Help needed in PA objective papers solution
 

Hi,

I need help in the solution of objective part paper of Public Administration of last five years. It would also be great if some guidance could be given on the important topics for the subjective part of paper.

It would be a great help if anyone can do so.. hope to receive a positive response...

Thanks..

Compulsory Question, 2002
 

1. an organisation which successfully achieves the goals will be considered as:

a) efficient b) systematic c)[B] effective [/B]d) resonable e) none of these

2. an organization using its sources wisely n in a cost effective way is considered:

.conservative . modern . effective [B] .effecient [/B]none of these

3. grouping activities n resources in an organisation is a function of:

. leading .[B]organisisng[/B] co-ordination monitoring none of these

4. the dominent role in develpoing scientific management was played by:

. Henri Fayol [B] F.W.Taylor [/B]Harrington Frank Giibreth none of these

5. the most articulate spokesperson of Administrative Management was:

. [B]Max Weber[/B] Chester Barnard Lyndall Urwick Henri Fayol none of these

6. Hawthorne studies were mainly conducted by:

.Elton Mayo Hugo Munsterberg Mary parker Henry Gantt [B]none of these[/B]

7. two or more sub-systems workng together 2 produce more than the total of what they might
produce working alone is:

.open-system closed system sub-system [B] synergy[/B] none of these

8. an attempt 2 integrate common business practices from the United States and Japan into one middle-ground framework has been termed as:

Theory X Theory Y [B] Type Z Model [/B]Universal Model none of these

9. the Owners, Emplyoees, Board of Directors n Culture will form the organisation's:

[B]Internal enviroment [/B] external enviroment task enviroment general enviroment none of these

10. the appropriate managerial behaiviour in a given situation depends on a wide variety of elements is :

Classical Approach Quantitative Approach [B] Bahavioural Approach [/B] Contigency Approach none of these

11. a goal set by n for top management of the organisation is

[B]tactical goal [/B] strategic goal operational goal specific goal none of these

12. balancing n reconcialing possible conflicts among goals is:

communication [B] leading [/B]inconsistency optimising none of these

13. a plan that generally covers a span of one year or less is:

operational plan intermediate plan long-range plan [B]short range plan [/B] none of these

14 behaviour that does not conform 2 generally social norms will be considered as:

arrogant behaviour arbitrary behaviour ethical behaviour [B]unethical behaviour[/B] none of these

15. conceptual n diagnostic skills in an organisation are mostly used by:

general managers [B]top manager [/B]middle managers first line manager none of these

16. a theory suggesting that people are motivated by a hierarchy of needs was advanced by:

Douglas McGregor Arthur D.Little [B]Abraham Maslow [/B] F.W.Riggs none of these

17. the extent which an organisation complies with local, state n Federal Laws is:

social complaince philanthropic awarding ethical compliance [B] legal compliance [/B]none of these

18. the process by which a manager assigns some of his total work load to others is:
decentralisation [B] delegation [/B] division of work legal compiance none of these

19. power which has legitimized by the state is:

political authority christamatic authority traditional authority [B]legal authority [/B] none of these

20. a condition in which the availabilty of each alternative n its potential pay offs n costs r all associated with probabilty estimates is:

state of risk state of certainty [B] state of mild certainty [/B] state of high certainty none of these

2002
 

Compulsory Question, 2002
1. an organisation which successfully achieves the goals will be considered as:
a) efficient
b) systematic
[B] c) effective [/B]
d) resonable
e) none of these

2. an organization using its sources wisely n in a cost effective way is considered:
a). conservative
b) . modern
. effective
[B] .effecient [/B]
none of these

3. grouping activities n resources in an organisation is a function of:
a). leading
[B] b) .organisisng [/B]
co-ordination
monitoring
none of these

4. the dominent role in develpoing scientific management was played by:
a). Henri Fayol
[B] b) F.W.Taylor [/B]
Harrington
Frank Giibreth
none of these

5. the most articulate spokesperson of Administrative Management was:
[B]a). Max Weber [/B]
b) Chester Barnard
Lyndall Urwick
Henri Fayol
none of these

6. Hawthorne studies were mainly conducted by:
a). Elton Mayo
b) Hugo Munsterberg
Mary parker
Henry Gantt
[B] none of these[/B]

7. two or more sub-systems workng together 2 produce more than the total of what they might produce working alone is:
a) .open-system
b) closed system
sub-system
[B]synergy [/B]
none of these

8. an attempt 2 integrate common business practices from the United States and Japan into one middle-ground framework has been termed as:
a) Theory X
b) Theory Y
[B] Type Z Model [/B]
Universal Model
none of these

9. the Owners, Emplyoees, Board of Directors n Culture will form the organisation's:
[B]a) Internal enviroment [/B]
b) external enviroment
task enviroment
general enviroment
none of these

10. the appropriate managerial behaiviour in a given situation depends on a wide variety of elements is :
a) Classical Approach
b) Quantitative Approach
[B]Behavioural Approach [/B]
Contigency Approach
none of these

11. a goal set by n for top management of the organisation is
[B]a) tactical goal [/B]
b) strategic goal
operational goal
specific goal
none of these


12. balancing n reconcialing possible conflicts among goals is:
a) communication
[B] b) leading [/B]
inconsistency
optimising
none of these

13. a plan that generally covers a span of one year or less is:
a) operational plan
b) intermediate plan
long-range plan
[B]short range plan [/B]
none of these

14 behaviour that does not conform 2 generally social norms will be considered as:
a) arrogant behaviour
b) arbitrary behaviour
ethical behaviour
[B]unethical behaviour [/B]
none of these

15. conceptual n diagnostic skills in an organisation are mostly used by:
general managers
[B] top manager [/B]
middle managers
first line manager
none of these

16. a theory suggesting that people are motivated by a hierarchy of needs was advanced by:
a) Douglas McGregor
b) Arthur D.Little
[B]Abraham Maslow [/B]
F.W.Riggs
none of these

17. the extent which an organisation complies with local, state n Federal Laws is:
a) social complaince
b) philanthropic awarding
ethical compliance
[B]legal compliance [/B]
none of these

18. the process by which a manager assigns some of his total work load to others is:
a) decentralisation
[B] b) delegation [/B]
division of work
legal compiance
none of these

19. power which has legitimized by the state is:
a) political authority
b) christamatic authority
traditional authority
[B]legal authority [/B]
none of these
20. a condition in which the availabilty of each alternative n its potential pay offs n costs r all associated with probabilty estimates is:
a) state of risk
b) state of certainty
[B] state of mild certainty [/B]
state of high certainty
none of these

2003
 

COMPULSORY QUESTION, 2003
1. THE DIFFERENCE B/W PUBLIC ADMINISTRATION N POLITICAL SCIENCE IS
A). AMOUNT of constraints from public interest in decision making
[B]B). the emphasis on bureautic structure, behaviour n methodoligies[/B]
C). evaluative techniques
D). no difference b/w political science n public administration
E). none of these

2. according 2 Goodnow "administration" refers to:
A). govt. expression of the state will
[B]B) govt execution of policies[/B]
C) govt suppresion of public interests
D) govt collection of public interests
E) none of these

3. Gullick & Urwick's POSDCORB anagram was:
A) a reference to the focus of public administration
B). a listing of when to utilize Public administration
[B]C). an expression of administrative principles to follow[/B]
D).a means of identifying the problems associated with bureaucracy
E).none of these

4. Herbert Simon refuted the administrative principles theory by:
A).revealing that administrative principles were too specific
B).showing that for every principle there ther is a counter principle
C).explaning that administrative principles could only be used in complex organization
D).relating that administrative principles always allowed for rational decisions
[B]E).none of the above[/B]

5.The three components that comprise publicness & privateness in society are:
a).bureaucy, consistency and budget
[B]b).administration, management, n organisation[/B]
c) execution, regulation, n strucute
d) agency, access, n interest
e) none of the above

6. the "new public administration" movement was focused on:
a) methods, results, n organisation as a whole
b) leadership n control of organisations
[B]c) values, ethics n individuals member[/B]
d) heirarchy n distribution of power in organisations
e) none of the above


7. the one component consistently present in decision making process of public decision maker is:
[B]a) advice seeking[/B]
b) information
c) rapidity
d) professionalism
e) none of the above

8. the presurres to rationalize bureaucracy often lead to:
a) non-conformity
b) rebellion
[B]c) conditional acceptance[/B]
d) over conformity
e) none of the above

9. according to Max Weber, the three types of leadership are:
a) titular, controlles, organisers
b) charismatic, traditional, rational
c) institutionalists, specialists, hybrids
[B]d) charismatic, institutionalists, specialists[/B]
e) none of the above

10. the aim of Taylor's scientific management was to:
a) stress individual accomplishment over organisational yeild
b) reduce production n increased morale
[B]c) improve organisational efficiency n production[/B]
d) alter machinery to lessen burden on the labour force
e) none of the above

11. the closed model of organisation theory presents the organisation as:
a) flexible entities with varying routines
b) unorganised entities with unstable conditions
c) structured entities with equal power distribution
[B]d) heirarchial entities with formal n rational methods of operation[/B]
e) none of the above

12. the primary force in changing public administration is:
a) organisational enviroment
b) organisational technology
[B]c) how employees react to organisational technology[/B]
d) type of interdepence of the organisation
e) none of the above

13. the purposes of decision tree is:
a) cost analysis
[B]b) decision alternatives[/B]
c) project coordination
d) time analysis
e) none of the above

14. most analysts agree that information technology will pressure the heirarchial pyramid to:
a) disappear
[B]b) stretch[/B]
c) flatten
d) remain as it is
e) none of the above

15. the purpose of public program evaluation is:
a) resource allocation only
b) to abolish inefficient programms
[B]c) to endorse successful programs[/B]
d) dependant on the motivation of those who initiate the evaluation
e) none of the above

16. management-by-objectives (MBO):
a) encourages centralization of management
b) discourages communiocations n feedback
c) avoids objective setting
[B]d) encourages self management and decentralization[/B]
e) none of the above

17. Lindblom has referred to the incerementalists paradigm of policy making as:
a) dragging feet
b) muddling thorough
c) smooth operating
d) proficient policy making
[B]e)none of the above[/B]

18. collective good differ from common-pool goods on the basis of:
a) availability
[B]b) degree of execution[/B]
c) consumption
d) delivery
e) none of the above

19. supervision as a mechanism of control over subordinate has been found to be:
a) the most efficient mechanism of control
b) as effective as input control
c) the least effective mechanism of control
d) more effective than behaviour control
[B]e) none of the above[/B]

20. according to Herbert Simon the core challenge to executives in the post-industrial age will be:
[B]a) how to increase worker productivity[/B]
b) how to process information
c) how to control burgeoning bureaucracy
d) how to improve public relations
e) none of the above
:snor