IGNOU MBA MS-1 (Management Functions and Behaviour) term-end exam notes free download

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MANAGEMENT PROGRAMME

Term-End Examination MS-1 (Management Functions and Behaviour)

Notes-1

SECTION-A

1. 'The degree of involvement of managers in various management processes may vary from manager

to manager, but eventually all managers have to be concerned with these processes as the back -

bone of organisational functioning'.Elaborate this statement and briefly discuss the underlying concepts.

2. 'When conflict level is too low, the performance is likely to be low. A manager can stimulate

conflict to enhance the performance of the group.When the level of conflict is too high it needs to

be resolved to restore the optimum level for maintaining high performance'.Elaborate this statement and discuss the underlying concepts with relevant examples.

3. What are the dimensions and defining characteristics of Differentiation and Integration of organisational tasks and objectives ? Explain with examples.

4. Why is developing successful working relationship important for dynamics of an organisation ?

Briefly discuss various stages of developing Inter-personal relationship. Justify with suitable

examples.

5. Write short notes an any three of the following :

(a) Determinants of Organisational Culture and Climate.

(b) Factors influencing the choice of organisation structure.

(d) Leadership styles.

(e) Importance of Policy, Programmes and Procedures in organisational functioning.

SECTION-B

6. Please read the cases and answer the questions given at the end :

CASE I

Raman who manages the personnel department of an industrial plant of about 500 employees, recently distributed to all employees a detailed questionnaire that required the employees to fill in information pertaining to their job title, number of years with the organisation, salary drawn and description of their job responsibilities. The form stated that the purpose of the questionnaire would be to provide the management with an updated material concerning job classifications. It was also

indicated that all employees should return the forms on or before the coming Friday, which gave

the employees five days to fill the needed information. Raman announced to each department that he would visit the plant on Friday morning and collect the forms that had not yet been returned to the personnel department.The updating of the job classifications was requested by the plant manager. The reason was to review all the job duties with the possibility of reclassifying some of the positions, and to provide in some cases a more equitable pay structure.At the end of the week, before Raman's visit

of the plant, less than 20 per cent of the questionnaires had been returned to the personnel

department. After visiting the plant, Raman had collected only an additional 15 forms. As the

response was poor, Raman contacted the plant manager and other management officials and

sought their co-operation. There appears to be a problem between line and staff, more specifically

the passing of information from one to the other.

Questions :

(a) What consequences will the line personnel face as a result of not filling out the questionnaire ?

(b) How could Raman have made his communication more effective ?

CASE II

Ramnath is the supervisor of 35 persons in the business office of Electronic Corporation. The

company is a fast-growing corporation and employs a total of 700 people from the local community. Due to the rapid and continual growth rate that the corporation is experiencing,Ramnath has been informed by higher management that the accounting and payroll functions of the office will be computerised.Ramnath has been told by the vice-president of the Corporation that it is his responsibility to inform the corporate office about his plans to computerise accounting and payroll and that he will also be incharge of working with the employees who will be directly affected by the

change. Of the 35 employees in the office, 15 will be required to adjust to their job responsibilities

and 10 will require training in the use of computers. Many office employees voiced concern

for the proposed change. They felt that the use of computers would eventually place all of them out

of work.

Questions :

(a) If you were Ramnath, how would you go about informing the office employees of the change-over to the use of computers ?

(b) What action plan Ramnath should adopt for encouraging his employees to accept the change ?

Notes-2

SECTION - A

1. What managerial skills are required at different levels of management and why ? Briefly describe

the roles of top level executives in an organisation. Explain with suitable examples.

2. Explain the concept of MBO. Describe its key features. Critically analyse the extent of feasibility

and usefulness of MBO in present day business scenario.

3. How do conflicts get generated in an organisational situation ? How does it impact the group behaviour and functioning of the organisation ? Explain with relevant examples.

4. Define 'Controlling' and discuss the 'Control Process'. Explain with examples the pre-requisites. Identify characteristics of an effective control system, and the method of exercising control in a structured set-up.

5. Write short notes on any three of the following :

(a) Determinants of Inter-personal behaviour

(b) Resistance to Change

(d) Models of Decision- making

(e) Group Formation

SECTION - B

6. Read the following case and answer the questions given at the end of the case :

Sundar Steel Limited was a medium-sized steel company manufacturing special steels of various types and grades. It employed 5,000 workers and 450 executives.

Under the General Manager (Production),there were operation, maintenance, and service groups, each headed by a chief. The Chief of Maintenance was Shukla and under him Mukherjee was working as the Maintenance Engineer. The total strength of Maintenance was 500 workers, 25 executives, and 50 supervisors.

Chatterjee was working in Maintenance as a worker for three years. He was efficient. He

had initiative and drive. He performed his duties in a near perfect manner. He was a man of

proven technical ability with utmost drive and dash. He was promoted as Supervisor.

Chatterjee, now a Supervisor, was one day passing through the Maintenance Shop on his

routine inspection. He found a certain worker sitting idle. He pulled him up for this. The worker

retaliated by abusing him with filthy words. With a grim face and utter frustration, Chatterjee

Nothing very particular about Chatterjee or from him came to the knowledge of Mukherjee.Things were moving smoothly. Chatterjee was getting along well with others.

But after about three years, another serious incident took place. A worker came drunk to duty,began playing cards, and using very filthy language. When Chatterjee strongly objected to this, the worker got up and slapped Chatterjee.Later, the worker went to his union and reported that Chatterjee had assaulted him while he was performing his duties.Chatterjee had no idea that the situation would take such a turn. He, therefore, never bothered to report the matter to his boss or collect evidence in support of his case.

The union took the case to Shukla and prevailed over him to take stern action against Chatterjee. Shukla instructed Mukherjee to demote Chatterjee to the rank of a worker. Mukherjee expressed his apprehension that in such a case Chatterjee will be of no use to the department, and the demotion would adversely affect the morale of all sincere and efficient supervisors. But Chatterjee was demoted. Chatterjee continued working in the organisation with all his efficiency, competence,

and ability for two months. Then he resigned stating that he had secured better employment

elsewhere. Mukherjee was perturbed at this turn of events. While placing Chatterjee's resignation

letter before Shukla, he expressed deep concern at this development. Shukla called Chief of Personnel for advice on this delicate issue. The Chief of Personnel said,"I think the incident should help us to appreciate the essential qualification required for a successful supervisor. An honest and hard working man need not necessarily prove to be an effective supervisor. Something more is required for this as he has to get things done rather than do himself".Mukherjee said, "I have a high opinion of Chatterjee. He proved his technical competence and was sincere at his work. Given some guidance on how to deal with the type of persons he had to work with, the sad situation could have been avoided".

Shukla said, "1 am really sorry to lose Chatterjee. He was very honest and painstaking in his work. But I do not know how I could have helped him. I wonder how he always managed to get into trouble with workers. We know they are illiterates and some of them are tough. But a supervisor must have the ability and presence of mind to deal with such men. I have numerous supervisors, but I never had to teach anybody how to supervise his men".

Questions :

(a) Identify the problems in this case.

(b) Do you think the decision taken by Shukla is in keeping with the faith, trust and creating developmental climate in the organisation ? Critically evaluate.

Notes-3

SECTION - A

1. Define and describe 'Planning as a management process. Discuss components that would make a

plan effective and successful in achieving its objectives. Explain with relevant examples.

2. Briefly explain the concepts and importance of Mission, Objectives, Goals, and Strategy with

relevant examples. Critically analyse the role and impact of their inter-relationships in the management and success of an organisation.

3. What are the basic reasons driving change in an organisation ? Briefly describe the strategies

which may be adopted for handling change effectively. Explain with suitable example.

4. Define 'Controlling' and discuss the Control Process. Describe, with examples, the pre - requisites of an effective control system and the methods of exercising controls in a structured

setup.

5. Write short notes on any three of the following :

(a) Types of Power

(b) Barriers to effective Communication.

(d) Group Formation

(e) Approaches to Coordination

SECTION - B

6. Read the following case and answer the questions given at the end of the case.

Sundar Steel Limited was a medium-sized steel company manufacturing special steels of various

types and grades. It employed 5,000 workers and 450 executives. Under the General Manager (Production), there were operation, maintenance, and services groups, each headed by a chief. The Chief of Maintenance was Shukla and under him Mukherjee was working as the Maintenance

Engineer. The total strength of Maintenance was 500 workers, 25 executives, and 50 supervisors.

Chatterjee was working in Maintenance as a worker for three years. He was efficient. He had

initiative and drive. He performed his duties in a near perfect manner. He was a man of proven

technical ability with utmost drive and dash. He was promoted as Supervisor.

Chatterjee, now a Supervisor, was one day passing through the Maintenance Shop on his routine inspection. He found a certain worker sitting idle. He pulled him up for this. The worker

retaliated by abusing him with filthy words. With a grim face and utter frustration, Chatterjee

reported the matter to Mukherjee. The worker who insulted Chatterjee was a "notorious character", and no supervisor dared to confront him. Mukherjee took a serious view of the incident and served a strong warning letter to the worker.Nothing very particular about Chatterjee or from him came to the knowledge of Mukherjee. Things were moving smoothly. Chatterjee was getting along well with others.But after about three years, another serious incident took place. A worker came drunk to duty,

began playing cards, and using very filthy language. When Chatterjee strongly objected to

this, the worker got up and slapped Chatterjee.Later, the worker went to his union and reported

that Chatterjee had assaulted him while he was performing his duties.Chatterjee had no idea that the situation would take such a turn. He, therefore, never bothered to report the matter to his boss or collect evidence in support of his case.

The union took the case to Shukla and prevailed over him to take stern action against Chatterjee.

Shukla instructed Mukherjee to demote Chatterjee to the rank of a worker. Mukherjee expressed his apprehension that in such a case Chatterjee will be of no use to the department,and the demotion would adversely affect the morale of all sincere and efficient supervisors. But Chatterjee was demoted.Chatterjee continued working in the organisation with all his efficiency, competence, and ability for two months. Then he resigned stating that he had secured better employment elsewhere.

Mukherjeee was perturbed at this turn of events.While placing Chatterjee's resignation letter before

Shukla, he expressed deep concern at this development.Shukla called Chief of Personnel for advice on this delicate issue. The Chief of Personnel said, "I think the incident should help us to appreciate the essential qualification required for a successful supervisor. An honest and hardworking man

need not necessarily prove to be an effective supervisor. Something more is required for this

as he has to get things done rather than do himself."Mukherjee said, "I have a high opinion of

Chatterjee. He proved his technical competence and was sincere at his work. Given some guidance

on how to deal with the type of persons he had to work with, the sad situation could have been

avoided." Shukla said, "I am really sorry to lose Chatterjee,He was very honest and painstaking in his work.But I do not know how I could have helped him.I wonder how he always managed to get into

trouble with workers. We know they are illiterates and some of them are tough. But a supervisor must

have the ability and presence of mind to deal with such men. I have numerous supervisors, but I

never had to teach anybody how to supervise his men."

Questions :

(a) Identify the problems in this case.

(b) Do you think the decision taken by Shukla is in keeping with the faith, trust and creating developmental climate in the organisation ? Critically evaluate.

(d) How would you react to the role and statement of the Chief of Personnel, keeping the whole case and its duration in view ?

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