1. Delegation,
in the ultimate analysis, is like many other managerial concepts an attitude.
Discuss. (1988)
2. Decision-making
presupposes certain degree of certainty in the environment, in particular. Greater
the uncertainty, therefore, lower is the validity of the decision taken.
Discuss. (1988)
3. Answer
the following questions (1990)
a. Discuss
briefly different issues which arise in the process of decision-making under
conditions of uncertainty.
4. Answer
the following questions
a. Management
styles in India are unrelated to the operational needs. Offer your views on the
statement.
b. Leadership
is different from management. Elaborate this statement.
5.
Who are stakeholders of an organisation? What
new categories are now developing? How have their stakes changed in recent
years? Give names of stakeholders networks and coalitions. How can managers
use them to influence stakeholders? (1991)
6. Management
of several companies in India is identified with the family names of the
promoters. Do you think management styles differ from each other and ignore
the basic tenets of management? (1993)
7. Authority
can be delegated but not the accountability. Comment and discuss the
essentials of an effective delegation of authority. (1995)
8. The
concept of management by objectives is said to be as old as human
civilization. Do you agree? During recent year several new dimensions have
been added to this new concept. Throw light on these new dimensions and show
how Indian managers can be benefited by this philosophy.
9. Answer
the following questions (1996)
a. Responsible
business is a part of responsible society. Discuss.
b. A
successful chief executive claims that his door is always open and that he
will always meet any staff member or employee who asks to see him. Discuss
this attitude and some of its more important consequences, in the light of the
statement. Leadership is situational.
10. Management
control in Service Organisation (2002)
11. Responsibility
Centres for Management control
12. Social
responsibility of Business (2003)
13. Managements
concern and managements responsibility are everything that affects the
performance of the institutions and its results whether inside or outside,
whether under the institutions control or totally beyond it. [Peter F Drucker]
In light of the above, examine how and in what manner, the tacit assumptions
underlying the theory and practices of management have witnessed marked shift
over the period of the last few decades (60). (2004)
14. In
view of the fast changing competitive landscape of the economy, Indian
corporate have to focus on the next practices, not just be content with the
best practices. [C. K. Prahlad] Comment on the above statement. Explain the
major forces that reshape the basis for competition. What role can innovation
play in making India globally competitive (60)? (2005)
15. Planning
is looking ahead and Controlling is looking back.
16. Decisionmaking
is a solution selected after analysing and examining several alternatives.
Discuss and explain various types of managerial decisions (60).
17. Management
of risk in business
18. Management
Techniques and Management Fads (2007)
19. State
the general principles of management given by Henri Fayol. Are these
principles still relevant in modern organisations? Also state the features of
Taylors research that are relevant to modern manufacturing industries (60).
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