Your Answer : (Not Answered)

Correct Answer : C

In a learning organisation, vision is shared by everyone rather than only provided by top management, conflicts are not resolved by power and hierarchy, and ideas are formulated and implemented at all levels of the organisation, as option C states. Option A is wrong since the vision is shared, option B is wrong since power-based resolution of conflict is the opposite of the openness of such an organisation, and option D is wrong because the first two are false.

Your Answer : (Not Answered)

Correct Answer : C

Action research as a methodology for the behavioural sciences was proposed by Kurt Lewin, in the 1940s. Wendell French is a writer on organisation development who later applied it, P. F. Drucker is known as a management thinker and Reddin for his 3-D management style theory. Since Lewin is the originator, the answer is C. Lewin's cycle of planning, acting and fact-finding about the result became the basis of the later OD approach, which is why OD writers cite him as the originator.

Your Answer : (Not Answered)

Correct Answer : B

The Fifth Discipline: The Art and Practice of the Learning Organization was written by Peter Senge, published in 1990. Peter Drucker is known for books on management practice, and Tom Peters co-wrote In Search of Excellence. Peter Clark is not the author of the book. The five disciplines Senge describes are the subject of the book, and the option spelled Peter Segne is Senge, so the answer is B. The book popularised the idea of the learning organisation in which people continually expand their capacity to create results.

Your Answer : (Not Answered)

Correct Answer : C

Money wage is otherwise called nominal wage.

It is the wage paid in money terms, without adjustment for the prices of goods. Real wage is what the money wage can buy. A living wage is one that meets a worker's standard of living, and a fair wage lies between the minimum and the living wage, so they are not names for the money wage.

Your Answer : (Not Answered)

Correct Answer : D

Performance measurement can be based on traits, on behaviour or on outcomes (results), and all three are used as the basis of measuring performance. Since each of the first three options is a part of performance measurement, the answer is 'All the above', option D. A system of appraisal that looked at traits alone, behaviour alone or outcomes alone would give a partial picture, which is why measurement uses all three kinds of criterion in practice.

Your Answer : (Not Answered)

Correct Answer : A

The basic role of a policy is to provide guidelines for action, general statements which guide managers in decisions. Procedures set the sequence of steps, methods prescribe how a task is done, and motivation is not the purpose of policy. Option A states the role of policy, so the answer is A. A policy leaves room for discretion within limits, whereas a rule or a procedure fixes exactly what must be done, which is why options B and D describe procedures and methods rather than policy.

Your Answer : (Not Answered)

Correct Answer : D

Lean production aims at continuous improvement, at zero defects and at a just-in-time inventory system. Since all three statements describe lean production, the answer is 'All of the above', option D. Any single option is incomplete because it names only one of the three aims. Continuous improvement is the kaizen idea, zero defects is the quality aim of eliminating waste from rework, and just-in-time keeps inventory low, so each option is one part of lean thinking and none is wrong.

Your Answer : (Not Answered)

Correct Answer : D

The philosophy of never-ending improvement in total quality management is called Kaizen, a Japanese word for continuous improvement. Kanban is a card system for pulling material in just-in-time production, business process re-engineering means a radical redesign of processes rather than gradual improvement, and benchmarking compares one's performance with the best in the industry. So Kaizen (printed Kaizan) is the answer.

Your Answer : (Not Answered)

Correct Answer : B

The right sequence of the Hawthorne studies is c, a, e, b, d.

The studies at the Hawthorne works of Western Electric began with the illumination experiments (c), which showed that output did not follow the lighting level. They moved to the relay assembly test room (a), then to a large mass interviewing programme (e) that revealed workers' attitudes and feelings, and then to the bank wiring observation room (b), which exposed informal group norms. Personal counselling (d) came last as an outgrowth of the interviews. Option A starts with the relay room, option C puts the bank wiring room before the interviews, and option D reverses the whole order, so each breaks this sequence.

Your Answer : (Not Answered)

Correct Answer : C

Both statements are right. Industrial labour in India has been migratory, since many workers keep ties with villages and return to them. The driving force in migration comes almost entirely from the village end, from poverty, landlessness and pressure on land, rather than from pull factors in the city.

Both wrong is wrong because both are accepted. Assertion wrong with reason right is wrong because the labour is migratory. Assertion right but reason wrong is wrong because the reason is accurate.

Your Answer : (Not Answered)

Correct Answer : B

The correct matching is guarding labour against exploitation with the Policing Theory (iii), empathic consideration by the employer with the Philanthropic Theory (iv), setting out part of profits for employees with the Trusteeship Theory (i), and pacifying the agitating working class with the Placating Theory (ii). The code is iii iv i ii.

Option (A) gives the first theme the Placating Theory. Option (C) gives the second theme the Trusteeship Theory. Option (D) gives the first theme the Philanthropic Theory. Each misplaces the first theme.

Your Answer : (Not Answered)

Correct Answer : B

The description of a desirable state of existence comprehending physical, mental, moral and emotional well being is the Total Concept of labour welfare. It sees welfare as the wellbeing of the whole person, not only material comfort.

The Social Concept is wrong because it stresses the community's responsibility. The Relative Concept is wrong because it says welfare varies with time and place. The Positive Concept is wrong because it asks for positive efforts to improve conditions, not the state of existence itself.

Your Answer : (Not Answered)

Correct Answer : A

Rensis Likert placed management styles on a continuum of four systems: System 1 exploitative authoritative, System 2 benevolent authoritative, System 3 consultative and System 4 participative or joint decision-making group. So the order is (c), (b), (a), (d). Other sequences put the consultative or the joint decision-making system before the benevolent authoritative style, which reverses the move from autocratic towards participative management. Option B puts the consultative system at position 2, where the right order has the benevolent authoritative system. Option C puts the benevolent authoritative system at position 1, where the right order has the exploitative authoritative system. Option D puts joint decision-making at position 2, where the right order has the benevolent authoritative system.

Your Answer : (Not Answered)

Correct Answer : C

Ivan Pavlov is linked with classical conditioning (iii), B.F. Skinner with operant conditioning (iv), Albert Bandura with social learning theory (i) and Fred Luthans with the S-O-B-C model of organisational behaviour modification (ii), which gives iii, iv, i, ii. Option A fails at the first pair, where it joins Pavlov with social learning theory and not with classical conditioning. Option B fails at the first pair, where it joins Pavlov with the S-O-B-C model and not with classical conditioning. Option D fails at the first pair, where it joins Pavlov with operant conditioning and not with classical conditioning.

Your Answer : (Not Answered)

Correct Answer : C

Large group size decreases group cohesiveness. As a group grows, members interact less often and it is harder to agree and to feel close, so cohesion falls.

Agreement on group goals is wrong because shared goals increase cohesiveness. Frequency of interaction is wrong because more contact usually raises cohesion. All the above is wrong because only the group size factor reduces it. Other factors that lower cohesion are disagreement over goals, rivalry among members and unpleasant past experience of the group, while factors that raise it include shared goals, frequent contact and success of the group.

Your Answer : (Not Answered)

Correct Answer : C

A manager can delegate authority and work load, but he cannot delegate his responsibility, which remains with him for the work done by his subordinates. So the item that may not be delegated is responsibility, and the other options are what can be delegated. Authority and work can be passed down, but the manager remains accountable to his own superior for what is done with them, because responsibility, in the sense of final accountability, cannot be delegated.

Your Answer : (Not Answered)

Correct Answer : C

A wider span of control means that a manager has more subordinates under him, which flattens the structure and puts managers in closer contact with employees. A wide span leaves more room for delegation and looser control, so the options that speak of reducing delegation and tighter control are the opposite. The keyed answer is to increase contact between managers and employees. Narrow spans give tighter control and more levels, and a wide span means fewer levels and quicker communication. So the options about tighter control, reduced delegation or delay run against the argument for a wide span.

Your Answer : (Not Answered)

Correct Answer : C

The classical theorists favoured an organisation based on the military model. They stressed a chain of command, rigid hierarchy, discipline, unity of command and a clear line from the top to the bottom, all modelled on the army.

The civilian model is wrong because classical thinkers did not build on civil society patterns. The strategic model is wrong because strategy-based structures are a later development of contingency thought. None of the above is wrong because the military model is named in the options.

Your Answer : (Not Answered)

Correct Answer : C

The major element of the planning process is the perception of opportunities. Planning starts with awareness of opportunities and threats in the external environment and within the firm, and only then are goals, premises and alternatives set.

Developing leadership abilities is wrong because it belongs to the leading function. Selecting the right people is wrong because it belongs to staffing. Motivating people is wrong because motivation is part of directing or leading, which comes after plans have been made.

Your Answer : (Not Answered)

Correct Answer : C

Options (i), (ii) and (iii) are sources of intergroup conflict. Goal incompatibility arises when groups pursue goals that cannot both be reached, differentiation means groups develop different attitudes, time horizons and interests, and task interdependence means that one group depends on another for inputs, which leads to friction. Unlimited resources would remove the competition between groups; it is the limited or scarce resources that cause conflict, so (iv) is not a source and the answer is only (i), (ii) and (iii).