Principles of Management – BBA / BCIS / BHCM (PU) Question Paper 2014 | 1st SEM

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Organization ManagementPokhara University (PU) | Old is Gold
Programme: BBA / BCIS / BHCM | Question Paper
Course: Principles of Management

Year: 2014 | Full Marks: 100 | Pass Marks: 45 | Time: 3 Hrs
Candidates are required to give their answer in their own words as far as practicable. The figures indicate full marks.

Section “A” – Very Short Answer Questions: [10 X 2]
Attempt all the questions. Give your answer in few lines.

  1. What are the interpersonal roles of managers according to Mintzberg?
  2. What are the forces that are part of the task environment of an organization?
  3. State any three weakness of trait theory of leadership.
  4. State the different types of motivation.
  5. List any three techniques to aid managerial decision making.
  6. State any three disadvantages of the delegation of authority.
  7. What is noise in a communication system?
  8. What are quality circles?
  9. Enumerate any three objectives of staffing.
  10. Mention any three internal forces for organizational change.

Section “B” – Descriptive Answer Questions: [10 X 6]
Attempt any six questions.

  1. “The fundamental functions of management are universal. They are applicable to all situations”. Do you agree with the statement? Explain.
  2. Describe the essential features of system theory. What is the difference between system theory and contingency theory of management?
  3. Explain why decision making is a crucial function of management. What is the importance of environmental scanning to strategic planning?
  4. Explain the concept of organization design. What the emerging concepts in organizing and design?
  5. What is the value of teams in an organization? Identify the situation in which conflicts may take place in the functioning of teams.
  6. Define organizational development (OD). What are the objectives an key benefits of organizational change?
  7. Describe the concepts of total quality management. What are the emerging issues and challenges in quality management?

Section “C” – Case Analysis
1. Read the case situation given below and answer the questions that follow:

Nike, Inc. is an American multinational corporation that is engaged in the design, development, manufacturing and worldwide marketing and selling of footwear, apparel, equipment, accessories and services. At present, Nike Inc. not only manufactures and distributes athletic shoes at every marketable price point to a global market, but over 40% of its sales come from athletic apparel, sports equipment, and subsidiary ventures. Nike has contracted with more than 800 shops around the world and has offices located in 45 countries outside the United States. Most of its factories are located in Asia, including Indonesia, China, Taiwan, India, Thailand, Vietnam, Pakistan, Philippines, and Malaysia.

Phillips H. Knight, Chairman and Chief Executive Officer, is the co-founder of Nike Inc. he has been the driving force behind Nike’s success since its very inception in 1964. He has been an innovative and visionary leader in the footwear and apparel industry. He has personally shaped Nike’s innovation process. To facilitate this process, he established a multi-disciplinary opinion leaders group representing a cross-section of Nike’s stakeholders. His efforts have helped to established Nike as an industry leader in both national and international markets. Knight’s managerial mode is one that is characterized by strategic planning. This mode is representative of an open-minded CEO, one willing to take calculated risks and make decisions based on careful analysis of external and internal environments.

Knight is not hesitant to make unilateral decisions, but prefer to look to his management teams for their insight and ideas before choosing a course of action. Knight created a unique corporate culture rich with employee loyalty and team spirit. His neither gave guidance to his managers nor questioned them about the product details. Knight has always been one of the unique companies in its managerial approach.

At the organizational level, Knight is careful to keep the distance between himself and the teams to a minimum by keeping the number of levels in the organizational hierarchy to a minimum. Moreover, he design Nike’s structure around these teams and decentralizes authority to each team to give it maximum autonomy and freedom to be creative and to take risks.

Phil Knight, the legendary CEO of Nike, now wants to retire and hand over the reins to the new CEO.

Case Question

  1. How would you analyze Knight’s managerial approach at Nike Inc. ?
  2. As a CEO of a sports shoe manufacturing company, what internal and external factors and forces should Knight and his teams be analyzing?
  3. What would be the advantages of this kind of decentralized and participative leadership style?
  4. After the retirement of Knight, what managerial challenges do you think the new CEO of Nike Ind. is likely to face?

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