Question

A young psychologist who had just joined the personnel staff of one of the major oil companies was almost immediately contacted by the man in-charge of management development about the possibility of conducting a program for the managers in research and development (R & D). There was a serious problem; a number of top scientists had been moved up into management, primarily to make it possible to pay them enough so they would not be pirated away by other oil companies. Often these individuals knew practically nothing about management and cared even less. As far as they were concerned their satisfactions and rewards came from scientific research, not their “phony” management positions. The problem was that they had subordinates who needed supervision, and they had numerous other managerial responsibilities as well. Could a management development program be devised that would help solve this problem?

      The psychologist believed that something could be done, but he and the director of management development encountered considerable skepticism on the part of top-level R & D management. They recognized the problem but were not at all sure that management development was the solution. Finally, the R & D vice president agreed to a pilot program for fifteen of his managers whose judgement he particularly valued. There would be one session a week on Tuesday afternoon, lasting about two hours, and if all went well the program would extend to 10 weeks. If the program appeared promising in the opinion of this initial group, it would be extended to additional groups of R&D managers as quickly as possible. The psychologist was given a clear message that he was very much on trial with the initial group.

     The first session went very well right up to the lecture part and the question-and-answer period. Then a chemist, who had a long string of pattern to his credit and whose research was widely respected by the group, began to raise a series of questions about the scientific validity of what the psychologist was saying. His point was that the field of management was not a ‘real science’, was not grounded in research, and had its origin in company folklore and ‘armchair philosophizing’. At least this was the impression he had gained, and he wondered if the psychologist would like to comment on this. The others seemed to have similar feelings, and it became apparent that this particular group would be impossible to influence unless it was established that management subject matter is grounded in science. The psychologist recognized that this whole program might be in jeopardy.

 


Question 1: """The psychologist recognised that this whole program might be in jeopardy"" implies"

Select one:

a. It was a real mess

b. Was A Success

c. On Trial basis

d. Poor Marketing Strategies

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Question 2

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In the case described the top level executives in the organisation are concerned with

Select one:

a. all the problems in the organisation

b. Management problems

c. Scientific Research problems

d. none of the above

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Question 3

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Pilot program was focused on a

Select one:

a. Large Sample

b. Small samples

c. Both a & b

d. none of the above

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Scientist believed that field of management is a

Select one:

a. Real Science

b. Real art

c. Both a&b

d. none of the above

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Question 5

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The case focuses on

Select one:

a. Effective Leadership

b. Highlighting the Importance of Theory

c. Comparison between theory and scientific approach of management.

d. Improving the Performance of the employees.

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Question 6

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The major objective of conducting management development program was to

Select one:

a. Acquaint the employees with various management practices

b. Introduce a new product

c. New Marketing concept

d. none of the above

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Question 7

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The Management Development Program was conducteded in the

Select one:

a. Marketing Department

b. Research and Develpoment Department

c. Human Resource department

d. none of the above

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Answer 1

Answer:

Research and Develpoment Department

Explanation:

this is the right answer i am not sure