Principles of Management | Old question paper collection 2016

Pokhara University


Level: Bachelor                           Semester –Fall                     Year: 2016

Programme: BHM/BBA/BBA-BI/BBA-TT/BCIS/BHCM            Full Marks: 100

Course: Principles of Management                                        Pass marks: 45

Time: 3hrs


Candidates are required to give their answers in their own words as far as practicable.

The figures in the margin indicate full marks.


Section “A”                            

                                                       Very Short Answer Questions

Attempt all the questions.    10*2

  1. Differentiate between a single use plan and a standing plan.
  2. How is a centralized organization differing from a de-centralized organization?
  3. Explain the need for managing conflict in organizations.
  4. Explain Total Quality Management (TQM).
  5. What is the need of preparing formal plan?
  6. What does organizational structure represent?
  7. Define effective communication?
  8. Define Deming Management.
  9. Define organization development?
  10. List out major primary skills.

Section “B”

Descriptive Answer Questions

Attempt any six questions. 6*10    

  1. Discuss the implications of Contingency theory and Behavioral/Human relation theory in today’s modern day business. What can today’s managers learn and use of these theories in the real world.
  2. Explain in process of organizational change with relevant examples. Why is resistance to change among employees considered to be a major management challenge? What measures can be taken to overcome resistance in organizations.
  3. Explain the various stages of group development/formation, with suitable examples. Why is the performing stage considered to be a crucial stage in group development?
  4. Define the significant of managerial decision making. Explain the various criteria/conditions under which a manager is forced to make a decision, with relevant examples.
  5. What is organization design? State and explain the emerging issues in organization design.
  6. Explain the path Goal Theory of Leadership and state it Implications for managers.
  7. Briefly explain the techniques and tools used for effective controlling in organizations.


Section “C”

Case Analysis

18. Read the case situation given below and answer the questions that follow.       20

Management by objectives (MBO) is not new. The concept can be traced back to Peter Drucker, who first popularized the term in his 1954 book “The Practice of Management.” Its appeal lies in its emphasis on converting overall objectives into specific objectives for organizational units and individual members. MBO makes goals operational by a process in which they flow down through the organization. The organization’s overall objectives are translated into specific objectives for each succeeding level division, departmental, individual in the organization. The result is a hierarchy that links objectives at one level to those at the next level. For the individual employee, MBO provides specific personal performance objectives. If all the individuals achieve their goals, then the unit’s goal will be attained. Likewise, if all the units attain their goals, then the divisional goals will be met until ultimately the organization’s overall goals will become a reality. Dose MBO work? Research has shown that specific, difficult to achieve goals produce a higher level of output than do no goals or generalized goals such as “do your best”. Also, feedback favorably affects performance because it lets a person know whether his or her level of effort is sufficient or needs to be increased. These findings are consistent with MBO’s emphasis on specific goals and feedback. What about participation, though, since MBO strongly advocates that goals be set participatively? Research comparing participatively set goals with assigned goals has not shown any strong or consistent relationship to performance. One critical factor in the success of any MBO program, however, is top management commitment to the process. When top managers had a high commitment to MBO and were personally involved in its implementation, productivity gain were higher than if this commitment was lacking.


  1. Why do you think management commitment is so important to the success of MBO programs?
  2. Do you set goals for yourself? Do you feel that setting goals helps you perform better? Discuss.
  3. Could MBO be useful in your personal life? How what would you need to do to set up an MBO-like approach to your personal goals?



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