MBA101 - Management Process and Organisational Behaviour
MBA101 - Management Process and Organisational Behaviour
MBA101 - Management Process and Organisational Behaviour
1st Semester
1. An organisation is a __________ system of people who are structured and meet specified goals.
a. Geographical
b. Social
c. Private
d. Specified
Answer: b
2. Building a vision involves the joint efforts of the owner and ____________ of the organisation.
a. Employees
b. Stakeholders
c. Competitors
d. Vendors
Answer: b
3. When a company has many business operations running out of different centres, the plan made by the head office/
headquarter to achieve the organisational vision, is known to be _________________.
a. Corporate strategy
b. Functional strategy
c. Business strategy
d. Organisational strategy
Answer: a
a. Improving quality
b. Higher productivity
c. Management by objective
d. Customer orientation
Answer: c
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5. When major tasks and activities of the organisation are divided and carried out by different people in the organisation, it
is called ____________.
b. Division of labour
c. Unity of command
d. Unity of direction
Answer: b
6. When the workers are encouraged to do things which are not defined but add to productivity, it is called as
___________.
a. Equity
b. Order
c. Initiative
d. Overtime
Answer: c
7. Planning should always end in _________ because that is the purpose of planning.
a. Structuring
b. Decision
c. Profits
d. Staffing
Answer: b
8. Planning implies goal setting for the organisation keeping in mind the constraints, __________ and threats.
a. Opportunities
b. Strengths
c. Weaknesses
d. Deadlines
Answer: a
9. A plan that is important and future oriented and forms the hub of fulfilling the vision is called ________________.
a. Corporate plan
b. Operational plan
c. Short-term plan
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d. Strategic plan
Answer: d
a. Efficiency
b. Specialisation
c. Planning
d. Combination
Answer: b
11. Social groups existing within the overall organisational structure can be called as _________________
organisations. Here relationship is built on likes, dislikes, feelings, and emotions.
a. Matrix
b. Formal
c. Informal
Answer: c
12. Usually in an organisation, a manager may have seven to ten sub-ordinates working under him. This however, depends
on the ___________ and technology level.
b. Span of control
c. Complexities in an organisation
d. Nature of industry
Answer: d
13. Controlling can be defined as measuring and _____________ of performance to achieve the organisational goals.
a. Analysing
b. Correcting
c. Interpreting
d. evaluating
Answer: b
14. In order to create a feed-forward system, which of the following is required first?
a. Input variable
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b. Development of the model system
c. Business vision
d. Revenue target
Answer: a
15. If a control has to be effective, it must also control the _______________ at the critical point.
a. Direction
b. Exception
c. Output
d. Feedback
Answer: b
16. Which approach is concerned with the growth and development of people towards higher levels of competency,
creativity and fulfilment?
a. Productivity
b. System
c. Contingency
d. Human Resources
Answer: d
17._____________ is an important factor while planning because it impacts the way threat and opportunities are seen by
people.
a. Perception
b. Company's Profits
d. Working Condition
Answer: a
18. By __________, we mean looking at relationships and attempting to attribute causes and effects and drawing
conclusions based on scientific evidence.
a. Organisational Citizenship
b. Systematic Study
c. Productivity
d. Absenteeism
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Answer: b
19. Traits like temperament, intelligence, reflexes, etc. are generally referred to describe the influence of
______________ in developing personality.
a. Environment
b. Culture
c. Situation
d. Heredity
Answer: d
20. According to Catell's 16 PF model, if a person likes people on the high range as against impersonal, which personality
factor does he / she possess?
a. Emotional stability
b. Reasoning
c. Warmth
d. Liveliness
Answer: c
21. The MBTI classifies human beings into four categories of opposite pairs (dichotomies). Identify the correct one from the
following.
a. Thinking or feeling
b. Extroverted or judging
c. Perceiving or thinking
d. Sensing or thinking
Answer: a
22. ____________ are the outcome of evaluative statements or judgments we make on objects, people and events.
a. Attitudes
b. Values
c. Behaviour
d. Emotions
Answer: a
23. __________________ enables a person to manage his own self, customers and other stake holders, peers,
subordinates and superiors alike.
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a. Knowledge
b. Intelligence
c. Emotional Intelligence
d. Behaviour
Answer: c
24.___________ are also called as important and enduring beliefs or ideals shared by the members of a culture, whether
national, local or organisational.
a. Goals
b. Values
c. Attitude
d. Disposition
Answer: b
a. Promotions
b. Basic pay
c. Performance pay
d. Spot prizes
Answer: b
26 ______________ emphasises participative set goals that are tangible, verifiable and measurable.
c. Management by Objective
d. Participative Management
Answer: c
27 ______________ is concerned with how hard a person tries. This is the element most of us focus on when we talk
about motivation.
a. Persistence
b. Direction
c. Immediacy
d. Intensity
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Answer: d
28 A/an _________________ is a relatively permanent informal group that involves intense friendship for a narrow
(often negative) goal.
a. Interest group
b. Reference group
c. Membership group
d. Clique
Answer: d
29 In the group process, if the personal relations function is 'testing and dependence', what would be its task function?
a. Orientation
c. Information-flow
d. Problem-solving
Answer: a
30 _____________ can be defined as 'acceptable standards of behaviour that are shared by the group members'.
a. Conformity
b. Norms
c. Groupthink
d. Social loafing
Answer: b
31. A team can be defined as a group of people operating with complementary skills and a high degree of _________ and
accountability.
a. Authority
b. Interdependence
c. Influence
d. Independence
Answer: b
32 Teams brainstorm because the destiny in terms of the objective is so strong that they brainstorm all possible solutions
which bring forth diversity of ideas. Which benefit of a 'team' does this point echo?
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a. Accomplish targets
Answer: c
33 ____________ allows group members to benefit from the knowledge, experience, emotional support, energy and
tools/equipment possessed by other group members.
a. Willingness to share
c. Informal relations
d. Style diversity
Answer: a
34 Nelson and Quick defines _______________ as a style of leadership in which the leader fails to accept the
responsibilities of the position.
a. Authoritarian
b. Democratic
c. Consultative
d. Laissez Faire
Answer: d
a. Managerial Grid
c. Contingency Model
d. LMX Theory
Answer: d
36 One of the types of Transformational Leadership that speaks about building confidence and trust and being a role model
through setting examples is _________________.
a. Inspirational motivation
b. Intellectual stimulation
c. Idealised influence
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d. Individualised consideration
Answer: c
37 _________________ power comes because of the position and the belief that some things are supposed to be done
when told by a person in that position.
a. Expert
b. Referent
c. Information
d. Legitimate
Answer: d
a. Integrative bargaining
b. Distributive bargaining
c. Trade-off
d. Pre-conditioned bargaining
Answer: a
a. Location
b. Culture
c. Competence
d. Goals
Answer: b
a. Resistant to change
b. Irreversible
c. Change-oriented
d. Frequently changeable
Answer: c
41. When the information flow takes place in all directions inside the organisation and it is considered to be the
organisation structure of the future, which structure are we referring to?
a. Matrix
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b. Adhocracy
c. Hierarchialx
d. Team
Answer: b
42. Experiments have proved that good working relationship with the supervisor and colleagues and the idea of challenge
accounted for higher productivity. This is supported by which management theory?
c. Systems theory
Answer: b
a. Establishing objectives
b. Developing premises
Answer: c
44. The most fundamental authority that exists within an organisation is ____________.
a. Line authority
b. Functional authority
c. Staff authority
d. Manager/ supervisor
Answer: a
a. Alignment
b. Direction setting
c. Engagement
d. Directing
Answer: c
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46. Which of the following is a term used in PERT and CPM methods of project management? a. Critical path
c. Balanced scorecard
Answer: a
47. By __________, we mean looking at relationships and attempting to attribute causes and effects and drawing
conclusions based on scientific evidence.
a. Organisational Citizenship
b. Systematic Study
c. Productivity
d. Absenteeism
Answer: b
48. _______________ is the term that some social and personality psychologists use to describe a person's tendency to
deceive and manipulate others for personal gain.
a. Self-monitoring
b. Self-esteem
c. Locus of control
d. Machiavellianism
Answer: d
a. Attitude
b. Values
c. Behaviour
d. Emotional Intelligence
Answer: a
a. Shaping
b. Extinction
c. Avoidance learning
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d. Chaining
Answer: b
51. (i) When one can communicate to his boss as well as others laterally; the structure is called as _______________.
(ii) When one belongs to one of the basic pillars on which the business is built but report to another head, the structure is
called as ____________.
a. Flat, matrix
b. Hierarchical, team
c. Simple, adhocracy
d. Adhocracy, bureaucracy
Answer: a
52. Organisations are ongoing and the structure determines the relationship between the ______________ and
_________________.
a. Departments, jobs
b. Functions, positions
c. Team, responsibilities
d. Hierarchy, roles
Answer: b
53. (i). The system takes its own feedback and uses it and other resources to __________. (ii) Any change or modification
required to correct a problem would start by looking at the __________."
b. (i)--Change, (ii)--Source
Answer: c
54. The management functions that figure in management process include ___________, organising, staffing, controlling
and _______________.
a. Recruiting, planning
b. Authorising, directing
c. Planning, analysing
d. Planning, leading
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Answer: d
55. (i) _____________ is the start point for creative decision making.
(ii). When a decision is taken after verifying the insight and checking its viability, it is called ______________.
Answer: a
56. (i) The strategy which talks about using it's strength and entering untouched opportunity areas, is called
___________.
(ii) Porter's five forces suggest that companies have to make a strategic choice by choosing to be a _____________, or
differentiator or follower of focus strategy.
Answer: c
57. Consider the following statements with respect to decision making and its model:
(i) Taking a decision which is not entirely rational because of lack of information on issues, is called 'Bounded Rationality'.
(ii) The segments/ products and services not served by a business is termed as Red Ocean."
Answer: a
58. (i) Organising means providing co-ordination horizontally and vertically by creating a/an ____________.
Answer: a
59. Consider the following statements with respect to the types of organisations:
(i) In formal organisations, the relationships, roles, norms and responsibilities are defined but the outcome of achieving or
not achieving the goal is not defined.
(ii) Informal organisation refers to a network of personal and social relationships which originate within the formal set up.
Answer: c
60. Consider the following statements with respect to an advantage of implementing PERT methodology in an
organisation:
(i) It enables managers to aim reports and builds pressure for action at the right spot.
(ii) It forces the managers to plan since they have to make a time event chart.
Answer: a
61. The requirement for _______________control is to review _______________to see whether the input variables
are identified and their inter-relationships continue to represent realities.
a. Feed-forward, regularly
c. Feed-backward, annually
Answer: a
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62. Consider the following statements with respect to the relation between organisational behaviour and Human Resource
Management in an organisation:
(i) In HR, we learn about learning, personality, perception, attitude, emotions and motivation.
(ii) Humans can vary their production, qualitatively and quantitatively for reasons such as time of day, mood, interest,
motivation. Besides great pay, they need motivation and meaningful work
a. (i)-True, (ii)-True
b. (i)-True, (ii)-False
c. (i)-False, (ii)-False
d. (i)-False, (ii)-True
Answer: d
(i) It tries to integrate both individual and organisational objectives so that both are achieved simultaneously.
(ii) It addresses issues of workplace motivation or conflict which are oriented towards organisational objectives.
a. (i)-True, (ii)-True
b. (i)-True, (ii)-False
c. (i)-False, (ii)-False
d. (i)-False, (ii)-True
Answer: a
64. Personality influences his/her interactions with and adaptations to ___________ and _____________
environments.
a. Positive, negative
b. Physical, social
Answer: b
65. (i). Values define modes of socially acceptable conduct and therefore social sanction make adjustments in our values.
This is called as _______. (ii). ________ is impacted by individual values as well as that of others and hence the need to
achieve value congruence in organisations.
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c. (i). Terminal values, (ii). Perception
Answer: b
66. (i) The social learning theory was proposed by______________. (ii) It explains human behaviour in terms of
continuous reciprocal interaction between_____________, behavioural and environmental influences.
Answer: c
67. Size, interaction, ______________ and _____________ are the key ingredients of a group.
a. Deadlines, roles
b. Influence, goal
c. Safety, security
d. Power, status
Answer: b
68. Consider the following statements with respect to designing teams based on functions:
(i) Teams should be large enough to be diverse and creative and small enough for easy communication and cohesion.
Answer: c
69. Bernard Bass suggests that there are five different styles namely directive style or telling, _________ participative,
negotiative or selling and __________.
a. Orientation, bureaucrat
b. Authoritarian, democratic
c. Delegative, consultative
d. Developer, executive
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Answer: c
70. (i)________________ is a process in which two or more parties exchange goods or services and attempt to agree
upon the exchange rate for them.
(ii) One way to assess ________________ is to begin by identifying the best and worst possible outcomes, next, specify
what impact it will have on these outcomes.
Answer: c
(i). Status is a socially defined position or rank given to groups or group members by others.
(ii). Conformity can be defined as acceptable standards of behaviour that are shared by the group members
Answer: d
(i). Cross-functional team is a group of people who gradually assume responsibility for self-direction in all aspects of work.
(ii) A team is any group of people organised to work together interdependently and cooperatively to meet a purpose or a
goal.
Answer: b
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(i) In individual-group conflict the individuals find themselves in conflict with groups. For example, a manager differing
with the departmental policy.
(ii) Conflict in most organisations persists between line and staff, because it is partially possible to define precisely the
responsibility and authority relationships between the two.
a. 1-False, 2-False
b. 1-True, 2-True
c. 1- True, 2- False
d. 1- False, 2-True
Answer: c
74. Consider the following statements with respect to power to influence people in an organisation:
(i) In inspirational appeals, the person seeks your participation in making a decision or planning how to implement a
proposed policy, strategy, or change.
(ii) In ingratiation, the person seeks to get you in a good mood or to think favourably of him or her before asking you to do
something.
Answer: a
75. Consider the following statements with respect to the basic model of change:
(i) The three steps involved in the basic model of change are freezing, change and unfreezing.
(ii) At the unfreezing stage, the forces, which maintain the status quo in the organisational behaviour, are reduced by
refuting the present attitude and behaviour to create a perceived need for something new.
Answer: a
77. An ____________ is a social system of people who are structured and managed to meet some goals.
Answer: Organisation
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78. The __________ determines the relationship between the functions and positions.
Answer: Structure
79. Business organisations are open systems which are affected by ___________ systems.
Answer: External
80. A ____________ is an organisation that the society has created to fulfill its needs.
Answer: Business
81. Creating structure is about grouping ____________ works and doing it.
Answer: Similar
Answer: True
Answer: False
Answer: False
Answer: False
86. Strategy can be broadly divided into _________ strategy, _________ strategy and _________ strategy.
87. _____________ lays down the grand plan to be followed by each business under a corporate headquarters.
Answer: Corporate
88. When each independent department creates its own strategy, it is known as __________.
Answer: Functional
89. The basic pillars on which the business is built is called ____________.
Answer: Structure
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90. _____________ is a set of logical activities that lead to some final or interim output.
Answer: Process
Answer: Tasks
92 .Ravasi and Schultz (2006) believe that organisational culture is a set of ______________ that guide the
interpretation and action in organisations.
93. Right culture, while a necessary condition for organisational success, is by no means __________.
Answer: Sufficient
95. In order to give meaning to the pattern of behaviour, people have __________, _________ and practices, etc.
96. Schein argues that culture of modern organisations should be strong on _________ issues.
Answer: Pivotal
97. Collins and Porras (1994) found that companies with long-term success had a limited but strong set of timeless core
values that did not prevent organisational __________ over time.
Answer: Change
98. Organisational change may be defined as the adoption of a _________ or _________ by an organisation.
99. Four important external forces of change are political, economic, social, and ___________.
Answer: Technology
100. Factors for resistance of change can be broadly classified into three namely economic, _________, and social.
Answer: Psychological
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101. Basic model of change has ________ steps.
Answer: Three
Answer: Eight
103. For change to take off, _____% of a company's people and particularly the managers have to buy into the change idea.
Answer: 75
Answer: True
Answer: 4
108. Hawthorne experiments proved that good physical conditions is more than insufficient to increase productivity.
(True/false)
Answer: False
109. Hawthorne experiments proved that treating employees with respect and dignity leads to __________ .
110. OB can be learnt from different approaches such as human resources approach,
__________, productivity approach and systems approach.
Answer: Contingency
111. The human resources approach is concerned with the growth and development of people towards higher levels of
________, _______ and fulfillment.
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112. When a manager gives orders to two different people who are identical in department, status, salary and other
organisational factors, the response could be very different and this depends on how each of them __________ the order.
Answer: Perceives
113. By systematic study we mean looking at relationships and attempting to attribute ___________ and effects, and
drawing conclusions based on scientific evidence.
Answer: Causes
114. The two inherent components in the term productivity are ________ and ________.
115. By organisational citizenship we mean ________ behaviour that is not part of an employees formal job
requirements, but that nevertheless promotes the effective functioning of the organisation.
Answer: Discretionary
116. In the OB learning framework we learn about personality, perception, learning, attitude and motivation under group
level variables. (True/False)
Answer: False
117. Perception is an important factor while planning because it __________ the way threat and ---------- are seen by
people.
Answer: Impacts, opportunities
118. Though people want to do things their way, their attitude, perceptions and decisions are often modified by
___________ pressures. Hawthorne experiment gives us an insight into this.
Answer: Group
119. Groups are capable of making their own plans and objectives in consonance with the organisational objectives. Some of
them make excellent decisions and follow up with action on the shop floor. A good example of such a group is the
_____________.
120. Selection process ensures that individual factors such as right personality, _________ and __________ exist in an
individual so that the organisation can work smoothly.
Answer: Perception and attitude
121. OB is not a standalone concept. All OB concepts can be mapped to ___________ systems and processes.
Answer: HR
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122. If you know your OB, you can completely remove conflict and frustration (True/False).
Answer: False
123. Tunnel vision of OB can lead to satisfying employee experiences at the cost of broader system of an organisation.
(True/False)
Answer: True
124. If we give infinite freedom and security to people, productivity is seen to improve. (True/False)
Answer: False
125. One of the ways global alliances impact OB is that they compel the countries to adjust the ___________ to remain
competitive.
126. Culture is quite hardwired in our mind and ___________ requires that it is rewired.
Answer: Globalisation
127. In work life, we use terms like efficiency, productivity, fairness, flexibility, achievement, loyalty, order, etc. These are
________.
Answer: Values
128. Those cultures with high power distance would have obedience, _____, loyalty as important values.
Answer: Respect
129. As per Rokeach Value Survey there are two sets of values, namely _______ and _______ values.
Answer: instrumental and terminal
130. When there is _________ between individual and organisational values, work place will be smoother.
Answer: Congruence
132. There are three components of an attitude namely cognition, and _______.
Answer: Affect, Behaviour
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133. Attitude and consistency is explained by _____ theory.
134. Emotion is a complex psycho-physiological experience in an individual's state of mind and created by the interaction of
biochemical (internal) and _________ influences
Answer: Environmental
135. __________ is a form of emotional regulation wherein workers are expected to display certain emotions as part of
their job and to promote organizational goals.
Answer: Two
137. Deep acting is argued to be associated with reduced stress and an increased sense of personal accomplishment
(True/False).
Answer: True
138. Emotional intelligence is the capacity for __________ our own feelings and those of others.
Answer: Recognising
139. Components of Daniel Goleman model of EI are _________, self management, ___________ and relationship
management.
140. Empathy and social skills are components of _________ in the EI model.
141. The organisation that promotes EI must necessarily promote a culture of transparency. (True/False)
Answer: True
142. A concept of _________ is similar to the concept of EI, can be traced in the second chapter of Srimad Bhagavad-
Gita.
Answer: Sthitha-prajna
143. _______is the ability to bring out of-control emotions back into line.
145. A ________ is a desired future state that the organization attempts to reach.
Answer: Goal
146. Planning helps management to clarify, ___________ and _________ their businesses or project's development
and prospects.
Answer: focus, and research
147. In the business context, planning guides most importantly _________ and ________.
150. There are long, medium, and short-term plans. There is a standard rule on the length of years for these. (True/False)
Answer: False
Answer: False
152. The term being aware while describing the steps of planning means knowing the customer needs, market,
_________, our strengths and weaknesses.
Answer: Competition
153. Deciding on the environment (both external and internal) in which our plans are going to operate is called
_________.
154. The process leading to decision can be thought of as __________ , ________, research and analysis.
Answer: Experience, experimentation
155. Junior managers have to take non-programmed decisions very often (True/False)
Answer: False
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156. Incubation of idea is an excellent start point for ________.
157. If you are a cash cow, you should expand at a fast pace. (True/False)
Answer: False
158. Blue Ocean strategy means entering a competitive market with huge resources. (True/False)
Answer: False
160. Getting that account will be tough, but I know you can do it. This is an example of using __________as a tactic for
influence.
Answer: Inspiration
161. Expert power is about possessing _________, experience, or judgment that the other person lacks, but needs.
Answer: Knowledge
162. Organisational politics refers to the use and __________ of situation, power and people to secure their position and
gain from the situation.
Answer: Manipulation
163. There are many organisations that work in an environment completely free of organisational politics. (True/False)
Answer: False
164. In relation to office politics, if you feel that something will come to haunt you, it is better to keep a
______________.
Answer: Record
165. Conflict is any situation in which incompatible goals, attitudes, ___________ or __________ lead to disagreement
or opposition between two or more parties.
166. Based on the organisational outcomes, we can classify conflicts into ____________ and _____________
conflicts.
167. When a conflict occurs where a person must decide to do something that has both positive and negative consequences,
it is called _________.
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Answer: Approachavoidance
168. Conflict handling styles are _________, _________, compromising, avoiding and accomodating.
169. Negotiation is a process in which two or more parties exchange goods or services and attempt to agree upon the
exchange rate for them. This occurs when there is no fixed or established set of rules set and ______________.
Answer: Conflict of interest
170. For integrative bargaining to be a success, the parties must be open with information and candid about their concerns,
be _________ to each other , __________ one another, and be flexible.
Answer: Sensitive, trust
171. A mediator is a _______ third party who facilitates a negotiated solution by using reasoning and persuasion,
suggesting alternatives, etc.
Answer: Neutral
172. Stress is the _______ threat to ones physical or psychological well being.
Answer: Perceived
173. Stress has three stages which are ___________, _________, and __________.
174. One of the reasons for stress is Inner Conflicts. It means __________, ________ and guilt feelings.
Answer: Non-specific fears, anxiety
Answer: True
176. Efficient ____________ leads to better economical production and also increases the economic, social, and general
welfare of the people.
Answer: Management
177. In addition to organisational goals, one has to manage ________ goals also.
Answer: Individual
178. Process of designing and maintaining environment in which individuals working in groups efficiently employ
resources is called __________.
Answer: Management
179. Reduction of costs gets __________ results through __________ input through proper planning.
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Answer: Maximum, minimum
180. In Taylors parlance there are __________ identifiable components to scientific management.
Answer: 4
181. Elton Mayos Hawthorne experiments proved that ____________ with the supervisor and colleagues and the idea of
__________ in the job accounted for higher productivity.
Answer: Good working relationship, challenge
183. Thomas Peters and Robert Waterman identified ____________ characteristics in successful companies.
Answer: 8
184. Unity of command means _________ person should report to ________ one boss.
Answer: One, only
185. Centralisation principle propagates finding the __________ between these keeping in mind the size, nature of
business, experience of superiors and subordinates, dependability and ability of the subordinates
Answer: Ideal balance
Answer: Systematically
187. When the management functions are placed into its logical sequence, we call it a ___________.
Answer: Process
188. System approach to management enables us to understand management from a ____________ perspective.
Answer: Holistic
189. The five management functions that figure in the management process in the modern literature are planning,
organising, staffing, _______, and __________.
Answer: leading and controlling
192. Each process of the system would require different people to man. (True/False)
Answer: False
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193. One of the benefits of looking at systems is that even when the problem is large, we are able to analyse the organisation
by analysing _________ by _______ and making changes where it is most effective.
Answer: System, system
194. Organisations which are _____________ driven are smoother than organisations which are individual driven.
Answer: System
195. Research shows that a majority of business leaders have shown leadership while in school in some small way.
(True/False)
Answer: True
196. If leadership training has to be fruitful, self-awareness and are extremely important.
Answer: Self-discipline
198. A simple definition of leadership is that leadership is the art of motivating a group of people to act towards achieving a
.
Answer: Common goal
199. Modern business moves from competitiveness to _____________, which is one of the reasons why leaders are
required.
Answer: Collaboration
200. If the service industry had not boomed the way it has, perhaps leadership in business would not have receive so much
attention. (True/False)
Answer: True
201. Leadership has become imperative because markets have shifted to ____________ economics.
Answer: Emerging
202. Social sensitivity, people sensitivity, and ___________ sensitivity are the three new realities of business which
demand leadership.
Answer: Environmental
203. According to Deloitte Touche study, creating vision is one of the characteristics of a leader. (True/False)
Answer: False
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Answer: 2
206. A 5,5 leader is a good compromise between task and people orientation. (True/False)
Answer: False
207. Bernard Bass suggests that there are five different styles namely Directive Style or Telling, _________ Participative,
Negotiative or Selling and __________.
208. According to ACL, the greater the congruence between task, ________ and _________, the greater will be the
effectiveness.
209. In LMX theory, the leader and each follower is perceived as a _______.
Answer: Dyad
210. Fielders model suggests that leadership _________ and _________ favourableness interact to make leadership
effective.
Answer: Style, Situational
211. Depending on (contingent upon) the maturity of the follower, a leader has four styles 1) telling (directing), 2) selling
(consulting), 3) _______ and 4) _________.
Answer: Participating, delegating
212. Path goal theory draws its inspiration from the ____________ model of motivation.
Answer: Expectancy
213. Reddin identifies ________ effective styles that are matched to the situation.
Answer: 4
217. Charismatic leaders may not deliver exceptional results during normal economic times. (True/False)
Answer: True
218. Personality influences interactions with, and adaptations to ________ and _____________ environments and
his/her own psyche.
Answer: False
220. Socialisation starts with the ___________ between a mother and her new infant.
221. There is some evidence that immediate family impacts personality. (True/False)
Answer: True
222. 16 PF, MBTI and _________ are the most popular personality tests.
Answer: Big 5
223. 16 PF has four dimensions namely extroverted or introverted, sensing or intuitive, thinking or feeling and perceiving
or judging. (True/False)
Answer: False
224. Those with high score in Agreeableness factor of Big 5 always become excellent managers. (True/False)
Answer: False
225. If you were selecting someone as team leader of a quality circle, he should have a high __________ as per the Big 5
test.
Answer: Openness
226. Those with high internal locus of control always look for orders from their bosses. (True/False)
Answer: False
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227. Those high on Machiavellianism are always excellent negotiators with people. (True/False)
Answer: True
228. Self-esteem is defined as the degree to which people __________ or ________________ themselves.
Answer: True
230. Holland Hexagon is a method used to match the ______________ and ___________________.
231. Perception is the process by which individuals organise and interpret their ______________ in order to give
meaning to their environment.
232. Perception is affected by perceiver related, ______________ related and situation related factors.
Answer: Target
233. Those with high _______________ are able to perceive multiple characteristics of another person rather than just a
few and are therefore better decision makers.
234. In attribution theory, ___________ means whether an individual displays different behaviours in different
situations.
Answer: Distinctiveness
235. ____________ is the tendency to underestimate the influence of external factors and overestimate the internal
ones.
236. Our tendency to feel and see that others are like us is called _______.
Answer: Projection
237. After the interview, the chairman concluded, She is very good and well qualified. I wish we get a man like her because
being a woman she may not work late hours. This is a statement because of ________ based stereotyping.
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Answer: Gender
238. Directing can be defined as the process by which the managers instruct, ________ and __________ the
performance of the workers.
Answer: guide, and oversee
240. When an employee buys into the vision and mission, time has come for ________ rather than __________.
242. Leading is a process that we adopt when there is an urgent requirement for a change. (True/False)
Answer: False
Answer: Leading
246. While both directing and leading are important, directing is a much better way to sustain action. (True/False)
Answer: False
247. Three fundamental functions of leading are selling direction, creating alignment and _________.
Answer: Direction setting, creating engagement and creating alignment
248. Direction setting means defining the goals and objectives. (True/False)
Answer: False
249. Engagement can be defined as capturing the ________ of stakeholders.
33
Answer: Influence and goal
Answer: Synergy
252. A reference group is a formal group to which disciplinary issues are referred (True/false)
Answer: False
253. The five stages in group formation are forming, _______________, ___________ and adjourning.
254. Punctuated equilibrium model explains a way to bring about balance between time lost in conflict and deadlines.
(True/False)
Answer: True
Answer: False
256. Members of work groups have to accept the standards implied in the organisations ____________ culture if they
are to remain in good standing.
Answer: Dominant
257. When a person from a function role such as accounting or auditing role is included in a group task in which such role
is not predominant, there is a danger of role ____________.
Answer: Ambiguity
258. Norms are enforced effectively by the groups by 1) increasing communication with a non-conforming member, 2)
ignoring the non-conforming member and 3) excluding him/ her from ______ and ________.
259. Groupthink is a deterioration of mental efficiency, reality testing, and _______________ resulting from in-group
pressures.
Answer: Groupthink
261. Three people in a group were very conservative in the first two meetings. Then they joined the others who supported a
high risk decision. The reason for this can be explained by a phenomenon called ___________________.
34
Answer: Groupshift
Answer: True
263. Group process is an excellent motivating tool since there is a high degree of employee ______________ in the
process.
Answer: Involvement
264. Group process enhances job satisfaction and therefore impacts _____________ and _______________.
266. Activities along with the roles can be divided into units and departments. This division helps in bringing specialisation
in various activities with a view to enhance _________.
Answer: efficiency
267. Delegation and decentralisation will not be easy without a clear _________.
268. One of the ways to facilitate change due to introduction of new technology and process is to _________ the
organisation.
Answer: restructure
269. For an efficient organisation, both ____________ and ____________ organisations are required.
Answer: False
271. The difference between formal and informal organisation is the ______ effort made in the former and the lack of it in
the latter.
Answer: conscious
35
272. In every formal organisation, informal organisations should be encouraged because it creates ________ with the
formal organisation.
Answer: synergy
273. The term department and __________ are often used interchangeably.
Answer: division
274. Narrow span facilitates close control, close supervision, and faster ________________.
Answer: communication
275. Organisations having narrow span require higher quality managers than the ones having wide span. (True/False)
Answer: false
Answer: verifiable
277. Enterprise function based organisation structure facilitates tight ___________ on top.
Answer: control
278. Postal service, several banks, and motor vehicle distributors tend to follow ____________ based departmentation.
Answer: False
281. Staffing can be defined as that management process which ensures _____________ and keeping __________ the
various organisational positions
282. Staffing function prepares manpower planning to match the organisational and departmental requirements.
(True/False).
Answer: True
36
283. Staffing impacts productivity indirectly. (True/False)
Answer: false
Answer: authority
285. There are four conditions under which authority will be accepted. Larger the presence of the conditions, greater will be
the probability that the authority will be accepted. (True/False)
Answer: True
286. There are three types of authority namely line, staff, and ___________.
Answer: functional
287. Three roles that staff perform are advisory, service, and ___________.
Answer: control
288.___________is important for greater coordination and integration, product innovation, effective management of
dispersed work units, facilitation and support of teamwork, execution of high performance work systems, maximising value
of employees, cross cultural management.
Answer: True
Answer: Core values, Core purposes, The Big Hairy Audacious Goal, vivid description.
291. ___________ refers to the idea that a shared sense of purpose, direction, and strategy can coordinate and galvanise
the organisational members toward collective goals.
Answer: mission hypothesis
292. _____________ is a process in which two or more parties exchange goods or services and attempt to agree upon
the exchange rate for them.
Answer: Negotiation
293. A person who exhibits some of the qualities of a transformational leader with intent to gain influence for selfish
reasons is called_________.
Answer: Pseudo-transformational leadership
37
294. ____________ refers to the idea that a common perspective, shared beliefs, and communal values among the
organisational participants will enhance internal coordination and promote meaning and a sense of identification on the
part of its members.
Answer: consistency hypothesis
295. Making the organisation act in union with the mission statement is known as _______________.
Answer: Aligning
296. One who leads by managing exception (variations) and provides conditional rewards is known as ___________.
Answer: Transactional leadership
297. What should make the entire vision statement very inspiring to all stakeholders?
Answer: The vivid description
298. Fixing the purpose, mission, and values of an organisation is called ____________.
Answer: Direction setting
299. ___________process involves preparation, evaluation of alternatives, identifying interests and making trade-offs
and creating joint gains.
Answer: Negotiation
300. A leader who goes beyond the transactional ones to ensure the well being and goal achievement of the group is known
as _________.
Answer: Transformational leadership
301. Process is a set of logical activities that lead to some final or interim output. (True/False)
Answer: True
302. Stress is the perceived threat to ones physical or psychological well being. It has three stages ________,
_________________, ____________..
Answer: alarm, resistance and exhaustion
303. _____________ is the art of motivating a group of people to act towards achieving a common goal.
Answer: Leadership
304. Style theories are based on two key elements, i.e.,____________, ____________.
305. The ____________ hypothesis refers to the idea that involvement and participation will contribute to a sense
of responsibility and ownership and hence, organisational commitment and loyalty.
Answer: involvement/participation
38
306. The ___________ hypothesis refers to the idea that norms and beliefs that enhance an organisations ability to
receive, interpret, and translate signals from the environment into internal organisational and behavioural changes will
promote its survival, growth, and development.
Answer: adaptability
307. _________is an important management function/process by which plans are converted into actions.
Answer: Leading
308. ___________ can be defined as capturing the mind space of the stake holders.
Answer: Engagement
309. Theories related to ___________ highlight only two entities, i.e., the leader and the follower.
Answer: style
310. ____________ can be defined as a dynamic and organised set of characteristics possessed by a person who uniquely
influences his/her knowledge, motivations and behaviour in various situations
Answer: Personality
311. Leading, as a function, has three important components -____________, _________, and creating engagement.
Answer: direction setting, aligning
313. ____________ is the term that some social and personality psychologists use to describe a person's tendency to
deceive and manipulate others for personal gain
Answer: Machiavellianism
314. Creating alignment can be defined as making the organisation act in unions with the __________ statement.
Answer: mission
315. __________ is defined as the degree to which people like or dislike themselves.
Answer: Self-esteem
39
316. There are three factors of production namely________, ___________, __________.
317. ____________ can be defined as fixing the purpose and the mission of an organisation along with the values.
318. The management functions occur in a logical sequence and hence, it is also called________.
Answer: management process
319. ________ refers to an individuals ability to adjust his/her behaviour to external, situational factors.
Answer: Self-monitoring
320. ____________ may be defined as the adoption of a new idea or a behaviour by an organisation
321. Type __________ personalities are often described as aggressive, ambitious, controlling, business-like, highly
competitive, time-conscious, impatient, preoccupied with status, workaholic, hostile, tightly-wound.
322. Directing and leading are not mutually exclusive, nor are they two sides of a coin. (True/False)
Answer: True
323. Organisational level OB studies organisational design, structure, roles and culture. (True/False)
Answer: True
324. __________ refers to whether an individual displays different behaviours in different situations.
Answer: Distinctiveness
326. Informal groups are created due to proximity, social and emotional needs for bonding, common interests etc.
(True/False)
Answer: True
40
327. ____________ occurs when too many employees are trying to work in a given space or when the organisation has
poorly planned the use of its facilities.
328. ____________ occurs when one or more group members rely on the efforts of other group members and fail to
contribute their own time, effort, thoughts or other resources to a group since it is harder to attribute the group's output to
individual contributions.
329. __________occurs if everyone, who is faced with a similar situation, responds in the same way.
Answer: Consensus
331. __________ refers to the pattern that is reflected regularly in a persons actions.
Answer: Consistency
332. The ___________hypothesis refers to the idea that involvement and participation will contribute to a sense of
responsibility and ownership and hence, organisational commitment and loyalty.
Answer: involvement/participation
Answer: True
334. Factors affecting perception are _________related factors, _________ related factors, and __________related
factors.
335. When an employee has to exhibit an emotion inconsistent with the situation, the process takes effort and energy. This
is called__________________.
41
336. Halo effect, contrast effect, attribution error, self serving bias, projection, stereotyping, primacy effect, recency effect
and self fulfilling prophecy are_______________________.
337. Personal competence comprises three dimensions of EI, such as, __________, ____________, ___________.
338. The ___________hypothesis refers to the idea that a shared sense of purpose, direction, and strategy can
coordinate and galvanise the organisational members toward collective goals.
Answer: mission
Answer: Conformity
340. ________is the ability of an individual to observe himself/herself and to recognise 'a feeling as it happens'
Answer: Self-awareness
341. ___________can be defined as acceptable standards of behaviour that are shared by the group members.
Answer: Norms
Answer: planning
343. Self-regulation is the ability to control emotions and to redirect those emotions that can have __________ impact.
Answer: negative
344. _____________refers to the idea that a common perspective, shared beliefs, and communal values among the
organisational participants will enhance internal coordination and promote meaning and a sense of identification on the
part of its members.
42
345. In formal organisations, the relationships, roles, norms, and responsibilities are defined and are usually reduced to
writing. (True/False)
Answer: True
346. __________ is the ability to channelise emotion to achieve a goal through self-control and by moderating impulses
as per the requirement of the situation.
Answer: Motivation
347. _____________refers to a network of personal and social relationships which originates within the formal set up
spontaneously.
349. The difference between formal and informal organisations is the conscious effort made in formal organisation and the
lack of it in the informal organisation. (True/False)
Answer: True
351. Factors responsible for resistance to change are economic, social and psychological. (True/False)
Answer: True
352. _____________ is the ability to feel and show concern for others, take their perspective and to treat people
according to their emotional reactions.
Answer: Empathy
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354. ___________ are the abilities to build a rapport and to manage relationships with people.
355. External forces are political and legal, economic, social and technological environment. (True/False)
Answer: True
356. When planning is done as per the steps and documented in a structured way, it is called _________plan and when
this is missing it is called _____________ plan.
367. Those segments/products and services not served by a business is called __________.
Answer: Blue Ocean:
368.External forces are change in top management, size of organisation, performance gaps, employee needs and values,
deficiency in existing organisation, change in business. (True/False)
369. ____________is known as segments/product and services served by several business leading to traditional
competitive environment
370.______________ is a way of altering an existing organisation to increase the organisational effectiveness for
achieving its objectives.
Answer: collaborative
MB0038 -Management Process & organization Behavior - Model Question paper with Answer.
Management Process & organization Behavior
MBA/SMU/SEM1
1-Marks
Q. 1 - Which one of the following actions cannot be included in the planning process.
Q. 3 - Variation is equal to
Q. 6 - Which one of the following is not a decisional role of manager, as defined by Mintzberg?
(a) Negotiator
(b) Entrepreneur
(c) Monitor
(d) Resource allocator
Ans C
(a) 28 percent
45
(b) 48 percent
(c) 50 percent
(d) 44 percent
Ans D
Q. 8 - What is networking?
Ans B
Q. 9 - Which One of the following researchers/thinkers did not belong to the classical era of management thought?
(a) FW Taylor
(b) Max Weber
(c) Adam Smith
(d) Chester Bernard
Ans C
Q. 10 - One person shall have only one boss. This tenet is better known as principle of
Ans D
Q. 12 - Yon buy a BMW car and flaunt it before your neighbor. Which one of the following needs is being
satisfied?
(a) Self-actualization
(b) Social
(c) Safety
(d) Esteem
Ans D
(a) Motivation
(b) Power
(c) Consequences
(d) All of these
Ans C
46
(a) study of Situational factors
(b) policies of the top management
(c) Interpersonal interactions only
(d) Group interactions only
Ans A
Q. 15- Political Science has contributed to OB in terms of the study and practice of
(a) Work design
(b) Intra-organizational politics
(c) Leadership effectiveness
(d) Cultural exchanges
Ans B
Ans B
Ans C
Q. 18- Mr. Ram cal Sharma can produce 2,400 pieces of a product on a lathe machine he would take eight hours to do this
job. He is told to produce 1,700 pieces only. What is the problem?
(a) Role overload
(b) Dynamic flexibility is missing
(c) Ability-job fit.
(d) There is no problem.
Ans C
Q. 19- Pavlov conducted some experiments on his dogs in 1927 and propounded the classical conditioning theory. He
concluded that
(a) Neutral stimulus becomes a conditioned stimulus due to consistent pairing with unconditioned stimulus
(b) Mental stimulus is not required to a create and maintain a conditioned stimulus.
(c) The behavior of dogs towards meat cannot be replicated in humans
(d) None of these
Ans A
Q. 20- which one of the following is not a tenet of the operant Conditioning theory?
(a) Positively reinforced behavior will recur.
(b) Behavior is learnt
(c) Information should be presented in large amounts so that responses could be reinforced
(d) Rewards are most effective if they immediately follow the desired response.
Ans C
Q. 21- what are the motor reproduction processes under the gamut of social learning?
(a) People learn from a model only when they recognize and pay attention to its critical features
(b) After seeing a new behavior by observing the model, the watching must be converted into doing
(c) Individuals will be motivated to exhibit the modeled behavior if positive incentives or rewards are provided.
(d) None of the above
47
Ans B
Q. 23- Ramesh gets commission or Rs 12,000 on the sale of Rs 1,00,000. This is a case of
(a) Extinction
(b) Punishment
(c) Negative reinforcement
(d) None of these
Ans D
Q. 24- Suresh made 435 pieces of a product; he was supposed to make 235 pieces. He was not recognized or given any
reward. This is a case of
(a) Negative reinforcement
(b) Punishment
(c) Extinction
(d) Positive reinforcement
Ans C
Q. 26- which one of the following is not a major step in the process of behavior modification?
(a) Developing baseline data
(b) Evaluating performance improvement
(c) Ignoring key indictors of problem
(d) Developing and implementing an intervention strategy
Ans C
4. All of these
Ans B
Ans A
Q. 32- Assertiveness is concerned with
Ans D
1. Cognitive
2. Affective
3. Withdrawal
4. Behavioral
Ans C
3. The degree to which individual identifies psychologically with his job and considered his perceived performance
level important to his self-worth.
49
Ans C
Q. 35- If managers want employees to achieve high levels of job satisfaction, they must not resort to the following
(a) Task variety for employees
(b) Flexible work settings
(c) Supportive work environment
(d) Additional leaves to allow employees to remain away from duty.
Ans D
Q. 37- the lowest limit of emotional stability, according to the sixteen Personalities Factor model or Cattell is
(a) Easily affected by feelings
(b) Not at all affected by feelings
(c) Neutral to emotional outbursts
(d) There is no lowest limit
Ans: A
Q. 38- According to the Big Five Model of personality, extraversion refers to those features that are associated with
(a) Trusting and warm people
(b) Gregarious and sociable people
(c) Self-confident individuals
(d) Creative and curios beings
Ans: B
Q. 39- an individual, who is high on the Machiavellianism.
1. Is not pragmatic
2. Does not behave in the tenet that ends can justify means
3. Prefers to lose
Ans: D
Q. 40 - If Parrots classification of emotions is referred to, the tertiary emotions like isolation and neglect would fall under
the gamut of the following primary emotion.
1. Fear
2. Anger
3. Surprise
4. Sadness
Ans: D
2 Marks
Q. 41- Statements
(1) Empowerment is a process, through which fine staff all forced to become powerful staff specialists,
(2) The Concept of Empowerment is usury identified with centralized organization structures
50
1. 1-T, 2-F
2. 1-F, 2-T
3. 1-F, 2-F
4. 1-T, 2-T
Ans: B
Q. 42- Statements
(1) In employing power tactics, manager may use Eason to sell ideas to his juniors and also, he may be friendly towards
them to get famous from them
(2) Coalition refers to getting the support of people outside firm to get a denned accepted
1. 1-T, 2-T
2. 1-F, 2-F
3. 1-T, 2-F
4. 1-F, 2-T
Ans:C
Q. 43- Statements
(1) The structural inertia of an organization may persuade its members to resist change
(2) If we want to change an organization, we must change its people, structure, technologies and tasks
1. 1-T, 2-F
2. 1-F, 2-T
3. 1-F, 2-F
4. 1-T, 2-T
Ans: D
Q. 44- Statements
(1) The normative re-educative strategy for change management involves the redefinition of existing norms and values,
although people may or may not be committed to them.
(2) Change cane be brought about through coercive measures, so states the power- coercive strategy .
1. 1-T, 2-F
2. 1-F, 2-T
3. 1-T, 2-T
4. 1-F, 2-F
51
Ans: B
(1) OD interventions our not deliberate; rather, the top boss and its juniors invite OB/OD interventionists to being
about change in the form
(2) Any change in one part of the firm is likely to bring about changes in other (and all) parts of the system, avers
Leavitt (1972)
1. 1-T, 2-F
2. 1-F, 2-T
3. 1-F, 2-F
4. 1-T, 2-T
Ans: C
Ans C
Ans C
Q. 53- If you are fighting for your interest and are selfish, you are__________ but if you fight for your teams interests,
you are ___________.
(a) Submissive, assertive
(b) Aggressive, assertive
(c) Withdrawn, Submissive
(d) Assertive, with drawn
Ans B
Q. 54- Veterans have joined the work force for during the ______ and Xers had joined the work force during the
_______.
(a) Seventies, sixties
(b) Mid-eighties, nineties
(c) Forties, mid-eighties
(d) Sixties, seventies
Ans C
Q. 55 The potential for creativity is enhanced when individuals have ___________ and ________, among other traits.
Q. 56- People would indulge in intuitive decision making when a high level of __________ exists and ______ data is of
little use.
Q. 59- _________ people and ________ members of a firm are better able to resist conformity pressures.
(a) Low-status, old
(b) High-status, old
(c) Old, manipulative
(d) Powerful, powerless
Ans B
4 marks
Q. 61 (1) The basic management process variation is measured after comparing desired performance with actual one.
This is the gist of control
(2) Mangers command their juniors.
(3) Organization chart is created
(4) top boss makes blue-prints for all actions to be done by firm.
(5) Conferences are organized.
(6) Coordination is done even as the execution of tasks is underway.
(7) Executives are given free luncheons.
1. 4, 3, 2, 6, 1
2. 2, 4, 5, 7, 6
3. 5, 1, 2, 3, 7
54
Ans: A
1. Group is adjourned
1. 1, 2, 3, 5, 4
2. 2, 3, 5, 4, 1
3. 2, 3, 1, 4, 5
4. 2, 6, 3, 5, 4
Ans: B
2. Intentions
3. Outcomes
4. Potential opposition
5. Behavior
6. Cognition
7. Retention
1. 5, 3, 2, 4, 6
2. 7, 4, 6, 2, 3
3. 1, 3, 6, 7, 5
4. 4, 1, 2, 5, 3
Ans: D
55
Q. 64- The negotiation process
1. Closure
2. Clarification
3. Bargaining
4. Money exchange
5. Preparation
6. Confrontation
1. 5, 3, 2, 1, 6
2. 2, 5, 1, 4, 6
3. 5, 7, 2, 3, 1
4. 7, 5, 2, 6, 4
Ans: C
Q. 65- The steps to manage stress:
7. Be aware of stresses
1. 7, 1, 3, 6, 4, 5
2. 8, 1, 3, 5, 2, 4
3. 2, 7, 6, 8, 5, 1
56
4. 1, 7, 5, 6, 4, 3
Ans: A
Column A Column B
1. Legitimate Power (I) terrorist
2. Expect Power (II) Judiciary
3. Coercive power (III) My Uncle is Gay
4. Referent Power (IV) A prefect salesmen
Column A Column B
1. Internal loans of control (I) I am angry most of the times
2. Role Overload (II) I am confident on my abilities
3. Hostility (III) I have too many roles to perform
4. Self-efficacy (IV) I control my own destiny
2. II. No person on the earth can escape the tendency to engage in self- salving bias
3. III. People with high tendency to socialize love to live and work in seclusion
58
4. IV. The mass movement of marks Luther king (for protecting the civil rights of the blecks) emanated from
his need to socialize.
Ans: B
Q. 75- Statements
3. III. Salary is a hygiene factor, according to the Motivation hygiene theory or Frederick Herberg
4. IV. The desire for close interpersonal relations falls under the gamut of affiliation need (n/aff), according to
McClellands theory of needs.
Case study:
Introduction
The managers of Procter & Gamble (P&G) are highly trained professionals. They work under heavy time pressures and tight
deadlines. As a result of this, the managers were not listening effectively to customers and co-workers.
LEAD group
59
To improve the listening skills of the employees and managers, the Research and Development (R&D) department
conducted a programme for middle managers and technical leaders. A group Leaders Effect A Difference (LEAD) was
formed to attend that programme. The objective of the LEAD group was to increase innovation and build lasting
relationships to increase long-term networking.
The participants of the LEAD group could obtain the following benefits:
The programme for a LEAD group begins with a 45 minute introduction to LEAD process and is followed by building in-
depth listening skills. Listening is the main point of coaching; hence it plays a critical role in developing coaching.
The lead group was structured into groups of six persons. Participants were asked to play the role of helper and observer.
Each member of the group was assigned the role of seeker for one of the six LEAD sessions.
The seeker was assigned the role of practicing the skills of helping others on work issues. The helper was assigned the role
of practicing listening and training skills with the aim of assisting the seeker to think, feel, and plan.
Over time, the LEAD group programme was effective in motivating listening skills of managers.
The LEAD group approach met the business need for improved coaching by managers and was successful in establishing
communication with broader network of employees.
Discussion Questions:
Descriptive questions: 10 marks each 1. Discuss the channels of communication. Explain the guidelines followed while
selecting the appropriate channel. (refer to unit 2)
2. With the help of three steps format (Preliminary parts, body of the reports and annexes) prepare a business report. (refer
to unit 13)
60
Q.
Question Marks
No
Define the term management. Explain the scientific management 10 Marks
Q.N1. theory proposed by Taylor. Question Marks
o
Define planning and describe the importance of planning. Explain the
(Unit 2)
1. types of planning.
2. Give the definition and importance of motivation. Describe 1010Marks
Marks
(Unit 3)
Maslows hierarchy of needs theory.
(Unit 10)
Differentiate between narrow span of control and wide span of control.
What are the factors that influence the span of control?
2. 1010Marks
Marks
Set 2
(Unit 4)
Case Study
Maverick
Explain the Learning
importanceisofinvolved in imparting
such perception. Whatunder
are thegraduate
factors level
education
affecting through distance learning. It has been working for around
perception?
3. two decades. It is an immensely popular educational group whose 10 Marks
students
(Unit 8) range from working professionals to people residing in the
remote areas of the country.
Maverick
Define Learning
the term decides
group. to introduce
Describe technology-enabled
the factors that affect group learning
with a vision to create a virtual class room experience. Another reason
behaviour.
4. 10 Marks
is to keep its pace with the competitors and sustain them in the
information
(Unit 11) communication revolution.
It has been over a year that they are working on developing and
implementing the plan. It involves big amount of investments as well
as more manpower with different skill sets. It is a tough challenge but
to adopt this technological change is mandatory for Maverick learning.
At different levels, there are mixed reactions towards the change. For
old academicians, it is difficult to catch up with the change and
prepare the e-content. Even at higher level there are financial
constraints which put the limitation for hiring more employees or
outsourcing the work.