Principles and Practices of Management

Principles and Practices of Management - 20
LIST OF ATTEMPTED QESTIO!S A!D A!S"E#S

M$ltiple %&oice Single Ans'er
Q$estion In '&ic& t(pe of income class) does t&e ins$rance sector &a*e to face t&e c&allenge of ma+ing
ins$rance a ,$(ing priorit(-
%orrect Ans'er lo'er-middle
.o$r Ans'er lo'er-middle
M$ltiple %&oice M$ltiple Ans'er
Q$estion Empat&( is partic$larl( important toda( as a component of leaders&ip for t&e follo'ing
%orrect Ans'er rapid pace of glo,alisation ) increasing $se of teams ) gro'ing need to retain talent
.o$r Ans'er increasing $se of teams ) gro'ing need to retain talent ) rapid pace of glo,alisation
Tr$e/False
Q$estion Financial instit$tions s&o$ld maintain a close relations&ip to see+ a seat on t&e ,oard0
%orrect Ans'er False
.o$r Ans'er False
Q$estion One of t&e internal en*ironment factors t&at infl$ences management is
%orrect Ans'er Place
.o$r Ans'er Place
Tr$e/False
Q$estion T&e financial str$ct$re is not one of t&e fi*e c&annels of corporate go*ernance0
.o$r Ans'er False
Q$estion "&o said) 1Management is a m$ltiple organ t&at manages a ,$siness) manages a manager
and manages 'or+ers and 'or+1-
%orrect Ans'er Peter Dr$c+er
.o$r Ans'er Peter Dr$c+er
Select T&e 2lan+
Q$estion Ser*ice sector &as gro'n ,eca$se of333333330
%orrect Ans'er contracting
.o$r Ans'er contracting
Q$estion One of t&e e4ternal en*ironment factors t&at infl$ences Management is
%orrect Ans'er Legal
.o$r Ans'er Legal
Q$estion T&is is one of t&e good control s(stem '&ere t&e s(stem s&o$ld confirm to t&e nat$re and
needs of t&e acti*it( or position so$g&t to ,e controlled
%orrect Ans'er S$ita,ilit(
.o$r Ans'er S$ita,ilit(
Select T&e 2lan+
Q$estion It is said t&at) 5Don5t follo' practices of delegation on 3333333350
%orrect Ans'er Paper
.o$r Ans'er Paper
Q$estion nder mec&anism of scientific management) scientific tas+ setting incl$des 6
%orrect Ans'er Time st$d( ) Motion st$d( ) Met&od st$d(
.o$r Ans'er Time st$d( ) Motion st$d( ) Met&od st$d(
Q$estion Franc&isee stores can ,e categori7ed as
%orrect Ans'er 8ift and %ard Stores ) Apparel Stores ) 9e'eller( Stores
.o$r Ans'er 8ift and %ard Stores ) Apparel Stores ) 9e'eller( Stores
Q$estion Life Ins$rance %orporation 'as nationali7ed ,( merging &o' man( pri*ate ins$rance
companies-
%orrect Ans'er 2:;
.o$r Ans'er 2:;
Q$estion "&ere is t&e attac+ on ,$siness families coming from
%orrect Ans'er Transnationals
.o$r Ans'er Transnationals
Q$estion Moti*ating a 'or+er is to create a need and '&at else on t&e part of a 'or+er to ,etter &is
present performance0
%orrect Ans'er Desire
.o$r Ans'er Desire
Matc& T&e Follo'ing
Q$estion %orrect Ans'er .o$r Ans'er
Internet F$rt&er de*elopment of retail sector in India F$rt&er de*elopment of retail sector in India
Important trends in retailing Mar+et concentration Mar+et concentration
E4cl$si*e retailing Apparel retailing stores Apparel retailing stores
#etailing categor( ,ased on s&op area/location <ig& street stores <ig& street stores
Q$estion T&e o,=ecti*es in corporate go*ernance are
%orrect Ans'er gro't& ) sta,ilit( ) s&are&olders *al$e ma4imi7ation
.o$r Ans'er sta,ilit( ) s&are&olders *al$e ma4imi7ation ) gro't&
Tr$e/False
Q$estion "rong medi$m of comm$nication is a p&(sical ,arrier0
.o$r Ans'er False
Q$estion Management is
%orrect Ans'er %reati*e
.o$r Ans'er %reati*e
Matc& T&e Follo'ing
Leading companies in t&is sector of e*ent management "&i7craft Entertainment Ltd) Midas E*ents)
Fo$ntain <ead "&i7craft Entertainment Ltd) Midas E*ents) Fo$ntain <ead
Pro,lems faced ,( e*ent management ind$str( In addition to t&e entertainment ta4) an e*ent
management compan( is also re>$ired to pa( ser*ice ta4 In addition to t&e entertainment ta4) an
e*ent management compan( is also re>$ired to pa( ser*ice ta4
Areas of operations in e*ent management %ele,rit( management) tele*ision e*ents %ele,rit(
management) tele*ision e*ents
Definition of e*ent management E*ents are t&e occ$rrences designed for mar+eting interests E*ents
are t&e occ$rrences designed for mar+eting interests
Q$estion Management is t&e com,ination of Arts) Science and
%orrect Ans'er Profession
.o$r Ans'er Profession
Q$estion "&at did c&ana+(a 'rite -
%orrect Ans'er Art&as&astra
.o$r Ans'er Art&as&astra
%orrect Ans'er M$ltidisciplinar(
.o$r Ans'er M$ltidisciplinar(
Tr$e/False
Q$estion Fear among managers is not a ,arrier to delegation of a$t&orit(0
.o$r Ans'er False
Tr$e/False
Q$estion ?ision 'it&o$t mission is incomplete and mission 'it&o$t *ision is meaningless0
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Q$estion %ompanies li+e 8odre=) Infos(s are arranging '&ic& sessions for t&eir emplo(ees
%orrect Ans'er .oga
.o$r Ans'er .oga
Tr$e/False
Q$estion E4pectanc( t&eor( of moti*ation predicts t&at an indi*id$al 'ill generall( ,e a &ig&
performer '&en &e see a &ig& pro,a,ilit( t&at &is efforts 'ill lead to &ig& performance0
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Q$estion Peter Dr$c+er is an e4pert on 6
%orrect Ans'er 9apanese art ) <istor( of tec&nolog( ) <istor( of American statesman
.o$r Ans'er 9apanese art ) <istor( of tec&nolog( ) <istor( of American statesman
Select T&e 2lan+
Q$estion 33333333 decisions relate to t&e da( to da( operations of t&e enterprise generall( ta+en ,(
middle and lo'er le*el management0
%orrect Ans'er Operati*e
.o$r Ans'er Operati*e
Q$estion !ame t&e follo'ing topics t&at gi*es an idea a,o$t t&e concept of organi7ing0
%orrect Ans'er Decentrali7ation ) Staffing process ) Span of management
.o$r Ans'er Decentrali7ation ) Staffing process ) Span of management
Q$estion T&e tools and tec&ni>$es $sed in learning organi7ations are
%orrect Ans'er creati*it() ,rainstorming ) o,ser*ing o$tcomes ) reframing +no'ledge
.o$r Ans'er creati*it() ,rainstorming ) o,ser*ing o$tcomes ) reframing +no'ledge
Q$estion "&o said) 1Management is t&e creation and maintenance of internal en*ironment in an
enterprise) '&ere indi*id$als 'or+ing in gro$ps can perform efficientl( and effecti*el( to'ards t&e
attainment of gr
%orrect Ans'er @oont7 A O 5Donell
.o$r Ans'er @oont7 A O 5Donell
Select T&e 2lan+
Q$estion 33333333 is effecti*e onl( in ,ig organi7ations0
%orrect Ans'er Decentrali7ation
.o$r Ans'er Decentrali7ation
Select T&e 2lan+
Q$estion Training (o$r s$,ordinate means 33333333 t&em0
%orrect Ans'er Moti*ating
.o$r Ans'er Moti*ating
Tr$e/False
Q$estion Indian companies ,eca$se of conf$sed stat$s &a*e lac+ed self-confidence0
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Select T&e 2lan+
Q$estion 33333333 'it& s(mpat&( can red$ce some of t&e dail( fr$strations in organised life and
res$lt in ,etter comm$nication0
%orrect Ans'er Listening
.o$r Ans'er Listening
Q$estion T&e lac+ of comm$nication leads to
%orrect Ans'er information gap ) disintegration ) de*iation from performance
.o$r Ans'er information gap ) disintegration ) de*iation from performance
Q$estion "&ic& segment of e*ent management &as t&e potential to gross t&e largest in India-
%orrect Ans'er Li*e entertainment
.o$r Ans'er Li*e entertainment
Select T&e 2lan+
Q$estion 2eing more att$ned to t&e feelings of t&ose (o$ 'or+ 'it& is a ,enefit of 333333330
%orrect Ans'er Emotional Q$otient
.o$r Ans'er Emotional Q$otient
Q$estion "&o said) 1Management is management of Men) Mone() Mac&iner( Materials and
Information-1
%orrect Ans'er Anon(mo$s
.o$r Ans'er Anon(mo$s
Q$estion F$nctional a$t&orit( 'or+s onl( '&en)
%orrect Ans'er Assignment is clarified ) T&e s$,ordinates are allo'ed to participate ) Feed,ac+
control is esta,lis&ed
.o$r Ans'er Assignment is clarified ) T&e s$,ordinates are allo'ed to participate ) Feed,ac+ control
is esta,lis&ed
Tr$e/False
Q$estion Moti*ation of s$,ordinates to meet t&e e4pectations of t&e manager is a feat$re of direction0
.o$r Ans'er False
Tr$e/False
Q$estion t&e &eart of administration is t&e directing f$nction0
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Tr$e/False
Q$estion Learning organi7ations m$st adopt processes t&at enco$rage interaction across ,o$ndaries
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Q$estion "&at is it '&en (o$ are feeling and ,eing in to$c& 'it& s$,tle feeling a,o$t t&ings -
%orrect Ans'er Self a'areness
.o$r Ans'er Empat&(
Select T&e 2lan+
Q$estion Man( families 'ere r$nning t&e ,$siness 'it& a la' 33333333 sta+e of B;C to 20C0
%orrect Ans'er %apital
.o$r Ans'er %apital
Q$estion An S2 is an independent ,$siness 'it& a co&erent set of
%orrect Ans'er prod$cts ) competitors ) o,=ecti*es
.o$r Ans'er prod$cts ) competitors ) o,=ecti*es
Principles and Practices of Management - BD
Q$estion In '&ic& t(pe of income class) does t&e ins$rance sector &a*e to face t&e c&allenge of ma+ing
%orrect Ans'er lo'er-middle
.o$r Ans'er lo'er-middle
Q$estion Empat&( is partic$larl( important toda( as a component of leaders&ip for t&e follo'ing
%orrect Ans'er rapid pace of glo,alisation ) increasing $se of teams ) gro'ing need to retain talent
.o$r Ans'er increasing $se of teams ) gro'ing need to retain talent ) rapid pace of glo,alisation
Tr$e/False
.o$r Ans'er False
.o$r Ans'er Place
Tr$e/False
Q$estion T&e financial str$ct$re is not one of t&e fi*e c&annels of corporate go*ernance0
.o$r Ans'er False
Select T&e 2lan+
Q$estion Ser*ice sector &as gro'n ,eca$se of333333330
%orrect Ans'er contracting
.o$r Ans'er contracting
.o$r Ans'er Legal
Q$estion T&is is one of t&e good control s(stem '&ere t&e s(stem s&o$ld confirm to t&e nat$re and
needs of t&e acti*it( or position so$g&t to ,e controlled
%orrect Ans'er S$ita,ilit(
.o$r Ans'er S$ita,ilit(
Select T&e 2lan+
Q$estion It is said t&at) 5Don5t follo' practices of delegation on 3333333350
.o$r Ans'er Paper
Q$estion nder mec&anism of scientific management) scientific tas+ setting incl$des 6
Q$estion Franc&isee stores can ,e categori7ed as
%orrect Ans'er 8ift and %ard Stores ) Apparel Stores ) 9e'eller( Stores
.o$r Ans'er 8ift and %ard Stores ) Apparel Stores ) 9e'eller( Stores
Q$estion Life Ins$rance %orporation 'as nationali7ed ,( merging &o' man( pri*ate ins$rance
companies-
%orrect Ans'er 2:;
.o$r Ans'er 2:;
Q$estion Moti*ating a 'or+er is to create a need and '&at else on t&e part of a 'or+er to ,etter &is
present performance0
%orrect Ans'er Desire
.o$r Ans'er Desire
Matc& T&e Follo'ing
Internet F$rt&er de*elopment of retail sector in India F$rt&er de*elopment of retail sector in India
Important trends in retailing Mar+et concentration Mar+et concentration
E4cl$si*e retailing Apparel retailing stores Apparel retailing stores
#etailing categor( ,ased on s&op area/location <ig& street stores <ig& street stores
Q$estion T&e o,=ecti*es in corporate go*ernance are
%orrect Ans'er gro't& ) sta,ilit( ) s&are&olders *al$e ma4imi7ation
.o$r Ans'er sta,ilit( ) s&are&olders *al$e ma4imi7ation ) gro't&
Tr$e/False
.o$r Ans'er False
Matc& T&e Follo'ing
Leading companies in t&is sector of e*ent management "&i7craft Entertainment Ltd) Midas E*ents)
Fo$ntain <ead "&i7craft Entertainment Ltd) Midas E*ents) Fo$ntain <ead
Pro,lems faced ,( e*ent management ind$str( In addition to t&e entertainment ta4) an e*ent
management compan( is also re>$ired to pa( ser*ice ta4 In addition to t&e entertainment ta4) an
e*ent management compan( is also re>$ired to pa( ser*ice ta4
Areas of operations in e*ent management %ele,rit( management) tele*ision e*ents %ele,rit(
management) tele*ision e*ents
Definition of e*ent management E*ents are t&e occ$rrences designed for mar+eting interests E*ents
are t&e occ$rrences designed for mar+eting interests
Q$estion "&at did c&ana+(a 'rite -
%orrect Ans'er Art&as&astra
.o$r Ans'er Art&as&astra
Tr$e/False
Q$estion Fear among managers is not a ,arrier to delegation of a$t&orit(0
.o$r Ans'er False
Tr$e/False
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Q$estion %ompanies li+e 8odre=) Infos(s are arranging '&ic& sessions for t&eir emplo(ees
%orrect Ans'er .oga
.o$r Ans'er .oga
Tr$e/False
Q$estion E4pectanc( t&eor( of moti*ation predicts t&at an indi*id$al 'ill generall( ,e a &ig&
performer '&en &e see a &ig& pro,a,ilit( t&at &is efforts 'ill lead to &ig& performance0
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Q$estion Peter Dr$c+er is an e4pert on 6
%orrect Ans'er 9apanese art ) <istor( of tec&nolog( ) <istor( of American statesman
.o$r Ans'er 9apanese art ) <istor( of tec&nolog( ) <istor( of American statesman
Select T&e 2lan+
Q$estion 33333333 decisions relate to t&e da( to da( operations of t&e enterprise generall( ta+en ,(
middle and lo'er le*el management0
%orrect Ans'er Operati*e
.o$r Ans'er Operati*e
Q$estion T&e tools and tec&ni>$es $sed in learning organi7ations are
%orrect Ans'er creati*it() ,rainstorming ) o,ser*ing o$tcomes ) reframing +no'ledge
.o$r Ans'er creati*it() ,rainstorming ) o,ser*ing o$tcomes ) reframing +no'ledge
attainment of gr
Select T&e 2lan+
Q$estion 33333333 is effecti*e onl( in ,ig organi7ations0
Select T&e 2lan+
Q$estion Training (o$r s$,ordinate means 33333333 t&em0
%orrect Ans'er Moti*ating
.o$r Ans'er Moti*ating
Tr$e/False
Q$estion Indian companies ,eca$se of conf$sed stat$s &a*e lac+ed self-confidence0
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Select T&e 2lan+
Q$estion 33333333 'it& s(mpat&( can red$ce some of t&e dail( fr$strations in organised life and
res$lt in ,etter comm$nication0
%orrect Ans'er Listening
.o$r Ans'er Listening
Q$estion T&e lac+ of comm$nication leads to
%orrect Ans'er information gap ) disintegration ) de*iation from performance
.o$r Ans'er information gap ) disintegration ) de*iation from performance
Q$estion "&ic& segment of e*ent management &as t&e potential to gross t&e largest in India-
%orrect Ans'er Li*e entertainment
.o$r Ans'er Li*e entertainment
Select T&e 2lan+
Q$estion 2eing more att$ned to t&e feelings of t&ose (o$ 'or+ 'it& is a ,enefit of 333333330
%orrect Ans'er Emotional Q$otient
.o$r Ans'er Emotional Q$otient
Information-1
Q$estion F$nctional a$t&orit( 'or+s onl( '&en)
%orrect Ans'er Assignment is clarified ) T&e s$,ordinates are allo'ed to participate ) Feed,ac+
control is esta,lis&ed
.o$r Ans'er Assignment is clarified ) T&e s$,ordinates are allo'ed to participate ) Feed,ac+ control
is esta,lis&ed
Tr$e/False
.o$r Ans'er False
Tr$e/False
Q$estion t&e &eart of administration is t&e directing f$nction0
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Tr$e/False
Q$estion Learning organi7ations m$st adopt processes t&at enco$rage interaction across ,o$ndaries
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Q$estion "&at is it '&en (o$ are feeling and ,eing in to$c& 'it& s$,tle feeling a,o$t t&ings -
%orrect Ans'er Self a'areness
.o$r Ans'er Empat&(
Select T&e 2lan+
Q$estion Man( families 'ere r$nning t&e ,$siness 'it& a la' 33333333 sta+e of B;C to 20C0
%orrect Ans'er %apital
.o$r Ans'er %apital
Q$estion An S2 is an independent ,$siness 'it& a co&erent set of
%orrect Ans'er prod$cts ) competitors ) o,=ecti*es
.o$r Ans'er prod$cts ) competitors ) o,=ecti*es
Principles and Practices of Management - BE
Q$estion T&e s$mmar( of important trends in retailing is
%orrect Ans'er efficienc( and foc$s ) non store retailing ) glo,al pla(ers *s local pla(ers
.o$r Ans'er non store retailing ) glo,al pla(ers *s local pla(ers ) efficienc( and foc$s
Matc& T&e Follo'ing
EQ T&e >$alities t&at mar+ t&e people '&o e4cel in real life T&e >$alities t&at mar+ t&e people '&o
e4cel in real life
Self-Moti*ation It re>$ires a &ig& le*el of optimism and persistence despite re=ection It re>$ires a &ig&
le*el of optimism and persistence despite re=ection
%ost It signifies increased emplo(ees t$rno*er It signifies increased emplo(ees t$rno*er
2enefit Differentiating ,et'een positi*e and destr$cti*e emotions Differentiating ,et'een positi*e
and destr$cti*e emotions
Q$estion !ame t&e leading ad agencies in India t&at &a*e a separate e*ent section0
%orrect Ans'er ?igennet ) Ogil*( ) Mat&ers
.o$r Ans'er ?igennet ) Ogil*( ) Mat&ers
Tr$e/False
Q$estion <enr( Fa(ol 'as ,orn in England0
.o$r Ans'er False
Q$estion T&e ser*ice sector is t&e most di*erse sector in t&e econom( and one of t&e oldest
professions present toda( are
%orrect Ans'er Indian administrati*e ser*ices
.o$r Ans'er Indian administrati*e ser*ices
Tr$e/False
Q$estion Insider trading iss$e is an important aspect of corporate go*ernance0
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Tr$e/False
Q$estion Economic consideration do not affect t&e c&oice of span0
.o$r Ans'er False
Tr$e/False
Q$estion Span of management is normall( related to organi7ation str$ct$re0
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Select T&e 2lan+
Q$estion 33333333 acti*ities incl$de co-ordination and control0
%orrect Ans'er Managerial
.o$r Ans'er Managerial
Q$estion "&o emp&asi7ed t&at +ing) as a &ead of t&e state &as to ,e *irt$o$s and self disciplined
%orrect Ans'er S$+ra(ac&ar(a
.o$r Ans'er S$+ra(ac&ar(a
Q$estion 1T&e str$ct$re of cons$mer demand in India is li+e an ice,erg10 "&at is t&e rationale ,e&ind
t&is statement-
%orrect Ans'er 'e see onl( parts of read( potential on t&e s$rface
.o$r Ans'er 'e see onl( parts of read( potential on t&e s$rface
Tr$e/False
Q$estion Samart&a #amdas contri,$ted to t&e conception of administration and management
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Tr$e/False
Q$estion Ta= Ma&al are li*ing s(m,ols of 5creation and res$lt of management practices50
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Information-1
attainment of gr
Q$estion <o' man( central ideas are associated 'it& conse>$entialism-
%orrect Ans'er T'o
.o$r Ans'er T'o
Tr$e/False
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Select T&e 2lan+
Q$estion %ontrol) li+e ot&er elements of management process &as to ,e 33333333 and not an
emergenc( operation
%orrect Ans'er contin$o$s
.o$r Ans'er contin$o$s
Select T&e 2lan+
Q$estion T&e concept of *al$e and t&e concept of ma4imi7ation of *al$e are related
to33333333concept of Et&ics0
%orrect Ans'er %onse>$entialism
.o$r Ans'er %onse>$entialism
Select T&e 2lan+
Q$estion Ad*antage of delegation of a$t&orit( res$lts in prompt 333333330
%orrect Ans'er Decision-ma+ing
.o$r Ans'er Decision-ma+ing
Q$estion In addition to Place) La,or and Mone( '&ic& ot&er internal en*ironment Factor infl$ences
Management-
%orrect Ans'er Mac&ines
.o$r Ans'er Mac&ines
Select T&e 2lan+
Q$estion 33333333 t&in+s t&at all +no'ledge is not s$,=ecti*e and &e is self-conceit to possess it0
%orrect Ans'er @no'ledge 'or+er
.o$r Ans'er @no'ledge 'or+er
Select T&e 2lan+
Q$estion E*ents are occ$rrences designed for 33333333 interests0
%orrect Ans'er mar+eting
.o$r Ans'er mar+eting
Tr$e/False
Q$estion Delegation &as ,asicall( fi*e degrees - 7ero) lo') moderate) &ig& and fift& degree0
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Select T&e 2lan+
Q$estion 2$siness et&ics can ,e defined as t&e st$d( of '&at is33333333for t&e ,$siness0
%orrect Ans'er good and rig&t
.o$r Ans'er good and rig&t
Select T&e 2lan+
Q$estion T&e retailing sector in India &as ,een >$ite333333330
%orrect Ans'er staid and ,oring
.o$r Ans'er staid and ,oring
Q$estion Management is said to ,e t&e com,ination of t&ree factors) arts) science and t&e t&ird is
%orrect Ans'er profession
.o$r Ans'er profession
Matc& T&e Follo'ing
nit of command T&is means t&at emplo(ees s&o$ld recei*e orders from one s$perior onl( T&is
means t&at emplo(ees s&o$ld recei*e orders from one s$perior onl(
Scalar c&ain %&ain of s$periors from t&e &ig&est to t&e lo'est ran+s %&ain of s$periors from t&e
&ig&est to t&e lo'est ran+s
E>$it( Lo(alt() de*otion on t&e part of managers s&o$ld ,e t&ere '&en dealing 'it& s$,ordinates
Lo(alt() de*otion on t&e part of managers s&o$ld ,e t&ere '&en dealing 'it& s$,ordinates
Esprit De %orps In $nion t&ere is strengt&5 In $nion t&ere is strengt&5
Q$estion "&ic& concept of et&ics tries to e4plore t&e traits '&ic& &elp a person to lead a life t&at is
satisf(ing from an et&ical point of *ie'-
%orrect Ans'er Et&ics of ?irt$e
.o$r Ans'er Et&ics of ?irt$e
Select T&e 2lan+
Q$estion In management process) t&e most misinterpreted 'ord is 333333330
%orrect Ans'er Organi7ing
.o$r Ans'er Organi7ing
Q$estion "&at does Maslo' propo$nd a,o$t t&e fi*e needs -
%orrect Ans'er <ierarc&(
.o$r Ans'er <ierarc&(
Q$estion "&ic& et&ical concept arg$es/emp&asi7es t&at all mat$re persons &a*e ade>$ate capacit( to
reason and t&at et&ical r$les can ,e desired from s$c& reasons-
%orrect Ans'er Deontological Et&ics
.o$r Ans'er Deontological Et&ics
Q$estion "&at is t&e c&allenge ins$rance 'ill face li+e an( ot&er ser*ice sector-
%orrect Ans'er 2randing
.o$r Ans'er 2randing
Q$estion T&e steps incl$ded in t&e process of M2O are
%orrect Ans'er Preliminar( setting of goals at t&e top ) %larification of organisational goals ) #ec(cling
of o,=ecti*es
.o$r Ans'er Preliminar( setting of goals at t&e top ) %larification of organisational goals ) #ec(cling of
o,=ecti*es
Q$estion "&at re>$ire a &ig& le*el of optimism and persistence despite re=ection
%orrect Ans'er Self-Moti*ation
.o$r Ans'er Self-Moti*ation
.o$r Ans'er Place
Q$estion !ame t&e flags&ip companies $nder t&e 2$siness famil( 1M$n=als1
%orrect Ans'er <ero <onda ) <ero %(cles
.o$r Ans'er <ero <onda ) <ero %(cles
Q$estion In t&e comple4 ne' li,erali7ed econom( ,$siness families face common pro,lems s$c& as
%orrect Ans'er nprod$cti*e la,o$r ) Falling s&are *al$e ) Transnational attac&
.o$r Ans'er nprod$cti*e la,o$r ) Falling s&are *al$e ) Transnational attac&
Select T&e 2lan+
Q$estion <enr( Fa(ol finds 33333333 and responsi,ilit( to ,e related) 'it& t&e latter arising from
t&e former0
%orrect Ans'er A$t&orit(
.o$r Ans'er A$t&orit(
Select T&e 2lan+
Q$estion Planning depends on a$t&enticit( and 33333333 of information0
%orrect Ans'er #elia,ilit(
.o$r Ans'er #elia,ilit(
.o$r Ans'er Legal
Principles and Practices of Management - BF
Tr$e/False
Q$estion Economic consideration do not affect t&e c&oice of span0
.o$r Ans'er False
Select T&e 2lan+
Q$estion !ecessit( of control in ,$siness organi7ation arises d$e to n$m,er of factors) one of '&ic& is
33333333 of organi7ations t&emsel*es0
%orrect Ans'er %omple4it(
.o$r Ans'er Improper action
Q$estion "&o mentioned t&at e*er(one &as a di*ine po'er to face t&e c&allenges-
%orrect Ans'er ?i*e+ananda
.o$r Ans'er ?i*e+ananda
Tr$e/False
Q$estion <enr( Fa(ol5s contri,$tion is classified into ten ind$strial and management principles0
.o$r Ans'er False
Q$estion "&at is it t&at in comm$nication s&o$ld not ,e done in *ac$$m) instead ot&er people s&o$ld
,e cons$lted-
%orrect Ans'er Planning
.o$r Ans'er Planning
Q$estion @e( et&ical principles incl$de t&e follo'ing6-
%orrect Ans'er %aring and compassion ) 2eing fair and open minded ) F$lfilling commitments
.o$r Ans'er %aring and compassion ) 2eing fair and open minded ) F$lfilling commitments
Q$estion !ame t&e factors determining decentrali7ation of a$t&orit( 6-
%orrect Ans'er Si7e of t&e organi7ation ) niformit( of polic( ) <istor( of t&e enterprise
.o$r Ans'er Si7e of t&e organi7ation ) niformit( of polic( ) <istor( of t&e enterprise
Q$estion nder principle of effecti*e comm$nication '&at s&o$ld ,e f$ll( $nderstood ,( all
concerned-
%orrect Ans'er Tas+s ) Policies ) #esponsi,ilities
.o$r Ans'er Tas+s ) Policies ) #esponsi,ilities
Q$estion A practical met&od 'it& a goal to p$rif( mind and eliminate tensions is +no'n as 6-
%orrect Ans'er ?ipassana
.o$r Ans'er ?ipassana
Matc& T&e Follo'ing
@no'ledge ,ased decision-ma+ing0 Instead of int$ition Instead of int$ition
Professional managers ma( &a*e onl( salar(-sta+e Q$estion of acco$nta,ilit( of Performance
Q$estion of acco$nta,ilit( of Performance
Management can ,e applied e*er('&ere Management is $ni*ersal Management is $ni*ersal
Management is d(namic %&anges as per time %&anges as per time
Manager does not re>$ire an( specific >$alification An(,od( can ,ecome a manager An(,od( can
,ecome a manager
Q$estion %omm$nication forms t&e lin+ ,et'een e*er( indi*id$al and ,et'een one gro$p and t&e
ot&er gro$ps0 "&at are t&e main facts '&ic& flo' t&ro$g& indi*id$als at *ario$s le*els-
%orrect Ans'er %oncepts) opinions
.o$r Ans'er %oncepts) co-ordination
Tr$e/False
Q$estion T&e t&eor( of 2$rea$crac( 'as first propo$nded ,( <enr( L08antt0
.o$r Ans'er False
Q$estion T&e c&aracteristics of professional managers are 6-
%orrect Ans'er Foc$s ) O,=ecti*it( ) %reati*it(
.o$r Ans'er Foc$s ) %ontrol ) %reati*it(
Select T&e 2lan+
Q$estion 33333333 pro*ide all t(pes of &elp re>$ired to ma+e t&e ,$siness more efficient and
profita,le0
%orrect Ans'er %ons$ltants
.o$r Ans'er %ons$ltants
.o$r Ans'er Legal
Q$estion %omponents of planning 'o$ld incl$de 6-
%orrect Ans'er O,=ecti*es ) 2$dgets ) Proced$res
.o$r Ans'er O,=ecti*es ) 2$dgets ) Proced$res
Select T&e 2lan+
Q$estion !e' companies feel t&at 33333333 is t&e most appropriate t(pe of alliance0
%orrect Ans'er 9oint-*ent$re
.o$r Ans'er 9oint-*ent$re
Select T&e 2lan+
Q$estion Ser*ices need efficient 33333333) transport roads and po'er =$st as m$c& as ind$str( and
agric$lt$re0
%orrect Ans'er Telecom
.o$r Ans'er Manpo'er
Q$estion Some of t&e famo$s p&ilosop&ies gi*en ,( o$r legends to smoot&er t&e press$res of
managers are 6-
%orrect Ans'er ?ipassana ) Meditation ) .oga
.o$r Ans'er ?ipassana ) Meditation ) .oga
Select T&e 2lan+
Q$estion T&e scope for retailing in India is great as it is dominated ,( t&e 333333330
%orrect Ans'er norgani7ed sector
.o$r Ans'er norgani7ed sector
Select T&e 2lan+
Q$estion Planning depends on a$t&enticit( and 33333333 of information0
%orrect Ans'er #elia,ilit(
.o$r Ans'er #elia,ilit(
Matc& T&e Follo'ing
Management is t&e com,ination of '&at - Arts) Science and Profession Arts) Science and Profession
"&at is @oont7 A OGDonellGs definition of management - Management is t&e creation and
maintenance of internal en*ironment in an organi7ation Management is t&e creation and
maintenance of internal en*ironment in an organi7ation
"&at is Peter Dr$c+erGs definition of management- Management is a m$lti-p$rpose Organ t&at
manages a ,$siness Management is a m$lti-p$rpose Organ t&at manages a ,$siness
One of t&e feat$res of management is Management is p$rposef$l and 8oal-oriented Management is
p$rposef$l and 8oal-oriented
Management is infl$enced ,( '&ic& e4ternal En*ironmental factors 2( political) legal) social) c$lt$ral
factors 2( political) legal) social) c$lt$ral factors
Tr$e/False
Q$estion Polic( is s$pposed to ,e imm$ta,le) $nc&anging and eternal0
%orrect Ans'er Tr$e
.o$r Ans'er False
Tr$e/False
.o$r Ans'er False
Select T&e 2lan+
Q$estion 33333333 degree of delegation is t&at in '&ic& a s$perior states a partic$lar tas+ to &is
s$,ordinates and tells t&em to in*estigate on t&at tas+ and report ,ac+0
%orrect Ans'er Lo'
.o$r Ans'er Lo'
Q$estion "&at t(pe of ind$str( is cons$lting-
%orrect Ans'er @no'ledge
.o$r Ans'er Ser*ice
Select T&e 2lan+
Q$estion T&e concept of corporate go*ernance &as ,een attracting 33333333 in India0
%orrect Ans'er P$,lic attention
.o$r Ans'er P$,lic attention
Select T&e 2lan+
Q$estion T&e 33333333 appeared in t&e ,oo+) In searc& of E4cellence0
%orrect Ans'er F S model
.o$r Ans'er F S model
Q$estion Planning on '&at is said as good as no planning
.o$r Ans'er Paper
Q$estion "&ic& among t&e follo'ing is a component of planning-
%orrect Ans'er #$les
.o$r Ans'er Disc$ssions
Q$estion "&at is t&e meaning of no p&(sical transfera,ilit( of ser*ices-
%orrect Ans'er Intangi,ilit(
.o$r Ans'er Intangi,ilit(
Tr$e/False
Q$estion Management cons$ltants do not assist implementation0
.o$r Ans'er False
Q$estion T&e lac+ of comm$nication leads to 6-
%orrect Ans'er Information gap ) Disintegration ) De*iation from performance
.o$r Ans'er Information gap ) Disintegration ) De*iation from performance
Q$estion "&ic& is t&e most appropriate t(pe of alliance '&ic& t&e ne' companies often o*erestimate-
%orrect Ans'er 9oint-*ent$re
.o$r Ans'er 9oint-*ent$re
Q$estion T&e different +inds of relations&ips for selecting t&e span of control 'o$ld ,e 6-
%orrect Ans'er One to one ) %ross relations&ip ) Direct gro$p
.o$r Ans'er One to one ) %ross relations&ip ) Direct gro$p
Q$estion "&ic& famo$s management cons$ltanc( first adopted t&e F S model-
%orrect Ans'er Mc@inse( A %o0
.o$r Ans'er Mc@inse( A %o0
Tr$e/False
Q$estion Planning can eliminate ris+) ,$t can not minimi7e it0
.o$r Ans'er False
Q$estion %omm$nication is a t'o 'a( process) it starts 'it& 6-
%orrect Ans'er %omm$nicator
.o$r Ans'er %omm$nicator
Select T&e 2lan+
Q$estion nder t&e t(pes of moti*ators) non-financial moti*ators are enco$ragement) freedom
333333330
%orrect Ans'er #ecognition
.o$r Ans'er #ecognition
Tr$e/False
.o$r Ans'er False
Tr$e/False
.o$r Ans'er Tr$e
Tr$e/False
Q$estion S$ccessf$l cons$ltants m$st ,e foreign c$lt$re sa**(0
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Q$estion nder mec&anism of scientific management) scientific tas+ setting incl$des 6-
.o$r Ans'er Place
Select T&e 2lan+
Q$estion T&e p$rpose of life is to raise from 33333333 to ra=as
%orrect Ans'er Tamas
.o$r Ans'er Tamas
Q$estion %ertain important moti*ational tec&ni>$es are 6-
%orrect Ans'er Monetar( incenti*es ) 9o,-,ased tec&ni>$es ) M2O tec&ni>$es
.o$r Ans'er Sec$rit( tec&ni>$e ) Monetar( incenti*es ) 9o,-,ased tec&ni>$es
Q$estion "&at does an S2 do to $nrelated prod$cts and ,$sinesses-
%orrect Ans'er It dissol*es t&em
.o$r Ans'er It separates t&em
Principles and Practices of Management - BH
Q$estion Profession re>$ires definite period of '&at-
%orrect Ans'er Learning
.o$r Ans'er Learning
Q$estion Feat$res of Management are as follo's
%orrect Ans'er goal oriented ) $ni*ersal ) contin$o$s process
.o$r Ans'er goal oriented ) $ni*ersal ) contin$o$s process
Q$estion Management is m$ltidisciplinar() it incl$des +no'ledge/ information from
%orrect Ans'er economics ) mat&s ) ps(c&olog(
.o$r Ans'er economics ) mat&s ) ps(c&olog(
Q$estion T&e feat$res of art is as follo's
%orrect Ans'er s+ill ) +no'ledge ) creati*it(
.o$r Ans'er s+ill ) +no'ledge ) creati*it(
Matc& T&e Follo'ing
Art S+ill S+ill
%ode of %ond$ct Profession Profession
Predicti*e Po'er Science Science
Management %reati*e %reati*e
Professional Manager D(namic D(namic
Matc& T&e Follo'ing
Social Science Management %limatic
8lo,al %limatic @no'ledge
Management is "a( of life Directing
Organi7ing Directing "a( of life
Science @no'ledge Management
Q$estion "&o ,$ilt t&e first practical mec&anical calc$lator and predicted t&e speciali7ation of mental
'or+I s$ggested profit s&aring-
%orrect Ans'er %&arles 2a,,age
.o$r Ans'er %&arles 2a,,age
Q$estion "&o is called Jt&e Fat&er of Modern Management T&eor(K-
%orrect Ans'er <enr( Fa(ol
.o$r Ans'er <enr( Fa(ol
Q$estion Fedric+ "inslo' Ta(lorGs P&ilosop&( of Scientific Management are
%orrect Ans'er cooperation ) ma4im$m o$tp$t
.o$r Ans'er cooperation ) indi*id$alism ) ma4im$m o$tp$t
Tr$e/False
Q$estion T&ere are fo$r &ard L SGs in t&e F S Model0
.o$r Ans'er False
Q$estion Limitations of planning 'ill ,e
%orrect Ans'er depends on internal *aria,les ) depends on relia,ilit( of information
.o$r Ans'er depends on internal *aria,les ) eliminates ris+ ) depends on relia,ilit( of information
Tr$e/False
Q$estion Danger of infle4i,ilit( is anot&er 'ea+ness of M2O0
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Q$estion %&aracteristic of formal organi7ation
%orrect Ans'er ar,itrar( str$ct$re ) determined o,=ecti*es and policies ) 'ell defined r$les and
reg$lations
.o$r Ans'er ar,itrar( str$ct$re ) determined o,=ecti*es and policies ) 'ell defined r$les and
reg$lations
Q$estion %&aracteristics of informal organi7ation
%orrect Ans'er spontaneo$s de*elopment ) informal a$t&orit(
.o$r Ans'er spontaneo$s de*elopment ) informal a$t&orit(
Tr$e/False
Q$estion Delegation and decentrali7ation are closel( related
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Q$estion "&at constit$tes t&e life-spar+ of an enterprise-
%orrect Ans'er Directing
.o$r Ans'er Directing
Q$estion T&e ne' tec&ni>$es of control '&ic& &as emerged are
%orrect Ans'er management a$dit ) %ritical pat& met&od ) Programme e*al$ation and re*ie'
tec&ni>$e
.o$r Ans'er management a$dit ) %ritical pat& met&od ) Programme e*al$ation and re*ie' tec&ni>$e
Q$estion Some of t&e e4ternal factors t&at limit control are
%orrect Ans'er go*t0 policies ) mar+et c&anges ) economic c&anges
.o$r Ans'er go*t0 policies ) mar+et c&anges ) economic c&anges
Tr$e/False
Q$estion Direction incl$des iss$ing orders0
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Q$estion Different t(pes of coordination are
%orrect Ans'er internal coordination ) e4ternal coordination ) *ertical coordination
.o$r Ans'er internal coordination ) e4ternal coordination ) *ertical coordination
Q$estion E4ternal coordination 'ill ,e
%orrect Ans'er coordination 'it& c$stomers ) coordination 'it& go*ernment ) coordination 'it&
s$ppliers
.o$r Ans'er coordination 'it& c$stomers ) coordination 'it& go*ernment ) coordination 'it&
s$ppliers
Tr$e/False
Q$estion "it&o$t co-ordination indi*id$als and organi7ations 'o$ld ,egin per$sal of t&eir o'n
speciali7ed interests0
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Q$estion T&e *ario$s tools emplo(ed ,( t&e companies to impro*e and s$stain emplo(ee morale
%orrect Ans'er ,$ilding responsi,ilit( ) rotation of =o,s ) =o, enric&ment
.o$r Ans'er ,$ilding responsi,ilit( ) rotation of =o,s ) =o, enric&ment
Q$estion "&at &ampers organi7ational comm$nication-
%orrect Ans'er 2arriers
.o$r Ans'er 2arriers
Tr$e/False
Q$estion sing t&e rig&t medi$m is a ,arrier to comm$nication0
.o$r Ans'er False
Tr$e/False
Q$estion Lac+ of comm$nication leads to loss of tr$st and confidence0
%orrect Ans'er Tr$e
.o$r Ans'er Tr$e
Q$estion "&ic& among t&e follo'ing is a e*ent management compan(-
%orrect Ans'er Planet E
.o$r Ans'er Planet E
Q$estion "&ic& segment of e*ent management &as t&e potential to gross largest in India-
%orrect Ans'er Li*e Entertainment
.o$r Ans'er Li*e Entertainment
Q$estion Some of t&e leading companies in t&e e*ent management sector are
%orrect Ans'er 2ala=i Alliance Ltd0 ) %ine .$g ) Midas E*ents
.o$r Ans'er 2ala=i Alliance Ltd0 ) %ine .$g ) Midas E*ents
Q$estion <o' man( c&annels are t&ere t&ro$g& '&ic& corporate go*ernance ma( ,ear on
performance-
%orrect Ans'er Fi*e
.o$r Ans'er Fi*e
Q$estion T&e f$nctions of t&e ,oard of directors are
%orrect Ans'er s$ccession planning ) esta,lis&ing performance standards ) determination of ,oard
policies
.o$r Ans'er s$ccession planning ) esta,lis&ing performance standards ) determination of ,oard
policies
Q$estion "&ic& Indian P&arma %ompan( &as recentl( started an S2-
%orrect Ans'er #an,a4(
.o$r Ans'er #an,a4(
Q$estion "&at is lac+ing in Indian ,$siness companies management-
%orrect Ans'er Professionalism
.o$r Ans'er Professionalism
Q$estion "&at t(pe of planning Indian ,$siness families are doing-
%orrect Ans'er S$ccession
.o$r Ans'er S$ccession
Select T&e 2lan+
Q$estion ItGs a 33333333 degree of delegation in '&ic& a 33333333 states a tas+ to s$,ordinate0
%orrect Ans'er moderate
.o$r Ans'er moderate
%orrect Ans'er s$perior
.o$r Ans'er s$perior
Select T&e 2lan+
Q$estion A 33333333 s&o$ld al'a(s ,e clear a,o$t '&at is to ,e 33333333 to s$,ordinates0
%orrect Ans'er s$perior
.o$r Ans'er s$perior
%orrect Ans'er delegated
.o$r Ans'er delegated
Select T&e 2lan+
Q$estion 33333333 can ,e *ie'ed as an e4tension of 333333330
%orrect Ans'er delegation
.o$r Ans'er delegation
Select T&e 2lan+
Q$estion For an organi7ation to f$nction effecti*el( certain 33333333 and o,=ecti*es m$st ,e
33333333 set0
%orrect Ans'er goals
.o$r Ans'er goals
%orrect Ans'er clearl(
.o$r Ans'er clearl(
Select T&e 2lan+
Q$estion 33333333 is ,$t a follo' M$p to t&e ot&er f$nctions of 333333330
%orrect Ans'er %ontrol
.o$r Ans'er %ontrol
%orrect Ans'er management
.o$r Ans'er management
Select T&e 2lan+
Q$estion Organi7ational morale is ,asicall( a 33333333 condition of gro$ps and 333333330
%orrect Ans'er mental
.o$r Ans'er mental
%orrect Ans'er indi*id$als
.o$r Ans'er indi*id$als
Select T&e 2lan+
Q$estion Act$ar( 33333333 and deciding of a specific 33333333 is t&e ,iggest pro,lem0
%orrect Ans'er science
.o$r Ans'er science
%orrect Ans'er premi$m
.o$r Ans'er premi$m
Select T&e 2lan+
Q$estion 33333333 is concerned 'it& '&at is 8ood and rig&t for 333333330
%orrect Ans'er Et&ics
.o$r Ans'er Et&ics
%orrect Ans'er societ(
.o$r Ans'er societ(
Select T&e 2lan+
Q$estion 33333333 &as diffic$lt( in maintaining a 33333333 corporate image
%orrect Ans'er S2
.o$r Ans'er S2
%orrect Ans'er niform
.o$r Ans'er niform
Tr$e/False
Q$estion Standard 2atteries is a flags&ip compan( of t&e T&apar gro$p0
.o$r Ans'er False
Q$estion Learning organi7ations m$st cope 'it& c&allenge and '&at else-
%orrect Ans'er ncertaint(
.o$r Ans'er ncertaint(
Q$estion "&at are some of t&e c&allenges faced ,( retail sector-
%orrect Ans'er Loo+ing ,e(ond price ) T&e people factor ) T&e tec&nological edge
.o$r Ans'er Loo+ing ,e(ond price ) T&e people factor ) T&e tec&nological edge
Q$estion Ser*ices cannot ,e stal+ed and deli*ered on t&e spot0 T&is means ser*ices are6
%orrect Ans'er !on In*entoria,le
.o$r Ans'er !on In*entoria,le
Principles and Practices of Management - B;
'''0s&opperi4mall0com
Q$estion
One of t&e ca$ses of lo' morale 'o$ld ,e
%orrect Ans'er
!o delegation of a$t&orit(
.o$r Ans'er
!o delegation of a$t&orit(
Q$estion
A ,$siness $nit m$st meet specific criteria) if it 'ants to ,e called an S20 T&ese are
%orrect Ans'er
Defina,le gro$p of competitors
.o$r Ans'er
Q$estion
An S2 is an independent ,$siness 'it& a co&erent set of
%orrect Ans'er
prod$cts ) competitors ) o,=ecti*es
.o$r Ans'er
prod$cts ) competitors ) o,=ecti*es
Select T&e 2lan+
Q$estion
In management process) t&e most misinterpreted 'ord is 333333330
%orrect Ans'er
Organi7ing
.o$r Ans'er
Organi7ing
Tr$e/False
Q$estion
Management is t&at important process '&ic& contin$es till t&e o,=ecti*es set ,( t&e administrator are
act$all( ac&ie*ed0
%orrect Ans'er
Tr$e
.o$r Ans'er
False
Q$estion
!ame t&e flags&ip companies $nder t&e 2$siness famil( 1M$n=als1
%orrect Ans'er
<ero <onda ) <ero %(cles
.o$r Ans'er
Q$estion
T&e old control tec&ni>$es '&ic& 'ere $sed t&ro$g& (ears are
%orrect Ans'er
nit( of policies ) ,rea+-e*en anal(sis ) ,$dgetar( control
.o$r Ans'er
Q$estion
!ame t&e tec&ni>$e '&ic& is said to ,e a plo( or a f$t$re co$rse of action0
%orrect Ans'er
Strateg(
.o$r Ans'er
Strateg(
Q$estion
T&e main strategies adopted ,( ,$siness families for gro't& are
%orrect Ans'er
#aising t&eir capital ) Appoint professional manager ) Tec&nolog( $pgradation
.o$r Ans'er
#aising t&eir capital ) Appoint professional manager ) Tec&nolog( $pgradation
Q$estion
Management is p$rposef$l and '&at-
%orrect Ans'er
8oal oriented
.o$r Ans'er
8oal oriented
Q$estion
Select t&e g$idelines for effecti*e decision ma+ing0
%orrect Ans'er
Adopt a diagnostic approac& to decision ma+ing ) In*ol*e s$,ordinates in decision ma+ing process )
E*al$ate t&e res$lts
.o$r Ans'er
Adopt a diagnostic approac& to decision ma+ing ) In*ol*e s$,ordinates in decision ma+ing process )
E*al$ate t&e res$lts
Select T&e 2lan+
Q$estion
33333333is at t&e core of corporate go*ernance0
%orrect Ans'er
tr$st
.o$r Ans'er
planning
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
Empat&(
It is a component of leaders&ip d$e to t&e rapid pace of glo,alisation
Social effecti*eness
T&is component allo's (o$ to settle disp$tes amica,l(
Alfred 2ennet
<e is t&e fat&er of intelligence >$otient
Daniel 8oleman
<e is an American 2e&a*io$ral Scientist
Q$estion
A$dit is an effecti*e tool of corporate go*ernance and can act/ena,le
%orrect Ans'er
self-reg$lation
.o$r Ans'er
self-reg$lation
Q$estion
"&ic& among t&e follo'ing is an e*ent management compan(-
%orrect Ans'er
Planet E
.o$r Ans'er
Planet E
Q$estion
Management is
%orrect Ans'er
M$ltidisciplinar(
.o$r Ans'er
M$ltidisciplinar(
Q$estion
Some managements '&o are *er( m$c& intimated ,( cons$lting firms) '&at are t&e( li+el( to loose
%orrect Ans'er
%onfidence
.o$r Ans'er
%onfidence
Q$estion
Management e4ists at '&ic& le*els of t&e organi7ation-
%orrect Ans'er
All
.o$r Ans'er
All
Q$estion
Profession re>$ires definite period of '&at-
%orrect Ans'er
Learning
.o$r Ans'er
Learning
Q$estion
Moti*ating a 'or+er is to create a need and '&at else on t&e part of a 'or+er to ,etter &is present
performance0
%orrect Ans'er
Desire
.o$r Ans'er
Desire
Q$estion
Science is a ,od( of '&ic& t(pe of @no'ledge-
%orrect Ans'er
Organi7ed
.o$r Ans'er
Organi7ed
Q$estion
Feat$res of Management are as follo's
%orrect Ans'er
goal oriented ) $ni*ersal ) contin$o$s process
.o$r Ans'er
Q$estion
Management is m$ltidisciplinar() it incl$des +no'ledge/ information from
%orrect Ans'er
economics ) mat&s ) ps(c&olog(
.o$r Ans'er
economics ) mat&s ) ps(c&olog(
Select T&e 2lan+
Q$estion
T&e process of control is complete onl( '&en t&e organisation ta+e 33333333 action0
%orrect Ans'er
correcti*e
.o$r Ans'er
correcti*e
Q$estion
Empat&( is partic$larl( important toda( as a component of leaders&ip for t&e follo'ing
%orrect Ans'er
rapid pace of glo,alisation ) increasing $se of teams ) gro'ing need to retain talent
.o$r Ans'er
Tr$e/False
Q$estion
T&e p$rpose of control is not to appraise c$rrent and completed action ,$t to pro*ide a ,asis for
reg$lating f$t$re acti*ities0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Select T&e 2lan+
Q$estion
2$siness et&ics can ,e defined as t&e st$d( of '&at is33333333for t&e ,$siness0
%orrect Ans'er
good and rig&t
.o$r Ans'er
profita,le
Select T&e 2lan+
Q$estion
To sol*e t&e <# iss$es) one of t&e remed( is to emp&asis on o*erall 33333333 de*elopment t&ro$g&
training and e4pos$re0
%orrect Ans'er
Personalit(
.o$r Ans'er
Personalit(
Q$estion
%orporati7ation of t&e ser*ice sector is essentiall(
%orrect Ans'er
professionall( managed ser*ices
.o$r Ans'er
professionall( managed ser*ices
Select T&e 2lan+
Q$estion
"it& li,erali7ation mar+ets are $ndergoing f$ndamental c&anges incl$ding 33333333 and press$re
on prices0
%orrect Ans'er
competition
.o$r Ans'er
sales
Q$estion
One of t&e e4ternal factors t&at infl$ence management is
%orrect Ans'er
Legal
.o$r Ans'er
Legal
Select T&e 2lan+
Q$estion
Management as a discipline is t&e f$nction of333333330
%orrect Ans'er
creati*it(
.o$r Ans'er
science
Q$estion
Management is not =$st a
%orrect Ans'er
Process
.o$r Ans'er
Performance
Tr$e/False
Q$estion
Decreased prod$cti*it( is a cost of lo' IQ0
%orrect Ans'er
False
.o$r Ans'er
False
Select T&e 2lan+
Q$estion
A r$le go*erning Indian companies states t&at polic( &older5s f$nds m$st ,e33333333onl( in India0
%orrect Ans'er
in*ested
.o$r Ans'er
in*ested
Tr$e/False
Q$estion
T&e financial str$ct$re is not one of t&e fi*e c&annels of corporate go*ernance0
%orrect Ans'er
False
.o$r Ans'er
False
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
8oals
It is a dream 'it& a deadline and artic$lates t&e long-term goals of t&e enterprise0
More specific) financial) non-financial iss$es reac&ed 'it& a stretc&0
M2O
More specific) financial) non-financial iss$es reac&ed 'it& a stretc&0
T&e p&ilosop&( t&at emp&asi7es self-control and self direction
Mission
T&e p&ilosop&( t&at emp&asi7es self-control and self direction
T&e ,asicall( indicate t&e p$rpose of ,$siness
?ision
T&e ,asicall( indicate t&e p$rpose of ,$siness
It is a dream 'it& a deadline and artic$lates t&e long-term goals of t&e enterprise0
Select T&e 2lan+
Q$estion
A set of actions t&at (o$ start 'it& and m$st maintain is also called as 333333330
%orrect Ans'er
Strateg(
.o$r Ans'er
Strateg(
Select T&e 2lan+
Q$estion
2eing more att$ned to t&e feelings of t&ose (o$ 'or+ 'it& is a ,enefit of 333333330
%orrect Ans'er
Emotional Q$otient
.o$r Ans'er
Emotional Q$otient
Tr$e/False
Q$estion
T&e F S Frame'or+ first appeared in 5T&e Art of 9apanese management5 ,( #ic&ard Pascale and
Ant&on( At&os in BDEB0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
"&at does decoding mean -
%orrect Ans'er
Message interpretation
.o$r Ans'er
Message interpretation
Q$estion
Some tips for impro*ing 'ritten comm$nication 'o$ld ,e
%orrect Ans'er
A*oid $nnecessar( 'ords ) se simple 'ords and p&rases ) se s&ort and familiar 'ords
.o$r Ans'er
A*oid $nnecessar( 'ords ) se simple 'ords and p&rases
Q$estion
T(pes of degree of delegations are6
%orrect Ans'er
Lo' degree ) Moderate degree ) <ig& degree
.o$r Ans'er
Tr$e/False
Q$estion
nder pre-re>$isites of planning performance ,$dgeting is meaningf$l 'it&o$t control0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Q$estion
In addition to Place) La,or and Mone( '&ic& ot&er internal en*ironment Factor infl$ences
Management-
%orrect Ans'er
Mac&ines
.o$r Ans'er
Mac&ines
Q$estion
T&e prod$cts t&at are gro$ped $nder strategic ,$siness $nits s&are common factors) li+e
%orrect Ans'er
$nderl(ing tec&nolog( ) t&e mar+et ) t&e s+ill
.o$r Ans'er
$nderl(ing tec&nolog( ) t&e mar+et ) t&e s+ill
Principles and Practices of Management - B:
Q$estion
"&at is t&e f$ndamental tool emplo(ed ,( managers in directing t&eir s$,ordinates -
%orrect Ans'er
Order
.o$r Ans'er
Order
Tr$e/False
Q$estion
M2O met&od &as ,een e*ol*ed ,( Peter Dr$c+er NBD;;O0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Tr$e/False
Q$estion
%ontrol tec&ni>$es affect t&e degree of decentrali7ation0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Select T&e 2lan+
Q$estion
T&e term 33333333 refers to a specific administrati*e directi*e prescri,ing t&e se>$ential manner in
'&ic& a repetiti*e acti*it( is to ,e initiated and completed in a goal - oriented manner0
%orrect Ans'er
proced$re
.o$r Ans'er
proced$re
Q$estion
"&ose feelings and diffic$lties s&o$ld t&e manager +no' for direction to ,ecome effecti*e -
%orrect Ans'er
S$,ordinates
.o$r Ans'er
S$,ordinates
Tr$e/False
Q$estion
In delegation a s$perior transfer some d$ties and responsi,ilities to &is s$,ordinates0
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
nder t&e disad*antages of strategic ,$siness $nits '&at is t&at '&ic& is diffic$lt to maintain in its
$niformit(-
%orrect Ans'er
%orporate image
.o$r Ans'er
%orporate image
Select T&e 2lan+
Q$estion
A s$perior s&o$ld al'a(s esta,lis& a 33333333 control so t&at &is s$,ordinates report to &im
periodicall(0
%orrect Ans'er
Feed,ac+
.o$r Ans'er
Feed,ac+
Q$estion
Principles of effecti*e delegation are6
%orrect Ans'er
Train t&e s$,ordinates ) #e'ard delegation ) Appropriate reporting s(stem
.o$r Ans'er
Q$estion
"&at did c&ana+(a 'rite -
%orrect Ans'er
Art&as&astra
.o$r Ans'er
Art&as&astra
Q$estion
net&ical acts are res$lts of t&e follo'ing factors6
%orrect Ans'er
$na'areness and insensiti*it( to iss$es ) selfis&ness ) fa$lt( reasoning
.o$r Ans'er
Q$estion
<o' man( forces of competition are t&ere according to Mic&ael E0 Porter-
%orrect Ans'er
Fi*e
.o$r Ans'er
Fi*e
Select T&e 2lan+
Q$estion
To sol*e t&e <# iss$es) one of t&e remed( is to emp&asis on o*erall 33333333 de*elopment t&ro$g&
training and e4pos$re0
%orrect Ans'er
Personalit(
.o$r Ans'er
Professional
Select T&e 2lan+
Q$estion
Prod$cer ser*ices are trade)33333333comm$nication and financial ser*ices0
%orrect Ans'er
transport
.o$r Ans'er
transport
Q$estion
T&e *ario$s tools for corporate go*ernance are
%orrect Ans'er
a$dit ) professionalism ) proper f$nctioning of t&e ,oard
.o$r Ans'er
a$dit ) professionalism ) proper f$nctioning of t&e ,oard
Tr$e/False
Q$estion
Economic consideration do not affect t&e c&oice of span0
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
To ,ecome a s$ccessf$l cons$ltant) name t&e s+ill re>$ired
%orrect Ans'er
negotiation
.o$r Ans'er
negotiation
Select T&e 2lan+
Q$estion
33333333 sa(s (o$ are t&e prod$ct of (o$r past and (o$ are ,o$nd ,( past acti*ities0
%orrect Ans'er
La' of destin(
.o$r Ans'er
La' of @arma
Select T&e 2lan+
Q$estion
To esta,lis& contact 'it& t&e creator 33333333 &elps $s to transfer o$r minds and reac& at t&e goal0
%orrect Ans'er
.ogic processes) social norms and *al$es
.o$r Ans'er
.ogic processes) social norms and *al$es
Q$estion
%orrect Ans'er
%onfidence
.o$r Ans'er
%onfidence
Tr$e/False
Q$estion
Learning from mista+es is often more po'erf$l t&an learning from s$ccess0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
T&e defination of decision in*ol*es follo'ing c&aracteristics
%orrect Ans'er
In*ol*es #ationalit( ) In*ol*es %ommitment ) In*ol*es Mental Process
.o$r Ans'er
In*ol*es #ationalit( ) In*ol*es %ommitment ) In*ol*es Mental Process
Q$estion
One of t&e e4ternal en*ironment factors t&at infl$ences Management is
%orrect Ans'er
Legal
.o$r Ans'er
Legal
Q$estion
%orrect Ans'er
.o$r Ans'er
nit( of policies ) c$rrent date anal(sis ) ,rea+-e*en anal(sis
Q$estion
!ame t&e need $nder t&e le*el of &ierarc&( '&ic& &as t&e &ig&est potenc( and a person '&o lac+s
,asic necessities of life 'ill primaril( ,e moti*ated ,( s$c& needs
%orrect Ans'er
p&(siological
.o$r Ans'er
p&(siological
Select T&e 2lan+
Q$estion
33333333 is effecti*e onl( in ,ig organi7ations0
%orrect Ans'er
Decentrali7ation
.o$r Ans'er
Decentrali7ation
Q$estion
2$dgetar( control in*ol*es ,$dgets s$c& as
%orrect Ans'er
sales ) prod$ction ) cas&
.o$r Ans'er
Select T&e 2lan+
Q$estion
T&e concept of corporate go*ernance &as ,een attracting33333333in India0
%orrect Ans'er
p$,lic attention
.o$r Ans'er
p$,lic attention
Select T&e 2lan+
Q$estion
T&e retailing sector in India &as ,een >$ite333333330
%orrect Ans'er
staid and ,oring
.o$r Ans'er
staid and ,oring
Q$estion
!ame one of t&e disad*antages of strategic ,$siness $nits
%orrect Ans'er
Distortion of information
.o$r Ans'er
Distortion of information
Q$estion
T&e famil( o'ned ,$sinesses li+e Tata and 2irla) also face ma=or fears li+e
%orrect Ans'er
#ig&t s$ccessor ) St$m,ling self-confidence ) Lac+ of professional management
.o$r Ans'er
Select T&e 2lan+
Q$estion
Ma&aris&i Instit$te of Management &as 33333333 centres in India and a,road0
%orrect Ans'er
BE
.o$r Ans'er
20
Q$estion
nder Mc@inse(5s F S model) t&e soft S5s are6
%orrect Ans'er
St(le ) Staff ) S+ills
.o$r Ans'er
St(le ) Staff ) S+ills
Q$estion
T&e factors meas$ring t&e morale of t&e 'or+ers and ascertain '&et&er it is increasing or diminis&ing
can ,e listed as
%orrect Ans'er
A,senteeism ) !o0 of accidents ) 8rie*ances
.o$r Ans'er
A,senteeism ) !o0 of accidents ) 8rie*ances
Q$estion
T&e Indian retail sector is ,e&ind Tai'an alt&o$g& its retail ind$str( is estimated to ,e aro$nd P:0
,illion onl() t&is is ,eca$se of its
%orrect Ans'er
EBC penetration
.o$r Ans'er
EBC penetration
Tr$e/False
Q$estion
Management is t&e com,ination of Arts) Science and profession0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Tr$e/False
Q$estion
5Span of control5 is also referred to as span of management0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
@no'ledge ,ased decision-ma+ing0
Instead of int$ition
Professional managers ma( &a*e onl( salar(-sta+e
Management can ,e applied e*er('&ere
Management is $ni*ersal
Management is d(namic
%&anges as per time
%&anges as per time
Manager does not re>$ire an( specific >$alification
An(,od( can ,ecome a manager
Q$estion
T&e general management c&allenges faced ,( t&e ser*ice sector are
%orrect Ans'er
%omm$nicating t&e concept ) Differentiating factors ) #e*en$e model
.o$r Ans'er
%omm$nicating t&e concept ) Differentiating factors ) #e*en$e model
Q$estion
One of t&e internal en*ironment factors t&at infl$ences management is
%orrect Ans'er
Place
.o$r Ans'er
Location
Select T&e 2lan+
Q$estion
33333333 pro*ide all t(pes of &elp re>$ired to ma+e t&e ,$siness more efficient and profita,le0
%orrect Ans'er
%ons$ltants
.o$r Ans'er
%ons$ltants
Q$estion
T&e +e( management processes in t&e learning organi7ations 'o$ld ,e
%orrect Ans'er
competitor anal(sis ) performance meas$rement ) capa,ilit( planning
.o$r Ans'er
competitor anal(sis ) performance meas$rement ) capa,ilit( planning
Q$estion
Management is said to ,e t&e com,ination of t&ree factors) arts) science and t&e t&ird is
%orrect Ans'er
profession
.o$r Ans'er
profession
Tr$e/False
Q$estion
Ta= Ma&al are li*ing s(m,ols of 5creation and res$lt of management practices50
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Tr$e/False
Q$estion
Financial instit$tions s&o$ld maintain a close relations&ip to see+ a seat on t&e ,oard0
%orrect Ans'er
False
.o$r Ans'er
False
Tr$e/False
Q$estion
Et&ics of stat$te tries to e4plore t&e traits '&ic& &elp t&e person to lead a life t&at is satisf(ing from an
et&ical point of *ie'0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
P&ilosop&( of scientific management
De*elopment of eac& man to &is capacit( and a,ilit(
De*elopment of eac& man to &is capacit( and a,ilit(
Si4 ind$strial acti*ities
Tec&nical) commercial) financial) acco$nting) sec$rit( management
Tec&nical) commercial) financial) acco$nting) sec$rit( management
Fi*e management f$nctions
Planning) organi7ing) commanding) co-ordination) control
Planning) organi7ing) commanding) co-ordination) control
Fo$r s$per*isors at implementation department
8ang ,oss) speed ,oss) repair ,oss) inspector
8ang ,oss) speed ,oss) repair ,oss) inspector
Principles and Practices of Management - BQ
Q$estion
"&ose ,e&a*ior does control g$ide and integrate-
%orrect Ans'er
Emplo(ees
.o$r Ans'er
Emplo(ees
Q$estion
Science as a discipline &as t&e follo'ing feat$res
%orrect Ans'er
,od( of organi7ed +no'ledge ) esta,lis&es ca$se and effect relations&ip
.o$r Ans'er
Q$estion
T&e acti*ities of t&e comm$nicator '&ile comm$nicating a message 'ill incl$de
%orrect Ans'er
ideation ) encoding ) transmission
.o$r Ans'er
ideation ) encoding ) response ) transmission
Tr$e/False
Q$estion
Management is conditional
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Q$estion
"&at is t&e +e(note of Indian t&o$g&t-
%orrect Ans'er
2alance
.o$r Ans'er
2alance
Q$estion
One of t&e pop$lar forecasts is-
%orrect Ans'er
Demand
.o$r Ans'er
Demand
Q$estion
Fe' of t&e et&ical concepts are stated as $nder
%orrect Ans'er
et&ical s$,=ecti*ism ) et&ical relati*ism
.o$r Ans'er
et&ical s$,=ecti*ism ) et&ical relati*ism
Q$estion
It is agreed t&at control is *ital to an organi7ation d$e to t&e follo'ing reasons
%orrect Ans'er
positi*e impact ) detection of 'ea+nesses ) proper implementation of plans
.o$r Ans'er
positi*e impact ) detection of 'ea+nesses ) proper implementation of plans
Q$estion
T&e aspects of corporate go*ernance are
%orrect Ans'er
attracting p$,lic attention ) indispensa,le ) tr$st
.o$r Ans'er
attracting p$,lic attention ) indispensa,le
Q$estion
To ,e called an S2) a ,$siness $nit m$st meet specific criteria
%orrect Ans'er
&a*e defina,le gro$p of competitors ) &a*e its o'n mission ) prepare its o'n integrated plans
.o$r Ans'er
&a*e defina,le gro$p of competitors ) &a*e its o'n mission ) prepare its o'n integrated plans
Select T&e 2lan+
Q$estion
33333333 can ,e *ie'ed as an e4tension of 333333330
%orrect Ans'er
Decentrali7ation
.o$r Ans'er
delegation
%orrect Ans'er
delegation
.o$r Ans'er
Decentrali7ation
Q$estion
Internal coordination 'ill ,e coordination ,et'een
%orrect Ans'er
,ranc& offices ) 'or+ers and managers ) coordination 'it& emplo(ees of same dept0
.o$r Ans'er
,ranc& offices ) 'or+ers and managers ) coordination 'it& emplo(ees of same dept0
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
%&allenge faced ,( t&e retail ,$siness
Loo+ing ,e(ond price
Loo+ing ,e(ond price
2rands are no longer prod$cts
T&e( are associated 'it& life st(les and peopleGs aspirations
T&e( are associated 'it& life st(les and peopleGs aspirations
O,stacle to retail de*elopment in India
E4pensi*e s$ppl( c&ains
E4pensi*e s$ppl( c&ains
A fa*ora,le factor '&ic& 'ill &elp t&e f$rt&er de*elopment of retail sector in India
A'areness ,eing created ,( satellite T? c&annels a,o$t glo,al prod$cts0
A'areness ,eing created ,( satellite T? c&annels a,o$t glo,al prod$cts0
An a*erage Indian ,$(ing &a,it
Prefer to pa( in cas&
Prefer to pa( in cas&
Q$estion
In t&e ins$rance sector t&e r$les go*erning t&e foreign companies
%orrect Ans'er
2HC e>$it( participation ) can affect onl( special resol$tions ) cannot appoint ma=orit( directors on t&e
co0 ,oard
.o$r Ans'er
2HC e>$it( participation ) can affect onl( special resol$tions ) cannot appoint ma=orit( directors on t&e
co0 ,oard
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
Sniffing
Fla*or
Fla*or
De merger
Do'nsi7ing
Do'nsi7ing
%ons$ltants
Ad*isors
Ad*isors
Mergers
Ac>$isitions
Ac>$isitions
Trend(
8lamoro$s
8lamoro$s
Select T&e 2lan+
Q$estion
A cons$ltant s&o$ld &a*e 33333333 of tra*el 33333333 t&e glo,e0
%orrect Ans'er
tenacit(
.o$r Ans'er
tenacit(
%orrect Ans'er
across
.o$r Ans'er
across
Select T&e 2lan+
Q$estion
33333333 t&e ins$rance 33333333 and forecasting Ins$ra,le pop$lation is m$st0
%orrect Ans'er
Planning
.o$r Ans'er
Planning
%orrect Ans'er
prod$ct
.o$r Ans'er
prod$ct
Select T&e 2lan+
Q$estion
33333333 is a 33333333 process
%orrect Ans'er
Management
.o$r Ans'er
Management
%orrect Ans'er
contin$o$s
.o$r Ans'er
contin$o$s
Principles and Practices of Management - B2
PPM assgn
Q$estion
"&o said) JManagement is management of Men) Mone() Mac&iner( Materials and Information-K
%orrect Ans'er
Anon(mo$s
.o$r Ans'er
Anon(mo$s
Q$estion
Management is
%orrect Ans'er
M$ltidisciplinar(
.o$r Ans'er
M$ltidisciplinar(
Q$estion
T&e feat$res of art is as follo's
%orrect Ans'er
s+ill ) +no'ledge ) creati*it(
.o$r Ans'er
s+ill ) +no'ledge ) creati*it(
Q$estion
Science as a discipline &as t&e follo'ing feat$res
%orrect Ans'er
.o$r Ans'er
Tr$e/False
Q$estion
Management is conditional
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Tr$e/False
Q$estion
Science is a ,od( of organi7ed +no'ledge0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
"&o form$lated t&e l: Principles of Management-
%orrect Ans'er
<enr( Fa(ol
.o$r Ans'er
<enr( Fa(ol
Q$estion
Some of t&e pop$lar forecasts are
%orrect Ans'er
demand forecast ) sales forecast
.o$r Ans'er
demand forecast ) sales forecast
Q$estion
A *ision statement s&o$ld &a*e t&e follo'ing components
%orrect Ans'er
a,ilit( to inspire people ) ac&ie*a,le ) precise and o,=ecti*e
.o$r Ans'er
Tr$e/False
Q$estion
Dr$c+er emp&asi7ed an M2O p&ilosop&( for self-&elp
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
%ontrol
Standard
Design
Meas$rement
Performance
Performance
Moti*ating
Emplo(ees
Emplo(ees
De*iations
Action
Standard
Fle4i,le
Design
Action
Q$estion
"&at does control set $p for t&e organi7ation-
%orrect Ans'er
Standards
.o$r Ans'er
Standards
Tr$e/False
Q$estion
!ecessar( rigidit( is re>$ired in t&e control design0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Tr$e/False
Q$estion
%ontrol &as to ,e fle4i,le0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Tr$e/False
Q$estion
%ontrol &elps management in +no'ing '&ic& department needs less attention0
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
2( creating independent $nits '&at can ,e done to t&e need for coordination-
%orrect Ans'er
#ed$ced
.o$r Ans'er
#ed$ced
Q$estion
"&at does coordination do to corporate and indi*id$al goals-
%orrect Ans'er
<armoni7es
.o$r Ans'er
<armoni7es
Tr$e/False
Q$estion
nder planning targets of eac& department need not ,e compared 'it& targets of all ot&er
departments0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Q$estion
T&e different leaders&ip st(les are
%orrect Ans'er
A$tocratic ) democratic ) laisse7 - faire
.o$r Ans'er
Q$estion
Some of t&e traits of leaders&ips are as follo's
%orrect Ans'er
emotional sta,ilit( ) comm$nication s+ill ) +no'ledge of &$man relations
.o$r Ans'er
emotional sta,ilit( ) comm$nication s+ill ) +no'ledge of &$man relations
Q$estion
nder &ard ,oiled t(pe of a$tocratic leaders&ip) t&e emplo(ees tend to ,ecome
%orrect Ans'er
>resentf$l ) $arrelsome
.o$r Ans'er
>resentf$l ) $arrelsome
Q$estion
"&ic& need incl$des t&e ,asic &$man needs of food) clot&ing and s&elter-
%orrect Ans'er
P&(siological needs
.o$r Ans'er
Social affiliation need
Q$estion
Some of t&e general moti*ators are
%orrect Ans'er
=o, sec$rit( ) freedom at 'or+place ) interesting 'or+
.o$r Ans'er
=o, sec$rit( ) freedom at 'or+place ) interesting 'or+
Q$estion
Man( organi7ational pro,lems &a*e t&eir root ca$se in '&at-
%orrect Ans'er
Mis$nderstandings
.o$r Ans'er
Mis$nderstandings
Q$estion
T&e different t(pes of ps(c&ological ,arriers to comm$nication 'ill ,e
%orrect Ans'er
ego ) stat$s conscio$sness ) closed mind
.o$r Ans'er
ego ) stat$s conscio$sness ) closed mind
Q$estion
T&e f$nctional management c&allenges in ser*ice sector are
%orrect Ans'er
&$man reso$rce ) mar+eting and ad*ertising ) finance and ta4ation
.o$r Ans'er
&$man reso$rce ) mar+eting and ad*ertising ) finance and ta4ation
Q$estion
"&at proportion is t&e organi7ed sector of t&e retail mar+et-
%orrect Ans'er
2 C
.o$r Ans'er
2 C
Tr$e/False
Q$estion
Mass acti*ities &a*e started in modern times 0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Q$estion
%orporate 8o*ernance is t&e term gi*en to '&ic& practices-
%orrect Ans'er
Management
.o$r Ans'er
Management
Tr$e/False
Q$estion
T&ere are t&ree central ideas associated 'it& conse>$entialism0
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
"&at is an independent ,$siness 'it& a co&erent set of prod$cts) strategies) and o,=ecti*es) called
%orrect Ans'er
Strategic 2$siness nit
.o$r Ans'er
Strategic 2$siness nit
Tr$e/False
Q$estion
EQ 'as first ,ro$g&t to attention ,( 2enott Simon 0
%orrect Ans'er
False
.o$r Ans'er
False
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
Tatas
Indian <otels
2PL
!am,iars
2PL
2om,a( D(eing
!$lsi "adia
2om,a( D(eing
Indian <otels
A7eem Prem=i
"ipro
"ipro
Sing&anias
#a(monds
#a(monds
Q$estion
"&at is t&e role of management cons$ltants-
%orrect Ans'er
All of t&ese
.o$r Ans'er
Onl( a and ,
Select T&e 2lan+
Q$estion
33333333 is a scientific process of loo+ing 33333333) '&ic& is ,ased on past performance
%orrect Ans'er
Forecasting
.o$r Ans'er
Forecasting
%orrect Ans'er
for'ard
.o$r Ans'er
for'ard
Select T&e 2lan+
Q$estion
33333333 is cr$cial to an organisatonGs 333333330
%orrect Ans'er
Directing
.o$r Ans'er
Directing
%orrect Ans'er
s$ccess
.o$r Ans'er
s$ccess
Select T&e 2lan+
Q$estion
%ontrol t&ro$g& t&e 33333333 information 'ill ena,le proper 33333333 of plans0
%orrect Ans'er
feed,ac+
.o$r Ans'er
feed,ac+
%orrect Ans'er
implementation
.o$r Ans'er
implementation
Select T&e 2lan+
Q$estion
T&eor( . ass$mes t&at people 'ill e4ercise self-33333333 and control to'ards ac&ie*ing 33333333
t&e( are committed to0
%orrect Ans'er
direction
.o$r Ans'er
direction
%orrect Ans'er
o,=ecti*es
.o$r Ans'er
o,=ecti*es
Select T&e 2lan+
Q$estion
T&e &ig&er t&e 33333333 le*el of t&e emplo(ee) t&e lo'er t&e 33333333 satisfaction0
%orrect Ans'er
ed$cational
.o$r Ans'er
ed$cational
%orrect Ans'er
=o,
.o$r Ans'er
=o,
Select T&e 2lan+
Q$estion
33333333 is concerned 'it& '&at is 8ood and rig&t for 333333330
%orrect Ans'er
Et&ics
.o$r Ans'er
Et&ics
%orrect Ans'er
societ(
.o$r Ans'er
societ(
Select T&e 2lan+
Q$estion
Ma+e s$re to follo' t&e proper 33333333 in reporting t&e 333333330
%orrect Ans'er
8$idelines
.o$r Ans'er
8$idelines
%orrect Ans'er
'rongdoing
.o$r Ans'er
'rongdoing
Select T&e 2lan+
Q$estion
An 33333333 is a 8ro$p of related 33333333
%orrect Ans'er
S2
.o$r Ans'er
S2
%orrect Ans'er
,$sinesses
.o$r Ans'er
,$sinesses
Select T&e 2lan+
Q$estion
Emotional 33333333 is t&e #eali7ation to 333333330
%orrect Ans'er
intelligence
.o$r Ans'er
intelligence
%orrect Ans'er
sense
.o$r Ans'er
P$rpose
Q$estion
T&e aspects of corporate go*ernance are
%orrect Ans'er
attracting p$,lic attention ) indispensa,le ) tr$st
.o$r Ans'er
attracting p$,lic attention ) indispensa,le
Select T&e 2lan+
Q$estion
"it& 33333333 and go*ernment reg$lations) mo*ing a&ead re>$ires 33333333 li+e 9oint ?ent$res
%orrect Ans'er
glo,ali7ation
.o$r Ans'er
glo,ali7ation
%orrect Ans'er
strategies
.o$r Ans'er
strategies
Select T&e 2lan+
Q$estion
Organi7ations '&ere people contin$all( e4pand t&eir 33333333 to create res$lts are called
33333333
%orrect Ans'er
capacit(
.o$r Ans'er
capacit(
%orrect Ans'er
Learning organi7ations
.o$r Ans'er
Progressi*e organi7ation
Q$estion
"&ic& among t&e follo'ing are t&e f$nctions of ,oard of directors-
%orrect Ans'er
All of t&e a,o*e
.o$r Ans'er
All of t&e a,o*e
Principles and Practices of Management - BB
PPM assgn
Q$estion
T&e ,est leader is someone '&o is-
%orrect Ans'er
%ool
.o$r Ans'er
%ool
Q$estion
Life Ins$rance %orporation 'as nationali7ed in BD;H ,( merging &o' man( pri*ate ins$rance
companies-
%orrect Ans'er
2:;
.o$r Ans'er
2:;
Select T&e 2lan+
Q$estion
33333333 offer a definite 33333333 to t&e planning process0
%orrect Ans'er
#$les
.o$r Ans'er
#$les
%orrect Ans'er
direction
.o$r Ans'er
direction
Tr$e/False
Q$estion
To a*oid order and clarit( t&ere s&o$ld ,e $nit( of command0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Q$estion
T&e different leaders&ip st(les are
%orrect Ans'er
.o$r Ans'er
A$tocratic ) ,ene*olent ) democratic ) laisse7 - faire
Select T&e 2lan+
Q$estion
%ompanies see+ing to impro*e &a*e ta+en a plet&ora of initiati*es s$c& as 33333333 and 33333333
%orrect Ans'er
TQM
.o$r Ans'er
TQM
%orrect Ans'er
2P#
.o$r Ans'er
2P#
Q$estion
"&at &as led to t&e st$m,ling of Indian companies-
%orrect Ans'er
Self-confidence
.o$r Ans'er
Self-confidence
Select T&e 2lan+
Q$estion
33333333 di*ide 'or+ into speciali7ed 333333330
%orrect Ans'er
Managers
.o$r Ans'er
Managers
%orrect Ans'er
f$nctions
.o$r Ans'er
f$nctions
Q$estion
T&e internal en*ironment factors t&at infl$ence management are
%orrect Ans'er
la,o$r ) mac&ines ) place
.o$r Ans'er
la,o$r ) mac&ines
Q$estion
%o-ordination m$st ,e *is$ali7ed from '&ic& stage of planning and polic(ma+ing-
%orrect Ans'er
Earl(
.o$r Ans'er
Earl(
Tr$e/False
Q$estion
Management cons$ltants do not assist implementation0
%orrect Ans'er
False
.o$r Ans'er
False
Select T&e 2lan+
Q$estion
33333333 management incl$des 33333333 of tools and e>$ipments0
%orrect Ans'er
Scientific
.o$r Ans'er
Scientific
%orrect Ans'er
Standardi7ation
.o$r Ans'er
Standardi7ation
Select T&e 2lan+
Q$estion
A 33333333 faced ,( t&e retail ,$siness is t&e 33333333 aspect0
%orrect Ans'er
c&allenge
.o$r Ans'er
c&allenge
%orrect Ans'er
c$lt$ral
.o$r Ans'er
c$lt$ral
Select T&e 2lan+
Q$estion
33333333 s&o$ld 33333333 its reso$rces in +e( areas
%orrect Ans'er
S2
.o$r Ans'er
S2
%orrect Ans'er
Manage
.o$r Ans'er
Manage
Tr$e/False
Q$estion
Frederic+ "0 Ta(lor 'as ,orn ,efore <enr( Fa(ol
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
"&o said) JManagement is t&e creation and maintenance of internal en*ironment in an enterprise)
'&ere indi*id$als 'or+ing in gro$ps can perform efficientl( and effecti*el( to'ards t&e attainment of
gr
%orrect Ans'er
@oont7 A O LDonell
.o$r Ans'er
@oont7 A O LDonell
Q$estion
"it&o$t an efficient '&at can) direction not ,e f$ll( effecti*e-
%orrect Ans'er
%ontrol
.o$r Ans'er
%ontrol
Q$estion
?ario$s areas of operations in E*ent Management are
%orrect Ans'er
cele,rit( mangement ) &ig& profile 'eddings) ,irt&da( parties ) concerts
.o$r Ans'er
cele,rit( mangement ) &ig& profile 'eddings) ,irt&da( parties ) Talent searc& ) concerts
Q$estion
A responsi,le leader does not limit
%orrect Ans'er
disc$ssions ) de*elopment of alternati*es ) interactions
.o$r Ans'er
disc$ssions ) de*elopment of alternati*es ) interactions
Q$estion
Ac&ie*ing oneGs potential is '&at t(pe of need-
%orrect Ans'er
Self-act$ali7ation
.o$r Ans'er
Self-act$ali7ation
Select T&e 2lan+
Q$estion
33333333 in*ol*es t&e setting of 33333333 '&ic& 'ill &a*e to pre*ail in t&e Organi7ation
%orrect Ans'er
O,=ecti*es
.o$r Ans'er
Policies
%orrect Ans'er
standards
.o$r Ans'er
standards
Q$estion
"&o said) JManagement is a m$ltiple organ t&at manages a ,$siness) manages a manager and
manages 'or+ers and 'or+K-
%orrect Ans'er
Peter Dr$c+er
.o$r Ans'er
Peter Dr$c+er
Q$estion
"&at is t&e meaning of no p&(sical transfer of goods in Ser*ice-
%orrect Ans'er
Intangi,ilit(
.o$r Ans'er
Intangi,ilit(
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
"&ose s$ccess stor( &as ta$g&t $s a lesson-
9apan
9apan
"&ic& @ing insisted $pon setting t&e goals-
A+,ar
A+,ar
"&o mentioned t&at e*er(,od( &as a di*ine po'er to face c&allenges-
?i*e+ananda
?i*e+ananda
"&o 'as t&e mentor of %&andrag$pta Ma$r(a-
@a$til(a
@a$til(a
"&o pop$lari7e Transcendental Meditation-
Ma&aris&i
Ma&aris&i
Tr$e/False
Q$estion
Direction s&o$ld not ,e a *er( contin$o$s acti*it(0
%orrect Ans'er
False
.o$r Ans'er
False
Tr$e/False
Q$estion
Delegation of a$t&orit( does not allo' s$,ordinate to de*elop
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
%orrect Ans'er
Anon(mo$s
.o$r Ans'er
Anon(mo$s
Q$estion
"&o is called Jt&e Fat&er of Modern Management T&eor(K-
%orrect Ans'er
<enr( Fa(ol
.o$r Ans'er
<enr( Fa(ol
Q$estion
Direction &elps facilitate '&at in t&e organi7ation-
%orrect Ans'er
%&ange
.o$r Ans'er
%&ange
Select T&e 2lan+
Q$estion
33333333 corporate go*ernance is 33333333 to resilient and *i,rant capital mar+ets0
%orrect Ans'er
Strong
.o$r Ans'er
Strong
%orrect Ans'er
indispensa,le
.o$r Ans'er
indispensa,le
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
EQ refers to t&e >$alities
T&at mar+ t&e people '&o e4cel in real life0
T&at mar+ t&e people '&o e4cel in real life0
Science is pro*ing t&at EQ more t&an IQ
nderpins man( of t&e ,est decisions0
nderpins man( of t&e ,est decisions0
Emotional distress s&rin+s 'or+ing memor(
And so diminis&es t&e a,ilit( to t&in+ clearl(0
And so diminis&es t&e a,ilit( to t&in+ clearl(0
self-moti*ation re>$ires a &ig& le*el of optimism
And persistence despite re=ection0
And persistence despite re=ection0
Empat&( in*ol*es reading $nstated emotional c$es
2eing a,le to sense '&at ot&ers are feeling
2eing a,le to sense '&at ot&ers are feeling
Q$estion
D$e to li,erali7ation t&e c&anges t&at &as ta+en place can ,e s$mmari7ed as
%orrect Ans'er
competition ) press$re on prices ) mar+et re*ol$tion
.o$r Ans'er
competition ) press$re on prices ) mar+et re*ol$tion
Select T&e 2lan+
Q$estion
%orporate go*ernance s&o$ld aim at ,etter 33333333) 33333333 and acco$nta,ilit(0
%orrect Ans'er
transparenc(
.o$r Ans'er
transparenc(
%orrect Ans'er
et&ics
.o$r Ans'er
et&ics
Tr$e/False
Q$estion
Economic considerations do not affect t&e c&oice of span0
%orrect Ans'er
False
.o$r Ans'er
False
Select T&e 2lan+
Q$estion
33333333 can ,e *ie'ed as an e4tension of 333333330
%orrect Ans'er
Decentrali7ation
.o$r Ans'er
Decentrali7ation
%orrect Ans'er
delegation
.o$r Ans'er
delegation
Select T&e 2lan+
Q$estion
33333333 can defined as t&e 33333333 of '&at is good and rig&t for ,$siness0
%orrect Ans'er
2$siness Et&ics
.o$r Ans'er
2$siness Et&ics
%orrect Ans'er
st$d(
.o$r Ans'er
st$d(
Q$estion
"&ere is t&e attac+ on ,$siness families coming from-
%orrect Ans'er
Transnationals
.o$r Ans'er
Transnationals
Q$estion
%orrect Ans'er
$nit( of policies ) ,rea+-e*en anal(sis ) ,$dgetar( control
.o$r Ans'er
Q$estion
Steps t&at a '&istle ,lo'er s&o$ld ta+e into consideration
%orrect Ans'er
stic+ to facts ) cons$lt la'(er ) determine t&e t(pe of 'rong
.o$r Ans'er
stic+ to facts ) cons$lt la'(er ) determine t&e t(pe of 'rong
Q$estion
2$dgetar( control in*ol*es ,$dgets s$c& as
%orrect Ans'er
.o$r Ans'er
Tr$e/False
Q$estion
E*ent management is a modern acti*it(0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
"&ic& among t&e follo'ing are ,arriers to comm$nication-
%orrect Ans'er
!oise) time and distance ) Semantic ,arriers ) "rong Medi$m
.o$r Ans'er
!oise) time and distance ) Semantic ,arriers ) "rong Medi$m
Q$estion
"&at is concerned for t&e good and rig&t for t&e societ(-
%orrect Ans'er
Et&ics
.o$r Ans'er
Et&ics
Q$estion
T&e important c&aracteristics of direction are
%orrect Ans'er
&elps $tili7e capa,ilities ) initiates action ) irreplacea,le tas+
.o$r Ans'er
&elps $tili7e capa,ilities ) initiates action ) irreplacea,le tas+
Q$estion
Principles of effecti*e comm$nication 'o$ld ,e
%orrect Ans'er
clear in $se of lang$age ) attenti*e listening ) $se of rig&t medi$m
.o$r Ans'er
clear in $se of lang$age ) attenti*e listening ) $se of rig&t medi$m
Tr$e/False
Q$estion
T&e o,=ecti*e of paternalistic leaders&ip to &elp) g$ide) protect follo'ers0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
T&e c&annels t&ro$g& '&ic& corporate go*ernance ma( ,ear on performance are
%orrect Ans'er
managerial incenti*es ) disciplining ) corporate restr$ct$ring
.o$r Ans'er
managerial incenti*es ) disciplining ) corporate restr$ct$ring
Principles and Practices of Management - B0
PPM assgn
Q$estion
"ritten comm$nication is a
%orrect Ans'er
!on-Direct %omm$nication
.o$r Ans'er
!on-Direct %omm$nication
Q$estion
T&e most effecti*e 'a( of comm$nication
%orrect Ans'er
"ritten
.o$r Ans'er
?er,al
Q$estion
It can ,e $sed as legal record '&ic& ma( ,e $sed in t&e co$rt of la'
%orrect Ans'er
"ritten comm$nication
.o$r Ans'er
"ritten comm$nication
Q$estion
2arrier for 'ritten comm$nication can ,e
%orrect Ans'er
Lang$age
.o$r Ans'er
Lang$age
Q$estion
T&ese are permanent records for ,$siness
%orrect Ans'er
2$siness letters
.o$r Ans'er
2$siness letters
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
"ritten %omm$nication
!on- Direct comm$nication
!on- Direct comm$nication
2$siness letter
legal e*idence
legal e*idence
O$t'ard !$m,er
F$rt&er reference
F$rt&er reference
In'ard address
#ecei*ers address
#ecei*ers address
<ead Address
Senders Address
Senders Address
Q$estion
Essentials of a good plan are
%orrect Ans'er
m$st ,e contin$o$s ) s&o$ld ,e time ,o$nd ) m$st moti*ate people
.o$r Ans'er
m$st ,e contin$o$s ) s&o$ld ,e time ,o$nd ) m$st moti*ate people
Q$estion
%orrect Ans'er
.o$r Ans'er
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
Organi7ing
RProcess
RManagement
P&ilosop&(
RManagement
RSpan
E4ception
RPrinciple
R0 Degree
%ontrol
RSpan
RProcess
Delegation
R0 Degree
RPrinciple
Q$estion
T&e e4tent of decentrali7ation depends of '&ic& factor -
%orrect Ans'er
%ostliness
.o$r Ans'er
%ostliness
Tr$e/False
Q$estion
Delegation and decentrali7ation are closel( related
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
"&o said) direction is telling people '&at to do-
%orrect Ans'er
Dale
.o$r Ans'er
Dale
Q$estion
"&at is essential for an order is to ,e carried o$t effecti*el(-
%orrect Ans'er
Acceptance
.o$r Ans'er
Acceptance
Q$estion
Direction &elps integrate '&ose efforts-
%orrect Ans'er
Indi*id$al
.o$r Ans'er
Indi*id$al
Tr$e/False
Q$estion
!ecessar( rigidit( is re>$ired in t&e control design0
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
Some of t&e important tec&ni>$es of coordination are
%orrect Ans'er
&ierarc&( ) effecti*e comm$nication ) indoctrination
.o$r Ans'er
&ierarc&( ) effecti*e comm$nication ) indoctrination
Tr$e/False
Q$estion
One needs to se e t&e ,ig pict$re0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Tr$e/False
Q$estion
T&e Q-needs t&eor( is a,o$t moti*ators in an organi7ation0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Tr$e/False
Q$estion
Ser*ice sector &as e4panded ,eca$se of e4plosion in information tec&nolog(0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
Franc&isee stores can ,e f$rt&er categori7ed into
%orrect Ans'er
apparel stores ) =e'eller( stores ) foot'ear stores
.o$r Ans'er
apparel stores ) =e'eller( stores ) foot'ear stores
Q$estion
"&at is e*ent management-
%orrect Ans'er
Interacti*e ad*ertising
.o$r Ans'er
Interacti*e ad*ertising
Q$estion
"&at is t&e core of corporate go*ernance-
%orrect Ans'er
Tr$st
.o$r Ans'er
Tr$st
Tr$e/False
Q$estion
T&ere are fi*e c&annels t&ro$g& '&ic& corporate go*ernance ma( ,ear0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
@e( et&ical principles incl$de t&e follo'ing
%orrect Ans'er
f$lfilling commitments ) caring and compassion ) ,eing acco$nta,le for decision
.o$r Ans'er
f$lfilling commitments ) caring and compassion ) ,eing acco$nta,le for decision
Q$estion
net&ical acts are res$lts of t&e follo'ing factors
%orrect Ans'er
$na'areness and insensiti*it( to iss$e ) fa$lt( reasoning ) selfis&ness
.o$r Ans'er
$na'areness and insensiti*it( to iss$e ) fa$lt( reasoning ) selfis&ness
Tr$e/False
Q$estion
An S2 is a relati*el( independent ,$siness $nit0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
Learning organi7ations m$st de*elop a capacit( for fast-paced inno*ation and learn to lo*e '&at-
%orrect Ans'er
%&ange
.o$r Ans'er
%&ange
Q$estion
T&e different disciplines mentioned in t&e fift& discipline field,oo+ ,( Peter Sange are
%orrect Ans'er
personal master( ) mental models ) s&ared *ision
.o$r Ans'er
personal master( ) mental models ) s&ared *ision
Q$estion
"&o mentioned t&at e*er(one &as a di*ine po'er to face t&e c&allenges-
%orrect Ans'er
?i*e+ananda
.o$r Ans'er
?i*e+ananda
Q$estion
<$man ,eings are classified $nder different mental conditions s$c& as
%orrect Ans'er
restless e>$ili,ri$m ) imperfect e>$ili,ri$m ) perfect e>$ili,ri$m
.o$r Ans'er
restless e>$ili,ri$m ) imperfect e>$ili,ri$m ) perfect e>$ili,ri$m
Q$estion
S$ccessf$l cons$ltants s&o$ld promote t&eir cons$ltanc( t&ro$g& '&at-
%orrect Ans'er
!et'or+
.o$r Ans'er
!et'or+
Tr$e/False
Q$estion
Decentrali7ation 'o$ld not ,e preferred in large-si7ed $nits0
%orrect Ans'er
False
.o$r Ans'er
False
Select T&e 2lan+
Q$estion
Planning 33333333 ris+ factors and 33333333 'aste
%orrect Ans'er
anticipates
.o$r Ans'er
anticipates
%orrect Ans'er
eliminates
.o$r Ans'er
eliminates
Select T&e 2lan+
Q$estion
T&e need for co-ordination is felt to 33333333 t&e 33333333 of an organi7ation
%orrect Ans'er
integrate
.o$r Ans'er
integrate
%orrect Ans'er
acti*ities
.o$r Ans'er
acti*ities
Select T&e 2lan+
Q$estion
33333333 moti*ating) s$per*ising) directing) g$iding of emplo(ees) are 33333333 of control0
%orrect Ans'er
Leading
.o$r Ans'er
Leading
%orrect Ans'er
elements
.o$r Ans'er
elements
Select T&e 2lan+
Q$estion
33333333 maintains t&e 33333333 ,et'een ends and means) o$tp$ts and efforts0
%orrect Ans'er
%ontrol
.o$r Ans'er
%ontrol
%orrect Ans'er
E>$ili,ri$m
.o$r Ans'er
E>$ili,ri$m
Select T&e 2lan+
Q$estion
33333333 leader ,elie*es in &elping) 33333333) protecting) and +eeping follo'ers &app(-
%orrect Ans'er
Paternalistic
.o$r Ans'er
Paternalistic
%orrect Ans'er
g$iding
.o$r Ans'er
g$iding
Select T&e 2lan+
Q$estion
T&eor( S ass$mes People m$st ,e 33333333 or controlled to do 'or+ to ac&ie*e 33333333
%orrect Ans'er
coerced
.o$r Ans'er
coerced
%orrect Ans'er
o,=ecti*es
.o$r Ans'er
o,=ecti*es
Select T&e 2lan+
Q$estion
Morale generall( 33333333 to esprit de 333333330
%orrect Ans'er
refers
.o$r Ans'er
refers
%orrect Ans'er
corps
.o$r Ans'er
corps
Select T&e 2lan+
Q$estion
33333333 ser*ices comprise of social and personal ser*ices and 333333330
%orrect Ans'er
%ons$mer
.o$r Ans'er
%ons$mer
%orrect Ans'er
&otels
.o$r Ans'er
&otels
Select T&e 2lan+
Q$estion
Indian 33333333 m$st +eep in mind t&at Indians en=o( 33333333 for options0
%orrect Ans'er
retailers
.o$r Ans'er
retailers
%orrect Ans'er
sco$ting
.o$r Ans'er
sco$ting
Select T&e 2lan+
Q$estion
An o,=ecti*e of corporate go*ernance is 33333333 of 33333333 *al$e0
%orrect Ans'er
en&ancement
.o$r Ans'er
en&ancement
%orrect Ans'er
s&are&older
.o$r Ans'er
s&are&older
Select T&e 2lan+
Q$estion
33333333 is 33333333 management does
%orrect Ans'er
management
.o$r Ans'er
Organi7ation
%orrect Ans'er
'&at
.o$r Ans'er
'&at
Q$estion
%orporate go*ernance ma( ,ear on performance t&ro$g& '&ic& of t&e follo'ing-
%orrect Ans'er
All of t&ese
.o$r Ans'er
All of t&ese
Q$estion
T&e tools and tec&ni>$es $sed in t&e learning organi7ations are
%orrect Ans'er
creati*it() ,rainstorming ) o,ser*ing o$tcomes ) reframing +no'ledge
.o$r Ans'er
creati*it() ,rainstorming ) o,ser*ing o$tcomes ) reframing +no'ledge
Q$estion
%ollecti*e learning re>$ires s+ills for s&aring information and +no'ledge) t&e +e( s+ills mentioned are
%orrect Ans'er
listening and o,ser*ing ) &olistic perspecti*e ) coping 'it& c&allenge and $ncertaint(
.o$r Ans'er
+no'ledgea,le colleag$es ) listening and o,ser*ing ) &olistic perspecti*e ) coping 'it& c&allenge and
$ncertaint(
Q$estion
T&e Indian c$stomer li+es to ,e ser*ed6
%orrect Ans'er
All of t&ese
.o$r Ans'er
All of t&ese
Principles and Practices of Management - D
Q$estion
T&e prod$cts t&at are gro$ped $nder S2 s&are a common
%orrect Ans'er
$nderl(ing tec&nolog( ) mar+et ) s+ill
.o$r Ans'er
mar+et ) s+ill
Q$estion
"&at re>$ires a &ig& le*el of optimism and persistence despite re=ection-
%orrect Ans'er
Self Moti*ation
.o$r Ans'er
Self Moti*ation
Tr$e/False
Q$estion
Strong corporate go*ernance is indispensa,le to resilient and *i,rant capital mar+ets0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
T&e ser*ice ma( or ma( not ,e tied to '&ic& t(pe of good-
%orrect Ans'er
P&(sical
.o$r Ans'er
Intangi,le
Select T&e 2lan+
Q$estion
Organi7ation is li+e an 33333333 infl$enced ,( 33333333-,$ilding process0
%orrect Ans'er
indi*id$al
.o$r Ans'er
image
%orrect Ans'er
image
.o$r Ans'er
S(stemic
Select T&e 2lan+
Q$estion
;00T&e last fe' (ears &a*e s&o'n a 33333333 of film 33333333 s&o's0
%orrect Ans'er
opport$nities
.o$r Ans'er
#ec$rrence
%orrect Ans'er
cele,rit(
.o$r Ans'er
cele,rit(
Q$estion
%orrect Ans'er
Transnationals
.o$r Ans'er
Transnationals
Tr$e/False
Q$estion
Prod$ct differentiation is not a ,arrier to entr(0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Q$estion
Management is
%orrect Ans'er
%reati*e
.o$r Ans'er
%reati*e
Select T&e 2lan+
Q$estion
T&ere &as ,een an increased 33333333 on 333333330
%orrect Ans'er
reliance
.o$r Ans'er
Emp&asis
%orrect Ans'er
cons$ltants
.o$r Ans'er
reliance
Q$estion
T&e different AGs of t&e ser*ice sector are
%orrect Ans'er
accepta,ilit( ) a'areness ) a*aila,ilit(
.o$r Ans'er
Tr$e/False
Q$estion
Management e4ists onl( at t&e top le*els of t&e organi7ation0
%orrect Ans'er
False
.o$r Ans'er
False
Select T&e 2lan+
Q$estion
In t&e !eeds- satisfaction c&ain) e*er( 33333333 is a 33333333
%orrect Ans'er
step
.o$r Ans'er
step
%orrect Ans'er
Moti*ator
.o$r Ans'er
Moti*ator
Q$estion
Organi7ation is a set-$p of '&at-
%orrect Ans'er
#elations&ips
.o$r Ans'er
#elations&ips
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
Pro,lem Perception
2o$nded #ationalit(
"ea+nesses
2enefits
"ea+nesses
2o$nded #ationalit(
Ta+eo*er
T$rnaro$nd
T$rnaro$nd
2$dgets
Strategies
#$les
Policies
#$les
Strategies
Q$estion
2$siness families &a*e adapted t&emsel*es to t&e ne' realities s$c& as
%orrect Ans'er
c$stomer relations&ip management ) relia,le after sales ser*ice ) ne' prod$ct la$nc&
.o$r Ans'er
c$stomer relations&ip management ) relia,le after sales ser*ice ) ne' prod$ct la$nc&
Q$estion
Management is t&e com,ination of Arts) Science and
%orrect Ans'er
Profession
.o$r Ans'er
Profession
Q$estion
T&e Indian c$stomers &as ,een s&(ing a'a( from large stores and s$permar+et c&ains d$e to
%orrect Ans'er
po*ert( and lo' literac( rates ) e4pensi*e s$ppl( c&ains ) lo' per capita income ) lo' ta4es
.o$r Ans'er
po*ert( and lo' literac( rates ) lo' per capita income
Tr$e/False
Q$estion
India ne*er &ad its o'n management practice0
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
T&e need for co-ordination is created '&en managers do '&at to speciali7ed acti*ities-
%orrect Ans'er
Di*ide
.o$r Ans'er
Distri,$te
Select T&e 2lan+
Q$estion
Self-moti*ation re>$ires a 33333333 le*el of 333333330
%orrect Ans'er
<ig&
.o$r Ans'er
<ig&
%orrect Ans'er
optimism
.o$r Ans'er
optimism
Q$estion
T&e ,$rea$cratic t(pe of leaders&ip is normall( critici7ed for
%orrect Ans'er
nepotism ) dela(s
.o$r Ans'er
nepotism ) a$tocratic
Q$estion
T&e *ario$s pro,lems faced ,( e*ent management ind$stries are
%orrect Ans'er
entertainment ta4 rates ) large no0 of permissions re>$ired ) ser*ice ta4es
.o$r Ans'er
entertainment ta4 rates ) large no0 of permissions re>$ired ) ser*ice ta4es
Tr$e/False
Q$estion
Indian ,$siness families &a*e foc$sed more on t&eir areas of core competence0
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
%orrect Ans'er
Peter Dr$c+er
.o$r Ans'er
<arold @onnt7
Select T&e 2lan+
Q$estion
<enr( P0 To'ne o$tlined t&e Importance of 33333333 as a 33333333
%orrect Ans'er
management
.o$r Ans'er
management
%orrect Ans'er
science
.o$r Ans'er
science
Q$estion
%omponents of planning 'o$ld incl$de
%orrect Ans'er
o,=ecti*es ) ,$dgets ) proced$res
.o$r Ans'er
o,=ecti*es ) proced$res ) people
Q$estion
%orrect Ans'er
Process
.o$r Ans'er
Process
Q$estion
According to Se&7nic+) J t&e ma=or tas+ of a leader is not onl( to ma+e a polic() ,$t to ,$ild it into
organi7ationGs '&at-K
%orrect Ans'er
%orporate %$lt$re
.o$r Ans'er
%orporate %$lt$re
Tr$e/False
Q$estion
Direction is also done ,( top and middle le*el managers0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
"&at does t&e ins$rance compan( compensate) '&en an e*ent ins$red against occ$rs-
%orrect Ans'er
Losses
.o$r Ans'er
Losses
Q$estion
"&o is t&e Fat&er of %ompetiti*e Strateg(-
%orrect Ans'er
Mic&ael E0 Porter
.o$r Ans'er
Peter F0 Dr$c+er
Tr$e/False
Q$estion
8reater co-ordination is not needed in se>$ential rat&er t&an pooled interdependence0
%orrect Ans'er
False
.o$r Ans'er
False
Select T&e 2lan+
Q$estion
33333333 is telling 33333333 '&at to do0
%orrect Ans'er
Direction
.o$r Ans'er
Direction
%orrect Ans'er
people
.o$r Ans'er
S$,ordinates
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
T&e process of control is complete
onl( '&en correcti*e action is ta+en0
*ia information collected0
%ontrol &ig&lig&ts omissions if an(0
And ma+es it possi,le to ta+e %orrecti*e meas$res0
And ma+es it possi,le to ta+e %orrecti*e meas$res0
%ontrol is related to t&e f$t$re0
t&o$g& it li*es in t&e present0
of t&e nat$re of correcti*e action to ,e ta+en0
%&anges can ,e anticipated
*ia information collected0
t&o$g& it li*es in t&e present0
%ontrol gi*es t&e correct pict$re
of t&e nat$re of correcti*e action to ,e ta+en0
onl( '&en correcti*e action is ta+en0
Tr$e/False
Q$estion
Organisational morale is ,asicall( t&e indi*id$al mental condition0
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
%orrect Ans'er
.o$r Ans'er
Select T&e 2lan+
Q$estion
33333333 is a s(stematic and +no'ledge of 33333333 and li*ing0
%orrect Ans'er
?edanta
.o$r Ans'er
?edanta
%orrect Ans'er
Life
.o$r Ans'er
Life
Q$estion
"&o propo$nded t&eor( S and t&eor( .-
%orrect Ans'er
Mc8regor
.o$r Ans'er
<enr( Fa(ol
Q$estion
Ser*ice sector &as e4panded relentlessl( in t&e past decade d$e to related e*ents in t&e BDD0Gs
%orrect Ans'er
e4plosion of information tec&0 ) slo' gro't& of man$fact$ring ind$str( ) *irt$al stagnation in
agric$lt$re
.o$r Ans'er
e4plosion of information tec&0 ) slo' gro't& of man$fact$ring ind$str( ) *irt$al stagnation in
agric$lt$re
Q$estion
%orrect Ans'er
Place
.o$r Ans'er
Location
Select T&e 2lan+
Q$estion
Act$ar( 33333333 and deciding of a specific 33333333 is t&e ,iggest pro,lem0
%orrect Ans'er
science
.o$r Ans'er
premi$m
%orrect Ans'er
premi$m
.o$r Ans'er
%ompensation
Tr$e/False
Q$estion
If (o$ 'ant it done rig&t) do it (o$rself) is a fallac(
%orrect Ans'er
Tr$e
.o$r Ans'er
False
Select T&e 2lan+
Q$estion
Self-33333333 matters a lot to 33333333
%orrect Ans'er
reg$lation
.o$r Ans'er
reg$lation
%orrect Ans'er
Leaders
.o$r Ans'er
Leaders
Q$estion
Some of t&e ma=or strategies adopted ,( ,$siness families for t&eir s$r*i*al and gro't& are
%orrect Ans'er
appointment of professional mangers ) =oint *ent$res and tie-$ps ) tec&nolog( $p gradation
.o$r Ans'er
appointment of professional mangers ) tec&nolog( $p gradation
Q$estion
%orrect Ans'er
Legal
.o$r Ans'er
S+ills
Q$estion
For most &i-tec& ser*ice ind$stries) t&e t'o ingredients are6
%orrect Ans'er
Onl( a and c
.o$r Ans'er
Onl( a and c
Principles and Practices of Management - E
Q$estion
"&ic& of t&e follo'ing is a necessar( ,( prod$ct of good managerial directing -
%orrect Ans'er
%o-ordination
.o$r Ans'er
Monitoring
Q$estion
F$nctional a$t&orit( 'or+s onl( '&en)
%orrect Ans'er
Assignment is clarified ) T&e s$,ordinates are allo'ed to participate ) Feed,ac+ control is esta,lis&ed
.o$r Ans'er
Q$estion
net&ical acts are res$lts of t&e follo'ing factors6
%orrect Ans'er
.o$r Ans'er
Q$estion
Limitation of control are
%orrect Ans'er
e4ternal factors ) fi4ing of responsi,ilit( ) *ariation and its ca$ses
.o$r Ans'er
Q$estion
!ame t&e ser*ice '&ic& &as t'o prime necessities li+e co-ordination and infiltration0
%orrect Ans'er
Staff
.o$r Ans'er
Staff
Q$estion
<o' man( forces of competition are t&ere according to Mic&ael E0 Porter-
%orrect Ans'er
Fi*e
.o$r Ans'er
Fi*e
Q$estion
T&e internal en*ironment factors t&at infl$ence management are
%orrect Ans'er
.o$r Ans'er
Select T&e 2lan+
Q$estion
33333333 means dra' prior concl$sions a,o$t t&e pro,a,les of prod$ction) sales) profits in t&e
f$t$re) on t&e ,asis of researc&0
%orrect Ans'er
Forecasting
.o$r Ans'er
Forecasting
Q$estion
<o' man( ,illion dollars is o$r #etailing sector estimated to ,e-
%orrect Ans'er
P BE0 ,illion
.o$r Ans'er
P BE0 ,illion
Tr$e/False
Q$estion
Moti*ation of s$,ordinates to meet t&e e4pectations of t&e manager is a feat$re of direction0
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
!ame t&e tactics $sed in t&e intensit( of ri*alr( amongst e4isting competitors0
%orrect Ans'er
Price competition ) Ad*ertising ,attles ) Prod$ct introd$ction
.o$r Ans'er
S$,stit$te prod$cts ) Price competition ) Ad*ertising ,attles
Q$estion
"&ic& concept of et&ics tries to e4plore t&e traits '&ic& &elp a person to lead a life t&at is satisf(ing
from an et&ical point of *ie'-
%orrect Ans'er
Et&ics of ?irt$e
.o$r Ans'er
Et&ics of ?irt$e
Q$estion
"&at is t&e c&allenge ins$rance 'ill face li+e an( ot&er ser*ice sector-
%orrect Ans'er
2randing
.o$r Ans'er
2randing
Tr$e/False
Q$estion
?ision 'it&o$t mission is incomplete and mission 'it&o$t *ision is meaningless0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Select T&e 2lan+
Q$estion
Different rates are le*ied ,( different states for 33333333 ta40
%orrect Ans'er
entertainment
.o$r Ans'er
entertainment
Tr$e/False
Q$estion
Science is a ,od( of organi7ed +no'ledge
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
!ame t&e gro$p of related ,$sinesses t&at can ,e ta+en for t&e sa+e of strategic planning) distinct
from t&e rest of t&e ,$sinesses
%orrect Ans'er
strategic ,$siness $nits
.o$r Ans'er
strategic ,$siness $nits
Select T&e 2lan+
Q$estion
2rands are associated 'it& lifest(les and people5s333333330
%orrect Ans'er
aspirations
.o$r Ans'er
aspirations
Q$estion
Organi7ation is apart of '&ic& t(pe of s(stem-
%orrect Ans'er
Social
.o$r Ans'er
Social
Select T&e 2lan+
Q$estion
Ad*antage of delegation of a$t&orit( res$lts in prompt 333333330
%orrect Ans'er
Decision-ma+ing
.o$r Ans'er
Decision-ma+ing
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
Principle of effecti*e delegation
To ,elie*e in feed,ac+) interaction and res$lt orientation0
To ,elie*e in feed,ac+) interaction and res$lt orientation0
<ig& degree of delegation
T&e tas+ is specified to a s$,ordinate and is told to report ,ac+ 'it& res$lts
T&e tas+ is specified to a s$,ordinate and is told to report ,ac+ 'it& res$lts
F$nctional a$t&orit(
T&is is clarif(ing t&e assignment) '&ic& is delegated to a department0
T&is is clarif(ing t&e assignment) '&ic& is delegated to a department0
!eed for delegation
S$perior needs to concentrate on important and *ital iss$es0
S$perior needs to concentrate on important and *ital iss$es0
Q$estion
Ad*antages of delegation of a$t&orit( 'o$ld ,e6
%orrect Ans'er
Prompt decision ma+ing ) Opport$nit( to s$,ordinates to gro' and de*elop ) Satisfaction to
s$,ordinates in terms of recognition
.o$r Ans'er
Select T&e 2lan+
Q$estion
Span of control is also referred to as t&e span of 333333330
%orrect Ans'er
S$per*ision
.o$r Ans'er
S$per*ision
Select T&e 2lan+
Q$estion
One of t&e merits of 33333333 is t&at it recogni7es importance of *ario$s indi*id$al needs and
moti*ation) and (ields a contingenc( model0
%orrect Ans'er
?room5s t&eor(
.o$r Ans'er
<er7,erg5s t&eor(
Q$estion
A senior famil( mem,er and tr$sted professional manager acts as '&at to t&e ,$siness families scions
trained a,road and t&en ret$rn to ta+e o*er t&e ,$siness0
%orrect Ans'er
mentor
.o$r Ans'er
mentor
Select T&e 2lan+
Q$estion
33333333means t&at pri*ate and foreign in*estors can participate in t&e Indian Ins$rance Sector0
%orrect Ans'er
Li,erali7ation
.o$r Ans'er
Li,erali7ation
Select T&e 2lan+
Q$estion
%&esterd 2ernard de*eloped a t&eor( of organi7ation and 33333333 f$nctions0
%orrect Ans'er
E4ec$ti*e
.o$r Ans'er
E4ec$ti*e
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
nit of command
T&is means t&at emplo(ees s&o$ld recei*e orders from one s$perior onl(
T&is means t&at emplo(ees s&o$ld recei*e orders from one s$perior onl(
Scalar c&ain
%&ain of s$periors from t&e &ig&est to t&e lo'est ran+s
%&ain of s$periors from t&e &ig&est to t&e lo'est ran+s
E>$it(
Lo(alt() de*otion on t&e part of managers s&o$ld ,e t&ere '&en dealing 'it& s$,ordinates
T&is means eac& gro$p of acti*ities 'it& t&e same o,=ecti*e m$st &a*e one &ead and one plan
Esprit De %orps
In $nion t&ere is strengt&5
In $nion t&ere is strengt&5
Q$estion
T&e main role of management cons$ltant to t&e organisation is to pro*ide
%orrect Ans'er
#ecommendations
.o$r Ans'er
Information
Q$estion
T&e potential e4ternal opport$nities faced ,( an organi7ation are
%orrect Ans'er
additional c$stomer gro$ps ) faster mar+et gro$ps ) falling trade ,arriers
.o$r Ans'er
additional c$stomer gro$ps ) falling trade ,arriers
Q$estion
T&e ser*ice sector &as gro'n ,eca$se of reasons mentioned ,elo'
%orrect Ans'er
tendenc( of distri,$ting speciali7ed +no'ledge and tec&nolog( capital for la,o$r in t&e man$fact$ring
ind$str( ) tec&nolog( no longer gi*es a competiti*e edge to man$fact$ring acti*ities in t&e glo,al
scenario ) as income increases) cons$mer demands for ser*ices increase faster t&an t&ose for goods
.o$r Ans'er
as income increases) cons$mer demands for ser*ices increase faster t&an t&ose for goods ) a c&ange in
c$stomer demand pattern from traditional to modern) glo,al stds
Q$estion
%orrect Ans'er
.o$r Ans'er
Tr$e/False
Q$estion
Management is t&e com,ination of Arts) Science and profession0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Select T&e 2lan+
Q$estion
Act$ar( is one '&o speciali7es in t&e33333333of ins$rance0
%orrect Ans'er
mat&ematics
.o$r Ans'er
mat&ematics
Tr$e/False
Q$estion
One of t&e oldest tec&ni>$e of c&ec+ing performance is t&e personal o,ser*ation0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Tr$e/False
Q$estion
Delegation and decentrali7ation are closel( related to eac& ot&er0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
In t&e comple4 ne' li,erali7ed econom( ,$siness families face common pro,lems s$c& as
%orrect Ans'er
nprod$cti*e la,o$r ) Falling s&are *al$e ) Transnational attac&
.o$r Ans'er
nprod$cti*e la,o$r ) Falling s&are *al$e ) Transnational attac&
Q$estion
"&at artic$lates t&e long-term goals of an enterprise -
%orrect Ans'er
?ission Statement
.o$r Ans'er
?ission Statement
Q$estion
Some of t&e pop$lar forecasts are
%orrect Ans'er
Demand forecast ) Sales forecast ) Specific ind$str( forecast
.o$r Ans'er
Demand forecast ) Sales forecast ) Specific ind$str( forecast
Tr$e/False
Q$estion
.o$ s&o$ld ne*er meas$re t&e process and de*elop tools t&at 'ill meas$re (o$r progress0
%orrect Ans'er
False
.o$r Ans'er
False
Select T&e 2lan+
Q$estion
Man( families 'ere r$nning t&e ,$siness 'it& a la' 33333333 sta+e of B;C to 20C0
%orrect Ans'er
%apital
.o$r Ans'er
%apital
Tr$e/False
Q$estion
%orrect Ans'er
False
.o$r Ans'er
False
Tr$e/False
Q$estion
Direction initiates at t&e ,ottom le*el in t&e organisation and follo's to top t&ro$g& t&e &ierarc&(0
%orrect Ans'er
False
.o$r Ans'er
False
Select T&e 2lan+
Q$estion
<ig& morale is li+el( to ,e associated 'it& s$perior moti*ation and lo' morale 'it& 33333333) and
a lac+ of dri*e0
%orrect Ans'er
fr$stration
.o$r Ans'er
stress
Q$estion
#esearc& indicates t&at t&e lim,ic s(stem learns ,est t&ro$g&
%orrect Ans'er
moti*ation ) e4tended practice ) feed,ac+
.o$r Ans'er
moti*ation ) e4tended practice ) feed,ac+
Q$estion
Ad*antages of learning organi7ations s&o$ld ,e
%orrect Ans'er
Free e4c&ange and flo' of information ) %ommitment to learning) personal de*elopment ) %limate of
openness and tr$st
.o$r Ans'er
Free e4c&ange and flo' of information ) %ommitment to learning) personal de*elopment ) %limate of
openness and tr$st
Tr$e/False
Q$estion
Morale is t&e s$m total of *ario$s p&(sical >$alities0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Principles and Practices of Management - F
Q$estion
"&at t(pe of ind$str( is cons$lting
%orrect Ans'er
@no'ledge
.o$r Ans'er
Specialist
Q$estion
"&ic& Indian p&arma compan( &as recentl( started an S2-
%orrect Ans'er
#an,a4(
.o$r Ans'er
#an,a4(
Select T&e 2lan+
Q$estion
33333333is a tool for corporate go*ernance0
%orrect Ans'er
comm$nication
.o$r Ans'er
comm$nication
Q$estion
"&at does control maintain ,et'een o$tp$t and effort-
%orrect Ans'er
E>$ili,ri$m
.o$r Ans'er
2alance
Tr$e/False
Q$estion
<ori7ontal co-ordination ta+es place side'a(s0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
"&o is t&e fat&er of t&e t&ree-needs t&eor(-
Mc%lelland
"&o disco*ered t&e E4pectanc( t&eor(-
?room
"&at is a ,asic need-
Food
?room
"&at is an esteem need-
Self-esteem
"&o propo$nded T&eor( S-
Mc8regor
Q$estion
T&e non-financial t(pe of moti*ators 'o$ld ,e
%orrect Ans'er
enco$ragement ) freedom ) recognition
.o$r Ans'er
enco$ragement ) freedom ) recognition
Select T&e 2lan+
Q$estion
!e' companies feel t&at33333333is t&e most appropriate t(pe of alliance0
%orrect Ans'er
9oint-*ent$re
.o$r Ans'er
9oint-*ent$re
Q$estion
"&at is t&at t&e cons$ltant m$st ,e a,le to recognise a,o$t t&e client5s f$t$re needs -
%orrect Ans'er
?ision
.o$r Ans'er
8oal
Select T&e 2lan+
Q$estion
Learning organi7ations are adapti*e to t&eir33333333en*ironment
%orrect Ans'er
e4ternal
.o$r Ans'er
e4ternal
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
?ipassana
Meditation
Meditation
?isionar(
Missionar(
Missionar(
@no'ledge "or+er
"isdom "or+er
"isdom "or+er
Tamas
#a=as
#a=as
@arma
Destin(
Destin(
Select T&e 2lan+
Q$estion
E*ent 33333333 &as *ario$s 33333333 opport$nities0
%orrect Ans'er
management
.o$r Ans'er
management
%orrect Ans'er
%areer
.o$r Ans'er
%areer
Q$estion
Some of t&e p$,lic ins$rance companies are
%orrect Ans'er
LI% ) Oriental Ins$rance ) 8eneral Ins$rance
.o$r Ans'er
LI% ) 8eneral Ins$rance ) Allian7 A8
Q$estion
Fedric+ "inslo' Ta(lorGs Mec&anism of Scientific Management incl$des
%orrect Ans'er
scientific tas+ setting ) planning t&e tas+ ) standardi7ation of tools and e>$ipments
.o$r Ans'er
scientific tas+ setting ) planning t&e tas+ ) standardi7ation of tools and e>$ipments
Select T&e 2lan+
Q$estion
nder t&e principles of effecti*e delegation) it is said t&at ne*er delegate and 333333330
%orrect Ans'er
Disappear
.o$r Ans'er
Disappear
Select T&e 2lan+
Q$estion
T&e &ig&er t&e 33333333 le*el of t&e emplo(ee) t&e lo'er t&e 33333333 satisfaction0
%orrect Ans'er
ed$cational
.o$r Ans'er
ed$cational
%orrect Ans'er
=o,
.o$r Ans'er
=o,
Q$estion
%orrect Ans'er
Anon(mo$s
.o$r Ans'er
Peter Dr$c+er
Select T&e 2lan+
Q$estion
33333333 is t&e res$lt of &$man limitation to t&e span of management0
%orrect Ans'er
Delegation
.o$r Ans'er
Delegation
Q$estion
Learning organi7ations m$st possess '&at t(pe of c$lt$re-
%orrect Ans'er
Learning
.o$r Ans'er
Learning
Select T&e 2lan+
Q$estion
A 33333333 faced ,( t&e retail ,$siness is t&e 33333333 aspect0
%orrect Ans'er
c&allenge
.o$r Ans'er
c&allenge
%orrect Ans'er
c$lt$ral
.o$r Ans'er
c$lt$ral
Q$estion
T&e different AGs of t&e ser*ice sector are
%orrect Ans'er
.o$r Ans'er
Q$estion
Some of t&e e4ternal factors t&at limit control are
%orrect Ans'er
go*t0 policies ) mar+et c&anges ) economic c&anges
.o$r Ans'er
go*t0 policies ) organi7ational policies ) mar+et c&anges
Tr$e/False
Q$estion
t&e &eart of administration is t&e directing f$nction0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Tr$e/False
Q$estion
Ser*ice denotes p&(sical transfer of goods0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Tr$e/False
Q$estion
For effecti*e control) different departments s&o$ld &a*e $niform s(stems of control0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Q$estion
As organi7ations increase t&eir prod$cts) mar+et di*ersit( etc) for '&at t(pe of people does t&e
demand increase-
%orrect Ans'er
8eneral Managers
.o$r Ans'er
8eneral Managers
Q$estion
T&e o,=ecti*e in corporate go*ernance are
%orrect Ans'er
s&are&olders *al$e ma4imi7ation ) gro't& ) sta,ilit(
.o$r Ans'er
s&are&olders *al$e ma4imi7ation ) gro't& ) sta,ilit(
Q$estion
!ame t&e department '&ic& pla(s a ma=or role in de*eloping a learning organi7ation
%orrect Ans'er
MIS
.o$r Ans'er
Sales
Q$estion
%omm$nication ,arriers in t&e international en*ironment are
%orrect Ans'er
Loss ,( transmission ) Loss ,( poor retention ) Poor listening
.o$r Ans'er
Loss ,( transmission ) Loss ,( poor retention ) Poor listening
Q$estion
"&at criterion is t&at '&ic& t&e S2 m$st meet '&ic& is neit&er too large nor too small-
%orrect Ans'er
Proper si7e
.o$r Ans'er
Proper si7e
Select T&e 2lan+
Q$estion
Management is a creati*e and33333333process0
%orrect Ans'er
contin$o$s
.o$r Ans'er
contin$o$s
Q$estion
%orrect Ans'er
.o$r Ans'er
Select T&e 2lan+
Q$estion
Indi*id$als &a*e different 33333333 of management categories s$c& as democratic) 33333333)
,$rea$cratic) etc0
%orrect Ans'er
st(les
.o$r Ans'er
st(les
%orrect Ans'er
a$tocratic
.o$r Ans'er
a$tocratic
Tr$e/False
Q$estion
Economic considerations do not affect t&e c&oice of span0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Q$estion
<o' man( e*ent management companies are t&ere in P$ne-
%orrect Ans'er
2B;
.o$r Ans'er
2B;
Tr$e/False
Q$estion
De*eloping effecti*e control is one of t&e 'ea+nesses of M2O
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
T&e s$mmar( of important trends in retailing are
%orrect Ans'er
mar+et concentration ) glo,al pla(ers *s0 local pla(ers ) non store retailing
.o$r Ans'er
mar+et concentration ) glo,al pla(ers *s0 local pla(ers ) non store retailing
Q$estion
"&o is t&e fat&er of Intelligence Q$otient -
%orrect Ans'er
Alfred 2ennet
.o$r Ans'er
Alfred 2ennet
Q$estion
#esearc& into t&e a*erage Indian ,$(ing &a,its &a*e ,ro$g&t a,o$t t&e follo'ing facts
%orrect Ans'er
t&e( prefer to pa( in cas& ) t&e( li+e to to$c& and feel t&e merc&andise ) t&e( 'ant attention to ,e
gi*en to all mem,ers of t&eir gro$p
.o$r Ans'er
t&e( prefer to pa( in cas& ) t&e( li+e to to$c& and feel t&e merc&andise ) t&e( 'ant attention to ,e
gi*en to all mem,ers of t&eir gro$p
Q$estion
"&ere is t&e attac+ on ,$siness families coming from
%orrect Ans'er
Transnationals
.o$r Ans'er
Transnationals
Select T&e 2lan+
Q$estion
Direction is a 33333333 f$nction performed ,( all t&e managers at all le*els of t&e organisation0
%orrect Ans'er
managerial
.o$r Ans'er
comple4
Q$estion
In t&e ins$rance sector t&e r$les go*erning Indian companies are
%orrect Ans'er
min0 paid $p capital of #s0 B ,illion ) domestic pla(er cannot ,e s$,sidiar( of foreign co0 ) no dealing in
non-ins$rance and non-life as single entit(
.o$r Ans'er
min0 paid $p capital of #s0 B ,illion ) 2HC e>$it( participation ) no dealing in non-ins$rance and non-
life as single entit(
Tr$e/False
Q$estion
De*elopment of t&e retail sector re>$ires a slo' c&ange in o$r mindset0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Tr$e/False
Q$estion
S$ccession planning is not a f$nction of t&e 2oard of Directors0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Tr$e/False
Q$estion
Indian ,$siness families are still a*oiding =oint *ent$res and tie-$ps0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Q$estion
#etailing categories ,ased on o'ners&ip arrangement 'o$ld ,e
%orrect Ans'er
S$per Mar+ets ) %ons$mer D$ra,les Stores ) Departmental Stores
.o$r Ans'er
S$per Mar+ets ) Departmental Stores ) S&opping Malls
Principles and Practices of Management - H
Q$estion
T&e follo'ing are t&e elements of control
%orrect Ans'er
a$t&orit( and +no'ledge ) g$idance and direction ) constraint and restraint
.o$r Ans'er
a$t&orit( and +no'ledge ) g$idance and direction ) constraint and restraint ) comparison and
correcti*eness
Select T&e 2lan+
Q$estion
periodicall(0
%orrect Ans'er
Feed,ac+
.o$r Ans'er
Feed,ac+
Q$estion
"&ic& t(pe of strategies do professional managers &elp organi7ations in c&al+ing o$t-
%orrect Ans'er
corporate
.o$r Ans'er
m$lti-disciplinar(
Tr$e/False
Q$estion
Deontological et&ics ,elie*e t&at mat$re persons &a*e inade>$ate capacit( to reason0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Tr$e/False
Q$estion
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
!ame t&e leading ad agencies in India t&at &a*e a separate e*ent section0
%orrect Ans'er
?igennet ) Ogil*( ) Mat&ers
.o$r Ans'er
?igennet ) Ogil*( ) Mat&ers
Q$estion
"&at 'o$ld ,e t&e percentage of e>$it( participation $nder t&e r$les go*erning foreign companies-
%orrect Ans'er
002H
.o$r Ans'er
002H
Select T&e 2lan+
Q$estion
Frederic "0Ta(lor5s middle name is 333333330
%orrect Ans'er
"inslo'
.o$r Ans'er
"inslo'
Select T&e 2lan+
Q$estion
%orrect Ans'er
Forecasting
.o$r Ans'er
Forecasting
Q$estion
Limitation of control are
%orrect Ans'er
.o$r Ans'er
e4ternal factors ) internal factors ) fi4ing of responsi,ilit(
Q$estion
T&e *ario$s tools emplo(ed ,( t&e companies to impro*e and s$stain emplo(ee morale
%orrect Ans'er
,$ilding of responsi,ilit( ) rotation of =o,s ) =o, enric&ment
.o$r Ans'er
retention of a$t&orit( ) ,$ilding of responsi,ilit( ) rotation of =o,s ) =o, enric&ment
Q$estion
International cons$ltanc( is said to ,e
%orrect Ans'er
8lamoro$s ) %&allenging ) Trend(
.o$r Ans'er
8lamoro$s ) Trend( ) #eliant
Select T&e 2lan+
Q$estion
M2O 'as in*ented ,( 333333330
%orrect Ans'er
Peter Dr$c+er
.o$r Ans'er
Peter Dr$c+er
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
Potential e4ternal opport$nities
%omplacenc( among ri*al firms
%omplacenc( among ri*al firms
2P#
2$siness process reengineering
2$siness process reengineering
TQM
Total >$alit( management
Total >$alit( management
Potential internal strengt&s
A distincti*e competence
A distincti*e competence
Q$estion
gr
%orrect Ans'er
@oont7 A O LDonell
.o$r Ans'er
@oont7 A O LDonell
Q$estion
Some of t&e management f$nctions mentioned ,( <enr( Fa(ol are 6
%orrect Ans'er
Planning ) %ontrol ) %o-ordination
.o$r Ans'er
Planning ) %ontrol ) %o-ordination
Tr$e/False
Q$estion
T&e $norgani7ed sector is mainl( concentrated in metropolitan cities0
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
%orrect Ans'er
%onfidence
.o$r Ans'er
%onfidence
Select T&e 2lan+
Q$estion
33333333 pro*ide all t(pes of &elp re>$ired to ma+e t&e ,$siness more efficient and profita,le0
%orrect Ans'er
%ons$ltants
.o$r Ans'er
%ons$ltants
Tr$e/False
Q$estion
Demand forecast is one of t&e pop$lar forecasts0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Tr$e/False
Q$estion
%omm$nication is a composite NaO information gi*en and recei*ed N,O a listening effort ,( some of
t&em in*ol*ed0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Q$estion
Some tips for impro*ing 'ritten comm$nication 'o$ld ,e
%orrect Ans'er
.o$r Ans'er
Tr$e/False
Q$estion
T&e t&eor( of 2$rea$crac( 'as first propo$nded ,( <enr( L08antt0
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
In '&ic& t(pe of income class) does t&e ins$rance sector &a*e to face t&e c&allenge of ma+ing
%orrect Ans'er
lo'er-middle
.o$r Ans'er
lo'er-middle
Q$estion
T&e different +inds of relations&ips for selecting t&e span of control 'o$ld ,e 6
%orrect Ans'er
One to one ) %ross relations&ip ) Direct gro$p
.o$r Ans'er
One to one ) %ross relations&ip ) Direct gro$p
Q$estion
Management is said to ,e t&e com,ination of t&ree factors) arts) science and t&e t&ird is
%orrect Ans'er
profession
.o$r Ans'er
profession
Q$estion
F$nctional a$t&orit( 'or+s onl( '&en)
%orrect Ans'er
.o$r Ans'er
Q$estion
T&e f$ndamental o,=ecti*e of corporate go*ernance is essentiall(
%orrect Ans'er
en&ancement of long term s&are&older *al$e
.o$r Ans'er
protecting t&e interest of ot&er s&are&olders
Tr$e/False
Q$estion
Polic( is s$pposed to ,e imm$ta,le) $nc&anging and eternal0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
A proced$re &as t&e follo'ing ad*antages
%orrect Ans'er
ens$res $niformit( of action ) increases co-ordination ) pro*ides good standard for t&e manage
.o$r Ans'er
Tr$e/False
Q$estion
Management is al'a(s defined as d(namic) $ni*ersal) e*er-c&anging s$,=ect0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
nder principle of effecti*e comm$nication '&at s&o$ld ,e f$ll( $nderstood ,( all concerned0
%orrect Ans'er
tas+s ) policies ) responsi,ilities
.o$r Ans'er
tas+s ) policies ) responsi,ilities
Q$estion
One of t&e pop$lar forecast is
%orrect Ans'er
Demand
.o$r Ans'er
Demand
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
@a$til(a
%onception of administration and management
Political) Social and Economic Management of state
S'ami ?i*e+ananda
Political) Social and Economic Management of state
Di*ine po'er to face c&allenges
Samart&a #amdas
Setting goals and accomplis&ing it0
%onception of administration and management
@ing A+,ar
%reator of social progress and prosperit(
Setting goals and accomplis&ing it0
Select T&e 2lan+
Q$estion
%ostliness of t&e 33333333 is t&e o*erriding factor determining t&e e4tent of decentrali7ation0
%orrect Ans'er
Decision
.o$r Ans'er
Staffing
Q$estion
"&at is essential for t&e management to get t&ings done in t&e organi7ation-
%orrect Ans'er
Delegation
.o$r Ans'er
Delegation
Tr$e/False
Q$estion
Indian companies ,eca$se of conf$sed stat$s &a*e lac+ed self-confidence0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Select T&e 2lan+
Q$estion
%&arles 2a,,age ,$ilt t&e first protot(pe of modern 333333330
%orrect Ans'er
%omp$ters
.o$r Ans'er
%omp$ters
Select T&e 2lan+
Q$estion
%ons$ltants m$st cond$ct diagnosis to redefine 333333330
%orrect Ans'er
Pro,lem
.o$r Ans'er
Pro,lem
Tr$e/False
Q$estion
Lo'er le*el managers need EQ most0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Q$estion
%ompanies see+ing to impro*e &a*e ta+en a plet&ora of initiati*es s$c& as
%orrect Ans'er
TQM
.o$r Ans'er
TQM
Q$estion
Some of t&e limitations of ,$siness planning are
%orrect Ans'er
Time %ons$ming ) E4pensi*e de*ice ) <ea*( cost of planning
.o$r Ans'er
Time %ons$ming ) E4pensi*e de*ice ) <ea*( cost of planning
Select T&e 2lan+
Q$estion
E*ents are occ$rrences designed for 33333333 interests0
%orrect Ans'er
mar+eting
.o$r Ans'er
mar+eting
Select T&e 2lan+
Q$estion
Positi*e moti*ation ma+es people 'illing to do t&eir 'or+ in t&e ,est 'a( t&e( can and impro*e t&eir
333333330
%orrect Ans'er
performance
.o$r Ans'er
prod$cti*it(
Q$estion
To '&ic& practice is t&e term 1corporate go*ernance1 gi*en-
%orrect Ans'er
Management
.o$r Ans'er
Management
Select T&e 2lan+
Q$estion
nder t&e t(pes of moti*ators) non-financial moti*ators are enco$ragement) freedom 333333330
%orrect Ans'er
recognition
.o$r Ans'er
recognition
Principles and Practices of Management - ;
Tr$e/False
Q$estion
8ood moti*ation lead to lo' morale0 <ig& morale is t&e manifestation of a 'ea+ or defecti*e
moti*ating process0
%orrect Ans'er
False
.o$r Ans'er
False
Tr$e/False
Q$estion
%orrect Ans'er
False
.o$r Ans'er
False
Select T&e 2lan+
Q$estion
T&e 33333333 principle) '&ic& is t&e in&erent process in organi7ation t&ro$g& '&ic& a$t&orit() t&e
antecedent co-coordinati*e principle) permeates t&e entire organi7ed str$ct$re0
%orrect Ans'er
Scalar
.o$r Ans'er
Scalar
Q$estion
Learning organi7ations m$st cope 'it& c&allenge and 6-
%orrect Ans'er
ncertaint(
.o$r Ans'er
ncertaint(
Q$estion
<o' man( e*ent management companies are t&ere in P$ne-
%orrect Ans'er
2B;
.o$r Ans'er
2B;
Q$estion
%orrect Ans'er
Place
.o$r Ans'er
Place
Q$estion
<$man t&o$g&ts are classified as 6-
%orrect Ans'er
Inacti*e ) Acti*e ) Transacti*e
.o$r Ans'er
Inacti*e ) Acti*e ) Transacti*e
Q$estion
"&ic& of t&e options mentioned ,elo' 'o$ld ,e categori7ed as a Franc&isee store-
%orrect Ans'er
Foot'ear stores
.o$r Ans'er
Foot'ear stores
Q$estion
T&e process of forecasting is ,ased on 6-
%orrect Ans'er
F$t$re trends ) %$rrent anal(sis ) Past performance
.o$r Ans'er
F$t$re trends ) %$rrent anal(sis ) Prod$ction trends forecasts
Q$estion
T&e c&aracteristics of +no'ledge 'or+er 'o$ld ,e 6-
%orrect Ans'er
Egoistic ) #ig&t conscio$s
.o$r Ans'er
<$m,le ) D$t( conscio$s ) #ig&t conscio$s
Q$estion
An( morale impro*ement programme of management m$st em,race t&e follo'ing r$les 6-
%orrect Ans'er
Enco$rage initiati*e ) #espect indi*id$al ) 2e fair and =$st
.o$r Ans'er
#espect indi*id$al ) 2e fair and =$st ) Enco$rage initiati*e
Q$estion
%orrect Ans'er
Legal
.o$r Ans'er
Legal
Q$estion
Management is
%orrect Ans'er
%reati*e
.o$r Ans'er
%reati*e
Q$estion
!ame t&e speciali7ation '&ere t&e economists consider necessar( for efficienc( in t&e $se of la,o$r 6-
%orrect Ans'er
Di*ision of 'or+
.o$r Ans'er
Di*ision of 'or+
Tr$e/False
Q$estion
Decreased prod$cti*it( is a cost of lo' IQ0
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
%orrect Ans'er
Profession
.o$r Ans'er
Profession
Q$estion
Management is
%orrect Ans'er
M$ltidisciplinar(
.o$r Ans'er
M$ltidisciplinar(
Q$estion
!ame t&e department '&ic& pla(s a ma=or role in de*eloping a learning organi7ation 6-
%orrect Ans'er
MIS
.o$r Ans'er
<#M
Select T&e 2lan+
Q$estion
O,=ecti*es5 is a 'ider term and 33333333 is part and parcel of it0
%orrect Ans'er
Mission
.o$r Ans'er
?ision
Tr$e/False
Q$estion
T&e non-e4ec$ti*e directors on t&e ,oard of t&e compan( s&o$ld ,e ;0C0
%orrect Ans'er
Tr$e
.o$r Ans'er
False
Q$estion
!ame t&e flags&ip companies $nder t&e 2$siness famil( 1M$n=als1 6-
%orrect Ans'er
.o$r Ans'er
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
@no'ledge ,ased decision-ma+ing0
Professional managers ma( &a*e onl( salar(-sta+e
Management can ,e applied e*er('&ere
Management is d(namic
%&anges as per time
%&anges as per time
Manager does not re>$ire an( specific >$alification
Q$estion
%orrect Ans'er
Peter Dr$c+er
.o$r Ans'er
Peter Dr$c+er
Q$estion
"&o is t&e 5fo$nder of <$man #elation5-
%orrect Ans'er
Elton Ma(o
.o$r Ans'er
Elton Ma(o
Q$estion
"&at s&o$ld ,e incl$ded in t&e ne' go*ernance c&arter-
%orrect Ans'er
Q$alified and independent a$dit committee
.o$r Ans'er
#e'ards for corporate go*ernance
Select T&e 2lan+
Q$estion
Managers s&o$ld ,e effecti*e 33333333 so t&at t&e( ma( infl$ence t&e acti*ities of s$,ordinates
'it&o$t dissatisf(ing t&em0
%orrect Ans'er
Leaders
.o$r Ans'er
Leaders
Tr$e/False
Q$estion
Post$re5 and O,ser*ance5 are not incl$ded $nder t&e 5(ogic5 e4ercises
%orrect Ans'er
False
.o$r Ans'er
False
Select T&e 2lan+
Q$estion
Management is a creati*e and 33333333 process0
%orrect Ans'er
%ontin$o$s
.o$r Ans'er
%ontin$o$s
Select T&e 2lan+
Q$estion
%&arles 2a,,age ,$ilt t&e first protot(pe of modern 333333330
%orrect Ans'er
%omp$ters
.o$r Ans'er
%omp$ters
Q$estion
T&e term 5span of control5 is also referred to as6-
%orrect Ans'er
Span of management ) Span of s$per*ision ) Span of a$t&orit(
.o$r Ans'er
Span of management ) Span of s$per*ision ) Span of a$t&orit(
Select T&e 2lan+
Q$estion
33333333 is practiced li+e all ot&er managerial f$nctions at all le*els of management0
%orrect Ans'er
All le*el e4ercise
.o$r Ans'er
All le*el decision ma+ing
Q$estion
E*er( person &as different 'a(s and means of performing art) similarl() e*er( indi*id$al &as different
st(les of management and t&ese are categori7ed as 6-
%orrect Ans'er
Democratic ) A$tocratic ) 2ea$rocratic
.o$r Ans'er
Democratic ) A$tocratic ) 2ea$rocratic
Q$estion
"&o is t&e fat&er of Intelligence Q$otient -
%orrect Ans'er
Alfred 2ennet
.o$r Ans'er
Alfred 2ennet
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
Management re>$ires learning
Art re>$ires +no'ledge
Science is de*eloped
O*er a period of time
Management is '&at management does
Management as a discipline
<as no centrali7ed r$le-ma+ing a$t&orit(
T&at manages a ,$siness
Management is a m$ltip$rpose organ
Management is $nderstood ,( performance
Tr$e/False
Q$estion
Parting 'it& a$t&orit( means parting 'it& friends&ip0
%orrect Ans'er
False
.o$r Ans'er
False
Tr$e/False
Q$estion
Indian companies ,eca$se of conf$sed stat$s &a*e lac+ed self-confidence0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
#esearc& indicates t&at t&e lim,ic s(stem learns ,est t&ro$g& 6-
%orrect Ans'er
Moti*ation ) E4tended practice ) Feed,ac+
.o$r Ans'er
Moti*ation ) Feed,ac+ ) #esponse
Q$estion
According to A,ra&am Maslo') &$man needs can ,e classified into &o' man( t(pes-
%orrect Ans'er
Fi*e
.o$r Ans'er
Fi*e
Q$estion
"&ic& of t&e options ,est descri,es t&e emplo(ment capacit( of t&e retailing sector- It is t&e 6-
%orrect Ans'er
Second largest emplo(er after agric$lt$re
.o$r Ans'er
Largest emplo(er of people in t&e co$ntr(
Q$estion
In '&ic& t(pe of income class) does t&e ins$rance sector &a*e to face t&e c&allenge of ma+ing
%orrect Ans'er
Lo'er-middle
.o$r Ans'er
Lo'er-middle
Select T&e 2lan+
Q$estion
33333333 organi7ations &a*e s(stems) mec&anisms and processes in place0
%orrect Ans'er
Learning
.o$r Ans'er
Modern
Q$estion
gr
%orrect Ans'er
@oont7 A O LDonell
.o$r Ans'er
@oont7 A O LDonell
Select T&e 2lan+
Q$estion
T&e Indian cons$mer 'as s&(ing a'a( from larger formal stores and s$permar+et c&ains ,eca$se of
lo'/lac+ of 333333330
%orrect Ans'er
Per capita income
.o$r Ans'er
Per capita income
Tr$e/False
Q$estion
Fear among managers is not a ,arrier to delegation of a$t&orit(0
%orrect Ans'er
False
.o$r Ans'er
False
Tr$e/False
Q$estion
Foc$s on sa*ings and &ig& ,argaining interests of t&e cons$mer is an o,stacle in retail de*elopment in
India0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Select T&e 2lan+
Q$estion
<enr( Fa(ol finds 33333333 and responsi,ilit( to ,e related) 'it& t&e latter arising from t&e former0
%orrect Ans'er
A$t&orit(
.o$r Ans'er
A$t&orit(
Q$estion
T&e +e( management processes in t&e learning organi7ations 'o$ld ,e 6-
%orrect Ans'er
%ompetitor anal(sis ) Performance meas$rement ) %apa,ilit( planning
.o$r Ans'er
%ompetitor anal(sis ) Performance meas$rement ) %apa,ilit( planning
Principles and Practices of Management - :
Q$estion
%orrect Ans'er
Anon(mo$s
.o$r Ans'er
Anon(mo$s
Tr$e/False
Q$estion
Emotional distress s&rin+s 'or+ing memor(0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Select T&e 2lan+
Q$estion
A ne' sector &as emerged in modern times) +no'n as 33333333 management0
%orrect Ans'er
E*ent
.o$r Ans'er
E*ent
Q$estion
A direct conse>$ence of retailing &as ta+en place d$e to t&e emergence of 6-
%orrect Ans'er
Apparel retailing stores ) P&armace$tical retailing stores ) 2oo+s) M$sic and Lifest(le retailing stores
.o$r Ans'er
Apparel retailing stores ) P&armace$tical retailing stores ) 2oo+s) M$sic and Lifest(le retailing stores
Q$estion
%orrect Ans'er
Transnational
.o$r Ans'er
Transnational
Q$estion
"&at t(pe of s+ills does management re>$ire-
%orrect Ans'er
%oncept$al ) <$man relations ) Tec&nical
.o$r Ans'er
%oncept$al ) <$man relations ) Tec&nical
Q$estion
Management is
%orrect Ans'er
%reati*e
.o$r Ans'er
%reati*e
Q$estion
!ame t&e ,oo+s on management 'ritten ,( Peter Dr$c+er 6-
%orrect Ans'er
Frontiers of Management ) T&e practice of management ) Management) tas+s) responsi,ilit(
.o$r Ans'er
Dr$c+er on Asia ) Frontiers of Management ) Management) tas+s) responsi,ilit(
Tr$e/False
Q$estion
Act$ar( is one '&o speciali7es in t&e mat&ematics of ins$rance0
%orrect Ans'er
Tr$e
.o$r Ans'er
False
Q$estion
%orrect Ans'er
Profession
.o$r Ans'er
Profession
Tr$e/False
Q$estion
1Meas$ring Intellect$al %apital1 is one of t&e e4amples of performance meas$rement0
%orrect Ans'er
Tr$e
.o$r Ans'er
False
Q$estion
%orrect Ans'er
Legal
.o$r Ans'er
Legal
Select T&e 2lan+
Q$estion
Indi*id$als are enco$raged to de*elop 33333333) to spea+ o$t) to c&allenge actions0
%orrect Ans'er
Ideas
.o$r Ans'er
8oals
Q$estion
"&at is t&e set-$p of an organi7ation-
%orrect Ans'er
#elations&ips
.o$r Ans'er
#elations&ips
Select T&e 2lan+
Q$estion
Morale is t&e term $s$all( applied to armed forces d$ring 'ar time and at&letics teams0 It refers to
team spirit and 33333333 of people for a common p$rpose0
%orrect Ans'er
Toget&erness
.o$r Ans'er
Toget&erness
Tr$e/False
Q$estion
T&e essence of control is t&at it is aimed at res$lts and not necessaril( at people as s$c&0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
Ser*ices are defined as t&e art and science of managing 6-
%orrect Ans'er
T&e e4pectations of ot&ers ) T&e e4periences of people ) T&e demands of t&e c$stomer
.o$r Ans'er
T&e e4pectations of ot&ers ) T&e demands of t&e c$stomer ) People and t&eir reso$rces
Q$estion
?irt$o$s acts incl$de6-
%orrect Ans'er
<onest( ) Integrit( ) Tolerance
.o$r Ans'er
<onest( ) Tolerance ) Leaders&ip
Tr$e/False
Q$estion
International artists5 performance in India is diminis&ing in recent times0
%orrect Ans'er
False
.o$r Ans'er
False
Tr$e/False
Q$estion
T&e ser*ice sector &as not corporatised itself0
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
"&ic& segment of e*ent management &as t&e potential to gross t&e largest in India-
%orrect Ans'er
Li*e entertainment
.o$r Ans'er
Talent ,an+
Q$estion
Fe' of t&e management principles gi*en ,( <enr( Fa(ol are6-
%orrect Ans'er
A$t&orit( and responsi,ilit( ) Di*ision of 'or+ ) Discipline
.o$r Ans'er
Di*ision of 'or+ ) Discipline ) A$t&orit( and responsi,ilit(
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
Management re>$ires learning
Science is de*eloped
Management as a discipline
Management is a m$ltip$rpose organ
Management is $nderstood ,( performance
Q$estion
To ,ecome a s$ccessf$l cons$ltant) name t&e s+ill re>$ired 6-
%orrect Ans'er
!egotiation
.o$r Ans'er
E4perience
Q$estion
Ad*antages of S25s are 6-
%orrect Ans'er
Q$ic+ response to en*ironmental c&anges ) Increased foc$s on prod$cts and mar+et ) Facilitating
de*elopment of 8eneral Managers
.o$r Ans'er
Q$ic+ response to en*ironmental c&anges ) Increased foc$s on prod$cts and mar+et ) Facilitating
de*elopment of 8eneral Managers
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
T$ric&
<ero gro$p
<ero gro$p
I!8 8ro$p
?(asa 2an+
?(asa 2an+
STA!DA#D LIFE
<DF%
<DF%
AMP
Sanmar
Sanmar
Tr$e/False
Q$estion
According to S'ami ?i*e+ananda people &a*e int$ition or sacred po'er to face diffic$lt tas+0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
T&e famil( o'ned ,$sinesses li+e Tata and 2irla) also face ma=or fears li+e 6-
%orrect Ans'er
.o$r Ans'er
Q$estion
In t&e *ario$s *ers$s of 8ita) t&ere are man( practical messages for '&ic& le*el of people in
management-
%orrect Ans'er
Leaders ) Team leaders
.o$r Ans'er
Leaders
Q$estion
T&e potential e4ternal t&reats faced ,( an organi7ation are 6-
%orrect Ans'er
Entr( of lo' cost foreign pla(ers ) Ad*erse demograp&ic c&anges ) Slo'er mar+et gro't&
.o$r Ans'er
Entr( of lo' cost foreign pla(ers ) Ad*erse demograp&ic c&anges ) Faster mar+et gro't&
Q$estion
<o' man( r$les go*ern Indian and Foreign ins$rance companies-
%orrect Ans'er
B2
.o$r Ans'er
B2
Select T&e 2lan+
Q$estion
Management as a discipline is t&e f$nction of 333333330
%orrect Ans'er
%reati*it(
.o$r Ans'er
%reati*it(
Q$estion
"&at re>$ire a &ig& le*el of optimism and persistence despite re=ection-
%orrect Ans'er
Self-Moti*ation
.o$r Ans'er
Self-Moti*ation
Select T&e 2lan+
Q$estion
<enr( Fa(ol 'as trained as a 33333333 engineer0
%orrect Ans'er
Mining
.o$r Ans'er
Mining
Select T&e 2lan+
Q$estion
33333333 is t&e res$lt of &$man limitation to t&e span of management0
%orrect Ans'er
Delegation
.o$r Ans'er
Organi7ation
Select T&e 2lan+
Q$estion
In management process) t&e most misinterpreted 'ord is 333333330
%orrect Ans'er
Organi7ing
.o$r Ans'er
Planning
Select T&e 2lan+
Q$estion
To en&ance emotional intelligence) 33333333 m$st refoc$s t&eir training to incl$de t&e lim,ic
s(stem0
%orrect Ans'er
Organisations
.o$r Ans'er
Organisations
Tr$e/False
Q$estion
Ta= Ma&al are li*ing s(m,ols of 5creation and res$lt of management practices50
%orrect Ans'er
Tr$e
.o$r Ans'er
False
Tr$e/False
Q$estion
T&e strategic factor in social integration is t&e de*elopment and selection of leaders0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
%orrect Ans'er
Peter Dr$c+er
.o$r Ans'er
Peter Dr$c+er
Q$estion
%orrect Ans'er
Place
.o$r Ans'er
Place
Q$estion
gr
%orrect Ans'er
@oont7 A O LDonell
.o$r Ans'er
@oont7 A O LDonell
Select T&e 2lan+
Q$estion
33333333 esta,lis&es) ca$se and effect relations&ip0
%orrect Ans'er
Science
.o$r Ans'er
Science
Select T&e 2lan+
Q$estion
2$siness 33333333 is t&e calc$lation of pro,a,le e*ents to pro*ide against f$t$re0
%orrect Ans'er
Forecasting
.o$r Ans'er
%ontrolling
Tr$e/False
Q$estion
T&e tec&ni>$e of control is associated 'it& planning) as a part of scientific management0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
T&e ma=or ,oo+s on social and political anal(sis ,( Peter Dr$c+er are 6-
%orrect Ans'er
T&e f$t$re of ind$strial man ) T&e age of discontin$it( ) Dr$c+er on Asia
.o$r Ans'er
T&e f$t$re of ind$strial man ) T&e age of discontin$it( ) Dr$c+er on Asia
Q$estion
!ame t&e *ario$s c&aracteristics of science 6-
%orrect Ans'er
Organi7ed +no'ledge ) %a$se and effect relations&ip ) Predicti*e po'er
.o$r Ans'er
Organi7ed +no'ledge ) %a$se and effect relations&ip ) Predicti*e po'er
Principles and Practices of Management - Q
Q$estion
T&e e4ternal en*ironmental factors t&at infl$ence management are
%orrect Ans'er
Economic ) Political ) Tec&nological
.o$r Ans'er
Economic ) Political ) Tec&nological
Tr$e/False
Q$estion
E*ent management &as to pa( onl( entertainment ta4 not t&e ser*ice ta40
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
!ame t&e ser*ice '&ic& &as t'o prime necessities li+e co-ordination and infiltration0
%orrect Ans'er
Staff
.o$r Ans'er
Staff
Select T&e 2lan+
Q$estion
33333333 decisions relate to t&e da( to da( operations of t&e enterprise generall( ta+en ,( middle
and lo'er le*el management0
%orrect Ans'er
Operati*e
.o$r Ans'er
Organisational
Q$estion
S$ccessf$l cons$ltants s&o$ld promote t&eir cons$ltanc( t&ro$g& '&at -
%orrect Ans'er
!et'or+
.o$r Ans'er
!et'or+
Tr$e/False
Q$estion
Decision-Ma+ing is a process of ma+ing a c&oice of poor alternati*es0
%orrect Ans'er
False
.o$r Ans'er
False
Select T&e 2lan+
Q$estion
M2O 'as in*ented ,( 333333330
%orrect Ans'er
Peter Dr$c+er
.o$r Ans'er
Peter Dr$c+er
Q$estion
Profession re>$ires definite period of '&at-
%orrect Ans'er
Learning
.o$r Ans'er
Practice
Q$estion
2arriers to delegation of a$t&orit( 'o$ld ,e 6
%orrect Ans'er
Lac+ of tr$st in s$,ordinates ) Fear of loosing stat$s ,( managers ) O*er-confidence among managers
.o$r Ans'er
Lac+ of tr$st in s$,ordinates ) Prompt decision ma+ing ) O*er-confidence among managers
Q$estion
Organi7ation is apart of '&ic& t(pe of s(stem-
%orrect Ans'er
Social
.o$r Ans'er
Scientific
Q$estion
Da*id % Mc %elland identified t&ree moti*es t&ose are
%orrect Ans'er
Affiliation ) Po'er ) Ac&ie*ement
.o$r Ans'er
Affiliation ) Po'er ) Ac&ie*ement
Q$estion
International cons$ltanc( is said to ,e
%orrect Ans'er
8lamoro$s ) %&allenging ) Trend(
.o$r Ans'er
8lamoro$s ) %&allenging ) #eliant
Select T&e 2lan+
Q$estion
Fail$re to gi*e 33333333 to goal setters is a 'ea+ness of M2O0
%orrect Ans'er
g$idelines
.o$r Ans'er
g$idelines
Tr$e/False
Q$estion
Management is t&e com,ination of Arts)Science and Profession0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Select T&e 2lan+
Q$estion
nder t&e t(pes of moti*ators) non-financial moti*ators are enco$ragement) freedom 333333330
%orrect Ans'er
recognition
.o$r Ans'er
recognition
Q$estion
"&o said) t&e &eart of administration is t&e directing f$nction0
%orrect Ans'er
Dimoc+
.o$r Ans'er
Dimoc+
Tr$e/False
Q$estion
Management is t&at important process '&ic& contin$es till t&e o,=ecti*es set ,( t&e administrator are
act$all( ac&ie*ed0
%orrect Ans'er
Tr$e
.o$r Ans'er
False
Tr$e/False
Q$estion
%omm$nication is a composite NaO information gi*en and recei*ed N,O a listening effort ,( some of
t&em in*ol*ed0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Q$estion
%orrect Ans'er
.o$r Ans'er
Q$estion
One of t&e +e( feat$res of ser*ices is t&at t&e( are
%orrect Ans'er
intangi,le
.o$r Ans'er
non-peris&a,le
Select T&e 2lan+
Q$estion
T&e process of control is complete onl( '&en t&e organisation ta+e 33333333 action0
%orrect Ans'er
correcti*e
.o$r Ans'er
effecti*e
Q$estion
T&e factors coming $nder p&ilosop&( of scientific management are6
%orrect Ans'er
%o-operation ) Ma4im$m o$tp$t ) <armon(
.o$r Ans'er
%o-operation ) Ma4im$m o$tp$t ) <armon(
Q$estion
"&o is t&e most effecti*e person are ali+e in one cr$cial 'a() t&e( all &a*e a &ig& degree of emotional
intelligence0
%orrect Ans'er
Entreprene$r
.o$r Ans'er
Entreprene$r
Q$estion
T&e acti*ities of t&e comm$nicator '&ile comm$nicating a message 'ill incl$de)
%orrect Ans'er
ideation ) encoding ) transmission
.o$r Ans'er
encoding ) response ) transmission
Q$estion
%orrect Ans'er
.o$r Ans'er
Q$estion
Professional managers &elp organi7ations in c&al+ing o$t '&ic& t(pe of strategies-
%orrect Ans'er
%orporate
.o$r Ans'er
%orporate
Select T&e 2lan+
Q$estion
33333333pro*ides a corporate responsi,ilit( and it is t&e application of a pro*en and s(stematic
,od( of +no'ledge0
%orrect Ans'er
Profession
.o$r Ans'er
Management
Tr$e/False
Q$estion
Management as a discipline needs certificate of practice0
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
For most &i-tec& ser*ice ind$stries t&e ma=or components are
%orrect Ans'er
Infrastr$ct$re ) @no'ledge ) la,o$r
.o$r Ans'er
Infrastr$ct$re ) @no'ledge ) Information tec&nolog(
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
Management
%reati*e
D(namic
Professional Manager
D(namic
Profession
Art
S+ill
Science
%ode of %ond$ct
Profession
%reati*e
Predicti*e Po'er
Science
S+ill
Tr$e/False
Q$estion
Science is a ,od( of organi7ed +no'ledge
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Select T&e 2lan+
Q$estion
periodicall(0
%orrect Ans'er
Feed,ac+
.o$r Ans'er
Appropriate
Q$estion
It is said t&at comm$nication is a meaningf$l
%orrect Ans'er
interaction
.o$r Ans'er
interaction
Q$estion
"&at does t&e ins$rance compan( compensate for if and '&en t&e e*ent ins$red against an incident
occ$rs-
%orrect Ans'er
Losses
.o$r Ans'er
Losses
Q$estion
Management e4ists at '&ic& le*els of t&e organi7ation-
%orrect Ans'er
All
.o$r Ans'er
All
Tr$e/False
Q$estion
T&e Indian cons$mer does not see s&opping as an end in itself0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Tr$e/False
Q$estion
#etailers cannot =$st ta+e t&eir glo,al retailing formats and tr( to transpose t&em onto t&e India
scenario0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
One of t&e factors '&ic& learning organi7ations possess is a climate of openness and t&e ot&er factor is
%orrect Ans'er
tr$st
.o$r Ans'er
tr$st
Q$estion
It is one of t&e good control s(stem '&ic& not onl( points o$t t&e de*iations ,$t also pinpoints t&em
'&ere t&e( are important to its operations is
%orrect Ans'er
Foc$s on strategic points
.o$r Ans'er
Foc$s on strategic points
Tr$e/False
Q$estion
Profession needs certificate of practice
%orrect Ans'er
Tr$e
.o$r Ans'er
False
Tr$e/False
Q$estion
5Span of control5 is also referred to as span of management0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Tr$e/False
Q$estion
Learning from mista+es is often more po'erf$l t&an learning from s$ccess0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
T&e p&ilosop&( of ?edanta is compared to '&ic& animal in t&e dream of t&e person) '&o 'a+es t&e
dreamer and ma+es (o$ realise (o$r self disco*ered realit(0
%orrect Ans'er
Lion
.o$r Ans'er
Lion
Select T&e 2lan+
Q$estion
T&e statement 1"e sell for Less1 is deli,eratel( am,ig$o$s) it raises t&e >$estionI 5Less t&an '&at5)
t&is is called as) 33333333 to comm$nication0
%orrect Ans'er
Semantic ,arrier
.o$r Ans'er
Semantic ,arrier
Tr$e/False
Q$estion
T&e t&eor( of 2$rea$crac( 'as first propo$nded ,( <enr( L08antt0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
Ma+ing sense of sit$ations
organi7ing information and t&o$g&ts
organi7ing information and t&o$g&ts
%reati*it(
,rainstorming) associating ideas
em,edding ne' +no'ledge into mental models
In>$ir(
inter*ie'ing) see+ing information
inter*ie'ing) see+ing information
Ma+ing c&oices
deciding co$rses of actions
deciding co$rses of actions
Select T&e 2lan+
Q$estion
Learning from mista+es is often more po'erf$l t&an learning from333333330
%orrect Ans'er
S$ccess
.o$r Ans'er
S$ccess
Principles and Practices of Management - 2
Q$estion
%orrect Ans'er
Legal
.o$r Ans'er
Legal
Q$estion
In addition to Place) La,or and Mone( '&ic& ot&er internal en*ironment Factor infl$ences
Management-
%orrect Ans'er
Mac&ines
.o$r Ans'er
Mac&ines
Q$estion
!ame t&e p&(sical aspects of an enterprise0
%orrect Ans'er
!ame ) Location ) Address
.o$r Ans'er
!ame ) Manpo'er ) Address
Q$estion
"&at is it t&at in comm$nication s&o$ld not ,e done in *ac$$m) instead ot&er people s&o$ld ,e
cons$lted0
%orrect Ans'er
planning
.o$r Ans'er
planning
Q$estion
%ertain important moti*ational tec&ni>$es are
%orrect Ans'er
Monetar( incenti*es ) 9o,-,ased tec&ni>$es ) M2O tec&ni>$es
.o$r Ans'er
Sec$rit( tec&ni>$e ) Monetar( incenti*es ) M2O tec&ni>$es
Q$estion
T&e concept of S2 incl$des
%orrect Ans'er
$nrelated prod$cts and ,$sinesses t&at are separated ) t&e fact t&at eac& S2 &as its o'n %EO ) a
scientific met&od of gro$ping t&e ,$siness
.o$r Ans'er
$nrelated prod$cts and ,$sinesses t&at are separated ) t&e fact t&at eac& S2 &as its o'n %EO ) a
scientific met&od of gro$ping t&e ,$siness
Tr$e/False
Q$estion
Decision-ma+ing is a primar( part of t&e managerial process0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
Of '&ic& t(pe of +no'ledge is science a ,od( of-
%orrect Ans'er
Organi7ed
.o$r Ans'er
Assimilated
Q$estion
T(pes of degree of delegations are6
%orrect Ans'er
.o$r Ans'er
Tr$e/False
Q$estion
T&e $norgani7ed sector is mainl( concentrated in metropolitan cities0
%orrect Ans'er
False
.o$r Ans'er
False
Tr$e/False
Q$estion
Learning organi7ations s&o$ld imitate a tas+ force0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
Learning organi7ations m$st cope 'it& c&allenge and
%orrect Ans'er
$ncertaint(
.o$r Ans'er
$ncertaint(
Select T&e 2lan+
Q$estion
LP8 stands for li,erali7ation) 33333333 and glo,ali7ation0
%orrect Ans'er
Pri*ati7ation
.o$r Ans'er
Pri*ati7ation
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
Empat&(
Social effecti*eness
Alfred 2ennet
Daniel 8oleman
Q$estion
E*er( compan( $nderta+es t&e process of forecasting ,( *ario$s competent a$t&orities '&ic& can ,e
listed as
%orrect Ans'er
%II ) #2I ) %MIE
.o$r Ans'er
%II ) #2I ) %MIE
Q$estion
%orrect Ans'er
Process
.o$r Ans'er
Process
Select T&e 2lan+
Q$estion
T&e concept of *al$e and t&e concept of ma4imi7ation of *al$e are related to33333333concept of
Et&ics0
%orrect Ans'er
%onse>$entialism
.o$r Ans'er
%onse>$entialism
Select T&e 2lan+
Q$estion
E*ents are occ$rrences designed for 33333333 interests0
%orrect Ans'er
mar+eting
.o$r Ans'er
mar+eting
Q$estion
Management is p$rposef$l and '&at-
%orrect Ans'er
8oal oriented
.o$r Ans'er
8oal oriented
Q$estion
%orrect Ans'er
Profession
.o$r Ans'er
Profession
Q$estion
Management is
%orrect Ans'er
M$ltidisciplinar(
.o$r Ans'er
M$ltidisciplinar(
Select T&e 2lan+
Q$estion
8eneral Ins$rance corporation 'as nationali7ed in333333330
%orrect Ans'er
BDF2
.o$r Ans'er
BDF2
Tr$e/False
Q$estion
Planning and control are closel( interrelated and t&e( do not determine t&e acc$rac( of decision-
ma+ing0
%orrect Ans'er
False
.o$r Ans'er
False
Tr$e/False
Q$estion
T&ere are t&ree central ideas associated 'it& conse>$entialism0
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
!ame one of t&e factors t&at go*ern t&e span of management0
%orrect Ans'er
T(pe of 'or+
.o$r Ans'er
T(pe of 'or+
Q$estion
#etailing categories ,ased on o'ners&ip arrangement 'o$ld ,e
%orrect Ans'er
.o$r Ans'er
Q$estion
Science is a ,od( of '&ic& t(pe of @no'ledge-
%orrect Ans'er
Organi7ed
.o$r Ans'er
Assimilated
Tr$e/False
Q$estion
Peter Dr$c+er *ario$s p$,lications &a*e sold a,o$t ; -H million copies 'orld'ide0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Select T&e 2lan+
Q$estion
Latest approac& signifies organi7ation &as a part of 33333333 s(stem0
%orrect Ans'er
Social
.o$r Ans'er
Social
Select T&e 2lan+
Q$estion
!ecessit( of control in ,$siness organisation arises d$e to n$m,er of factors) one of '&ic& is
33333333 of organisations t&emsel*es0
%orrect Ans'er
comple4it(
.o$r Ans'er
comple4it(
Q$estion
"&ic& of t&e options ,est descri,es t&e emplo(ment capacit( of t&e retailing sector- It is t&e
%orrect Ans'er
second largest emplo(er after agric$lt$re
.o$r Ans'er
second largest emplo(er after agric$lt$re
Select T&e 2lan+
Q$estion
33333333organi7ations &a*e s(stems) mec&anisms and processes in place0
%orrect Ans'er
Learning
.o$r Ans'er
Learning
Tr$e/False
Q$estion
Indian ,$siness families are still a*oiding =oint *ent$res and tie-$ps0
%orrect Ans'er
False
.o$r Ans'er
False
Select T&e 2lan+
Q$estion
nder t&e principles of effecti*e delegation) it is said t&at ne*er delegate and 333333330
%orrect Ans'er
Disappear
.o$r Ans'er
Disappear
Tr$e/False
Q$estion
In principle t&e c&airman and t&e %8O &a*e t&e same role to pla(0
%orrect Ans'er
False
.o$r Ans'er
Tr$e
Tr$e/False
Q$estion
?alenc( is t&e e4tent to '&ic& t&e o$tcome of t&e acti*it( and its s$ccess matters to t&e indi*id$al 0
NLe*el of moti*ation U ?alenc( 4 E4pectanc(O
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
Ad*antages of delegation of a$t&orit( 'o$ld ,e6
%orrect Ans'er
.o$r Ans'er
Q$estion
A ,$siness $nit m$st meet specific criteria) if it 'ants to ,e called an S20 T&ese are
%orrect Ans'er
.o$r Ans'er
Q$estion
"&at does Maslo' propo$nd a,o$t t&e fi*e needs -
%orrect Ans'er
<ierarc&(
.o$r Ans'er
<ierarc&(
Q$estion
!ame t&e tec&ni>$e '&ic& is said to ,e a plo( or a f$t$re co$rse of action0
%orrect Ans'er
Strateg(
.o$r Ans'er
Strateg(
Select T&e 2lan+
Q$estion
33333333 is t&e a,ilit( to sense) $nderstand and effecti*el( appl( emotion0
%orrect Ans'er
Emotional Intelligence
.o$r Ans'er
Emotional Q$otient
Q$estion
"&o ,$ilt t&e first practical mec&anical calc$lator and predicted t&e speciali7ation of mental 'or+-
%orrect Ans'er
%&arles 2a,,age
.o$r Ans'er
%&arles 2a,,age
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
Management and Leaders&ip st$dies
?al$e ,ased management
S'ami 2$d&ananda
Ma&ars&i Instit$te of Management
Eig&teen centres in India and A,road
Eig&teen centres in India and A,road
Amritanandama(i Mat&5s centre
Dr0 S0@0 %&a+ra,ort(
?al$e ,ased management
Indian ?edanta P&ilosop&(
S'ami 2$d&ananda
Dr0 S0@0 %&a+ra,ort(
Q$estion
Some of t&e p$,lic ins$rance companies are
%orrect Ans'er
.o$r Ans'er
Tr$e/False
Q$estion
Foc$s on sa*ings and &ig& ,argaining interests of t&e cons$mer is an o,stacle in retail de*elopment in
India0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Select T&e 2lan+
Q$estion
2rands are associated 'it& lifest(les and people5s333333330
%orrect Ans'er
aspirations
.o$r Ans'er
aspirations
Q$estion
Management is
%orrect Ans'er
%reati*e
.o$r Ans'er
%reati*e
Principles and Practices of Management - B
Tr$e/False
Q$estion
Management is al'a(s defined as d(namic) $ni*ersal) e*er-c&anging s$,=ect0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Tr$e/False
Q$estion
A ,$dget as a plan of statement of e4pected res$lts is e4pressed in n$merical terms0
%orrect Ans'er
Tr$e
.o$r Ans'er
False
Q$estion
!ame t&e leading e*ent management companies in India
%orrect Ans'er
Midas ) Pinnacle ) "i7craft
.o$r Ans'er
Midas ) Pinnacle ) "i7craft
Q$estion
%orrect Ans'er
Anon(mo$s
.o$r Ans'er
Anon(mo$s
Q$estion
A proced$re &as t&e follo'ing ad*antages
%orrect Ans'er
.o$r Ans'er
Q$estion
"&at is it t&at can ,e descri,ed as a readiness to co-operate 'arml( in t&e tas+ and p$rposes of a
gi*en gro$p organisation0
%orrect Ans'er
Morale
.o$r Ans'er
%o-ordination
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
Disclos$res
transparent
transparent
S&are&older democrac(
m(t& in India
m(t& in India
Planning
,oard of directors
in*est time and efforts
Tr$st
corporate go*ernance
f$nction of ,oard
Select T&e 2lan+
Q$estion
T&e retailing sector in India &as ,een >$ite333333330
%orrect Ans'er
staid and ,oring
.o$r Ans'er
staid and ,oring
Q$estion
India &as ,een e4periencing t&e $ni>$e strangle&old of o$r33333
%orrect Ans'er
traditional +irana stores
.o$r Ans'er
traditional +irana stores
Q$estion
Emotional Q$otient increases 'it& age commonl( +no'n as
%orrect Ans'er
mat$rit(
.o$r Ans'er
mat$rit(
Select T&e 2lan+
Q$estion
T&e ser*ice sector &as e4panded ,eca$se of t&e *irt$al stagnation of t&e33333333sector0
%orrect Ans'er
agric$lt$ral
.o$r Ans'er
agric$lt$ral
Q$estion
Span of management depends $pon t&e a,ilit( of '&om-
%orrect Ans'er
Emplo(ees
.o$r Ans'er
Enterprise
Q$estion
"&at 'o$ld essentiall( s&ape t&e gro't& and f$t$re of an( econom(-
%orrect Ans'er
Ade>$ate and >$alit( corporate go*ernance
.o$r Ans'er
Ade>$ate and >$alit( corporate go*ernance
Q$estion
%orrect Ans'er
Peter Dr$c+er
.o$r Ans'er
Peter Dr$c+er
Select T&e 2lan+
Q$estion
%orrect Ans'er
Forecasting
.o$r Ans'er
Forecasting
Select T&e 2lan+
Q$estion
Limitations of ,$siness planning is t&at it &as ,een considered as time cons$ming and 33333333
de*ice0
%orrect Ans'er
e4pensi*e
.o$r Ans'er
ris+
Q$estion
%orrect Ans'er
.o$r Ans'er
Q$estion
gr
%orrect Ans'er
@oont7 A O LDonell
.o$r Ans'er
@oont7 A O LDonell
Select T&e 2lan+
Q$estion
Management as a discipline does not re>$ire an(33333333of practice0
%orrect Ans'er
certificate
.o$r Ans'er
certificate
Select T&e 2lan+
Q$estion
33333333is at t&e core of corporate go*ernance0
%orrect Ans'er
tr$st
.o$r Ans'er
tr$st
Tr$e/False
Q$estion
Financial instit$tions s&o$ld maintain a close relations&ip to see+ a seat on t&e ,oard0
%orrect Ans'er
False
.o$r Ans'er
False
Tr$e/False
Q$estion
"rong medi$m of comm$nication is a p&(sical ,arrier0
%orrect Ans'er
False
.o$r Ans'er
False
Q$estion
%orrect Ans'er
Place
.o$r Ans'er
Place
Q$estion
Ser*ices are defined as t&e art and science of managing
%orrect Ans'er
t&e e4pectations of ot&ers ) t&e e4periences of people ) t&e demands of t&e c$stomer
.o$r Ans'er
t&e e4pectations of ot&ers ) t&e e4periences of people
Q$estion
!ame t&e t&ree important 8eneric %ompetiti*e Strategies0
%orrect Ans'er
O*erall cost leaders&ip ) Differential ) Foc$s
.o$r Ans'er
Differential ) Foc$s ) Strateg(
Tr$e/False
Q$estion
Delegation and decentrali7ation are closel( related to eac& ot&er0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
It is said 1%ontrolling can not ta+e place in a *ac$$m1) '&ic& means t&ere can ,e no controlling
'it&o$t pre*io$s
%orrect Ans'er
planning
.o$r Ans'er
direction
Tr$e/False
Q$estion
Morale is t&e s$m total of *ario$s p&(sical >$alities0
%orrect Ans'er
False
.o$r Ans'er
False
Select T&e 2lan+
Q$estion
Direction is a 33333333 f$nction performed ,( all t&e managers at all le*els of t&e organisation0
%orrect Ans'er
managerial
.o$r Ans'er
managerial
Q$estion
Principles of effecti*e delegation are6
%orrect Ans'er
.o$r Ans'er
Train t&e s$,ordinates ) Appropriate reporting s(stem
Select T&e 2lan+
Q$estion
33333333) 'ea+ness) t&reats) opport$nities are t&e long form S"OT anal(sis0
%orrect Ans'er
strengt&
.o$r Ans'er
Strengt&
Q$estion
To ,e called an S2) a ,$siness $nit m$st meet specific criteria s$c& as
%orrect Ans'er
&a*ing a defina,le gro$p of competitors ) &a*ing a mission similar to ot&er S2s ) preparing its o'n
integrated plans
.o$r Ans'er
&a*ing a defina,le gro$p of competitors ) &a*ing its o'n mission and goals ) preparing its o'n
integrated plans
Q$estion
%orrect Ans'er
#ig&t s$ccessor ) St$m,ling self confidence ) Lac+ of professional management
.o$r Ans'er
#ig&t s$ccessor ) St$m,ling self confidence ) Lac+ of professional management ) Simplicit( in
restr$ct$ring
Matc& T&e Follo'ing
Q$estion
%orrect Ans'er
.o$r Ans'er
Apple( L
Management is management of people and not t&e direction of t&ings
Management is management of people and not t&e direction of t&ings
Definition of Management
Management is management of men) mone() mac&iner() materials and information
Management is management of men) mone() mac&iner() materials and information
@oont7 and O5Donell
Management is t&e creation and maintenance of internal en*ironment in an enterprise
Management is t&e creation and maintenance of internal en*ironment in an enterprise
Peter Dr$c+er
Management is a m$lti-p$rpose organ t&at manages a ,$siness) manages 'or+ers and 'or+
Management is a m$lti-p$rpose organ t&at manages a ,$siness) manages 'or+ers and 'or+
Select T&e 2lan+
Q$estion
33333333 are at a minim$m '&ere t&e morale is &ig&0
%orrect Ans'er
8rie*ances
.o$r Ans'er
8rie*ances
Tr$e/False
Q$estion
t&e &eart of administration is t&e directing f$nction0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Q$estion
Empat&( is partic$larl( important toda( as a component of leaders&ip for t&e follo'ing
%orrect Ans'er
.o$r Ans'er
Q$estion
!ame t&e flags&ip companies $nder t&e gro$p of 1Adit(a 2irla1
%orrect Ans'er
<indalco ) Indo-8$lf Fertili7ers ) 2irla %orporation
.o$r Ans'er
<indalco
Q$estion
Fredric+ "inslo' Ta(lor5s Mec&anism of scientific management incl$des)
%orrect Ans'er
Scientific tas+ setting ) Planning tas+ setting ) Standardi7ation of tools
.o$r Ans'er
Scientific tas+ setting ) Planning tas+ setting ) Standardi7ation of tools
Q$estion
F$t$re of Ins$rance sector 'o$ld ,e
%orrect Ans'er
ne' pla(ers ta+ing o*er t&e mar+et ) impro*ed c$stomer ser*ice ) strong &old of nationali7ed pla(ers
.o$r Ans'er
ne' pla(ers ta+ing o*er t&e mar+et ) impro*ed c$stomer ser*ice ) strong &old of nationali7ed pla(ers
Q$estion
To '&ic& practice is t&e term 1corporate go*ernance1 gi*en-
%orrect Ans'er
Management
.o$r Ans'er
Management
Q$estion
A senior famil( mem,er and tr$sted professional manager acts as '&at to t&e ,$siness families scions
trained a,road and t&en ret$rn to ta+e o*er t&e ,$siness0
%orrect Ans'er
mentor
.o$r Ans'er
mentor
Select T&e 2lan+
Q$estion
8o*t0 ser*ices comprise33333333) defence and social goods0
%orrect Ans'er
p$,lic administration
.o$r Ans'er
ser*ice sector
Tr$e/False
Q$estion
nit( of command means t&at emplo(ees s&o$ld recei*e orders from one s$perior onl(0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e
Tr$e/False
Q$estion
Post$re5 and O,ser*ance5 are not incl$ded $nder t&e 5(ogic5 e4ercises
%orrect Ans'er
False
.o$r Ans'er
False
Select T&e 2lan+
Q$estion
Management is a creati*e and33333333process0
%orrect Ans'er
contin$o$s
.o$r Ans'er
contin$o$s
Tr$e/False
Q$estion
E*er( manager in an organisation gi*es direction to &is s$,ordinates as a s$perior and recei*es
direction as s$,ordinate from &is s$perior0
%orrect Ans'er
Tr$e
.o$r Ans'er
Tr$e

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Principles and Practices of Management

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Principles and Practices of Management - 20

LIST OF ATTEMPTED QESTIO!S A!D A!S"E#S

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