91. Neo-classical theory of organisation is characterised by
92. Which is the correct combination?
93. Which is/are the example of conflict between organisations?
94. Consider the following statements.
1. The sensatton-Thinking personalities are very emotional and focused towards past.
2. The intuition-Thinking personalities are very futuristic, imaginative, creative.
3. The sensation-Feeling personalittes are very unkeen observers, non methodical and problem creators.
4. The institution-Feeling personality are very people oriented, possessing personal charm and enthusiasm.
In light of Myree-Briggs type Indicator Personality Test, which of the above statements are true?
1. The sensatton-Thinking personalities are very emotional and focused towards past.
2. The intuition-Thinking personalities are very futuristic, imaginative, creative.
3. The sensation-Feeling personalittes are very unkeen observers, non methodical and problem creators.
4. The institution-Feeling personality are very people oriented, possessing personal charm and enthusiasm.
In light of Myree-Briggs type Indicator Personality Test, which of the above statements are true?
95. Match the following:
List-I (Theories of Leadership)
List-II (Elements)
a. The great man theory
1. Leaders are born not made
b. The situational theory
2. As per situations
c. Functions theory
3. Followers
d. The life cycle theory
4. Person and group
| List-I (Theories of Leadership) | List-II (Elements) |
| a. The great man theory | 1. Leaders are born not made |
| b. The situational theory | 2. As per situations |
| c. Functions theory | 3. Followers |
| d. The life cycle theory | 4. Person and group |
96. The 'carrot and stick' theory of motivation is related to
97. Herzberg's factors includes
98. Which of the following characteristics of transactional and transformational leaders are not correctly matched?
Leader
Characteristic
1. Transaction leader
Idealised Influence
2. Transformational leader
Management by Exception
3. Transformational leader
Laissez-Faire
4. Transactional leader
Contingent Reward
5. Transformational leader
Intellectual Stimulation
| Leader | Characteristic |
| 1. Transaction leader | Idealised Influence |
| 2. Transformational leader | Management by Exception |
| 3. Transformational leader | Laissez-Faire |
| 4. Transactional leader | Contingent Reward |
| 5. Transformational leader | Intellectual Stimulation |
99. Match the following.
List-I (Theory)
List-II (Concepts)
a. Behavioural approach
1. Interaction between organisation and environment
b. Scientific management
2. Formulation of principles of organisation
c. Systems approach
3. Work done at the lowest level in organisation
d. Classical theory
4. People in the organisation
| List-I (Theory) | List-II (Concepts) |
| a. Behavioural approach | 1. Interaction between organisation and environment |
| b. Scientific management | 2. Formulation of principles of organisation |
| c. Systems approach | 3. Work done at the lowest level in organisation |
| d. Classical theory | 4. People in the organisation |
100. Which of the following statements is not the correct distinction between role and office/position?
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