Management Principles & Human Resources Practices PGDMM Question Paper : iimm.org

College : Indian Institute Of Materials Management
Degree : PGDMM (PG Diploma in Materials Management)
Subject : Management Principles & Human Resources Practices
Document Type : Question Paper
Website : iimm.org

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Management Principles & HR Practices Question Paper

Graduate Diploma in Materials Management
Date : 09.06.2012
Max. Marks :100
Time : 2.00 to 5.00 p.m.
Duration : 3 Hrs.

Related : Indian Institute of Materials Management Supply Chain Management M.B.A Question Paper : www.pdfquestion.in/6136.html

Instructions :
1. From Part A – answer all questions ( compulsory). Each sub questions carries 1 mark. Total : 32 Marks
2. From Part B – Answer any 3 questions out of 5 questions. Each question carries 16 marks.
Total : 48 Marks
3. Part C is a case study (compulsory) with questions. Read the case study carefully and
answer the questions Total: 20 Marks
4. Please read the instructions given in the answer sheet

PART-A :
1. Fill in the blanks (a-f) and State True or False (g-h) :
(a) ______________ groups are composed of people with low scales who lack unity and power and are usually discontented.
(b) Counseling is a _____________ relationship between two persons.
(c) ________________ abilities enables the person to operate in a new environment.
(d) __________________ functions are those which have direct responsibility for achieving the objectives of the enterprise.
(e) _______________ function refers to those elements of the organisations that help the line to work most efficiently and effectively.
(f) ________________ is orderly arrangement of groups effort to provide unity of action.
(g) An interpersonally competent manager is more accurately aware of his impact on others and others’ impact on him. (State True or False).
(h) An interpersonally competent manager allows subordinates to challenge his views and to question the organization’s norms, policies, rules and objectives.

2. Match Part 1 with Part 2 :
Part 1 Part 2 :
i) Minimum Wage Act – a) 1965
ii) Industrial Dispute Act – b) 1948
iii) Payment of Bonus Act – c) 1923
iv) Workmen’s Compensation Act – d) 1947
v) Provisions of Factories Act – e) Staffing
vi) Telling staff what to do, how – f) 1948 and when
vii) Management (approach) – g) Maintenance oriented
viii) Administration (approach) – h) Growth oriented i) Directing

3 What do the following abbreviations stand for?
a) MBO
b) KRA
c) NAFTA
d) FTZ
e) TAT
f) LQI
g) SEZ
h) ERG

4. Match Part 1 with Part 2 :
Part 1 Part 2 :
i) Maslow’s Theory – a) Theory “X” and Theory “Y”
ii) Mc Gregor – b) Hierarchy of Needs
iii) Herzberg’s Theory – c) ERG Theory
iv) Clayton Alderfer – d) Hygiene factor and motivating factor
v) Victor H Vroom – e) Equity Theory of Motivation
vi) J. Stacy Adam – f) Expectancy Model
vii) Mc Clellard’s – g) Managerial Grid Model 1964 (Behavioural Leadership Model)
viii) Robert Blake and Jane Mouton – h) Content Theory of Motivation

PART-B :
1 a) What are the functions of Leadership?
1 b) Distinguish between Leadership and Managerial Leadership.
2 a) Define communication. What are the elements of communication? Discuss.
2 b) What are the barriers and breakdown in communication?
3 a) What is the concept of excellence? Explain the various approaches to individual excellence.
3 b) What are the eight attributes of excellence companies?
4 a) Define manpower planning. Discuss various objectives of manpower planning.
4 b) Define HRD and explain why HRD is required in an organization.
5 a) Distinguish between training, development and education.
5b) Discuss the types of performance appraisal.

PART-C :
Loyal Employee :
Raman is a Sales Manager of a reputed corporation. He has 25 employees in his department, and all are paid commissions for the sales in their territories. For the past 3 years, the market for the company’s goods have been steadily growing and the majority of Raman’s employees have met this growth with increased sales. However, one employee in particular, Krishnan has not kept up with the pace.

Raman wishes to change this situation. He wants to motivate Krishnan into increasing his sales to match that of his younger peers. To accomplish this, Krishnan must begin to do more than put in his time, but Raman is not sure how to go about trying to motivate him. Unlike the majority of the new employees Krishnan is an old man, who within a few years will reach the age of retirement. If you were Raman, what would you do?

Questions :
1. Would you threaten to fire him?
2. Would you increase his commission?
3. Would you increase the retirement benefits for Krishnan rather than offer him the increased commission rate?
4. Would you offer him more status by way of a new title or a new company car or place his table in a better position in the office?
5. Is there some way in terms of appraisal and rewards with which you can motivate Krishnan?