DCM 6101 MANAGEMENT CONCEPTS AND ORGANIZATIONAL BEHAVIOUR JULY-AUG 2025

Description

SESSION	JULY-AUG 2025
PROGRAM	MASTER OF COMMERCE (MCOM)
SEMESTER	I
COURSE CODE & NAME	DCM6101 MANAGEMENT CONCEPTS AND ORGANIZATIONAL BEHAVIOUR

 

Set – 1

 

Q1. Differentiate between a formal organization and an informal organisation. 10              

Ans 1.

Differentiate Between a Formal Organization and an Informal Organization

An organization is a structured arrangement of people working together to achieve common objectives. Within any organization, two types of structures coexist: the formal organization and the informal organization. While the formal organization is deliberately designed by management, the informal organization emerges naturally from social interactions among employees. Both play an important role in influencing behaviour, communication, and performance within an organization.

Meaning of Formal Organization

A formal organization refers to the officially established structure of roles, responsibilities,

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Q2. Discuss why is controlling important in management functions. 10          

Ans 2.

Controlling Is Important in Management Functions

Controlling is one of the fundamental functions of management, along with planning, organizing, and directing. It refers to the process of ensuring that organizational activities are carried out as planned and that performance is aligned with predetermined objectives. Controlling involves setting standards, measuring actual performance, comparing it with standards, identifying deviations, and taking corrective actions. It plays a vital role in

 

Q3. Describe the steps involved in creative decision-making in an organisation. 10               

Ans 3.

Steps Involved in Creative Decision-Making in an Organisation

Creative decision-making is a systematic process through which managers generate innovative and effective solutions to organizational problems. Unlike routine decision-making, creative decision-making focuses on originality, flexibility, and the ability to think beyond conventional approaches. In a dynamic and competitive business environment, organizations increasingly rely on creative decisions to improve efficiency, solve complex

 

 

Set – 2

 

Q4. Describe the Trait Theory of Leadership. 10

Ans 4.

Trait Theory of Leadership

Trait Theory of Leadership is one of the earliest approaches to understanding leadership effectiveness. This theory focuses on identifying the personal traits and characteristics that distinguish successful leaders from non-leaders. It assumes that leadership qualities are inherent and that certain individuals are naturally predisposed to become effective leaders.

Meaning of Trait Theory

According to the Trait Theory, leadership is based on individual characteristics such as

 

 

Q5. Explain the main causes of Stress among individuals in an organisation. 10          

Ans 5.        

Main Causes of Stress among Individuals in an Organisation

Stress in an organization refers to the physical and psychological strain experienced by employees when job demands exceed their ability, resources, or comfort level. In today’s competitive and fast-changing work environment, stress has become a common phenomenon affecting employee performance, health, and overall organizational effectiveness. Understanding the causes of stress helps management design better work systems and

 

 

Q6. Discuss the two fundamental forces of change in an organization. 10                  

Ans 6.

Two Fundamental Forces of Change in an Organization

Change is an inevitable and continuous process in organizations. To survive and grow in a dynamic environment, organizations must adapt to various internal and external influences. The two fundamental forces of change in an organization are internal forces and external forces. These forces compel organizations to modify their strategies, structures, technologies,