2.

Explain the process or the steps of planning.(09,10,11)

According to Fayol - "The plan of action is, at one & the same time, the
result envisaged, the line of action to be followed, the stages to go through,
& the methods to use. It is a kind of future picture wherein proximate events
are outlined with some distinctness....

The Planning process involves the following steps:

1. Analysis of External Environment: The external environment covers
uncontrollable & unpredictable factors such as technology, market, socioeconomic
climate, political conditions etc., within which our plans will have to operate.
2. Analysis of Internal Environment: The internal environment covers
relatively controllable factors such as personnel resources, finance, facilities
etc., at the disposal of the firm. Such an analysis will give an exact idea about
the strengths & weakness of the enterprise.
3. Determination of Mission: The "mission" should describe the fundamental
reason for the existence of an organization. It will give firm direction & make
out activities meaningful & interesting.
4. Determination of Objectives: The organizational objectives must be spelled out
in key areas of operations & should be divided according to various departments &
sections. The objectives must be clearly specified & measurable as far as possible.
Every member of the organization should be familiar with its objectives.
5. Forecasting: Forecasting is a systematic attempt to probe into the future by
inference from known facts relating to the past & the present. Intelligent
forecasting is essential for planning. The management should have no stone
unturned Functions of Management in reducing the element of guesswork in
preparing forecasts by collecting relevant data using the scientific techniques of
analysis & inference.
6. Determining Alternative course of Action: It is a common experience of all
thinkers that an action can be performed in several ways, but there is a
particular way which is the most suitable for the organization. The management
should try to find out these alternatives & examine them carefully in the light of
planning premises.

7. Evaluating Alternative Courses: Having sought out alternative courses &

examined their strong & weak points, the next step is to evaluate them by
weighing the various factors.
8. Selecting the Best: The next step - selecting the course of action is the point at
which the plan is adopted. It is the real point of decision-making.
9. Establishing the sequence of activities: After the best programme is
decided upon, the next task is to work out its details & formulate the steps in
full sequences.
10. Formulation of Action Programmes: There are three important
constituents of an action plan:

The time-limit of performance.

The allocation of tasks to individual employees.

The time-table or schedule of work so that the functional objectives are Achieved
within the predetermined period.
11. Reviewing the planning process:
through feedback mechanism, an attempt is Made to secure that which was
originally planned. To do this we have to compare the actual performance with the
plan & then we have to take necessary corrective action to ensure that actual
performance is as per the plan.

3.
4. Explain the importance of planning.(09,10,11)
Importance of Planning: As a managerial function planning is important
due to the following reasons:1. To manage by objectives: All the activities of an organization are
designed to Achieve certain specified objectives. However, planning
makes the objectives more concrete by focusing attention on them.

2. To offset uncertainty and change: Future is always full of

uncertainties and Changes. Planning foresees the future and makes
the necessary provisions for it.
3. To secure economy in operation: Planning involves, the selection of
most profitable course of action that would lead to the best result at the
minimum costs.
4. To help in co-ordination: Co-ordination is, indeed, the essence of
management, the planning is the base of it. Without planning it is not
possible to co-ordinate the Different activities of an organization.
5. To make control effective: The controlling function of management
relates to the comparison of the planned performance with the actual
performance. In the absence of plans, a management will have no
standards for controlling other's performance.
6. To increase organizational effectiveness: Mere efficiency in the
organization is not important; it should also lead to productivity and
effectiveness. Planning enables the manager to measure the
organizational effectiveness in the context of the stated objectives and
take further actions in this direction.

5.

What is planning & explain the steps involved in planning?(08,10)

Samuel Certo says: Planning is the systematic development of the action

programmers aimed at reaching agreed business objective by the process
of analyzing, evaluating & selecting among the opportunities which are
foreseen.

Steps in Planninga) Establishing objectives-The first step in the planning is to establish or

b)

c)

determine in the definite term the objectives. Objective indicate basically

what is to be accomplished & where the primary emphasis is to be placed
& what the police & procedures should be planning is to be the work out in
the details what is to the accomplished.
Communicably objectives-In the designing an the environment for the
effective performance of the work groups it is the imperative that people
must know what they are expected to the describe their personal business
goals it is the likely that they have no objectives at all.
Establishing planning premises-The third step in the planner is to
determine the relevant information that will be needed by the planner
in the establishing & estimating the plan. Planning premises provide a
background on which all the attention of the planner continuous to
provide the boundary wall with in which the attention remains diverted

d)

IMPORTANT QUESTION & ANSWERS

Listing Alternation ways of the Reaching Objectives-

Under this step managers should list is many available alternation as

possible are the reaching the pre-planned the objectives. In this
connective the planner must reduce by the preliminary examination the
number of the alternation to those missing the most fruitful possibilities
or by the mathematically eliminating the least promising ones.

e) Evaluating Alternative Cases-Having

f)

g)

h)

i)

j)

k)

sought out alternative

courses & examined their strong & the weak points the fifth step is
the evaluate them by the weighting the various factors in the right of
the promises & goals.
Establish Policies-Policies might be viewed as a board pathway
with in which the worked moves towards on the objectives when
considering alternatives a worker can the automatically exclude
those matters that are outside the area designed as the
acceptable by organization policy
Selecting A Courses of the Action-The seventh step-selecting the
coursed of the action is the point at which a plan is the adopted the
real point of the decision-making occasionally an analysis &
evolution of the alternation courses against objectives.
Putting plans into the action-Once place have been developed they
are ready to be put into the action. The plans should furnish the
organization with the both long range & short the range direction of
the activity.
Establishing Budgets-The important step to give the plans a
meaning is to the number them by the converting them to the
budgets are the expression of the expected in the numerical terms. If
done well budgets become a means of the auditing to getter the
various plans & also important stand against which planning
progress can be measured.
Establishing Time Tables-Completion dates are the most
important part of the any schedule. Millipores are the created for
the convenient intervals throughout the life of the project so that
the manager dose not suddenly realize at the manager that he
major objectives are only half realized.
Deciding on Standards-As a final step in the planning procures. It is
important for the manager to realize that the plan performance is
measured. Consequently plans should be stated in a measurable
manner.

6.
Write a note on :- (08,10,11,12)
Span of control- One of the basic doctrines in the theory of the
organization is the principal of the span of management. The ability
capability & the time of the managers are the necessarily restricted by the
biological & physical factors hence a manager cannot look after manage or
the control unlimited number of the people working under him.
Consequently if the someone wants effective management, than the
number of the subordinates working under the manager must be such
which he can effectively handle. The theoretical justification for the
restricted Span of the Management was developed by A.G Gracie, the
famous French mathematician & the management consultant. He proved
through a mathematical formula the relationships between a manager &
sub-ordinate working under him. This repaid increase in relationship is so
much fast that we call it in a geometrical progression Graciousness theory

explains that there is not one relationship between a manger &

subordinates that is - controlled. Rather there are three different
relationships that require proper attention of a manager.
Social responsibilities of Management-The social responsibility of
Management: The social responsibility of business refers to such decisions
& activities of a business firm which provides for the welfare of the society
as a whole along with the earning profit for the firm. On the other h&
social responsibility refers to the obligations & duties of the business to
the society.

The theme of social responsibility is that

A business firm should not ignore the welfare of the society.

Policies & the business enterprise should focus on the values of the
society.
Earning profit by honoring values of the society & finally assists the
promotion of welfare of the society.

IMPORTANT QUESTION & ANSWERS

7.
Explain the importance organizing.
Importance of Organizing: Performance of the organizing function can pave
the way for a smooth transition of the enterprise in Accordance with the
dynamic business environment. The significance o

8.

Explain the Maslows heriechey needs.(09,10,11,12)

Desires for physical and social well being.

Hierarchy of needs theory It is developed by Abraham Maslow. Maslow

hypothesized that within every human being, there exists a hierarchy of
five needs:
1. Physiological: Includes hunger, thirst, shelter etc.
2. Safety: Security and protection from physical and emotional harm.
3. Social: Affection, belongingness, acceptance and friendship.
4. Esteem: Internal factors such as self-respect, autonomy, achievement
and external factors such as status, recognition and attention.
5. Self-actualization: Drive to become what one is capable of becoming
includes growth, achieving ones potential and self-fulfillment.
As each of this needs becomes substantially satisfied, the next needs
becomes dominant.
Maslow divide this five needs into higher and lower
order needs. Lower-order needs

Physiological, safety, and social needs.

IMPORTANT QUESTION & ANSWERS

9.

Higher-order needs

Esteem and self-actualization needs.

Desire for psychological growth and development

Differentiate between Administration & Management(08,09,11)

Points of
Destination
1.Nature
of work

Administration
Thinking
function or its
primarily
concerned with
the
determination
of
objectives
It takes
major&
decisions & is a
wider term than
management.
It is a top
management
function.

Management
Its a doing
function. It
involves the
implementation
of plans &
policies
It takes the
decision within
the frame work of
administration.
It is a lower level
management
function

4.Status

It consists the
owner of the
enterprise.

5.Nature of
Organization

Generally it is
used in relation
to government,
military,
educational
&religious
Its decisions are
generally
influenced by
external factors
such as social
political legal

It consists of the
managerial
personnel with
specialized
knlowdeged who
may be
Used
in the
mainly
business firms
which have
economic
motives.
Its decisions are
influenced by
internal factors
such as values,
beliefs &opinions.

2.Scope

3.Level of
Authority

6.Influence

10.

Explain the Difference between formal & informal

organization(09)

11.
12.
13.
Informal organisation

IMPORTANT QUESTION & ANSWERS

12.
A

Define Organization and Types of Organization.(09,10,11,12)

IMPORTANT QUESTION & ANSWERS

(V.) Matrix organization: It is referred to as the multiple command system
has two chains of command. One chain of command is functional, in which
the flow of authority is vertical. The second chain is horizontal depicted by a
project team which is led by the project or group manager who is an expert
in teams assigned area of specialization.
(VI.) Committee organization: A committee means a group of persons formed
for a stated purpose. It may be a standing committee, or convened for a
special purpose.

13. Briefly explain the control processes. Or Define Steps in the

Control Process. & explain the essentials of good control system.
(09,11)
Steps in the control process.
1. Establish Standards
a. Control standarda target against which subsequent performance will
be compared.
i. Control standards should be expressed in measurable terms.
ii.
Control standards should be consistent with organizational goals.
iii. Control standards should be identifiable indicators
of performance. 2. Measure Performance
a. Performance measurement is an
ongoing process. 3. Compare

Performance Against Standards

a.

Define what a permissible deviation from the performance standard is.

b.
Utilize the appropriate timetable for
measurement. 4. Consider Corrective

Action
a.
Maintain the status quo (do nothing).
b.
Correct the deviation to bring operations into compliance with the
standard.
c.Change the standard if it was set too high or too.

IMPORTANT QUESTION & ANSWERS

14.
Is Management is both a Science as well as an Art Discuss.
(09,10,11)
Science may be described- "as a systematic body of
knowledge Pertaining to an area of study & contains
some general truths Explaining past events or
phenomena".

Management as Science
Management uses principles, concepts of laws, economics, psychology
etc.

Concepts & meanings should be clear in science and the same applies
for mgt.

No empirical conformation like science.

Like science taking a factor as static is not possible in mgt.

'Art' refers to "the way of doing specific things; it
indicates how an Objective is to be achieved."
Management like any other operational activity has to be
an art. Most of the managerial acts have to be Cultivated
as arts of attaining mastery to secure action & results.

Management as Art.
Like arts, mgt involves the use of know-how & skills.
Both are directed towards achieving concrete results.
Mgt is creative like arts.

Mgt is personalized like arts.

Therefore Management is both a science as well as an art. The science of
management provides certain general principles which can guide the
Managers in their professional effort. The art of management consists in
tackling every situation in an effective manner. As a matter of fact, neither
science should be over-emphasized nor art should be discounted; the science
& the art of management go together & are both mutually interdependent &
complimentary. Management is thus a science as well as an art. It can be said
that-"the art of management is as old as human history, but the science of
management is an event of the recent past."

15.

What is decentralization? What are the various factors

influencing the centralization and decentralization?
(08,09,10)
Decentralization -

Decentralization is the policy of delegating decision making

authority throughout the organization, relatively away from
central authority.

Factors
Centralization Stable environment.
Low capability of lower level managers to take decision as top level managers.
Decisions are significant.

IMPORTANT QUESTION & ANSWERS

Company is large.
Organization is facing a crises or the risk of company failure.

Decentralization -

Environment is complex, uncertain.

Lower-level managers are capable and experienced at making decisions.
Decisions are relatively minor.
Corporate culture is open to allowing.
Company is geographical dispersed.

16.

Explain the roles of a Manger (or) Explain the Managerial roles.

(09,11)

Managerial Roles are:

A role is a set of specific tasks a person performs because of
the position they hold. Roles are directed inside as well as
outside the organization.
There are 3 broad role categories:
1.
Interpersonal
2.
Informational
3.
Decisional
1. Interpersonal Roles - Roles managers assume to coordinate and interact
with employees and provide direction to the organization.
Figurehead role: symbolizes the organization and what it is trying to achieve.

Leader role: train, counsel, mentor and encourage high employee

performance.

Liaison role: link and coordinate people inside and outside

the organization to help achieve goals.
2. Informational Roles - Associated with the tasks needed to obtain and
transmit
information
for management of the organization.

Monitor role: analyzes information from both the

internal and external environment.

Disseminator role: manager transmits information to influence

attitudes and behavior of employees.

Spokesperson role: use of information to positively

influence the way people in and out of the organization
respond to it.
3. . Decisional Roles - Associated with the methods managers use to
plan strategy and utilize resources to achieve goals.

Entrepreneur role: deciding upon new projects or programs to

initiate and invest.

Disturbance handler role: assume responsibility for

handling an unexpected event or crisis.

Resource allocator role: assign resources between functions and

divisions, set budgets of lower managers.

Negotiator role: seeks to negotiate solutions between

other managers, unions, customers, or shareholders.

17.

What is MBO? Explain its features, process and types.

Management by objectives (MBO)-Management by objectives term was first

popularized by Peter Ducker in 1954. Management by objectives is a
process whereby the superior & subordinates managers of an organization
jointly identify its common goals.

According to George S. Ordiorne - MBO is a process whereby the

superior and subordinate manager of an organization jointly identifies its
common goals. Define each individuals major areas of responsibility. In
terms of result expected of him, and use these measures as guides for
operating the unit and assessing the contribution of each of its
members.

Features of MBO

c)

a)
MBO is concerned with goal & planning for individual managers & their
units.
b)
The essence of MBO is a process of joint goal between a supervisor and
a subordinate.
Managers work with their subordinates to establish the performance
goals that are consistent with higher organizational objectives.

e)

IMPORTANT QUESTION & ANSWERS

d)
MBO focuses attention on appropriate goals & plans.
MBO facilitates control through the periodic development & subsequent
evaluation of individual goals and plans.

Process of MBO
1.
2.
3.
4.
5.

Types of Objectives Strategic objectives - set by and for top management of the

a)

organization that address broad, general issues.

Tactical objectives - set by and for middle managers; their focus
is on how to operationalize actions to meet strategic objectives.
Operational objectives - set by and for lower-level managers to address
issues associated with tactical objectives.

b)
c)

18.

Discuss line and staff concept and explain the ways to avoid line and
staff conflict Line and Staff Organization is one, in which there is basic

departmentation for primary business functions, operated on the concept

of the scalar chain; and there is a provision for specialized activities
performed through staff officers, the latter acting ordinarily in an advisory
capacity.
Line and staff conflict - Generally staff people are relatively young, better
educated and more sophisticated in appearance. They also suffer the notion
that their ideas, if implemented, will produce miraculous result.

19.

Complaints of line against staff.

Line personnel view their staff counterparts as a source of irritation because

the advice and recommendations may involve change in the status.

The ideas, suggestions or recommendations by the staff are theoretical

and Impractical.

Many a times, staff officials render untimely advice

Staff people steal the credit for the successful ideas while blame for the
failure against line.

There is lack of authority, for the staff.

Line people resist new ideas of the staff.

Line officials consult the staff only as a matter of last resort

Preliminary setting of objectives at the top management level

Clarification of organizational roles
Setting the individual objectives
Matching goals with resources
Performance appraisal

Suggestions for resolving line-staff conflict.

There must be clear definition of the authority, responsibility, areas

and manners of functioning of line and staff officials.

Staff must appreciate the problem of line and line must be made to
listen to the staff.
There must be open channels of communication between the line and staff
for transmission of understanding and betterment of human relations.
Proper use of the staffline officers are dependent on staff officers for
solving the problems which require expertise knowledge and the skill.
Setting congenial organizational climatecongenial organizational climate
full of mutual trust, respect, Self-restrain and control, coordinated approach
and mutual help is another important factor for successful operation of line
and a staff personnel.

Communication is the essence of management. Discuss .

(10,11,12)

Yes management is the art of getting thing done through or with people.
Because other resources that are money, material, machinery, methods etc.
cant fulfill the purpose of organizational objectives, until and unless the
main resources cant be dealt well so management.
Nature
1. It is purposive activity - management is always aimed at achieving
certain specified objectives. It is a tool which helps efficient use of
human and physical resources to accomplish the predetermined goals.

IMPORTANT QUESTION &

ANSWERS

2. Management is pervasive i.e. primary in nature - Its activities arent

restricted to business units alone but in every kind of organization. Its
procedure is compulsory whenever more than one person is required or
engaged in working for a common.
3. It is a continuous process - No day can come when organization can
say that it doesnt need management. As business in dynamic in nature
so the problems arises every day management is required for solution
of day to day affairs of business.
4. It is universal activity - It is neither confined to any geographical
boundaries not to any establishment not to any establishment ate
business organization.
Directing is dynamic and continuing functions.
It initiates organized & planned action.
It provides a link between various managerial functions of
planning, organizing and controlling.
Its a universal function.
It is considered with human relationship.
It motivatvates commands, communicate, supervises the
staff and controls the organization.

20.

Explain the different sources of recruitments.(10,11)

a) Internal sources-the employees already working in the organization may
be more suitable for higher jobs than these recruitments from outside.
Internal sources are discussed as followsI. Transfers:-it involves shifting of persons from present jobs to other
similar places. These do not involve any change in rank, responsibility
& prestige.
II. Promotions:- it refers to shifting of persons to positions carrying
better prestige , higher responsibility , & more salaries. The higher
positions falling vacant may be filled up from within the organization.
III. Present employees:-the present employees off an organization may be
informed about likely vacant positions. The employees recommend their
relations or persons intimately known to them.
b) External sources: - every enterprise has to use external sources for
recruitments to higher positions when existing employees are not
suitable.
I. Advertisement-through newspapers, magazine, poster, internet, and
the ads will be given to evaluate themselves against the recruitments
of jobs.
II. Employment exchanges: it is run by the government unemployed
persons get themselves register with these exchanges; the vacancies
may be notified with the exchanges whenever there is a need. The
exchange supplies a list of candidates fulfilling required qualifications.
III. Educational intuitions- the jobs in trade industry are becoming technical
and complex. these jobs require certain amount of educational & technical
qualification . the employees exchange information with universities &
technical intuitions .the students are spotted during the course of their
studies.
IV. Unassociated applicants- person in search of employment may contact
employers through telephone, by post or in person. Generally employer
with good reputation gets un-solicited applications. If an opening is
therefore is likely to be there then these persons are considered for
such jobs.
V. Labor contractors- it is quite common to engage contractors for the
supply of labor. When workers are require for short period & are hired

without going through the full procedure of selection etc. contractors or

jobbers are the best source of getting them.

21.

1.

Explain any 5 characteristics of management.(08,09,10,11,12)

CHARACTERISTICS OF MANAGEMENT
An analysis of the various definitions of management
indicates that Management has certain characteristics.
The following are the salient Characteristics of
management.
Management aims at reaping rich results in economic terms:
Manager's primary task is to secure the productive performance through
Planning, direction and control. It is expected of the management to
Bring into being the desire results. Rational

IMPORTANT QUESTION & ANSWERS

utilization of available Resources to maximize the profit is the economic
function of a manager. Professional manager can prove his
administrative talent only by economizing the resources and enhancing
profit
2. Management also implies skill and experience in
getting things done through people: Management
involves doing the job through people. The economic
function of earning profitable return cannot be
performed without enlisting co-operation and securing positive
response from "people". Getting the suitable type of people to
execute the operations is the significant aspect of management.
3. Management is a process: Management is a process, function or
activity. This process continues till the objectives set by administration
are actually achieved. "Management is a social process involving coordination of human and material resources through the functions of
planning, organizing, Staffing, leading and controlling in order to
accomplish stated objectives".
4. Management is a universal activity: Management is not applicable to
business undertakings only. It is applicable to political, social, religious
and educational institutions also. Management is necessary when group
effort is required.
5. Management is a Science as well as an Art: Management is an art
because there are definite principles of management. It is also a science
because by the application of these principles predetermined objectives
can be achieved.
22.

Explain the nature /characteristics of Direction.(11)

a) It is a dynamic function- a manager has to continuously direct ,m guide ,
motivate & lead his subordinates. With change in plans & organsational
relationships, he will have to change the methods and directions &
techniques
b) It initiates actions.-directing initiates organized & planned action &
ensures effective performance by sub-ordinates towards the
accomplishment of group activities. It is regarded as the essence of
management in action.
c) It provides necessary link between various managerial function-directing
link to the various managerial functions of planning , organizing,
staffing, & controlling. Without directing the function of controlling will
never arise & the other preparatory functions of management will
become meaningless.Nothing happens until the bus automobile is put
into gear & the accelerator pressed.
d) It is universal function-all managers have to guide , motivate , lead,
supervise & communicate with their sub-ordinates.
e) Its concerned with human relationship-directing creates co-operations
among the members of the group. It seeks to achieve orderly
arrangement of group effort to provide unity of action in the pursuit of
common objectives.

23.

Explain Leader, Qualities of a Leader,& Types-

leader- is an individual who will be instrumental in guiding the efforts of group

of the worker. To the achievement of goals & objectives both of the individual of
the organization

I.

Quality of a good leader

a)
b)
c)
d)
e)
f)
g)
h)
i)
j)
k)

good personality-punctual, knlowdgeable.

Emotional stability-concern, feeling towards workers.
Sound education & professional competence.
Initiates & creative thinking-innovate ideas
Sense of purpose and responsibility.
Ability to guide and teach.
Good understanding and sound judgments.
Communicating skills
Social able- mingle, helping nature, positive attitude.
Objective & flexible approach.
Honesty & integrity of character.

IMPORTANT QUESTION & ANSWERS

l) Self-confidence.
m)Courage to accept responsibility-to face un-certainty.
II. Leadership types-

a) Autocratic leader-the leader expect complete obedience from his

subordinates and all decision making is centralized in the leader.
All decision major or small are taken by the leader & subordinates are forced to obey them without questioning.
b) Laissez leader-under this type of leadership maximum freedom
is allowed to sub- ordinates they are given free hand in
deciding their own policies & methods & take there own
decision. The leader provides help only when required by the
sub-ordinates otherwise he does not interfere in there work.
c) Democratic leader-under this type the leader act according to
the mutual consent & the decision are reached often consulting
the sub-ordinates.
d) Bureaucratic leader-in this style everything is influenced by the
rules regulations and procedures. The leader setup a procedure
ordering to the rule book. All the decision are taken on the basis
on the rules & regulation. The employees are not encouraged to
take the initiatives.
e) Manipulative leader-the employees are exploted through
different means for extract in more & more work from them &
not compensating them for there additional efforts.
When the co-operation of employees is needed urgently for
specific task.
When the projects are of short duration.
When long term relationship may not be required.
f) Paternalistic leader-it is based upon the sentiments and
emotions of people. A paternalistic leader is like a father
figure to the sub-ordinates . the leader looks after the needs
& aspirations of sub-ordinates. He helps guides & protects all
of his sub- ordinates.