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Institute of Bio-Medical Engineering & Research

Minor-II Examination, Semester IV

Program: MBA Int B.Tech BT

Subject Name: Principles Of Management Subject Code: BT-405

Duration: 60 Minutes Maximum Marks: 15

Note: Attempt all questions from Sec A

Two Questions each from Sections B & C

One question from Section D

Section-A [04X01=04]

Q1. Two Methods of motivation are _____________________ & ___________________

Q2. Likerts management systems are management styles developed by ____________ in the 1960s.

Q3. _____________________is an important function because it helps to check the errors and to take

the corrective action.

Q4. There are ____________ important leadership styles generally seen and found in organizations.

Section-B [02X1.5=03]

Q5. Explain Negative motivation?

Q6. What is Motivation?

Q7. Define Controlling.

Section-C [02X02=04]

Q8. Explain two factor theory of motivation.

Q9. What are different leadership styles?

Q10. Explaincontrolling Process.

Section-D [01X04=04]

Q11. Explain Maslows hierarchy needs theory?

Q12. Explain the relationship of planning and controlling with the help of an example?

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Institute of Bio-Medical Engineering & Research

Minor-II Examination, Semester IV

Program: MBA Int.BTech BT

Subject Name: Principles Of Management Subject Code: BT-405

KEYS \ ANSWERS

Q.1. Positive and negative

Q.2. Likert

Q.3. Controlling

Q.4. Four

Q.5. Negative motivation aims at controlling the negative efforts of the work and seeks to create a sense of fear for the

worker, which he has to suffer for lack of good performance. It is based on the concept that if a worker fails in achieving the

desired results, he should be punished.

Both positive and negative motivation aim at inspiring the will of the people to work but they differ in their approaches.

Whereas one approaches the people to work in the best possible manner providing better monetary and non-monetary

incentives, the other tries to induce the man by cutting their wages and other facilities and amenities on the belief that man

works out of fear.

Q.6.Internal and external factors that stimulate desire and energy in people to be continually interested and committed to ajob, role or subject, or to make an effort to attain a goal. Motivation results from the interaction of both conscious and

unconscious factors such as the (1) intensity of desire or need, incentive or reward value of the goal, and expectations of the

individual and of his or her peers. These factors are the reasons one has for behaving a certain way.

Q.7. Controllingisoneofthemanagerialfunctionslikeplanning,organizing,staffinganddirecting.Itisan

importantfunctionbecauseithelpstochecktheerrorsandtotakethecorrectiveactionsothatdeviationfrom

standardsareminimizedandstatedgoalsoftheorganizationareachievedinadesiredmanner.

Accordingtomodernconcepts,controlisaforeseeingactionwhereasearlierconceptofcontrolwasusedonly

whenerrorsweredetected.Controlinmanagementmeanssettingstandards,measuringactualperformance

andtakingcorrectiveaction.ControllingmeanstocompareandfindoutthegapsbetweenExpectedandActual

performances,andthentakingsuitableremedialactionstobridgethosepossiblegaps

Q.8. rederick!erzberg"stwo#factortheoryconcludesthatcertainfactorsintheworkplaceresultin$ob

satisfaction,butifabsent,theydon"tleadtodissatisfactionbutnosatisfaction.%hefactorsthatmotivatepeople

canchangeovertheirlifetime,but&respectformeasaperson&isoneofthetopmotivatingfactorsatanystage

oflife.

!edistinguishedbetween'

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()otivators*+e.g.challengingwork,recognition,responsibilitywhichgivepositivesatisfaction,and(!ygiene

factors*+e.g.status,$obsecurity,salaryandfringebenefitsthatdonotmotivateifpresent,but,ifabsent,result

indemotivation

Q.9. Autocratic

-emocratic

reerein

aternalistic

Q.10.

Q. 11 %heAmericanmotivationpsychologistAbraham!.

)aslowdevelopedthehierarchyofneedsconsisting

offivehierarchicclasses.Accordingto)aslow,peoplearemotivatedbyunsatisfiedneeds.%heneeds,

listedfrombasic+lowest#earliesttomostcomplex+highest#latestareasfollows'

hysiology+hunger,thirst,sleep,etc.(/afety0/ecurity0/helter0!ealth(/ocial01ove0riendship(/elf#

esteem02ecognition0Achievement(/elfactualization0achievementoffullpotential0canneverbefully

accomplished

.12. Meaning:

Planning is the basic function of every enterprise as in planning we decide what is to be done, how it is

to be done, when it is to be done and by whom it must be done. Planning bridges the gap between where

we are standing today and where we want to reach

Planning and controlling are interdependent and interlinked:

Planning and controlling functions always co-exist or have to exist together as one function depends on

the other. The controlling function compares actual performance with the planned performance and if

there is no planned performance then controlling manager will not be able to know whether the actualperformance is O.K. or not.

Planning and controlling are both backward looking as well as forward looking:

Controlling is backward looking because like a postmortem of past activities the manager looks back to

previous years performance to find out its deviation from standard planning is also backward looking

because planning is guided by past experiences and feedback report of controlling function.

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Institute of Bio-Medical Engineering & Research

Minor-II Examination, Semester IV

Program: MBA Int.BTech BT

Subject Name: Principles Of Management Subject Code: BT-405

Duration: 60 Minutes Maximum Marks: 15

Note: Attempt all questions from Sec A

Two Questions each from Sections B & C

One question from Section D

Section-A [04X01=04]

Q1. ________________ of motivation are Positive and negative motivation

Q2. _______________________ System is developed by Likerts in the 1960s.

Q3. Controllingis an important function because it helps to check the errors and to take the

_____________________ action.

Q4. There are four important ______________ styles generally seen and found in organizations.

Section-B [02X1.5=03]

Q5. Explain Positive motivation.

Q6. What is Financial Motivation?

Q7. Define Controlling.

Section-C [02X02=04]

Q8. Explain X-Y theory of motivation.

Q9. What are different management system as per Likerts?

Q10. Explaincontrolling Process.

Section-D [01X04=04]

Q11. Draw the pyramid of Maslows motivation and explain it?

Q12. Explain the relationship of planning and controlling with the help of an example?

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Institute of Bio-Medical Engineering & Research

Minor-II Examination, Semester IV

Program: MBA Int.BTech BT

Subject Name: Principles Of Management Subject Code: BT-405

KEYS \ ANSWERS

.1. Types

.2. Likerts managem ent

.3. Corrective

.4. leadership

.5.

In real sense motivation means positive motivation. !ositive motivation ind"ces people to do #ork in the $est possi$le

manner and to improve their per%ormance. &nder this $etter %acilities and re#ards are provided %or their $etter per%ormance. '"ch

re#ards and %acilities may $e %inancial and non(%inancial. .

.) .

!ay ( *ages

+%ten paid every #eek sometimes in cash or sometimes into a $ank acco"nt. It is a common #ay o% rem"neration %or man"al

#orkers those #ho #ork in %actories and #areho"se. It can $e calc"lated in t#o #ays,

!iece -ate, this is #here the #orkers are paid depending on the "antity o% prod"cts made. The more they make the more they

get paid. This system o% #ages is %ollo#ed #here the o"tp"t can $e co"nted. / Time -ate, This payment $y the ho"r. The longer

yo" #ork the more yo" get paid. This system o% #ages is %ollo#ed #here the o"tp"t cannot $e meas"red.

'alaries are paid monthly. It is common %or o%%ice and administrative sta%%. 01dditional methods o% %inancial2 motivation,

Commission, It is o%ten paid to sales sta%%. The certain percentage o% commission is paid to sales person #ho e3ceed a certain level

o% sales. It motivates the sales sta%% to sell more.

!ro%it 'haring, 4mployees receive a share o% the pro%its in addition to their $asic salary.

5on"s, 43tra amo"nt is paid to #orkers once a year or at intervals d"ring the year as an appreciation o% their hard #ork.

.6.

Controlling is one o% the managerial %"nctions like planning organi7ing sta%%ing and directing. It is an important %"nction

$eca"se it helps to check the errors and to take the corrective action so that deviation %rom standards are minimi7ed and stated

goals o% the organi7ation are achieved in a desired manner.

1ccording to modern concepts control is a %oreseeing action #hereas earlier concept o% control #as "sed only #hen errors #ere

detected. Control in management means setting standards meas"ring act"al per%ormance and taking corrective action. Controlling

means to compare and %ind o"t the gaps $et#een 43pected and 1ct"al per%ormances and then taking s"ita$le remedial actions to

$ridge those possi$le gaps

.8.

1ccording to 9c:regor an ass"mption that "nderlies Theory ;is that these individ"als dislike their careers. 5eca"se o% this

Theory ;s"pposes that in order %or employees to $e prod"ctive they re"ire s"pervision. Contrarily an "nderlying ass"mption o%

Theory

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.>.

43ploitative

5enevolent

Cons"ltative

!articipative

.1?.

. 11

The 1merican motivation psychologist 1$raham @. 9aslo#

developed the hierarchy o% needs consisting o% %ive hierarchic

classes. 1ccording to 9aslo# people are motivated $y

"nsatis%ied needs. The needs listed %rom $asic 0lo#est(earliest2 to most comple3 0highest(latest2 are as %ollo#s,

!hysiology 0h"nger thirst sleep etc.2 / 'a%etyA'ec"rityA'helter A@ealth / 'ocialALoveABriendship / 'el%(

esteemA-ecognitionA 1chievement / 'el% act"ali7ationAachievement o% %"ll potentialAcan never $e %"lly accomplished

.12.

9eaning, !lanning is the $asic %"nction o% every enterprise as in planning #e decide #hat is to $e done ho# it is to $e done

#hen it is to $e done and $y #hom it m"st $e done. !lanning $ridges the gap $et#een #here #e are standing today and #here #e

#ant to reach

!lanning and controlling are interdependent and interlinked,

!lanning and controlling %"nctions al#ays co(e3ist or have to e3ist together as one %"nction depends on the other. The controlling%"nction compares act"al per%ormance #ith the planned per%ormance and i% there is no planned per%ormance then controllingmanager #ill not $e a$le to kno# #hether the act"al per%ormance is +.. or not.

!lanning and controlling are $oth $ack#ard looking as #ell as %or#ard looking, Controlling is $ack#ard looking $eca"se like a

postmortem o% past activities the manager looks $ack to previo"s years per%ormance to %ind o"t its deviation %rom standard

planning is also $ack#ard looking $eca"se planning is g"ided $y past e3periences and %eed$ack report o% controlling %"nction.