Principles and Practices of Management – MC – A plan is a trap laid to capture the

Principles and Practices of Management

Section A: Objective Type & Short Questions (30 marks)

Part One

Multiple Choices:

  1. A plan is a trap laid to capture the ________
    1. Future
    1. Past
    1. Policy
    1. Procedure
  • Which of the following is the function for employing suitable person for the enterprise?
    • Organizing
    • Staffing
    • Directing
    • Controlling
  • ___________ means “ group of activities & employees into departments”:
  1. Orientation
  • Standardization
    • Process
    • Departmentation
  • This theory states that authority is the power that is accepted by others:
    • Acceptance theory
    • Competence theory
    • Formal authority theory
    • Informal authority theory
  • Which of the following means dispersal of decision-making power to the lower levels of the organization?
  1. Decentralization
    1. Centralization
    1. Dispersion
    1. Delegation
  • This chart is the basic document of the organizational structure:
  1. Functional chart
    1. Posts chart
    1. Master chart
    1. Departmental chart
  • Communication which flow from the superiors to subordinates with the help of scalar chain is known as:
  1. Informal communication
    1. Downward communication
  • Upward communication
    • Oral communication
  • Needs for belongingness, friendship, love, affection, attention & social acceptance are comes under___________
  1. Physiological needs
    1. Safety needs
  • Ego needs
    • Social needs
  • A management function which ensures “jobs to be filled with the right people, with the right knowledge, skill & attitude” is comes under__________
  1. Staffing defined
  • Job analysis
    • Manpower planning
    • Recruitment
  1. It is a process that enables a person to sort out issues and reach to a decisions affecting their life:
    1. Selection
    1. Raining
    1. Reward
    1. Counseling

Part Two:-

  1. What do you understand by Maslow‟s Theory of Motivation?
  • Define Management By Objective.
  • Differentiate between co- ordination and co-operation.

Section B: Caselets (40 marks)

Caselet 1

Mr. Vincent, the Manager of a large supermarket, was taking a management course in the evening programme at the local college. The Professor had given an interesting but disturbing lecture the previous night on the various approaches to management. Vincent had always thought that management involved just planning, organizing and controlling. Now this Professor was saying that management could also be thought of as quantitative models, systems theory and analysis, and even something called contingency relationships. Vincent had always considered himself a good manager, and his record with the supermarket chain had proved it. He thought of himself, “I have never used operations research models, thought of my store as an open system, or developed or utilized any contingency relationship. By doing a little planning ahead, organizing the store, and making some things got done, I have been a successful manager. That other stuff just does not make sense. All the professor was trying to do was complicate things. I guess I will have to know it for the test, but I am sticking with my old plan, organize and control approach to managing my store.”


  1. Critically analyze Mr. Vincent‟s reasoning.
  • If you were the professor and you knew what was going through Vincent‟s mind, what would you say to Vincent?

Caselet 2

The Regional Administration Office of a company was hastily set up. Victor D‟Cuhna a young executive was directly recruited to take charge of Data Processing Cell of this office. The data processing was to help the administrative office in planning and monitoring. The officer cadre of the administrative office was a mix of directly recruited officers and promote officers (promotion from within the organization).

Females dominated the junior clerical cadre. This cadre was not formally trained. The administrative office had decided to give these fresh recruits on-the-job training because when results were not upto the expectations blame was brought on the Data Processing Cell. Victor D‟Cuhna realized that the administrative office was heading for trouble. He knew that his task would not be easy and that he had been selected because of his experience, background and abilities. He also realized that certain functional aspects of the administrative office were not clearly understood by various functionaries, and systems and procedures were blindly and randomly followed. Feedback was random, scanty and controversial, and Data Processing Cell had to verify every item of feedback. Delays were inevitable.

D‟Cuhna sought the permission of senior management to conduct a seminar on communication and feedback of which he was an expert. The permission was grudgingly given by the senior management.

Everyone appreciated the seminar. Following the first seminar, D‟Cuhna conducted a one week training course for the clerical cadre, especially for the junior, freshly recruited clerks. Amongst other topics, D‟Cuhna laid emphasis onfiling system, information tracking, communication, and feedback. This helped reorient attitudes to some extent. But the female clerks preferred to ignore the theme and widely circulated the belief that D‟Cuhna was an upstart and a show off. Within a short time, considerable friction had been generated in the administrative office While directly recruited officers supported D‟Cuhna‟s initiative and the specialist officers admired him, senior management became cautious and uncomfortable. The junior promotee officers were prejudiced against him. The grand finale followed swiftly. D‟Cuhna happened to get annoyed with a female clerk. During the absence of her officer, who was on sick leave and had not been substituted by another officer, she began submitting nil returns. D‟Cuhna took pains to explain to her that for certain topics a nil feedback was

not tenable. The current status had to be reported— the stage at which the matter was pending, what had been done, and what would be done about it? The lady reported that it was none of his business to tell her this. He should talk to her officer when the officer reports back from leave. D‟Cuhna said he would, but in the meanwhile she should present the correct picture. When D‟Cuhna called for the files, she refused to part with them. D‟Cuhna fired her and reported the situation to the Chief Regional Manager. The other ladies were up in the arms against D‟Cuhna. The lady also complained to higher management that D‟Cuhna had made passes at her. Other ladies supported her complaint. She also complained that D‟Cuhna had no business to scold her. D‟Cuhna countered that had there been a male clerk in her place he would have scolded him too. When females enjoyed equal rights with males,

D‟Cuhna felt he must remain impartial. Nevertheless, D‟Cuhna was transferred to another place. The transfer to another place, rather than to another department in same place, was particularly humiliating to him. A shocked and disillusioned D‟Cuhna quit the enterprise


  1. Diagnose the problem and enumerate the reasons for the failure of D‟Cuhna?
  • What could D‟Cuhna have done to avoid the situation in which he found himself?


Section C: Applied Theory (30 marks)

  1. What are the common drawbacks in classical and Neo classical theories of management?
  • What is Training? Explain the diffeent methods of training.