Download JNTUK MBA 1st Sem 2018 Dec R16MBA101 Principles And Practice Of Management Question Paper

Download JNTUK (JNTU-Kakinada) MBA New folder R16MBA101 Principles And Practice Of Management Question Paper.

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Subjt Code: R16MBA101
MBA - I Semester Regular and Supplementary Examinations, D-2018.
PRINCIPLES AND PRACTICE OF MANAGEMENT
Time: 3 hours Max Marks: 60
Question Paper Consists of Part-A and Part-B
Answering the question in Part-A is Compulsory
Four Questions should be answered from Part-B, each question carry equal marks of 12.
*****
PART-A (CASE STUDY)
1 X 12 = 12
1. Mary Roberts had been with the company three years when she was promoted to manager of the
tax department which was part of the controller's division. Roberts started with the company
when she graduated from college as an accounting major. She entered the organization as a
management trainee, and during the one-year program she demonstrated considerable leadership
ability as an informal leader her peers. Mary also impressed many senior managers in the
company with her sense of responsibility and her willingness to work hard. All of her training
assignments were completed on time with considerable skill for an inexperienced person. Since
she was very interested in tax accounting, Roberts was assigned to the tax department to be
developed further as staff accountant. Within four months she bame a supervisor of ten staff
as staff accountants to fill a vacancy created by an unexpted early retirement. Her superior
believed her to be the most qualified individual to fill the position even though others in the
department had more experience in tax accounting. None, however, demonstrated leadership
ability or the commitment to work that Mary possessed. The tax department manager was
promoted to fill a vacancy in the financial planning department eight months later, and he
rommended to the controller that Mary Roberts be promoted to fill the position he was
leaving. He mentioned that her work was excellent and that she was a very efftive supervisor.
The tax department had 45 employees including 3 supervisors, 10 clerical employees, and 3
typists. Several people in the department were senior personnel with 10 to 30 years of
experience in tax work. Some of these were more thnically knowledgeable in taxation than
Mary. There was some resentment in this group that so young a person was made a department
head, and three of these people were particularly upset bause they desired the promotion and
felt they deserved it. What made them even more upset was the fact that the tax manager did not
discuss the promotion with them.
Answer the following questions
1. What can Mary Roberts do about the resentful senior employees?
2. Can higher management do anything to help Roberts make the transitions to greater
responsibility?
3. Will her lack of thnical knowledge hinder Mary's managerial efftiveness?
PART-B
4X 12 = 48
2. Comment on the true nature of management. It is a science or an art?
3. What is meant by hierarchical nature of needs? Is this hierarchy rigid? Why?
Page 1 of 2
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p
s
ejr.
zr, I'D
N

Subjt Code: R16MBA101
MBA - I Semester Regular and Supplementary Examinations, D-2018.
PRINCIPLES AND PRACTICE OF MANAGEMENT
Time: 3 hours Max Marks: 60
Question Paper Consists of Part-A and Part-B
Answering the question in Part-A is Compulsory
Four Questions should be answered from Part-B, each question carry equal marks of 12.
*****
PART-A (CASE STUDY)
1 X 12 = 12
1. Mary Roberts had been with the company three years when she was promoted to manager of the
tax department which was part of the controller's division. Roberts started with the company
when she graduated from college as an accounting major. She entered the organization as a
management trainee, and during the one-year program she demonstrated considerable leadership
ability as an informal leader her peers. Mary also impressed many senior managers in the
company with her sense of responsibility and her willingness to work hard. All of her training
assignments were completed on time with considerable skill for an inexperienced person. Since
she was very interested in tax accounting, Roberts was assigned to the tax department to be
developed further as staff accountant. Within four months she bame a supervisor of ten staff
as staff accountants to fill a vacancy created by an unexpted early retirement. Her superior
believed her to be the most qualified individual to fill the position even though others in the
department had more experience in tax accounting. None, however, demonstrated leadership
ability or the commitment to work that Mary possessed. The tax department manager was
promoted to fill a vacancy in the financial planning department eight months later, and he
rommended to the controller that Mary Roberts be promoted to fill the position he was
leaving. He mentioned that her work was excellent and that she was a very efftive supervisor.
The tax department had 45 employees including 3 supervisors, 10 clerical employees, and 3
typists. Several people in the department were senior personnel with 10 to 30 years of
experience in tax work. Some of these were more thnically knowledgeable in taxation than
Mary. There was some resentment in this group that so young a person was made a department
head, and three of these people were particularly upset bause they desired the promotion and
felt they deserved it. What made them even more upset was the fact that the tax manager did not
discuss the promotion with them.
Answer the following questions
1. What can Mary Roberts do about the resentful senior employees?
2. Can higher management do anything to help Roberts make the transitions to greater
responsibility?
3. Will her lack of thnical knowledge hinder Mary's managerial efftiveness?
PART-B
4X 12 = 48
2. Comment on the true nature of management. It is a science or an art?
3. What is meant by hierarchical nature of needs? Is this hierarchy rigid? Why?
Page 1 of 2
4. Briefly explain about various styles of leadership?
5. (a) what is dision making? Discuss the types of dision making?
(b) Explain the major dision making models?
6. (a) Describe the various principles of management by objtives (MBO)
(b) Explain the principles of co-ordination with examples?
7. (a) Discuss the advantages and disadvantages of informal organization?
(b) Explain the difference between line and staff organization with examples?
***
Page 2 of 2
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This post was last modified on 18 November 2019