XIIth MM:- 40 TIME:- 90 Min

1. Write merits of sources of recruitment ?

2. Explain Steps Involved in staffing ?

3. Aman Chadha started ‘Bulls Eye’ a company for providing cyber security solutions to businesses. Its objective is to
prevent, detect and respond to cyber attacks and protect critical data. He was a hardworking software engineer and an
expert in cyber security. His reputation grew by leaps and bounds as he was not only a person of integrity but also did his
work with utmost honesty and sincerity. The business started growing day by day. He was delighted when he was offered a
big project by the Ministry of Defence. While working on the project, he found that the volume of work made it
impractical for him to handle all the work by himself. He decided to expand the team. The company maintained a close
liaison with a local engineering college. During a campus placement, Ishan and Vrinda were appointed to work for the
new project. He found the new employees capable, enthusiastic and trustworthy. Aman Chadha was thus, able to focus on
objectives and with the help of Ishan and Vrinda, the project was completed on time. Not only this Aman Chadha was also
able to extend his area of operations. On the other hand Ishan and Vrinda also got opportunities to develop and exercise
initiative.
(i). Identify and briefly explain the concept used by Aman Chadha in the above case which helped him in focusing on
objectives.
(ii). Also, state any four points of importance of the concept identified in (i)above.

4. Ramdas, aged 49 is working in an aviation company. He is the senior most employee in his division. He is even senior to
the division manager, Kanaputti. Ramdas is considered one of the most committed, capable and hard-working employees.
As a result of his abilities and seniority, he generally received the work assignments of his choice. Although there was no
formal designation of various „special’ projects assigned to Ramdas, he handled them as a matter of routine. A problem
developed when an able and intelligent person Nagarjuna, aged 33, was appointed by Kanaputti. Nagarjun’s previous three
years’ experience in the closely related work, made it possible for him to catch on to the routine work of his new job more
rapidly than was customary for a new employee. On several occasions, Kanaputti noticed the tension developing between
the two employees. However, he didn’t want to get involved in their personal issues as long as the work was completed
effectively and efficiently by them. One day, the tension between them reached the boiling point and Ramdas complained
to Kanaputti stating that his duties were being largely taken over by Nagarjun. Kanaputti issued the order stating the clear
allocation of the jobs and related duties between the two. He further clarified the working relationship between them by
specifying who was to report to whom. This helped in reducing the workload, enhancing productivity and removing
ambiguity.
(i). Identify and state the step of organizing process which has not been carried out properly and contributed to this
problem.
(ii). State the two steps of the organizing process which have been taken by Kanaputti to respond to the complaint of
Ramdas.
(iii). Also state two points of importance of organizing as reflected in the above case.

5. Kiran Industries is a company dealing in office furniture. The company chose to diversify its operations to improve its
growth potential and increase market share. As the project was important, many alternatives were generated for the
purpose and were thoroughly discussed amongst the members of the organisation. After evaluating the various
alternatives, Sukhvinder, the Managing Director of the company, decided that they should add ‘Home Interiors and
Furnishings’ as a new line of business activity.
(i) Name the structure which the diversified organisation should adopt, to enable it to cope with the emerging complexity?
Give one reason in support of your answer.
(ii). State any two limitations of this structure

6. Samir Gupta started a telecommunications company, ‘Donira Ltd.’, to manufacture economical mobile phones for the
Indian rural market with 15 employees. The company did very well in its initial years. As the product was good and
marketed well, the demand of the products went up. To increase production, the company decided to recruit additional
employees. Samir Gupta, who was earlier taking all the decisions for the company, had to selectively disperse the
authority. He believed that subordinates are competent, capable and resourceful and can assume responsibility for the
effective implementation of their decisions. This paid off and the company was not only able to increase its production but
also expanded its product range.
(i). Identify the concept used by Samir Gupta through which he was able to steer his company to greater heights.
(ii). Also explain any three points of importance of this concept.
7. ‘Home Creations Ltd.’ is a well known chain of large department store offering various types of
products under one roof. The company owns fifty stores in various parts of the country. Each store is
placed under the charge of a manager who is allowed to run their stores autonomously by deciding
about the products
which may be promoted, appointment of staff, ways to handle customer complaints etc. As these
managers have a deeper knowledge of the local situations, it enables them to take these decisions
effectively keeping in view the local circumstances and consumers’ needs. This approach helps to
improve customer service and at the same time serves to boost morale and increase the job satisfaction
of the store managers as it empowers them to innovate and use their initiatives.
In the context of above case:
(i). Identify and explain the policy followed by ‘Home Creations Ltd.’ to run their stores successfully.
(ii). Also, give any three points highlighting the importance of the approach followed as identified in
part (1) of the question.
(iii). List any two values that ‘Home Creations Ltd.’ wants to communicate to its employees.

8. Atul joins as a Regional Sales Head in the export division of a FMCG (fast moving consumer goods)
company. In a departmental meeting, he asks one of this subordinates, Manik, to take charge of the
company’s new office in Dubai. He allocates the work to him and grants the necessary authority.
However, within a
month by seeking regular feedback on the extent of work accomplished from Manik, Atul realises that
Manik is not doing the work as per his expectations. So he takes away the authority delegated to him
and re delegates the work to Prakrit. Due to the time wasted in this switch over, the work at the Dubai
office suffers tremendously and the company is not able to meet its desired goals.
In context of the above case:
(i). Why is Manik supposed to give regular feedback about work to Atul?
(ii). Can the authority granted to a subordinate be taken back and re-delegated to another person?
(iii). Can Manik be held responsible for not meeting the work related expectations of Atul? Give a
suitable reason in support of your answer.

9. Diligent developers, a website design company in Bangalore is a startup initiative of Mr. Maniraj
which aims at achieving a profit margin of 10% in its first year. Mr. Maniraj appointed Mr. Advait as
the Digital marketing Head, Mr. Kiyansh as the head of Backend department and Mr. Nirved headed
the Graphics Designing Department. Since each head was specialised in specific skills, it resulted in
increased efficiency and better coordination. However, problems arose when Mr. Advait started
considering group objectives superior to organisational objectives and stopped exchanging
information with Mr. Kiyansh and Mr. Nirved. The company had to bear the brunt of lack of
coordination and was unable to achieve its objectives.
(i) Identify and state the organisational structure adopted by the company.
(ii) State two benefits and two limitations of the identified structure highlighted in the above case.