This Paper has 47 answerable questions with 0 answered.
CAT—I(OMF)
Syllabus 2008 |
| Time Allowed : 3 Hours | Full Marks : 100 |
| The figures in the margin on the right side indicate full marks. |
| SECTION I |
| Answer Question No. 1 which is compulsory and any one question from the rest. |
| Marks |
| 1. | (a) | Do you agree with the following statements? Write "Yes" or "No", giving proper reasoning in support of your answer. No marks will be awarded for just mentioned "Yes" or "No". | 1x6=6 | |
| | | (i) | Responsibility cannot be delegated. | | (0) |
| | | (ii) | Delegation of authority increases the workload of the top management. | | (0) |
| | | (iii) | Organisation, being a closed system, continuously interacts with its environment, | | (0) |
| | | (iv) | Organisational behaviour focuses primarily on technology. | | (0) |
| | | (v) | Mission is defined as the ends which the organisation seeks to achieve by its existence and operations. | | (0) |
| | | (vi) | The goals of an organisation provide legitimacy to its existence. | | (0) |
| | (b) | Match the following: | (i) | Matrix Organisation | (A) | Offers expert advice | | (ii) | Critical Success Factors | (B) | is an important part of the organising process | | (iii) | Classical Theory of Organisation | (C) | is the backbone of the management | | (iv) | Confict | (D) | interacts with its environment | | (v) | Ability | (E) | Focuses primarily on people | | (vi) | Delegation of Authority | (F) | ensures organisational success | | (vii) | Bargaining | (G) | leads to certain positive outcomes | | (viii) | An open system | (H) | Work on the basis of a minimum common programmes. | | (ix) | Line & Staff organisation | (I) | Process of arriving at an agreement | | (x) | A coalition | (J) | is not a homogeneous and compact group | | (xi) | Organisational Behaviour | (K) | Means the skills & capabilities of a person | | (xii) | A formal organisation | (L) | Takes a static & rigid view of organisations. |
| 1x12=12 | (0) |
| 2. | (a) | What factors should be kept in view while selecting a suitable basis of departmentation. | 4 | (0) |
| | (b) | Distinguish between Organisation Theory and Organisational Behaviour. | 4 | (0) |
| | (c) | What do you mean by 'Mission'? State the mission of any company you know. | 3+1=4 | (0) |
| 3. | (a) | What do you understand by ‘Positive Reinforcement’ and ‘Negative Reinforcement’ in an organisation? | 3+3=6 | (0) |
| | (b) | Explain in brief the three levels of conficts in any organisation. | 6 | (0) |
| SECTION II |
| Answer Question No. 4 which is compulsory and any three from the rest |
| 4. | (a) | Match the statement in column I with appropriate statement under column II | Column I | Column II | | (i) | Promotion | (A) | Theory ‘X’ and Theory ‘Y’ | | (ii) | Non-Monetary Incentives | (B) | Job rotation | | (iii) | Payment by result | (C) | Conservative style | | (iv) | Douglas McGregor | (D) | Complete delegation of authority | | (v) | Self actualisation needs | (E) | Process of Planned Change | | (vi) | Elements of communication | (F) | Internal source of recruitment | | (vii) | On–the–job Training | (G) | BIFR | | (viii) | Conflict Resolution | (H) | Halsey and Rowan | | (ix) | Cautions Disposition | (I) | Abraham Maslow | | (x) | Laissez–fair Leadership | (J) | Compromise | | (xi) | Industrial Sickness | (K) | Welfare measures | | (xii) | Unfreezing | (L) | Message and Medium |
| 1x12=12 | (0) |
| | (b) | Write the full form of the following abbreviations: | 1x7=7 | |
| | | (i) | PERT | | (0) |
| | | (ii) | M.B.O | | (0) |
| | | (iii) | BIFR | | (0) |
| | | (iv) | BODs | | (0) |
| | | (v) | PSEs | | (0) |
| | | (vi) | OJT | | (0) |
| | | (vii) | GA1L | | (0) |
| | (c) | Fill in the blanks with appropriate terms: | 1x10=10 | |
| | | (i) | As per section 262 of the Indian Companies Act, the BODs may appoint a director when there is a _____________ amongst the directors. | | (0) |
| | | (ii) | To resolve conflicts _____________ can be arrived at either by bargaining or by arbitration. | | (0) |
| | | (iii) | Managers who are highly pragmatic and result–oriented are said to exhibit _____________ style, | | (0) |
| | | (iv) | _________ conflict involves two or more individuals with different goals or roles. | | (0) |
| | | (v) | _____________ makes diverse elements and subsystems of an organisation to work harmoniously towards the realization of common objectives. | | (0) |
| | | (vi) | _____________ power is derived from the formal position of a person in the organisation. | | (0) |
| | | (vii) | _____________ is the end result of delegation. | | (0) |
| | | (viii) | __________________ retirement is also referred to as Golden Handshake. | | (0) |
| | | (ix) | Organisational plans for handling non-repetitive, novel and unique problems are known us _____________ plans. | | (0) |
| | | (x) | The term management may be understood as a noun and also as a ____________. | | (0) |
| | (d) | Do you agree with the following statements? Write "Yes" or "No", giving proper reasoning in support of your answer. No marks will be awarded if only "Yes" or "No" is mentioned. | 1x4=4 | |
| | | (i) | Education and training serve the same purpose | | (0) |
| | | (ii) | Planning and Forecasting have the same objectives. | | (0) |
| | | (iii) | Automation increases monotony and reduces employment opportunities. | | (0) |
| | | (iv) | Disinvestment in public sector is nothing but privatisation. | | (0) |
| | (e) | Define the following in one or two sentence. | 2x5=10 | |
| | | (i) | Layoff | | (0) |
| | | (ii) | Budgeting | | (0) |
| | | (iii) | Communication | | (0) |
| | | (iv) | Authority | | (0) |
| | | (v) | Loyalty | | (0) |
| 5. | Explain in brief any nine Principles of Management as propounded by Henry Fayol. | 9 | (0) |
| 6. | Explain in brief any three techniques of planning function. | 3x3=9 | (0) |
| 7. | (a) | State the importance of delegation. How is it different from decentralisation' | 3+2=5 | (0) |
| | (b) | Why people join groups? State the features of a group. | 2+2=4 | (0) |
| 8. | Write short notes on any three: | 3x3=9 | |
| | (a) | Problems of Public Sector Enterprises. | | (0) |
| | (b) | Statutory Duties of Directors. | | (0) |
| | (c) | Future Challenges Before the Management. | | (0) |
| | (d) | Any three reasons for resistance to change among employees. | | (0) |
