IIBM – Principles and Practice of Management Answer sheet
IIBM – Principles and Practice of Management Answer sheet
Q1. A plan is a trap laid to capture the ________.
- a) Future
- b) Past
- c) Policy
- d) Procedure
Q2. It is the function of employing suitable person for the enterprise
- a) Organizing
- b) Staffing
- c) Directing
- d) Controlling
Q3. ___________ means “ group of activities & employees into departments”
- a) Orientation
- b) Standardization
- c) Process
- d) Departmentation
Q4. This theory states that authority is the power that is accepted by others
- a) Acceptance theory
- b) Competence theory
- c) Formal authority theory
- d) Informal authority theory
Q5. It means dispersal of decision-making power to the lower levels of the organization
- a) Decentralization
- b) Centralization
- c) Dispersion
- d) Delegation
Q6. This chart is the basic document of the organizational structure
- a) Functional chart
- b) Posts chart
- c) Master chart
- d) Departmental chart
- a) Informal communication
- b) Downward communication
- c) Upward communication
- d) Oral communication
Q8. Needs for belongingness, friendship, love, affection, attention & social acceptance are
- a) Physiological needs
- b) Safety needs
- c) Ego needs
- d) Social needs
- a) Staffing defined
- b) Job analysis
- c) Manpower planning
- d) Recruitment
- a) Selection
- b) Raining
- c) Reward
- d) Counseling
Part Two:
Q1. Differentiate between ‘Administration’ and ‘Management’.
Q2. What were the common drawbacks in classical and neo-classical theories of management?
Q3. Write a short note on “Line Organization.”
Q4. Write a short note on ‘Acceptance theory’.
Case let 1
Q1. Critically analyze Mr. Vincent’s reasoning.
Case let 2
Q1. Diagnose the problem and enumerate the reasons for the failure of D’Cuhna.
Q2. What could D’Cuhna have done to avoid the situation in which he found himself?
Section C: Applied Theory (30 marks)
Q1. What is Training? Explain the different methods of training.
Q2. Explain the Decision-Making process of an organization.
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