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Commerce & Accountancy 2022 Paper II 50 marks 150 words Compulsory Elucidate

Paper II — Q1

Answer each of the following in about 150 words: (a) "MBO is a mixed blessing." Elucidate the statement. (10 marks) (b) Explain…

Answer each of the following in about 150 words: (a) "MBO is a mixed blessing." Elucidate the statement. (10 marks) (b) Explain how the matrix structure breaks the unity-of-command concept. (10 marks) (c) Critically discuss the impact of personality traits on the behaviour in organizations. (10 marks) (d) Write a brief note on 'systems approach' in the context of the evolution of organization theory. (10 marks) (e) Briefly explain the main systems of organizational effectiveness. (10 marks)

हिंदी में प्रश्न पढ़ें

निम्नलिखित में से प्रत्येक का लगभग 150 शब्दों में उत्तर दीजिए : (a) "उद्देश्यमुखी प्रबन्ध (एम० बी० ओ०) एक मिश्रित वरदान है।" इस कथन की व्याख्या कीजिए। (10 अंक) (b) स्पष्ट कीजिए कि किस प्रकार मैट्रिक्स संरचना, आदेश-की-एकता अवधारणा को भंग करती है। (10 अंक) (c) संगठनों में व्यवहार पर व्यक्तित्व विशेषताओं के प्रभाव की आलोचनात्मक विवेचना कीजिए। (10 अंक) (d) संगठन सिद्धान्त के क्रमविकास के संदर्भ में 'प्रणाली उपागम' पर एक संक्षिप्ट टिप्पणी लिखिए। (10 अंक) (e) संगठनात्मक प्रभावशीलता की मुख्य पद्धतियों को संक्षेप में समझाइए। (10 अंक)

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Directive word: Elucidate

This question asks you to elucidate. The directive word signals the depth of analysis expected, the structure of your answer, and the weight of evidence you must bring.

See our UPSC directive words guide for a full breakdown of how to respond to each command word.

How this answer will be evaluated

Approach

The primary directive is 'elucidate' for part (a), with secondary directives being 'explain' for (b), 'critically discuss' for (c), and 'write a brief note' for (d) and (e). Allocate approximately 30 words (20% time) per sub-part, ensuring balanced coverage: for (a) present both MBO advantages and limitations; for (b) contrast matrix dual-reporting with scalar chain; for (c) balance trait theory with situational factors; for (d) trace systems approach evolution from classical to contingency; for (e) compare goal, system resource, and process models of effectiveness.

Key points expected

  • (a) MBO as 'mixed blessing': benefits (clarity, participation, control) vs. limitations (bureaucratic overload, short-termism, unsuitability for creative jobs); reference to Drucker and empirical critiques
  • (b) Matrix structure violating unity-of-command: dual authority (functional + project managers), scalar chain breakdown, need for conflict resolution mechanisms; contrast with Fayol's principle
  • (c) Personality traits impact: Big Five/OCEAN model application, trait-situation debate, Goleman's emotional intelligence; critical balance showing traits moderate but don't determine behavior
  • (d) Systems approach evolution: shift from closed mechanistic (Taylor, Weber) to open systems (Bertalanffy, Katz & Kahn), interdependence, entropy, equifinality; contribution to contingency theory
  • (e) Organizational effectiveness systems: goal model (Etzioni), system resource model (Yuchtman & Seashore), process model (Steers), internal process model; brief comparison of criteria
  • Cross-cutting: integration of classical-neo-classical-modern perspectives; Indian context references (PSU reforms, IT sector matrix adoption)

Evaluation rubric

DimensionWeightMax marksExcellentAveragePoor
Demand-directive understanding20%10Precisely executes each directive: for (a) 'elucidates' by illuminating both sides with balanced exposition; for (b) 'explains' causal mechanism of command violation; for (c) 'critically discusses' by weighing trait determinism against situational moderation; for (d)-(e) delivers concise analytical notes rather than descriptionsAddresses directives adequately but with uneven execution—may describe rather than elucidate, or list without explaining causation; critical element in (c) underdevelopedMisreads directives—treats 'elucidate' as mere description, 'critically discuss' as one-sided argument, or writes essay-length responses for 'brief note' parts
Content depth & accuracy20%10Demonstrates command across all five domains: MBO's theoretical roots (Drucker, Odiorne); precise matrix mechanics (permanent vs. temporary); contemporary trait theory developments; systems theory's biological origins; effectiveness model distinctions with accurate theorist attributionCovers all parts with acceptable accuracy but lacks depth—generic MBO points, superficial matrix description, dated trait theory (MBTI), conflated systems/contingency approachesSignificant factual errors: misattributes MBO to McGregor, confuses matrix with project structure, relies on discredited personality typing, presents systems approach as merely 'holistic' without technical concepts
Structure & flow20%10Clear five-part segmentation with internal coherence; each 150-word unit has mini-introduction, developed body, and purposeful closure; effective signposting between theoretical evolution in (d) and applied models in (e); maintains thematic continuity across organizational behavior and structureAll five parts present but unevenly developed—some parts well-structured, others as bullet points; transitions between parts abrupt; word allocation skewed toward stronger areasPoor segmentation with parts bleeding together; missing sub-part labels; severe imbalance (some parts 50 words, others 250); stream-of-consciousness organization without paragraph breaks
Examples / case-law / data20%10Strategic exemplification: for (a) cites MBO implementation in Indian PSUs (SAIL, BHEL) with documented outcomes; for (b) references Larsen & Toubro or Infosys matrix experiences; for (c) applies Big Five to managerial effectiveness studies; for (d)-(e) references empirical effectiveness research (e.g., Cameron & Whetten)Generic or hypothetical examples ('a company,' 'a manager'); Indian context absent; no empirical backing for effectiveness claims; examples not tightly integrated with theoretical pointsNo examples whatsoever, or irrelevant illustrations (personal anecdotes, non-business contexts); factual errors in case references; examples contradict theoretical claims made
Conclusion & analytical edge20%10Each part achieves closure with synthesis: (a) contextualized verdict on MBO's contingency value; (b) assessment of matrix's necessary trade-offs; (c) integration of trait-situation interactionism; (d) systems approach's enduring legacy; (e) contingent appropriateness of effectiveness models; demonstrates examiner-level theoretical maturityAdequate closures that summarize without advancing—repeats points made; some parts lack conclusions; analytical tension in 'mixed blessing' and 'critically discuss' not fully resolvedAbrupt endings or missing conclusions; no analytical synthesis—merely stops; contradictory final positions; fails to address 'mixed' or 'critical' evaluative demands in respective parts

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