Management Programme (MP) Term-End Examination June,: No. of Printed Pages: 8

No.
of Printed Pages : 8 MS-1
MANAGEMENT PROGRAMME
(MP)
Term-End Examination
June, 2020
MS-1 : 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 carrying
20 marks.
(iii) Section B is compulsory and carries

40 marks.
Ill MS-1
Section—A
1. Briefly discuss the various responsibilities of a
Professional Manager and their relevance in
the present day context. Cite examples.
2. Describe the importance of Decision-Making
and explain the three phases in Decision-
Making Process. Discuss any two Models of
Decision-Making Process and their advantages
and limitations.
3. Briefly discuss the Antecedents of
Organizational Change and the various
strategies to cope with change by citing
examples.
4. "Interpersonally Competent Managers allow
their subordinates to challenge their views and
to question the organization's norms, policies,

I3I MS•1
rules and objective." Substantiate this
statement with relevant examples.
5. Write short notes on any three of the
following :
(a) Bathers to Effective Communication
(b) Managerial Ethos
(c) Decentralization
(d) Types of Power
(e) Process of Strategy Formulation
Section---B
6. Read the following case and answer the
questions given at the end :
Major Mohanty, a retired man from the army,
joined as MD in Sunrise Limited, when the
company was passing through a very bad
period with declining production and
P. T. O.
[4] MS-1
productivity, heavy losses and low morale of the
employees. Major Mohanty, after having made
in-depth, logical and strategic studies of the
situation, immediately flagged on what he
called 'operation rejuvenation', with exclusive
thrust on production and productivity related
issues. People related matters were of no
consequence for him, for he believed that
people, by and large, are dull, lazy, shirkers
and non-starters and as such work should be
extracted from them only through constant
watch, close supervision, complete and rigorous
command and control. His style of functioning
did yield some results, but before any impact
could be seen, he abruptly left the organization,
having got a better assignment in the United
States of America.
5I MS-1
Major Mohanty was immediately succeeded by
Mr. Soni, a man who had made a name for his
balanced approach to people and production
through participative style of management in
his immediate position as the Deputy MD of a
large organization in a similar product line. He
was, in fact, commended for his maximum
concern for both people and production, and for
bringing about an ideal integration and
harmony between the needs of the employees
and those of production.
In the present company also, Mr. Soni
continued his policies of participative
management with equal concern for both
production and people. With a view to reviving
the company back to health, he instituted some
P. T. O.
[ 61 MS-1
major changes. First of all, he decentralized the
organization so that the subordinates could
exercise their discretion and initiative in
decision-making, as also their imagination and
creativity in performing other managerial
functions. Further he empowered the junior
managers to incur expenditure upto an
approved limit without seeking prior approval
of the higher management. The communication
system was also improved to facilitate free flow
of upward and downward communication.
Mr. Soni also adopted several measures to
reduce costs and wasteful expenditure. He
banned donations to charitable institutions, but
increased the amount being spent on the
welfare activities of the employees.

7 1 MS-1
Will Mr. Soni's managerial style prove to be
effective in ensuring a bright future of the
company ? Some employees are of the view that
a lot of things are being done, but they might
not be effective in the long-run. Others disagree
with them, and say, 'Okay, we will give it a
trial'.
Questions :
(a) Was Major Mohanty a theory 'X' or a
theory Manager ? Explain with reasons.
(b) Is Mr. Soni a theory 'X' or a theory 'Y'
Manager ? Weill you advise Mr. Soni to
change his presumptions about the nature
of people at work ? Give reasons in support
of your advice.
P. T. O.
181 MS-1
(c) How do you describe Mr. Soni's mangerial
style in the light of 'Managerial Grid' of
Blake and Mouton ? Can it be regarded as
the best style of management ? Support
your answer with arguments.
(d) Identify the possible problems that can
arise from Mr. Soni's way of
institutionalizing the changes in rules and
regulations.
MS-1 5840

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of Printed Pages : 8 MS-1

MS-1 : MANAGEMENT FUNCTIONS AND

Time : 3 Hours Maximum Marks : 100

Note :(i) There are two Sections A and B.

(ii) Attempt any three questions from

(iii) Section B is compulsory and carries

1. Briefly discuss the various responsibilities of a

Professional Manager and their relevance in

the present day context. Cite examples.

2. Describe the importance of Decision-Making

and explain the three phases in Decision-

Making Process. Discuss any two Models of

Decision-Making Process and their advantages

3. Briefly discuss the Antecedents of

Organizational Change and the various

strategies to cope with change by citing

4. "Interpersonally Competent Managers allow

their subordinates to challenge their views and

to question the organization's norms, policies,

rules and objective." Substantiate this

statement with relevant examples.

5. Write short notes on any three of the

(a) Bathers to Effective Communication

(b) Managerial Ethos

(d) Types of Power

(e) Process of Strategy Formulation

6. Read the following case and answer the

questions given at the end :

Major Mohanty, a retired man from the army,

joined as MD in Sunrise Limited, when the

company was passing through a very bad

period with declining production and

productivity, heavy losses and low morale of the

employees. Major Mohanty, after having made

in-depth, logical and strategic studies of the

situation, immediately flagged on what he

called 'operation rejuvenation', with exclusive

thrust on production and productivity related

issues. People related matters were of no

consequence for him, for he believed that

people, by and large, are dull, lazy, shirkers

and non-starters and as such work should be

extracted from them only through constant

watch, close supervision, complete and rigorous

command and control. His style of functioning

did yield some results, but before any impact

could be seen, he abruptly left the organization,

having got a better assignment in the United

Major Mohanty was immediately succeeded by

Mr. Soni, a man who had made a name for his

balanced approach to people and production

through participative style of management in

his immediate position as the Deputy MD of a

large organization in a similar product line. He

was, in fact, commended for his maximum

concern for both people and production, and for

bringing about an ideal integration and