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2013 03

ASS IGNMENTS

ADL-01 : PRINCIPLES AND PRACTICES OF MANAGEMENT

Subject Name & Code Principles and Practices of Management

Study Centre
Permanent Enrollment Number (PEN)
Student Name

INSTRUCTIONS

a) Students are required to subm it three assignments

ASSIGNMENT DETAILS MARKS

Ass ignment A Five Subjective Questions 15
Ass ignment B Three Subjective Ques tions + Case Study 15
Ass ignment C 40 Objective Questions 10

b) Total weightage given to these ass ignments is 40%.

c) All ass ignments are to be comp leted in your own hand writing/typed.
d) All ques tions are required to be att emp ted.
e) All the three ass ignments are to be comp leted by due dates (specified from time to time)
and mailed/given by hand for evaluation at the ACeDL office Noida/your Study Centre.
f) The evaluated ass ignments can be collected from your study centre/ ACeDL office after six
weeks. Thereafter, these will be des troyed at the end of each semes ter.

Signature
Date

( ) Tick mark in front of the assignments subm itt ed

Assignment ‘A’ Assignment ‘B’ Assignment ‘C’

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 ADL—O1: Principles and Pra ctices of Management

Assignment ‘A‘

Not es: Marks : 15

All questions carr y equal marks.

1. Comp are the three schools of management though t and discuss which theory as per you is
mos t imp ortant and why?
2. Discuss the 14 general principles of managemen t given by Fayol. Which principle do you think
is the mos t imp ortant?
3. “Decision making is the most critical managerial task.“ Discuss the above statement in light of
decision-making steps.
4. Which party bears more res ponsibility in the commu nication proc ess- sender, receiver or both’?
Justify your answer.
5. “Planning is charting the futur e cour se of action at present .“ Do you agree? Discuss the
adva nt age of planning as a management process.

ADL—O1: Principles and Pra ctices of Management

Assignment ‘B‘

Not es: Marks : 15

All questions carr y equal marks.

1. Management can be defined as “a pr ocess of bringing about imp rovement in knowledg e, skill,
habits, and att itudes of the emp loyees ’in an organization“. Discuss .
2. Which are the various types of plans you are familiar with? Discuss the steps involved in the
plann ing process .
3. Departmentalization is grouping activities and people into department s. Which are the various
forms seen in the industry?

Case Study

NO COMMISS IONS ALLOWED

When Mr. Ram Bansal took over the handb ag department at RK & Company New Delhi, he
es tablished se veral important goals for the department . One was to increase sales without
increasing the numb er of sales people or the way they were paid. Unlike some retail supervisors,
Mr. Bansal was not in a position to use comm issions to reward imp roved performance. All his
emp loyees were paid a straight wa ge without comm issions a nd all memb ers of the staff were union
led. He also wa nted to imp rove customer service and emp loyee satisfaction.

This arrangement offered few motivational options and had a negative effect on emp loyee
att itudes . In other department s of th e comp any, custome rs wer e often shown a dressing room
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“cop“ who asked how many garment s were included and gave them the app ropriately coloured tag.
The original sales clerk rarely app eared for add itional custome r service. Many sales people in the
comp any were painfully awa re of the lack of personal comm itment to their job and custome rs. One
emp loyee commented, “There’s a lot of talk about increasing customers.“ Mr. Bansal knew he had
to make some changes in order to imp rove the sales production in the department.

His first step was to give full-time emp loyees their own coun ter area and their own line of
merchandise . He also increased th e res ponsibility of the sales staff for managing their own
inventory and their own line of merchandise . Any sales person who needed information was
encouraged to offer th e buying staff sugg es tions, was encouraged to talk with bu yer of handb ags.
Previously, the sales staff had felt they were not supp osed to talk to buyers.

Every week, Mr.Bansal brings the staff together for a meeting. At these meetings, he emp hasizes
the imp ortance of custom er service ’and reviews any change in departmental policies and
procedures. He also encourages emp loyees to discuss problems and ask ques tions. These meetings
provide Mr. Bansal with an opp ortun ity to publicly recognize the accomplishments of emp loyees.

Questions

1. What motivational nee d did Mr. Bansal satisfy for his full-time emp loyees?
2. Discuss these nee ds with reference to Maslow’s hierarchy of nee ds.
3. Mr. Bansal achieved significant productivity gains because of a positive chang e in
emp loyee’s att itudes . What motivational strategies did he use to achieve this success?

ADL—O1: Principles and Pra ctices of Management

Assignment - ‘C‘

Not es: Marks : 1O

Objec tive Type Questions

All questions carr y equal marks

Tick mar k ( ) ‘only one‘ answer.

1. The ability to see the organization as a whole and being awa re how changes in anyone part of
the organization aff ect all the other parts is known as:
a. Leading skill
b. Hum an Skill
c. Conceptual skill
d. Organising skill

2. Which of the following should be enco uraged by a manage r in order to develop

subordinate loyalty?
a. Understanding and camaraderie
b. Open commun ication and effective delegation
c. Effective delegation and clear task definition
d. Opening commun ication and effective motivation

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3. A system in which the level of equilibrium betwee n its sub system s is always dynamic may be
ter med as:
a. An open system
b. A close d system
c. A system which is self sufficient and self regulatory
d. All of the above

4. A plan can not be said to exist un less :

a. It has be en redu ced to writing
b. It has be en signed by the chairman
c. It has been conveyed to all managers
d. Comm itment of resources , direction, or reputation has been made

5. The managerial function of staffing means:

a. Hiring people for the organization
b. Filling, and kee ping filled, positions in the organization structure
c. Right man for the right job
d. Maintaining good relationship betwee n staff and the line personnel

6. Cor por ate planning is nothing but (choose the mos t appropriate one).
a. Planning the futu re of the organization
b. Planning for expansion of th e organization
c. Planning for Human Re sources Utilization
d. Budg eting for an extended period

7. (2 +2 = 5) effect is often used to indicate:

a. Error in mathematical problems
b. Synergy
c. Enh anced skills
d. Bette r managem ent control and supervision

8. Which one of the following is not a component of McKingse y’s 7- S Framework?

c. Sh ared value

9. SWOT Analysis (TOWS Matrix) is a modem management tool for:

a. Invento ry control
b. Production scheduling
c. Hum an Re sour ce Developm ent
d. Developing of alternate strategies during planning 10 .

10 . A comp any

d. Is an artificial perso n, invisible, intangible and existing only in contemp lation of law

11. Effective commun ication means:

a. 20 per cent listening
b. 50 per cent listening
c. 50 per cent reading
d. 50 per cent speaking

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12. Conflict is:
a. Always des tructive
b. Always constructive
c. Never constructive
d. Could be des tructive or constructive

13 . Job Evaluation is a techn ique which aims at:

a. Establishing fair and equitable pay structure
b. Analysing of requirement of upd ating techn ology
c. Assessing safety requirement of jobs
d. Improving productivity

14 . Induction or Orientation is an integral part of:

a. Training
b. Selection
c. Recruitment
d. Neither of the above

15. Conflicts in work environment could be classified as un der (Tick mark wrong one).
a. Perceived conflict
b. App arent conflict
c. Manifes t conflict
d. Latent conflict

16 . Industrial Dispute Act, 1947 provides the following Industrial Relations machinery for resolution
of conflicts: (Tick mark wrong one)
a. Negotiation
b. Conciliation
c. Mediation
d. Arbitration

17 . The mos t common type of performance app raisal sc heme followed in Publ ic Sector is:
a. Management Group Appraisal
b. Superior-subordinate App raisal
c. St aff -g roup Appraisal
d. Comm itt ee App raisal

18 . What can an organization do to alleviate stress (Tick mark wrong one).

a. Undertake a stress audit
b. Use scientific input
c. Sp read the mes sage of stress awarenes s
d. Organise job evaluation

19 . The power a pe rson derives from the closeness to a powerful person is known as:
a. Authority
b. Emotional power
c. Exper t power
d. All of the above

20. The saying “Give a man fish, He will eat it, Train a man to Fish, He will feed his fami ly“ is use d
in relation to which management activity?
a. Motivation
b. Recruitment
c. Training
d. Production
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21 . Performance review is done to:
a. Rewa rd work done
b. Foc us on areas requiring imp rovement
c. Giving app ropriate feed back to individuals
d. All of the above

22. The influence a pe rson has because of his high competence may be term ed as:
a. Authority
b. Reflected power
c. Referrent Power
d. Reinforc ing power

23 . When a youn g pe rson joins an organization he nee ds some senior person in whom he can
confide and get advice and supp ort. Su ch a relationship may be called:
a. Mentoring
b. Coun se lling
c. Listening
d. Understanding

24. Counselling is:

a. He lping the emp loyee to grow and develop
b. Giving him feed back
c. Reading hi9s per for mance report
d. Explaining legal implications

25 . The term OCTAPAC is used in relation to which of following:

a. Organisational Development
b. Organisational culture and climate
c. Quality control
d. Marketing synergy

26 . Line Managers are:

a. Supervisors
b. St aff authorities
c. Managers with authority to direct operations in their spheres of activity
d. Production.& Marketing Managers

27 . Job specification spell out:

a. The functional des cription of the job.
b. The att ributes of person in terms of education, training expenses, abilities , skills &
aptitude
c. Neither of the above
d. Both (a) & (b ) above

28 . The methods of recruitment may include:

a. Internal
b. Direct
c. Indirect and Third Party
d. All of the above

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29. Which of the following is not a typical Rater error:
a. Average behaviour
b. First Impress ions
c. Central Tendency
d. Halo effect

30. Spil lover Effect in Rater Errors means:

a. Rating is influenced by the mo st rece nt Behaviour
b. Basing the entire app raisal on the basis of one perceived positive quality
c. Allowing past per formance to influence how present pe rfor mance is evaluated
d. Ratee may be rated ver y strictly or very leniently

31 . Key result are as are usually ter med as:

d. KRAs

32. The logical and poss ible se quences of positions th at could be held by an individual base d on
what and how people perform in an organization is called:
a. Caree r
b. Ca reer Anchors
c. Ca reer Path
d. Succession Planning

33. “In- Basket“ Technique is used in:

a. Production
b. Marketing
c. Training
d. Accoun ting

34. The Act which aims to en sure regular and prompt pay ment of wa ges and to pr event the
exploitation of wa ge earner s by prohibiting arbitrary fines and deductions is called:
a. The Equal Remun eration Act, 197 6
b. The Payment of Bonus Act, 196 5
c. TheMinimumWages Act,l94 8
d. The Payment of Wa ges Act, 193 6

35 . “All reasonably healthy adults have a considerable Reservoir of Potential Energy“ is one of the
basis principles of:
a. Motivation
b. Performance Appraisals
c. Developm ent
d. Job Evaluation

36. For reduction/retrenchment firms now offer inducements to the Workf orce to leave on their
own be fore they reach the age of superannu ation. Su ch a scheme is called:
a. Golden Handshake
b. Volun tary Retirement Scheme
c. Both (a) and (b) above
d. Neither (a) no r (b) above.

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37 . An enquiry into the allegations of misconduct against an emp loyee condu cted within the
organization base d on the principles of natural justice is called:
a. Inves tigation
b. Disciplin ary procee ding
c. Domestic Enquiry
d. Disciplin ary action

38 . What are the barriers to comm un ication?

a. Noise

39. Which one is not a type of comm un ication?

c. Inwards

40. Which one is not a stage of Group process?

a. Forming
b. Norming
c. Welcoming
d. Performing

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