Interpersonal Skill of a Manager in an Organization.

Significance of Minutes of the meeting.

Write a telephone conversation on the basis of cues given below: (10 Marks)
 A: Ask to speak to Mr. Andrew (Hint: May I speak to……..?)
 B: He’s in a meeting
 A: Ask when he’ll be free
 B: You don’t know. Offer to find out
 A: Say you’ll wait
 B: He won’t be free till after 6 p.m.
 A: You want him to call you first thing tomorrow.
 B: Find out caller’s name and number.
 A: Give your (real) name and number
 B: Note down the information and say you’ll leave the message on his desk
A: Say thanks and goodbye.

Read the following passage and answer the questions given below:
MEETINGS
Do you ever feel as though you spend all your time in meetings?
Henry Mintzberg, in his book The Nature of Managerial Work, found that in large organizations managers spent 22 per cent of their time at their desk, 6 per cent on the telephone, 3 per cent on other activities, but a whopping 69 per cent in meetings. There is a widely held but mistaken belief that meetings are for “solving
problems” and “making decisions”. For a start, the number of people attending a meeting tends to be inversely proportional to their collective ability to reach conclusions and make decisions. And these are the least important elements.
Instead hours are devoted to side issues, playing elaborate games with one another. It seems, therefore, that meetings serve some purpose other than just making decisions. All meetings have one thing in common: roleplaying. The most formal role is that of chairman. He (and it is usually a he) sets the agendas, and a good chairman will keep the meeting running on time and to the point. Sadly, the other, informal, role-players are often able to gain the upper hand. Chief is the “constant talker”, who just loves to hear his or her own voice.
Then there are the “can’t do” types who want to maintain the status quo. Since they have often been in the organisation for a long time, they frequently quote historical experience as a ploy to block change: “It won’t work, we tried that in 1984 and it was a disaster”. A more subtle version of the “can’t do” type, the “yes,
but…”, has emerged recently. They have learnt about the need to sound positive, but they still can’t bear to have things change.
Another whole-sub-set of characters are people who love meetings and want them to continue until 5.30 p.m or
beyond. Irrelevant issues are their speciality. They need to call or attend meetings, either to avoid work, or to justify their lack of performance, or simply because they do not have enough to do.
Then there are the “counter-dependents”, those who usually disagree with everything that is said, particularly if it comes from the chairman or through consensus from the group. These people need to fight authority in
whatever form.
Meetings can also provide attenders with a sense of identification of their status and power. A popular game is pinching someone else’s suggestions. This is where someone, usually junior or female, makes an interesting suggestion early in the meeting, which is not picked up. Much later, the game is played,
usually by some more senior figure that propounds the idea as his own. The suggestion is of course identified with the player rather the initiator.

Because so many meeting ends in confusion and without a decision, another more common game is played at the end of meetings, called reaching a false consensus. Since it is important for the chairman to appear successful in problem-solving and making a decision, the group reaches a false consensus. Everyone is happy,
having spent their time productively. The reality is that the decision is so ambiguous that it is never acted
upon, or, if it is, there is continuing conflict, for which another meeting is necessary.
In the end, meetings provide the opportunity for social intercourse, to engage in battle in front of our bosses, to avoid unpleasant or unsatisfying work, to highlight our social status and identity. They are, in fact, a necessary though not necessarily productive psychological sideshow. Perhaps it is our civilized way of moderating, if
not preventing, change.
Answer the following questions:
i) What is the purpose of a meeting according to the writer? (3 Marks)
ii) The “can’t do” type wants to maintain a status grow. Elaborate. (2 Marks)
iii) What does devoted to side-issues”” mean in this context? (2 Marks)
iv) What is the position in the organization of those who steal others’ ideas? How do they do it? (3 Marks)
v) What does the “counter-dependents”mean? (2 Marks)
vi) Complete the following table:

Assume that you are assigned responsibility of developing an Online Admit Card Generation System (OACGS) for a University. OACGS should run both on PCs and Mobile Devices. OACGS will have all fields such as Student’s name, Student’s Address, Examination Center Code and Address, Examination Center Superintendent Name, Examination Center e-mail address and Mobile Number, Aadhaar Number, Course Codes and Titles in whom the student is permitted for appearing in exams along with dates and timings of respective exams, Color image of the student etc. The student will apply for examinations online by filling
examination form. The validity of the data entered by the student shall be authenticated online and OACGS consisting of the above mentioned information needs to be generated. Make assumptions wherever necessary.
For developing OACGS as specified above,
(a) Which SDLC paradigm will be selected. You may also suggest a SDLC paradigm that is proposed by you and non-existent as on date. Justify your answer. 
(b) List the functional and non-functional requirements. 
(c) Estimate cost. 
(d) Estimate effort. 
(e) Develop SRS using IEEE format. 
(f) List queries for whom Reports can be generated
(g) List specific requirements which enables OACGS to run on both PCs and Mobile Devices

Pascal’s Formula

Planar graphs

Edge Coloring

Vertex Coloring

Travelling Salesman Problem

Differentiate between Eulerian graph andEulerian circuit. Find the Eulerian circuit in the graph given below(if it exists).

How Hamiltonian graphs differ from the Eulerian graphs? Give Dirac’s and Ore’s criterion for the Hamiltonian graphs.

What is a bipartite graph ? Explain with the help of an example. Give one or two applications of bipartite graphs.

Define the following in the context of graph, with the help of an example :
a. Complete graph
b. Degree of a vertex
c. Cycle
d. Path
e. Circuit

Show, using the pigeonhole principle, that in any group of 30 people, 5 people can always be found who were born on the same day of the week.

In a tennis tournament, each entrant plays a match in the first round. Next, all winners from the first round play a second-round match. Winners continue to move on to the next round, until finally only one player is left as the tournament winner. Assuming that tournaments always involve n = 2^k players, for some k, find the recurrence relation for the number rounds in a tournaments of n players.

A committee consisting of 2 male and2 female workers is to be constituted from 8 male and 9 female workers. In how many distinct ways can this be done ?

Define the terms Domain, Co-domain and Range in the context of a function. Also find the domain, co-domain and range for a function A to B, where A={1,2,3,4} and B={1,4,9,16,25}

Given the Boolean expression ,draw the corresponding circuit, where a, b, c and d are the inputs to the circuitry

Prove the following theorem by direct proof method: ‘‘The square of an even integer is an even integer.’’