A. By the turn of the century it did not seem extraordinary that managers should manage by walking about.B. The outside world filtered through via a secretary who, traditionally, sat like a guard dog in front of their usually closed office door.C. But in the 1950 s many white collar managers turned their offices into fortresses from which they rarely emerged.D. The technologies of mobile communications made it so much easier for them to both walk about and stay in touch at the same time.E. Edicts were sent out to the blue collar workforce whom they rarely met face to face.

Q. In the past three to four decades, many management theorists, and writers have made remark about contribution in the study of management. By studying the various approaches to management analysis, we can understand the concept of management and have a better understanding of managerial functions. Which approach to management emphasizes managing people by understanding their individual psychological needs?

Q. The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihoods of success, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical manoeuvres, these senior executives rely on what is vaguely termed “intuition” to manage a network of interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise; and to integrate action into the process of thinking.
Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for capriciousness.
Isenberg’s recent research on the cognitive processes of senior managers reveals that managers’ intuition is neither of these. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists. Second, managers rely on intuition to perform well-learned behaviour patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and hands-on experience that build skills. A third function of intuition is to synthesize isolated bits of data and practice into an integrated picture, often in an “Aha!” experience. Fourth, some managers use intuition as a check on the results of more rational analysis. Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by these methods, which run counter to their sense of the correct course of action. Finally, managers can use intuition to bypass in-depth analysis and move rapidly to engender a plausible solution. Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns. One of the implications of the intuitive style of executive management is that “thinking” is inseparable from acting. Since managers often “know” what is right before they can analyse and explain it, they frequently act first and explain later. Analysis is inextricably tied to action in thinking/acting cycles, in which managers develop thoughts about their companies and organizations not by analysing a problematic situation and then acting, but by acting and analysing in close concert. Given the great uncertainty of many of the management issues that they face, senior managers often instigate a course of action simply to learn more about an issue. They then use the results of the action to develop a more complete understanding of the issue. One Implication of thinking/acting cycles is that action is often part of defining the problem, not just of implementing the solution.
Q. The passage provides support for which of the following statements?

Q.

A public transport company has hired 50 drivers, 30 conductors, 20 helpers for their buses. The vacancies are in bulk, they hired freshers. After sometime it became difficult to manage their problems, as they were facing problems in operation. On the basis of above case

(i) What is the role of hiring manager?

(ii) What are the training measures he should adopt in this case?

Q.

Brands never die. They are meant to live forever. However, their lustre fades by the imprudent decisions of brand managers who fail to see the future unraveling. The concept of branding is not new; many famous brands have been with us for some time. Many developed as the result of the energy and enthusiasm of the entrepreneurs behind them. As the companies grew the responsibility of maintaining the brand tended to fall to others from which the brand-management system emerged.

The correct option is D ADCEBD essentially follows A as it explains how managers manage by 'walking about'. The probable options are hence only (D) or (C). B follows C and E as it continues with the idea of turning their offices into a fortress and a secretary who sits in front of the closed door.