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IT Managers Guide to Project Management
- 1. We AlsoProvide SYNOPSISANDPROJECT. Contact www.kimsharma.co.inforbestandlowestcostsolutionor Email:amitymbaassignment@gmail.com Call:9971223030 Information Technology for Managers (VVN) 1 . Depictthe differencesbetweenstrategicandtactical planning 2 . What isthe recriuitmentprocess?Explainthe stepsinthe processof recruitmentprocess. 3 . Interpersonal BehaviorApproachtomanagementemphasizesmanagingpeopleby understandingtheirindividual psychological needs.Describe groupinfluence andHawthome 4 . Differentiate betweenriskanalysisandriskcommunication? 5 . Incremental model emphasizesshort-runsolutionof aproblemratherthanlong-termgoal accomplishment. Ithas variousmodelsExplainthe rational,incrementalandgarbage-canmodel. 6 . Whichapproach managementusestounderstandmanagerialfunctionsandindividual psychological needs 7 . The communicationprocessismade upof variouscomponentslike feedback,message, understandingandchannel .Which are the actual physical productfromthe source? 8 . 'What is JIT ? Explainbrieflyitscharacteristics. Case Detail : In the past three tofour decades,manymanagementtheorists,andwritershave made remarkable contributioninthe studyof decisionmakingprocessmanagement.Bystudyingthe variousapproaches to managementanalysis,we canunderstandthe conceptof managementandhave abetter understandingof managerialfunctionsandmodelslike rational,garbage,top-downapproachandsoon. 1. Rational model isa…………………..model whichsuggeststhatmanag ersengage incompletely rational decisionprocess,ultimatelymake optimaldecisionsandprocess,andunderstandall informationrelevanttotheirdecisionsatthe time theymake them 2. The garbage-canmodel iseffective inwhichof the situation/s?justgive one example 3. Whichdecision-makingmodelsemphasizesshort-runsolutionof aproblemratherthan long- termgoal accomplishment?
- 2. 1. JIT (Just-In-Time)inventorycontrol isanapproachto inventorycontrol,whichstipulatesthat materialsshouldarrive just,astheyare needed,inthe productionprocess.Whichof the following wouldgenerallynotbe associatedwithasuccessful JITprogram, forthe purpose of inventorycontrol? Well-organizedreceivingandhandlingof materialspurchasedfromsuppliers Strong managementcommitment Supplierslocatedindiverse anddistantlocations Highqualityof materialspurchasedfromsuppliers 2. Informationthatoriginatesoutsidethe organizationis knownasexternal information.Whichof the followingis/are example(s) of external informationinanorganization? Dailyreceiptsandexpenditures SalespersonQuotas Descriptionsof customersatisfactionwithproductsandservices Quantityof an iteminhand or ininventory 3. Which of the followingdecision-makingmodelsemphasizesshort-runsolutionof aproblemrather than long-termgoal accomplishment? Rational model Satisficingmodel Incremental model Garbage-canmodel 4. Sofiaworksin one of sevenresearchanddevelopmentdepartmentsatGeneral Automobile Corporation.ThiswouldsuggestthatGeneral Automobileshasa Functional structure Divisional structure Flat structure High degree of centralization 5. Which of the followinginformationprocessingsystemsgivesthe outputinthe formof summaryand exceptionreportsthatare useful tothe managers? Decisionsupportsystem
- 3. Managementinformationsystem Office automationsystem Transactionprocessing system 6. In whichof Likert’sfoursystemsof leadership,managersdonothave complete confidence andtrust insubordinatesbutnevertheless,solicitadvice fromsubordinateswhile retainingthe righttomake final decision? Participative leadershipstyle Benevolent-authoritativeleadershipstyle Supplierslocatedindiverse anddistantlocations High qualityof materialspurchasedfromsuppliers 7. Performance appraisalsare importantinanorganizationbecause they I. Provide systematicjudgmentstosupportpromotions. II. Provide abasisforcoaching. III. Provide abasisfor counseling. IV. Letsubordinatesknowwhere theystandwiththe boss. Only(I) above Only(II) above Both (I) and (II) above All (I),(II),(III)and(IV) above. 8. Ratio analysishelpsamanagertocompare the performance of the organizationwithitsprevious performance orthe performance of itscompetitors.Whichof the followingisaratioof creditors’ contributiontothatof the owners? Currentratio Debt-equityratio Returnoninvestment(ROI) Netprofitmargin 9. Which of the followinginventorytechniquesusescardstomonitorinventorymovement?
- 4. ABC Analysis JIT Approach Kanban Kaizen 10. A decisionsupportsystem(DSS) isaninteractive computersystemusedtoplanandmake decisions. Whichof the followingis/are true withregardtoDecisionSupportSystem(DSS)? I. Executive decisionsare the focal pointsinDSS. II. DSS specializesineasy-to-use software. III. DSS employsinteractive processing. IV. The control and use of DSSrests withthe central informationmanagementdepartment. Only(I) above Both (I) and (II) above Both(III) and(IV) above (I),(II) and(III) above 11. Whichof the followingis/are postulatesof the path – goal theory? I. The leaderclearlydefinesthe pathtogoal attainmentforsubordinates. II. The leadermotivatessubordinatestoparticipate indecision-making. III. The leadersetsclearandspecificgoalsforsubordinates. IV. The leadersuitablyrewardsemployeesaspertheirperformance. Only(II) above Only(IV) above Both (II) and(IV) above All (I),(II),(III) and(IV) above. 11. Whichof the followingis/are postulatesof the path – goal theory? I. The leaderclearlydefinesthe pathtogoal attainmentforsubordinates. II. The leadermotivatessubordinatestoparticipate indecision-making.
- 5. III. The leadersetsclearandspecificgoalsforsubordinates. IV. The leadersuitablyrewardsemployeesaspertheirperformance. Only(II) above Only(IV) above Both (II) and(IV) above All (I),(II),(III) and(IV) above. 12. BehaviorallyAnchoredRatingScales(BARS) isasophisticatedperformanceratingmethod.Whichof the followingisnottrue withregardto BARS? BARS minimizessubjective interpretationinherentingraphicratingscales BARS makesuse of ‘anchors’(commonreference pointsof performance) BARS concentratesonjob-specificbehaviorsandhence ishighlymeaningful BARSis a simple andcost-effective ratingmethod 13. Whichof the followingisnottrue withregardto functional authority? Functional authorityisthe authoritystaff membershave overline memberswithinthe limitsof their functions Functional authorityhasthe same effectasline authoritybutitdoesn’thave the rightthatline authorityhas,to punishviolationsordeviationsinordertoensure compliance Functional authorityislimitedtothose areaswhere astaff memberhassome technical competence Functional authorityisinsyncwiththe principle of unityof command. 14. Creativityisanimportantfactorin managingpeople.Whichof the followingisnottruewithregardto the creative process? Creativityisthe abilitytodevelopnewideas The creative processstartswithunconsciousscanning Intuitionconnectsthe unconsciouswiththe conscious Insightleadstointuition 15. Accordingto "expectancytheory",the probabilityof anindividual actinginaparticularwaydepends on
- 6. I. The personalityof the individualandthe likelihooditwill change. II. The companyand itspotential tobe movinginthe rightdirection. III. The situation. IV. The strengthof that individual'sbeliefthatthe act will have aparticularoutcome andon whether the individual valuesthatoutcome. Only(I) above Only(IV) above Both(I) and (III) above Both (II) and(IV) above 16. Whichof the followingtechniquesforimprovingproductivityaimsatreducingcostsbyanalyzingand improvingindividual operationsof aproduct or service? Work simplification Time-eventnetwork Value engineering Total QualityManagement 17. Spanof control an importantfactor,whichisto be takenintoaccountwhenundertaking organizational design.Maintainingalarge spanof control withinanorganizationismosteffectiveinall exceptone of the following situations? Whensubordinatespreferautonomy Whentasks are routine Whenjobsare similarbuthave varyingperformance measures Whensubordinatesare highlytrained 18. Functional jobanalysisisawidelyusedsystematicjobanalysisapproach.Whichof the following dimensionsof anindividual’sjobdoesfunctionaljobanalysisfocuson? I. Data, people andjobspertainingtothe individual’sjob. II. Interpersonalrelationshipsrequiredtoperformthe job. III. Toolsand equipmentused bythe worker.
- 7. IV. Productsandservicesproducedbythe worker. Only(I) above Both (II) and(IV) above (I),(III) and(IV) above Both(II) and (IV) above 19. Organizational culture isthe collectionof sharedvalues,beliefs,rituals,stories,mythsand specializedlanguagethatfosterafeelingof communityamongorganizationmembers.Whichof the followingisnota characteristicof organizationculture? It differentiatesone organizationfromanother It definesthe internalenvironmentof anorganization It ensuresconsistencyinthe behaviorof organizationmembers It remainsabsolutelystable throughoutthe life of anorganization 20. ManagementByObjectives(MBO) isasystemforachievingorganizational objectives,enhancement of employee commitmentandparticipation.Whichof the followingisnotanadvantage of MBO? Role clarity Clarityinorganizational action Personnel satisfaction Flexibility. 21. Whichof the followingare the characteristicsof the planningprocessusuallyadoptedinJapanese Managementstyle? I. Long-termorientation. II. Individualdecision-making. III. Decisionsflowingfrombottomtotopand back. IV. Slowdecision-making. Both (I) and (II) above Both (I) and (III) above Both(II) and IV) above
- 8. (I),(III) and(IV) above 22. Whichof the followingreferstothe flow of informationamongpersonsatdifferentlevels,whohave no directreportingrelationships? Horizontal communication Diagonal communication Upward communication Downwardcommunication 23. Everyorganizationstructure,evenapoorone,can be charted.Whichof the followingisfalse with respectto OrganizationChart? It is a vital tool forprovidinginformationaboutorganizational relationships It providesavisual mapof the chain of command Chartingan organizationstructure canshow upthe complexitiesandinconsistencies,whichcanbe corrected It showsauthorityrelationships aswell asinformal andinformational relationships 24. AsArvindMisra isreviewingthe progressof hisorganizationinmeetingitsorganizational goals,he is struck bythe fact thathis organizationhasanorganizational structure thatmightbe causing problems. The current structure diffusesaccountability,makesitdifficulttorespondtochangingconditions quickly,andresultsinsituationswhere someonemighthave twobosses.Whichof the following organizationformsbestfitsthese disadvantagesbeingexperiencedbyMr.Misra? Geographical structure Matrix structure Divisional structure Customerstructure 25. The garbage-canmodel iseffective inwhichof the followingsituation/s? I. Whenmanagershave no specificgoal preferences. II. Whenthe meansof achievinggoalsare unclear. III. Whenthere are frequentchangesinthe participantsinvolvedindecision-making. IV. Whenthe degree towhichdecision-makerscandetermineoptimaldecisionsislimitedbythe individuals’capacityandintelligence.
- 9. Only(IV) abov Both (I) and (II) above Both (III) and(IV) above (I),(II) and(III) above 26. Whichof the followingistrue aboutthe conclusionsdrawnfromthe traitapproach to leadership? The traitapproach identifiestraitsthatconsistentlyseparate leadersfromnonleaders There are certaintraitsthat guarantee thata leaderwill be successful The traitapproach isbasedon earlyresearchthat assumesthata goodleaderisborn,not made Leadershipisa simple issueof describingthe traitsof successful leaders 27. Whichof the followinginformationsystemshaslow-volume dataandanalytical modelsasdata inputs? ManagementInformationSystem DecisionSupportSystem Executive SupportSystem TransactionProcessingSystem 28. Anobjective isthe objectoraimof an action.ManagementbyObjectives(MBO) isamanagement processthat ispopularinmany organizations.Itisthe jointsettingof goalsandobjectivesby superiors and subordinates.A majordifference betweentraditional objective settingandMBOis In MBO, there are multipleobjectivescoveringarange of organisational activities In traditional objective settingthe objectives,once formulated,provide directionformanagement decisions Intraditional objective settingthe objectives,once established,formthe criteriaagainstwhichactual accomplishmentscanbe measured Traditional objectivesettingis‘topdown’only,while MBOisbotha ‘top down’and‘bottomup’ process. 29. In the Japanese managementstyle,the controllingfunctionischaracteristicof I. Focuson individualperformance. II. Control bypeers.
- 10. III. Extensive use of qualitycontrol circles. IV. Fixingblame. Both (I) and (II) above Both (I) and (III) above Both (I) and (IV) above Both (II) and(III) above 30. The strengthsand weaknessesof eachalternative becomeobviousinwhichstepof the decision making-process? Identifyingthe problem Identifyingthe decisioncriteria Analyzingthe alternatives Implementingthe alternative 31. The recruitmentprocedure isinitiatedwhenavacancyoccurs and is reportedtothe HR department. Whichof the followingisusuallythe firststepfollowedinthe recruitmentprocedure? Designingjobdescription Developingajobspecification Performingjobanalysis Attractinga pool of applicants 32. Managers makingethical decisionsmaybelongtoanyof the three levelsof moral development. Whichof the followingstagesdescribesthe conventional levelof moral development? Followingrulesonlywhenitisinone’simmediate interest Valuingrightsof othersandupholdingabsolutevaluesandrights,regardlessof the majority'sopinion Stickingtorulesto avoidphysical punishment Livingupto whatis expectedbypeople whoare close tooneself 33. Directcontrol is the control that isexercisedafterthe deviationsfromplanshave occurred.Whichof the followingisnotan underlyingassumptionof directcontrol? Performance canbe measured
- 11. Personal responsibilityisabsent he time expenditure iswarranted Mistakescan be discoveredintime 34. Whichfunctionof managementinvolvesfilling,andkeepingfilled,the positionsinthe organization structure? Organizing Planning Staffing Controlling 35. Whichof the followingisnottrue about‘power’? Powerrequiresnoformal position Powerworksbothways – downwardandupward Powerisderivedfrommanysources Powerisa narrowterm comparedtoauthority. 36. In an organization,asuperiorhasthe rightto gettasks accomplishedbyhissubordinates,butthe responsibilityremainswiththe superior.Thisprinciple whichintendstoeliminate the practice of “passingthe buck”,is knownas Authorityonpar withresponsibility Hierarchyof authority Unity of direction Downwarddelegationof authority 37. RobertOwenwasone of the prominentcontributorstopreclassical managementthought.Whichof the followingdidRobertOwenadvocate/propose? Divisionof labor Legislative reformstoimprove workingconditionsof labor Profit-sharingplan Studyof management
- 12. 38. The major disadvantage of the divisionalstructure is Diseconomiesof scale Requirespeoplewithgeneral managerial capabilities Managerial vacuum Duplicationof activitiesandresources 39. Powerbaseduponidentificationwithapersonwhohasdesirable resourcesorpersonal traitsis knownas Coercive power Legitimate power Expertpower Referentpower 40. Whichof the followingdecision-makingmodelsemphasizesshort-runsolutionof aproblemrather than long-termgoal accomplishment? Rational model Satisficingmodel Incremental model Garbage-canmodel We AlsoProvide SYNOPSISANDPROJECT. Contact www.kimsharma.co.inforbestandlowestcostsolutionor Email:amitymbaassignment@gmail.com Call:9971223030