public administration past papers

8/9/2019 Public Administration Past Papers

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PUBLIC ADMINISTRATION

It is a detailed and systematic application of law. Woodrow Wilson

To carry out the directives of the politicians Herbert Simson

It includes all three branches Prof Pfiffner

SCOPE

Deference of Opinion on definition due to vastness

Scope as a discipline

1. ana!erial "iew

a. Public administration is made up of managerial skillsb. Henri Fayol (5 functions PO! " Planning# Organi$ing# oordination# !taffing#ommunication%c. &anagement of ' &sd. ut)er *ulick (PO!DO+, " Planning# Organi$ing# !taffing# Directing# oordination andommunication# +eporting# ,udgeting%

#. Sub$ect atter "iew

a. PO!DO+, is critici$ed# it overlooks ot)er t)ingsb. &any ot)er fields la- and order )ealt) educationc. Public /d is an instrument )aving t-o blades PO!DO+, and !ub0ect matterd. /dministrative 1)eory (2alker%i. !tudy of structure organi$ation functions and problems of public aut)ority

e. /pplied /dministrationi. Politicalii. 3udicialiii. 4conomiciv. %. Scope varies as per e&pectations 'public( and declarations 'state() all state

activities

SCIENCE or ART

Science is investi!ation and observation* followed by tabulation* classification

and analysis. !cientific t)eory (F2 1aylor% PO!DO+, 6t is a body of systemati$ed kno-ledge derived from observation and e7perience !cientific met)od of study is applicable &ore and more accurate predictions 6f it is not science today -ill be tomorro-/s an /rt +unning t)e administration


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/ct of doing t)ings

IMPORTANCE OF PUBLIC ADMINISTRATION

/s a speciali$ed sub0ect of !tudyo *overnmental problems

o 6n social perspectives impact of gov8t policieso 9sed in developing countrieso 1eac)ings in colleges /s an practiceo Public developmento :isible face of t)e government (2.2% ,asis of government 6nstrument of providing services 6nstrument of implementing policies / stabili$ing force in t)e society

+emocratic "alues iberty 6ndividualism 4;uality

/not)er :ie- onstitutional !upremacy +ule of a- +epresentative *overnment

EVOLUTION OF PUBLIC ADMINISTRATION

Public adinis!ra!ion as prac!ice

4gyptian Pyramids


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$% &oodro' &ilson (A1)e !tudy of /dministrationB


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e. !peciali$ation

3% #enri Fa,ol 4 Fa!*er o5 Modern Mana6een!7

a. ,ook A6ndustrial and *eneral &anagementB

b. Fourteen Principal of *eneral &anagementi. Division of 2ork

ii. 9nity of ommand

iii. 9nity of Direction

iv. Discipline

v. /ut)ority

vi. +emuneration

vii. 1eam 2ork

viii. ine of /ut)ority (!calar )ain%

i7. 3ob security

7. entrali$ation

7i. Order7ii. 4;uity

7iii. 6nitiative eenness to -ork

7iv. !ub ordination of individual interests to t)e organi$ational

Fea!ures o5 Classic Sc*ool

&aterialism piece rate

4fficiency and productivity

4mp)asis on &aterial and met)od rat)er t)an )uman being

/dministration is apolitical and tec)nical

#UMAN RELATIONS SC#OOL

*ood results due to classical sc)ool )o-ever @> Depression came !c)olars to find causes of depression Human +elations &ovement in '=s

$% #a'!*orne S!udies b, El!on Ma,o

a. Two !roups control and test# bot) -ere given same p)ysical conditions# p)ysicalconditions of test groups -ere c)anged# to t)e amusement of t)e e7perimenters t)e results-ere same# so t)ey concluded t)at some e7traneous factors also are important.

b. 0&traneous factors employees -ere treated as special# group competition andattention of management


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c. The resulti. 1reat as special encouragementii. *roup co)esivenessiii. 6nterpersonal relations of t)e supervisor

)% C*es!er I Bernard 4T*e Func!ions o5 E2ecu!i8e7

a. Human be)avior is importantb. 1)e ultimate source of aut)ority is subordinatec. 1)ere are t)ree $one of employee cooperationi. Gone of /cceptanceii. Gone of indifferenceiii. Gone of +e0ectiond. / manger s)ould al-ays -ork to increase $one of acceptation t)oug) cooperationinterdepartmental instructions and cross trainings

+% #erber! A Sion

a. 4mp)asi$e on Human be)avior -it) special reference to Decision &aking )e -as aobel laureateb. He said t)e decisions are not al-ays made on rational (step by step% grounds rat)ermanger use cognitive (0udgment% skills. !o all decisions (/ctions% are backed by consciousor unconscious e7perience.c. !o t)e org are not mec)anical rat)er employee conscious effectsd. 6nformal interpersonal relations and group dynamics are important

BE#AVIOURAL SC#OOL

9 Coonali!, 'i!* #uan Rela!ions Sc*ool

o &otivation of employeeo 6ndividual and group be)avioro ommunication Ho-ever H+! emp)asi$ed on group -)ereas ,! emp)asi$ed on individual be)avior &anagers need to understand t)e be)avior.

$% Ibra*i Maslo':s *ierarc*, o5 needs

a. ,asic eedsb. !afety eedsc. !ense of ,elongingness tribes associationd. 4go"!tatus eedse. !elf /ctuali$ation

)% Do6lous Mc.re66or

a. 1-o assumptionsb. 1)eory I negative dislike -ork# avoid responsibility# need supervisionc. 1)eory J positive

S;STEM SC#OOL


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Organi$ation is a unified system of interrelated parts to ac)ieve certain goals andob0ective 1)is concept is borro-ed from biological sciences by social sciences !ubsystems# !ynergy# open or close org# feedback8

PO&ER AND POLITICS SC#OOL

Po-erK /bility to influence

PoliticsK it is about controlling and distributing t)e resources

PaperK Public /dministrationPart K 66

2.34.#DefinePublic /dministration and discuss its nature and scope. ritically e7amine t)e c)allenges ofPublic /dministration in t)e @


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:ederal Public Service /ommission/ompetitive 0&amination;#


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d%1)e different patterns of informal organisation are )armonised

>(/ course of action governed by t)e rules and regulations is kno-n asKa%Decision as per ruleb%/ management decisionc%/ guided decision

d%/ programmed decision

1


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d%one of t)ese

18(ine agencies perform """""""""" activities in an organisation.a%advisoryb%supervisoryc%6nformative

d%one of t)ese

19(1)e +elay /ssembly 1est +oom 47periments -ere conducted to test t)e relations)ipbet-een Ka%Productivity 2orking conditionsb%Productivity 4conomic incentivesc%Productivity !ocial relations)ipd%one of t)ese

1>(2)o among t)e follo-ing founded G4+O",/!4D budgeting Ma% .D.2)iteb% yndon 3o)nsonc% Peter P)yrr

d% one of t)ese

#


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(c% Problems of co"ordination in public administration in Pakistan.(d% Performance ,udgeting


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>% / course of action governed by t)e rules and regulations is kno-n asKa%Decision as per ruleb%/ management decisionc%/ guided decisiond%/ programmed decision


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a%D2Pb%30/c%44d% one of t)ese


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(c% 1)e organi$ation of Federal and Provincial government in Pakistan

(d% Problems of co"ordination in Public /dministration in Pakistan.

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B3+0? TH0 :0+0?,@ D4"0?303T* #


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(b% False

(vii% 3ob specification defines t)e parameters of t)e 0ob to be doneK(a% 1rue(b% False

(viii% Proper 0ob analysis is based onK(a% 3ob description(b% 3ob specification(c% ,ot) of t)ese(d% one of t)ese

(i7% ,ureaucracy refers toK(a% +ed tape(b% 1)e totality of government officials(c% / specific set of structural arrangement(d% /ll of t)ese

(7% 1)e mnemonic PO!DO+, for management -as introduced byK

(a% 3ames &ooney(b% /dam !mit)(c% ut)er *ulick(d% one of t)ese

(7i% 1)e famous Ha-t)orne e7periments -ere conducted byK(a% 4lton &ayo(b% /bra)am H. &aslo-(c% &ark 1-ain(d% one of t)ese

(7ii% AHa-t)orne effectB refers to increase in productivity because ofK

(a% *ood p)ysical -orking environment(b% !ecure 0ob(c% Presence of observers(d% one of t)ese

(7iii% &aslo-8s )ig)est need in )is A)ierarc)y of needsB -asK(a% ove or affiliation needs(b% !elf actuali$ation needs(c% 4steem needs(d% one of t)ese

(7iv% A1)e average )uman being in)erently dislikes -orkB(a% /n assumption of t)eory I

(b% /n assumption of t)eory J(c% /n assumption of t)eory G(d% one of t)ese

(7v% !poils system refers toK(a% &anagement t)roug) ob0ectives(b% Public sector concept of staffing(c% /-arding 0obs to political supporters(d% one of t)ese


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(7vi% Deficit financing isK(a% 47cess revenues(b% 47cess e7penditures(c% ,ot) of t)ese(d% one of t)ese

(7vii% Performance audit is used as a comparison bet-eenK(a% /ctual e7penditure and booked e7penditure(b% +evenue collected and potential revenue(c% /ctivities of an organi$ation -it) t)e assigned ob0ectives(d% one of t)ese

(7viii% / -)istle blo-er in an organi$ation is a personK(a% 2)o reveals bad t)ings about )is department to t)e public(b% 2)o is a good singer(c% 2)o is assigned security duties(d% one of t)ese

(7i7% 1)e budget cycle isK(a% 1)e duration for -)ic) it is applicable(b% 1)e process t)roug) -)ic) it )as to go(c% 1)e time frame of preparation(d% one of t)ese

(77% *roup dynamics refers toK(a% ature of a group(b% Development of a group(c% 6nterrelations)ip of a group(d% /ll of t)ese

Q.@. Public administration refers to t)e implementation of public policy. Discuss in detail.(@=%

Q.'. Parliamentary oversig)t of t)e e7ecutive is an important aspect of any democraticsystem. Ho- is t)is role being e7ercised by t)e Parliament in PakistanM 2)atrecommendations -ould you suggest for making t)is role more effectiveM (@=%

Q.?. 6n any organi$ation motivation of employees is essential to en)ance productivity andfor efficient ac)ievement of t)e organi$ational goals. 47plain t)e concept of motivationgiving reference to &aslo-8s )ierarc)y of needs t)eory. (@=%

Q.5. Discuss &a7 2eber8s concept of Aideal type of bureaucracyB. Ho- does it differ from t)ee7isting public bureaucracy in PakistanM (@=%

Q.. 47plain t)e concept of *ood *overnance. Ho- can good governance ensure efficientand effective public service delivery at t)e grass roots level in PakistanM (@=%

Q.. 1)e flo- and management of funds is t)e lifeblood of our system of publicadministration. 47plain t)e government8s budgetary system. 6s it an in)erently politicalprocessM (@=%

Q.C. 2rite s)ort notes on any FO9+ of t)e follo-ingK


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(a% 4"government in Pakistan(b% 3udicial activism(c% F. 1aylor8s A!cientific &anagement 1)eoryB(d% 1)eory I and 1)eory J(e% e- Public &anagement oncept(5 7 ? T @=%

O&P41616:4 4I/&6/16O FO++4+961&41 1O PO!1! 6 ,!"


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(b% 1)e totality of government officials(c% / specific set of structural arrangement'd( ,ll of these

(7% 1)e mnemonic PO!DO+, for management -as introduced byK(a% 3ames &ooney

(b% /dam !mit)'c( @uther Dulic

(d% one of t)ese

(7i% 1)e famous Ha-t)orne e7periments -ere conducted byK'a( 0lton ayo

(b% /bra)am H. &aslo-(c% &ark 1-ain(d% one of t)ese

(7ii% AHa-t)orne effectB refers to increase in productivity because ofK(a% *ood p)ysical -orking environment(b% !ecure 0ob'c( Presence of observers(d% one of t)ese

(7iii% &aslo-8s )ig)est need in )is A)ierarc)y of needsB -asK(a% ove or affiliation needs'b( Self Gactualiation needs(c% 4steem needs(d% one of t)ese

(7iv% A1)e average )uman being in)erently dislikes -orkB'a( ,n assumption of theory F

(b% /n assumption of t)eory J

(c% /n assumption of t)eory G(d% one of t)ese

(7v% !poils system refers toK(a% &anagement t)roug) ob0ectives(b% Public sector concept of staffing'c( ,wardin! $obs to political supporters

(d% one of t)ese

(7vi% Deficit financing isK(a% 47cess revenues'b( 0&cess e&penditures(c% ,ot) of t)ese

(d% one of t)ese

(7vii% Performance audit is used as a comparison bet-eenK(a% /ctual e7penditure and booked e7penditure(b% +evenue collected and potential revenue(c% /ctivities of an organi$ation -it) t)e assigned ob0ectives'd( 3one of these

(7viii% / -)istle blo-er in an organi$ation is a personK


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'a( Who reveals bad thin!s about his department to the public(b% 2)o is a good singer(c% 2)o is assigned security duties(d% one of t)ese

(7i7% 1)e budget cycle isK

'a( The duration for which it is applicable(b% 1)e process t)roug) -)ic) it )as to go(c% 1)e time frame of preparation(d% one of t)ese

(77% *roup dynamics refers toK(a% ature of a group(b% Development of a group(c% 6nterrelations)ip of a group'd( ,ll of these

Part"66oteK/ttempt only four

[email protected] public ad.47plain and 0ustify your definition in comparison -it) various ot)ercompeting definitions of public ad.Do u t)ink public ad.is different from businessadministration bot) in t)eory and practiceM

Q.'.omparatively evaluate 1aylorLs scientific management 2eberLs ideal bureaucracy discuss.

Q.?.ompare ontrast t)e ,ureaucratic model -it) ne- public management(P&%.Do ut)ink P& )as replaced t)e bureaucratic approac) to public adMsupport ur vie-s -it)e7amples from Pak.

Q.5.ompare /D ontrast rationalincremental and P& approac)es to decision making inpublic ad.47plain your vie-s -it) e7amples from Pak.

Q..2)at is good governanceM47plain t)e role of public ad. in good governance particularly-it) reference to PakM

Q..Human +esource &anagement(H+&% is a contemporary approac) to managing people inbusiness org.2)at are t)e salient features of H+& modelMDo you t)ink t)is model is beingapplied to reform personnel system in PakM

Q.C.Discuss t)e functions and organi$ational structure of federal govt.of Pak includingadministrative relations bet-een federal ministries and federal bodies suc) ascommissionsaut)oritiesboards state"o-ned enterprises

Q


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(a% amount of political and legal constraints on decision making

(b% t)e emp)asis on efficiency

(c% managment structure and processes

(d% no difference bet-een public administration and business administration

(e% one of t)ese

/ns (c%

(ii% 1)e emp)asis of t)e politics"administration doc)otomy is onK

(a% t)e focus or N-)atN of public administration

(b% t)e actors or N-)oN of public administration

(c% t)e span or N-)enN of public administration

(d% t)e locus or N-)ereN of public administration

(e% one of t)ese

/ns(a%

(iii% *ulick and 9r-ickLs PO!DO+, anagram -asK

(a% reference to t)e locus of public administration

(b% a lisiting of -)en to utili$e public administration

(c% an e7pression of administrative principles to follo-

(d% a means of identifying t)e problem associate -it) bureaucracy

(e% one of t)ese

/ns (c%

(iv% 1)e t)ree components t)at compromise publicness and privateness in society areK

(a% bureaucracy consistancy and budget

(b% administration management and organi$ation

(c% e7ecution regulation and structure

(d% agency access interest

(e% one of t)ese

/ns(b%

(v% !imon refuted t)e administrative

(a% revealing t)e administrative principles

(b% s)o-ing t)at for every principle t)ere is a counter"principle

(c% e7plaining t)at administrative principles can only be used in comple7 organi$ation

(d% relating t)at administrative principles al-ays allo-ed for rational descisions

(e% one of t)ese


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/ns (e%

(vi% 1)e e- Public &anagement can be best described asK

(a% public administration in @


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(c% t)e less effective mec)anism of control

(d% more effective t)an be)avior control

(e% one of t)ese

/ns (e%

(7i% /ccording to 2eber t)e t)ree types of leaders)ip areK

(a% c)arismatic traditional legalErational

(b% titular controllers organi$ers

(c% institutionalists specialists )ybrids

(d% c)arismatic institutionalists specialists

(e% one of t)ese

/ns(d%

(7ii% 6n terms of public administration one defines a systemK

(a% according to t)e organi$ational structure

(b% according to t)e administrative effectivness

(c% according to problem one -is)es to resolve

(d% according to t)e amount of resource available

(e% one of t)ese

/ns(a%

(7iii% 1)e advantage of systems approac) isK

(a% it allo-s us to disregard t)e differences in -orld vie-s

(b% it allo-s means and ends to remain ambiguous

(c% it forces us to delineate t)e differnces and similarities in -orld vie-s and improves

efficiency and effectivness

(d% it allo-s for ne- and fres) solutions to old and distressing problems

(e% one of t)ese

/ns(c%

(7iv% /ccording to )umanists approac) t)e management scientistLs system is incomplete

becauseK

(a% it fails to factor in t)e variable of environemnt and instability

(b% it fails to acount for t)e variable of uni;uely )uman ;ualities suc) as genius and despair

(c% it gives too muc) emp)asis to t)e variable of uni;uely )uman ;ualities

(d% it does not consider ;uantifiable and measureable variables

(e% one of t)ese


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/ns(b%

(7v% 1)e purpose of decision tree isK

(a% decision alternatives

(b% cost analysis(c% pro0ect coordination

(d% time analysis

(e% one of t)ese

/ns(a%

(7vi% t)e line"item budget coversK

(a% inputs only

(b% outputs only

(c% inputs and outputs(d% neit)er inputs nor outputs

(e% one of t)ese

/ns(a%

(7vii% Performance budget coversK

(a% inputs only

(b% outputs only

(c% neit)er inputs nor outputs

(d% inputs and outputs(e% one of t)ese

/ns(d%

(7viii% 1)e essential differnce bet-een mangement"by"ob0ectives and planning"

programming"budgeting is t)atK

(a% &,O does not necessarily focus on inputs

(b% &,O does not necessarily focus on outputs

(b% &,O does not necessarily focus on alternatives

(b% &,O necessarily focus on alternatives(e% one of t)ese

/ns(c%

(7i7% one of t)e salient feature of civil service system of Paksitna isK

(a% prefernce for contract appointments


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(b% prefernce for professionals

(c% prefernce for generalists

(d% prefernce for doctors

(e% one of t)ese

/ns(c%

(77% Public goods differ from private goods on t)e basis ofK

(a% price

(b% delivery

(c% e7clusion

(d% public interest

(e% one of t)ese

/ns(c%

oteK iii iv v viii 7 7i 7v 77 are verified ans-ers and rest must be ensured.

FEDERAL PUBLIC SERVICE COMMISSION

COMPETITIVE EXAMINATION FOR

RECRUITMENT TO POSTS IN BPS-17 UNDER

THE FEDERAL GOVERNMENT, 2009

Publ! A"#$%&'(&)$

2.1. Select the best optionanswer and fill in appropriate bo& on the answer sheet.'#


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(c% +eligion(d% 6ndividualism(e% 1ime orientation


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governments.Please comment on t)e streng)t of inter government relations i.e#financiallegal.political and administrative relations)ip t)at e7ist among t)e variousgovernments units of aid government in Pakistan. (@=%

2.8.1)e 0udicial remedies and accountability for t)e citi$ens of t)e country against t)eabuse of po-er )as become prevalent in t)e modren time.2)at are t)ose remediesM

4laborate. (@=%

2.9.4plain t)e system of pro0ect planning in t)e government of Pakistan and )o- does ite7tend to t)e provinces and local governmentsM (@=%

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2.9./naly$e t)e +ecruitment and training process of entral and Provincial !erviceM

P,?T II

2.1. Select the best one.

1. ,ll are the characteristics of ,dministration e&cept

a. 6t is a science and artb. Has tec)ni;ues t)at are universally applicablec. 6s a professiond. 6s not distinct from o-ners)ipe .one of t)ese

#. ,ccordin! to an early definition that ind of mana!ement which conducts a

business or affairs by standards established by facts or truth !ained throu!hsystematic observation e&periments or reasonin! is nown as

a. lassical managementb. ,ureaucratic managementc. eo"classical managementd. !cientific managemente. one of t)ese

%. H.:oyal* Terry* Joont and 4K +onnel had the followin! view re!ardin!,dministration and mana!ement

a. &anagement and /dministration are oneb. /dministration is a part of &anagementc. &anagement and /dministration are differentd. Depends on t)e type of organi$atione. one of t)ese

5. Human ?elations approach was a metamorphic step in mana!ement theory and

practice.1)e studies for t)is movement -ere carried out ata. Ha-t)orne plant at 2estern 4lectric ompany )icagob. Ha-t)orne plant at Harvard 9niversityc. H+D Department !tanford 9niversityd. *eneral 4lectric ompanye-yorke. one of t)ese

6. The Principle of unity of command implies

a. 6n union t)ere is strengt)b. 4mployees s)ould receive orders from one superior onlyc. *roup to be assigned t)e responsibility of commandingd. ommand be e;ually distributed among )ori$ontal linee. one of t)ese

7. Which of the followin! was not enunciated as a principle of mana!ement by

Henry :ayol


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a. Division of -orkb. Planning and Organi$ationc. /ut)ority and responsibilityd. 4spirit de corpse. one of t)ese

8. , Plan is a determined course of action. The first ma$or step in the process isa. Developing premisesb. !tating organi$ational ob0ectivesc. Developing plansd. Putting plans into actione. one of t)ese

9. Which of the statements !iven below re!ardin! decision main! is falseLa .6t is a continuous processb. 6t implies a c)oicec. 6t is an intellectual activityd. Decision making is identical -it) problem solving

e. one of t)ese

>. Which of the followin! statements about span of mana!ement is falseL

a. / manager cannot supervise t)e activities of an unlimited number of peopleb. !pan of management directly affects t)e number of management levels in t)eorgani$ationc. 1)e capacity and t)e ability of t)e e7ecutive )ave absolutely no role in determining t)espan of managementd. Hig)er t)e degree of decentrali$ation larger can t)e span of management bee. one of t)ese

1


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1%. +ecentraliation is 'as an or!aniation concept(

a. Delegation of actual performance of -orkb. P)ysical or geograp)ical dispersal of its activitiesc. Delegation of decision makingd. /ll of t)ese

e. one of t)ese

15. Personnel functions is aa. ine functionb. !taff functionsc. an be eit)er line or staffd. eit)er line nor staffe. one of t)ese

16. ,ll of the followin! statements re!ardin! manpower plannin! are true e&cept

a. &anpo-er planning is merely forecasting of demand and supply of )umans resources

b. planning of &anpo-er is a continuous processc. &anpo-er plans may be formal or informald. &anpo-er planning is a vital managerial functione. one of t)ese

17. Eob description impliesa. Personal capacities and inclinations deemed necessary for successful 0ob performance.b. 2ritten statement of t)e main duties and responsibilities -)ic) 0ob entailsc. Process t)at ensures t)at rig)t kind of people at t)e rig)t placed at t)e rig)t time dot)ing for -)ic) t)ey are economically most usefuld. one of t)ese

18 .,n individual who systematically develops a subordinateKs abilities throu!h

intensive tutorin! is named asa. &entorb. &anagerc. supervisord. Peere. one of t)ese

19. , plan for allowin! each employee to determine the mae;up of his or herfrin!e benefit Paca!e isa. ompensationb. !alary administration

c. afeteria compensationd. oaninge. one of t)ese

1>. Which of the followin! statement re!ardin! the communication is falsea. communication is perceptionb. communication is e7pectationc. communication provides for feedback mec)anismd. communication and information are synonymous


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e one of t)ese

#


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d. Depends on t)e type of organi$atione. one of t)ese

?. Human +elations approac) -as a metamorp)ic step in management t)eory and practice.1)e studies for t)is movement -ere carried out at

a. Ha-t)orne plant at 2estern 4lectric ompany )icagob. Ha-t)orne plant at Harvard 9niversityc. H+D Department !tanford 9niversityd. *eneral 4lectric ompanye-yorke. one of t)ese

5. 1)e Principle of unity of command impliesa. 6n union t)ere is strengt)b. 4mployees s)ould receive orders from one superior onlyc. *roup to be assigned t)e responsibility of commandingd. ommand be e;ually distributed among )ori$ontal linee. one of t)ese

. 2)ic) of t)e follo-ing -as not enunciated as a principle of management by Henry Fayola. Division of -orkb. Planning and Organi$ationc. /ut)ority and responsibilityd. 4spirit de corpse. one of t)ese

. / Plan is a determined course of action. 1)e first ma0or step in t)e process isa. Developing premises

b. !tating organi$ational ob0ectivesc. Developing plansd. Putting plans into actione. one of t)ese

C. 2)ic) of t)e statements given belo- regarding decision making is falseMa .6t is a continuous processb. 6t implies a c)oicec. 6t is an intellectual activityd. Decision making is identical -it) problem solvinge. one of t)ese

>. 2)ic) of t)e follo-ing statements about span of management is falseM

a. / manager cannot supervise t)e activities of an unlimited number of peopleb. !pan of management directly affects t)e number of management levels in t)eorgani$ationc. 1)e capacity and t)e ability of t)e e7ecutive )ave absolutely no role in determining t)espan of managementd. Hig)er t)e degree of decentrali$ation larger can t)e span of management bee. one of t)ese


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(c% F.3 1aylor(d% +oe)t)lisborge(e%none of t)ese

(?% 1)e bureaucracy )as been defined as a system of administartion c)aracterised bye7pertnes impartiality and abscence of )umanity. -)o idefined t)is.

(a% )arles annady(b% &a7"-eber(c% ,raibanti +alp)(d% Peter & . ,lau(e%none of t)ese

(5% 2)at do u assess t)e status of bureaucracy under devolution plan"@===M -)et)er t)ey)ave becomeM(a% +eformer.(b% Paria)(c% more responsible(d% more nationalist

(e%none of t)ese

(% 1)e system"t)eory is mostly applied in militry operations becauseK

(a% it is most ob0ective(b% it )as many alternetives(c% it is less costly(d% it )as many ma0or policy alternatives(e% none of t)ese

(% 1)e c)arismatic leaders)ip -)ose aut)ority )as a legitimacy based on c)arismaticgrounds. Do u t)ink it is suitable in pakistan on follo-ing groundsK

(a% !ocial " relation grounds(b% political grounds(c%arger mission grounds(d%organi$ational grounds(e%one

(C% 1)ere r many bases of administrative leaders)ip u select one more suitableK(a% more appropriate base(b%political base(c%economic base(d%dynamic base(e% institutional base(f%none

(>% in ur vie- -)ic) is t)e best -ay of tackling administrative complaintsK(a% ,y 0udiciary(b%,y legislature(c% ,y people representation(d% ,y professional bodies(e%none

(


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appropriateK(a% Participative(b% P)ysical(c% !ocial(d% 4conomic(e% one

(


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(% (b%,y legislature


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(


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system )as produced adverse effect on administration but civil service )as becomesynonymous to merit system. Describe briefly t)e merit system and its advantages.

. 1)e 0udicial remedies and accountability for t)e citi$en of t)e country against t)e abuseof po-er )as become prevalent in t)e modern time. 2)at are t)ose remediesM 4laborate.

. 1)e professional et)ics and consciousness is a sort of built in control mec)anism and itprompts t)e administrative leaders)ip to maintain )ig) standard of efficiency and integrity.Do you agree -it) t)is statementM Discuss.VVVVVVVVVVVVVVVVVV

/4PB@S4?A 2B0STI43

2.9 Write only the correct answer in the answer boo.

1(The study of individuals and !roups in or!aniations is nown as

a(total Cuality mana!ement b( Human resource maintenance

c(the mana!erNs challen!e d( the conti!ency approach

e(or!aniational behaviour

#(4r!aniational behaviour is

a(a commitment to continous improvement

b(a relatively permanent chan!e in behaviour that occurs as a result of wor

e&periences

c(the attempt by scholars to identify how situations can be understood and

mana!ed in ways that respond appropriately to their uniCue characteristics.

d(the study of individuals and !roups in or!aniations.

e(the attraction and continuation of a viable worforce.

%(Total Cuality mana!ement is

a(a commitment to continous improvement.

b(a relatively permanent chan!e in behaviour that occurs as a result of wor

e&periences.

c(the attempt by scholars to identify how situations can be understood and

mana!ed in ways that respond appropriately to their uniCue characteristics.

d(the study of individuals and !roups in or!aniations.

e(the attraction and continuation of a viable worforce.

5(0ach of the followin! are reCuirements of twenty;first century mana!ers e&cept

that they

a(must be prepared to deal with people of different ethnic and racial bac!rounds.

b(must value Cuality.

c(contend with a worforce whose sills match new tass and technolo!ies.


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d(must personally do thin!s to add value to the or!aniationNs ability to meet

customersN needs.

e(value diversity.

6(, relatively permanent chan!e in behaviour that happens as a result of

e&perience is nown as

a( learnin! b( life;lon! learnin! c( e&periential learnin! d( or!aniational learnin!

e(the mana!erNs challen!e

7(The process of continous learnin! from the full variety of oneNs actual wor and

life e&perience is nown as

a( learnin! b( life;lon! learnin! c( e&periential learnin! d( or!aniational learnin!

e(the mana!erNs challen!e

8(The individual performance eCuation is concerned with

a( capacity*willin!ness*opportunity b( capacity *effort*opportunity c(

effectiveness*effort*willin!ness

d( effort *opportunity*threat e(opportunity*capacity*intelli!ence

9(Personality contributes to considerations of

a(what individuals can be b(what individuals will do c(what individuals are lie

d(or!aniational support e(difference between men and women

>(:or people who wor hard but still do not achieve hi!h performance levels*there

may be

a(lac of fit between individuals attributes and tas reCuirements.

b(improper allocation of rewards c(low motivation d(too much motivation

e(lac of psycholo!ical need satisfaction

1


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d(process of tellin! someone else how can feels about somethin! the person did or

said about the situation in !eneral.

e(process of sendin! and receivin! symbols with attached meanin!s;;from one

person;;;to another.

#. ',(

1


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