAVIOUR (MS - 01)| QUESTION PAPER – (DEC - 2022)| (MP)
MANAGEMENT PROGRAMME
(MP)
Term-End Examination
December - 2022
MS - 01
MANAGEMENT FUNCTIONS AND BEHAVIOUR
Time: 3 Hours
Maximum Marks: 100
Weightage: 70%
Note: (i) There are two Sections A and B.
(ii) Attempt any
three questions from Section A. Each question carries 20 marks.
(iii) Section B is compulsory and carries 40 marks.
Section-A
1. "In the management process, 'control' is supposed to
be a facilitating function aiding the organisation to accomplish the set
objectives." Elucidate this statement and discuss the underlying
concept/strategies of the process with suitable examples.
2. Briefly discuss the techniques used in different steps
involved in decision-making. Discuss how to overcome the barriers to effective
decision- making, citing examples.
3. What are the sources of conflict? Briefly explain various
modes of conflict management with relevant examples.
4. Briefly describe the process of change proposed by Kurt
Lewin. Explain the strategies to cope with the change at organisational level.
Illustrate with examples.
5. Write short notes on any three of the following:
(i) Types of
Power
(ii) Benefits of
MBO
(iii) Delegation
and Decentralisation
(iv) MIS
(v) Process of
Strategy Formulation
Section-B
6. Read the case and answer the questions given at the
end of the case:
PK Mills
manufactures woollen clothes. Over the years, it has earned an envious
reputation in the market. People associate PK Mills with high quality woollen
garments. Most of the existing employees have joined the company long back and
are nearing retirement stage. The process of replacing these old employees with
younger ones, drawn from the nearby areas, has already begun.
Recently, the
quality of the garments has deteriorated considerably. Though the company
employs the best material that is available, the workmanship has gone down.
Consequently, the company has lost its customers in the surrounding areas to a
great extent. The company stands, in the eyes of general public, depreciated
and devalued. The production manager, in a frantic bid to recover lost ground,
held several meetings with his staff but all in vain. The problem, of course,
has its roots in the production department itself. The young workers have
started resisting the bureaucratic rules and regulations vehemently. The hatred
against regimentation and tight control is total. The old workers, on the verge
of retirement, say that conditions have changed considerably in recent years.
In the days gone by, they say, they were guided by a process of self-control in
place of bureaucratic control. Each worker did his work diligently and honestly
under the old set-up. In an attempt to restructure the organizational set-up,
the managers who have been appointed afterwards brought about radical changes.
Workers under the new contract, had very little freedom in the workplace. They
are expected to bend their will to rules and regulations. Witnessing the
difference between the two 'cultures', the young workers, naturally, began to
oppose the regulatory mechanism devised by top management. The pent-up feelings
of frustration and resentment against management, like a gathering storm, have
resulted in volcanic eruptions leading to violent arguments between young
workers and foremen on the shop-floor. In the process production has suffered,
both quantitatively and qualitatively. The production manager in an attempt to
weather out the storm, is seriously thinking of bringing about a radical change
in the control process that is prevailing now in the organization.
Questions:
(a) What are
the core issues in the case?
(b) Do you
agree with the statement “The problem, of course, has its roots in the
production department itself"? Reason out your stand.
(c) Critically
evaluate the finding that old supervisors complain and new workers too resist
any type of control.
(d) What type
of control system would you suggest to the company to improve the production?
***
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