M.Com. DEGREE EXAMINATION, APRIL 2016
First Semester
PRINCIPLES AND PRACTICE OF MANAGEMENT
(CBCS 2012 onwards)
Time 3 Hours Maximum 75 Marks
Part A 3 15)
Answer all questions.
All questions carry equal marks.
1. Is management a profession? Justify your comment.
2. Distinguish between decision making under certainty and
uncertainty.
3. What is informal organization?
4. What is grapevine?
5. Enumerate the important features of coordination.
Part B 10 50)
Answer all questions choosing either or
All questions carry equal marks.
6. Explain bureaucratic management and its
characteristics.
Or
Briefly explain the principles of scientific
management.
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7. Describe the steps in planning.
Or
Define decision-making. Explain the basic
characteristics of decision making process.
8. Explain the factors which influence the span of
management.
Or
What are the important sources of conflict between
line and staff managers?
9. Discuss different leadership styles.
Or
Explain Herzberg's Two-factor Theory of
Motivation.
10. Discuss the process of control.
Or
Write short notes on any two of the following
Business Process Engineering
Six-Sigma
Balanced Score Card.
Part C 10 10)
(Compulsory)
11. Read the following case and answer the questions.
Reliance and Faith Ltd. is a large company
manufacturing a variety of electrical goods. For each of
its major product lines, the company has created a
separate division headed by manager. The company's
policy is to provide each division with the tools and
responsibility for profit from a product or product line.
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Each division is individually accountable for a share of
the total company profits. This is determined on the basis
of the total company assets under each department,
though modifications are always made keeping in view
the economic and other conditions prevailing in the
market.
Though each division works within the framework of
broad policy guidelines and direction provided by the top
management, it enjoys complete freedom in its own
sphere of activities. So much so that if any material
required by one division happens to be manufactured by
another division, the former has liberty either to buy it
from the latter, or to get it from outside if considerations
of quality or price make it appear more profitable.
Each division has its own balance sheet and profit and
loss statement and, in the words of the company's
managing director, this policy has paid rich dividends, in
the sense that responsibility for profits is a greater
stimulant to effective personal efforts than any other type
of responsibility.
Is this a case of decentralization or a wide
delegation of authority.
Do you think that organization of a company along
these lines results in diseconomies.