Lecture 01 bmbs management conept qs
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This document contains past paper questions from a chapter on management concepts. It includes questions about management functions, organizational behavior, characteristics of charismatic leaders, changes in organizational structures, weaknesses of bureaucratic management styles, what managers do, issues with an organizational hierarchy, leadership styles, and differences between American and Japanese management approaches.
Lecture 01 bmbs management conept qs
- 1. Chapter 01 – Management Concepts Past paper questions 1 Q. Management functions are closely inter-linked and interwoven in character. Discuss the various functions of management. (10) Q. Describe what you understand by the term Organisational Behaviour. (04) Q. What are the key characteristics of Charismatic Leaders? (03) Q. During the past 2-3 decades, organisational structures of leading companies throughout the world have undergone far-reaching changes. These changes are attributable to unprecedented growth in communication and information technology, introduction of entirely new range of products and services, changes in competitive environment and increasing globalisation. State four important changes which distinguish the organisational structures of present– day companies from the companies operating 2-3 decades ago. (06) Q. Since its inception in 1980, The Citizens Housing Finance Corporation (CHFC) has been managed by executives from varied professional backgrounds and experiences. Most members of the senior management team had put in long years of service in their previous assignments and were on the verge of retirement when they were hired by CHFC. Due to the nature of the composition of its management team and the frequent changes of personnel at the senior management levels, CHFC has not been able to develop a performance-oriented organizational culture and has, over the period, adopted a highly bureaucratic style of management. This often causes friction in the internal working within the organization and gives rise to frequent complaints from regulators, customers and other stakeholders. Identify and describe four common weaknesses/shortcomings which, in your opinion, would be readily apparent in the working of CHFC as it pursues a highly bureaucratic style of management. (06) Q. What do managers do? What do successful managers do? What do effective manager do? Your answer should be based on the so-called “Real Managers Study.” (15) Q. Shahid works as a Shift In-charge for Sultan Textile Mills Limited. He has long- standing grievances against the Manager of his Department. One afternoon, he entered the office of the Factory Manager and gave vent to his emotions and made the following disclosures: (i) My problem is that I am responsible for the performance of my section. Yet I have so little authority to get the best results. I am only as effective as my Manager (Mr Rashid) allows me to be. Unfortunately, Mr Rashid likes to do everything himself. (ii) Mr Rashid recruits temporary workers without consulting me and I have to bear the brunt of unskilled and unwilling workers. I come to know these workers only when they report to me for work. I do not have access to their personal files nor do I have any idea of their wage packages. Mr. Rashid tells me this information is confidential. (iii)Mr Rashid encourages my subordinates to report to him directly and hears their complaints without my knowledge. (iv) As many as 75 workers report to me directly as there is no position of Assistant Shift Incharge. Obviously, it is very difficult for me to supervise so many workers and also to attend to my duties as Shift In-charge. State the organisational principles which are not being adhered to in each of the above instances. Give brief reasons for your answers. (08)
- 2. Chapter 01 – Management Concepts Past paper questions 2 Q. While discussing Styles of Leadership of Managers, Douglas McGregor refers to Theory X and Theory Y. State the salient features of Styles of Leadership based on each of these Theories. (06) Q. Differentiate between the American and Japanese Management approaches.