ST.

XAVIER’S COLLEGE
(AUTONOMOUS)
KOLKATA

1st SEMESTER EXAMINATION

NOVEMBER – DECEMBER 2023
B. Com.
Thursday, December 21, 2023
B1BC230111T 9:00 AM to 12:00 Noon
3 hours
MANAGEMENT PRINCIPLES
Full Marks : 70
AND APPLICATIONS

READ THESE INSTRUCTIONS FIRST:

 Of the questions attempted, the answers to only the first required number of questions (as stipulated
in the question paper) will be evaluated. So please do not attempt extra questions.
 Use fountain pen or ball-point pen of blue or black ink.
 Answer in your own words as far as practicable.
 Do not write anything on the question paper other than your Roll No.

At the end of the examination, fasten all your work securely together.
The marks are given in brackets [ ] at the end of each question or part question.

The question paper consists of 5 pages.

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 Of the questions attempted, the answers to only the first required number of
questions (as stipulated in the question paper) will be evaluated.
So, PLEASE DO NOT ATTEMPT EXTRA QUESTIONS.

GROUP A
Answer ANY FIVE questions. [5×3=15]
1. Management is a profession that requires a unique set of skills and expertise to excel. In
this context, discuss the key characteristics that distinguish management as a profession. [3]
2. “Management is superior to administration.” Do you agree? Justify with reasons. [3]
3. Match the example with the type of plan:
Type of Plan Example
(i) Strategic (A) A global technology company creates a 5-year plan outlining its goals
to expand into emerging markets and diversify its product portfolio.
(ii) Tactical (B) A retail store creates a plan for the holiday season, detailing specific
promotions and advertising campaigns to boost sales.
(iii) Operational (C) A manufacturing company develops a plan for the upcoming quarter,
specifying production schedules, inventory management, and staffing
requirements to meet customer demand.
4. What do satisfaction, dissatisfaction and no satisfaction mean according to Herzberg’s
Two-Factor Theory? [3]
5. Forecasting provides the building block of managerial planning.” Comment. [3]
6. Discuss the significance of nonverbal communication in interpersonal interactions.
Furnish any one example of non-verbal cues and gestures. [2+1]
7. Why does possession of technical skills become less important as a person rises in
organizational hierarchy? [3]
8. “Planning creates a false sense of security.” Justify with reasons. [3]

GROUP B
Answer ANY SEVEN questions. [7×5=35]
9. You are a middle-level manager in an Indian FMCG company, facing the challenge of
improving employee morale and motivation during an economic downturn and cost-
cutting measures. Describe how you would apply Henry Mintzberg’s managerial roles
framework to address this challenge. Develop your answer with respect to any five
managerial roles. [5]

10. Compare and contrast the concepts of “perfect rationality” and “bounded rationality” in
decision-making. Identify if the following are examples of perfect or bounded rationality:
(a) A cafe owner sets daily coffee prices based on the previous day's weather and sales
trends.
(b) A trading firm uses a supercomputer to analyze all market data and perfectly predicts
stock prices.
(c) A firm with a flawless algorithm adjusts product inventory by predicting every
customer's purchase down to the last item.
(d) A retailer employs a system that knows every competitor's prices in real-time, always
setting the optimal price for maximum profit. [3+(4×0.5)]
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11. Describe the first five stages of the staffing process and briefly explain the significance of
each stage in ensuring effective human resource management. [5]

12. (a) Highlight three differences between formal and informal organizations.
(b) Identify if the following are examples of authority, responsibility, or accountability:
(i) The CEO of a construction firm approves the budget for a new project.
(ii) The brand manager of an ad agency oversees the execution of an advertising
campaign to ensure it meets set objectives.
(iii) The project manager of a real estate firm answers for a residential complex
project's success or failure at its conclusion.
(iv) The principal authorizes a change in the college curriculum. [3+(4×0.5)]

13. Identify the appropriate leadership behavior from the Tannenbaum-Schmidt Continuum
for each scenario and provide a brief justification:
(a) As the manager of a software development team, Sunita discovered a crucial bug in
the firm’s main product. She immediately instructed her team on how to fix it, hoping
they would comply without hesitation.
(b) Dinesh, a team leader at a marketing agency, proposed an idea for an upcoming
campaign. He shared his vision with the team and passionately explained why he
believed it was the best approach, hoping they would support it.
(c) Rina, a project lead in a construction firm, faced a challenge regarding the best
material to use for insulation. She gathered her team, presented the problem,
gathered their feedback, and made the final decision based on their input.
(d) Jayant was responsible for organizing a company event with his team. As an
experienced leader in this area, he provided an overall vision and gave his team the
responsibility to decide on specifics such as venue and catering. He assured them that
he would support whatever decisions they made.
(e) In a startup, Trisha was uncertain about the best strategy for market entry. She
discussed various options with her core team and ensured everyone agreed to
proceed with the chosen strategy. [5×1]

14. Creating barriers to potential and new entrants can enhance competitiveness in an
industry. Discuss the barriers stated by Michael Porter to curb this threat. [5]
15. Define the term ‘control’ in the managerial context. Briefly elaborate on any three modern
types of control adopted by business managers. [2+3]
16. What are the major findings of the Hawthorne experiments? State the utility to practicing
managers. [5]
17. Mary Parker Follett is often hailed as a pioneering figure in management theory,
emphasizing human relations and integrating individual and organizational needs.
Outline any three of her significant contributions to management theory and provide an
example of how one of her principles can be applied in a contemporary business setting. [3+2]

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 GROUP C
Answer ANY TWO questions. [2×10=20]
18. Read the following situation and answer the questions that follow:
Reddy was thrilled to start his new role as "Signet," a rapidly growing tech startup
headquartered in Hyderabad’s bustling IT hub, popularly called Cyberabad. As the newly
appointed Operations Manager, he was responsible for streamlining operations across
various departments. Signet, renowned for its innovative software solutions catering to
local businesses, had recently expanded its operations to Mumbai, Noida, and Kolkata,
tapping into diverse talent pools.
While this multi-city expansion boosted Signet’s productivity and market reach, it also
introduced complex communication challenges. During his first team meeting, Reddy
observed something surprising. Varsha, from the Mumbai team, pointed out that they
often started work on projects based on outdated guidelines, causing rework and delays.
Avinash from Bengaluru mentioned how their innovative suggestions, developed from
client feedback, never seemed to reach the product development team in Hyderabad.
Determined to understand the root of these issues, Reddy initiated a series of feedback
sessions across branches. He discovered that while the Hyderabad office primarily used
email for communication, the Mumbai team relied heavily on instant messaging apps, and
the Kolkata branch often used traditional phone calls for swift decision-making. The lack
of a unified communication platform was evident.
Moreover, Reddy identified a pronounced hierarchical communication pattern. The
company’s top management in Hyderabad would pass instructions down the line, but the
feedback loop from the remote teams was not robust. It often got lost in layers of middle
management, never reaching the decision-makers who could instigate change.
Reddy realized the communication barriers needed addressing to maintain the
company’s reputation and ensure efficient operations. The current scenario reminded
him of his MBA lectures at IME Hyderabad on communication networks, where he
learned that the organization's structure significantly influenced information flow. He
knew it was time to restructure Signet’s communication approach to create a more
interconnected and efficient environment.
Questions
(a) Based on the case, highlight the primary communication barriers impacting Signet’s
operations.
(b) As the Operations Manager, what strategies should Reddy introduce to overcome
these barriers and ensure efficient communication across all branches?
(c) Determine the dominant communication network at Signet based on the hierarchical
communication pattern described. Recommend an alternative communication
network that could be more effective for the organization, ensuring that information
circulates in both directions. [3+5+2]

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19. You are a consultant hired by a Mumbai-based startup that offers eco-friendly home and
office cleaning solutions. The company aims to expand its operations across major Indian
cities but is unsure about the external and internal factors that might impact its growth
strategy. In this context:
(a) List and describe three key components, each from the macro- and micro-
environments, that might significantly influence the startup's expansion journey. Offer
a rationale for your choices.
(b) Conduct a SWOC Analysis for the startup considering the company's eco-friendly
niche in the cleaning solutions market. [6+4]

20. (a) Comment on the five main leadership positions depicted in the managerial grid.
Which would you advocate and why?
(b) Is there any problem if leaders focus more on productivity than on concern for
people?
(c) Which is the fairly effective leadership style in connection to Blake and Mouton’s
managerial grid? [6+2+2]

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