1)Define Management and explain the level of management

(Jan 2020 – 8 marks) (2018)

Ans:- Management is distinct process consisting of planning,
organizing, actuating & controlling performance to determine &
accomplish the objectives by the use of people & resources.
LEVELS OF MANAGEMENT
 People in an organization are arranged in an hierarchy and
they all have the relationship of superior-subordinates.
 Every manager in an organization performs all five
management functions.
 The relative importance of these functions varies along the
managerial levels.
 There may be as many levels in the organization as the
number of superiors in a line of
 command. Some of these levels are merged into one on
the basis of nature of functions performed and authority
enjoyed.
 E.F.L. Brech has classified management levels into three
categories – Top Management, Middle Management and
Supervisory/Lower Level as shown in fig
 Top management of an organization consists board of
directors, chairman and chief executive officer. Top level
management determines goals and objectives. It performs
overall planning,
organizing, staffing, directing and controlling. It integrates
organization with environment, balances the interest groups
and is responsible for overall results.
 Middle management stands between top management
and supervisory management level. Middle level
management establishes programs for department and
carries out functions for achieving specific goals. The other
functions of middle level management are training and
development of employees, integrating various parts of
the department.
 Supervisory management is concerned with efficiency in
using resources of the organization. A supervisor is an

executor of policies and procedures making a series of

decisions with well-defined and specified premises.
2)List and explain the various functions of management
(Jan 2020 – 8 marks) (2019 – 8
marks)(2018)
1) Planning:
 Planning is the primary function of management. It
is looking ahead and preparing for the future. It
determines in advance what should be done. It is
conscious determination of future course of action.
 Planning is a function which is performed by
managers at all levels – top, middle and
supervisory. Plans made by top management for
the organization as a whole may cover periods as
long as five to ten years, whereas plans made by
low level managers cover much shorter periods

1) Organizing:
 Organizing is the distribution of work in group-wise
or section-wise for effective performance. Once the
managers have established objectives and
developed plans to achieve them, they must design
and develop a human organization that will be able
to carry out those plans successfully.
 Organizing involves dividing work into convenient
tasks or duties, grouping of such duties in the form
 of positions, grouping of various positions into
departments and sections, assigning duties to
individual positions and delegating authority to
each position so that the work is carried out as
planned.

1) Staffing:
 Staffing involves managing various positions of the
organizational structure. It involves selecting and
placing the right person at the right position.
 Staffing includes identifying the gap between
manpower required and available, identifying the
sources from where people will be selected,
selecting people, training them, fixing the financial
compensation and appraising them periodically.
The success of the organization depends upon the
successful performance of staffing function.

(4) Directing: Planning, organizing and staffing functions

are concerned with the preliminary
work for the achievement of organizational objectives
The actual performance of the task starts with the
function of direction. This function can be called by various
names namely “leading”, “directing”, “motivating”,
“activating” and so on.

5)Controlling:
 Planning, organizing, staffing and directing are
required to realize organizational objectives. To
ensure that the achieved objectives confirm to the
pre-planned objectives control function is necessary.
 Control is the process of checking to determine
whether or not proper progress is being made
towards the objectives and goals and acting if
necessary to correct any deviations. Control involves
three elements:
 (a) Establishing standards of performance.
(b) Measuring current performance and comparing it
against the established standard.
(c) Taking action to correct any performance that does not
meet those standards.

6)Innovation:
1. Innovation means creating new ideas which may be
either results in the development of new products or
finding new uses for the old ones. A manager who
invents new products is an innovator. A salesman
 who persuades Eskimos to purchase refrigerator is an
innovator. One has to note that innovation is not a
separate function but a part of planning.

(7) Representation:
2. A manager has to spend a part of his time in
representing his organization before various groups
which have some stake in the organization. A
manager has to be act as representative of a
company. He has dealings with customers, suppliers,
government officials, banks, trade unions and the like.
It is the duty of every manager to have good
relationship with others.

3)Briefly explain the principles of organization. (Jan 2020-

15scheme – 8 marks ) (Jan 2020 –
17scheme -14 marks) (2019- 8 marks) (2018)
1)Objective:-
 Must have common goal which must be followed by
everyone working under
 If not various departments will set their own goal and
possiblity of conflict
2) Specialization
 Every individual should be assigned a duty according to his
skill and qualifications
 The person should continue the same work so that he
should specialize in same field
3)Authority and responsibility
 Every individual is given to work done
 Authority can be delegated (transferred) but responsibility
lies with man who has been given work
 Authority flow downward in line
4) Balance:-
 Every person should be given only that work which he can
perform
 If person owerwork and other is underworked then work
suffers
5) Efficiency
 Organization structure should enable the enterprise to
function effectively and accomplish enterprise its goal at
lowrst possible cost

6)Unity of command
 Person should be answered to only boss only
  If person under one or more boss then there is likely hood
of conflict
7) Exception
 Top management should not interfere.Only interference if
something goes wrong
 Should let other work to lower level management
8) Simplicity:-
 Organizational structure should be simple so that each
person should understand
 Complex structure creates confusions
9)Span of control:
 Means how many subordinates can ne supervised under
supervisor
 No.of subordinates should be such that supervisor should
be able to control their work effectively
10) Scalar principal:-
 Also called chain of command from top management to
frontline
11) Delegation
 Authority should be delegated to lower level also
 Authority delegated should be equal to responsibility
  Inadequate delegatio often results in multiplication of staff
activity
12)Unity of direction
 There should be one objective and one plan for a group of
activities having the same objective.
 facilitates unification and coordination of activities at
various levels.
13)Personal Ability:
 As people constitute an organization, there is need for
proper selection, placement and training of staff. Further
 use of human resources and encourage management
development programmes
14) Acceptability:
 The structure of the organization should be acceptable to
the people who constitute it.
 Two things generally happen if people oppose the
structure: it is modified gradually by the people, or it is
used ineffectively.

4. Discuss steps involved in control process. (Jan 2020 – 8

marks)
1. Fixing the Control Standards / Objectives / Targets
 A standard is a criterion (base) which is used to measure
the performance of the subordinates. Standards may be of
two types, i.e. Quantitative Standards and Qualitative
Standards.
 Quantitative Standard can be easily defined and
measured.
 Qualitative Standard cannot be easily defined and
measured. It is better to have quantitative standards
because they are measurable. However,today there are
many new techniques for measuring qualitative standards.
 The standards should be as clear as possible. It should be
easily understood by both superiors and subordinates. The
responsibility of each individual should also be clearly
defined i.e. everyone should be responsible for achieving a
particular goal, objective, target, etc.
2) Measuring the Actual Performances
 After establishing the standards, the subordinates
should be provided with all the resources for performing
the job. They should be properly directed and motivated
to perform the job. Similarly, they should be properly
supervised.
 If the subordinated come under Theory X they require
maximum supervision. However, if they come, under
Theory Y then they require minimum supervision. After
they complete the job their performance should be
 carefully measured. There are many traditional and
modern techniques for measuring the performances of
subordinates
3) Comparision:-
 The actual performances of the subordinates are
compared with established standards, and then the
deviations are found out. The deviations which are found
out may be positive or negative.
 Positive Deviation means that the actual performances are
better than the established standards. Positive deviations
should be appreciated.
 Negative Deviation means that the actual performance is
less than the established standards. The management
should pay special attention to the negative deviation.
They should find out the causes of negative deviations.
4) Corrective Action
 After finding out the negative deviations and their causes,
the managers should take steps to correct these
deviations. Corrective actions should be taken promptly.
Corrective action may include, changing the standards,
providing better motivation, giving better training, using
better machines, etc. The management should take
essential steps to prevent these deviations in the future
5)Follow-up
 After taking corrective action, the management must do a
follow-up. Follow-up is done to find out whether the
corrective actions are taken properly. It also finds out
whether the deviations and their causes are removed. If
follow-up is done properly, then the actual performance
will be equal to or better than the established standards.

6. Discuss three types of leadership styles mentioning

their advantages and disadvantages. (Jan 2020 – 10
marks)
Authoritarian or autocratic
 This style is used when leaders tell their employees what
they want done and how they want it
accomplished, without getting the advice of their
followers.
 Some of the appropriate conditions to use it is when you
have all the information to solve the problem, you are
 short on time, and your employees are well motivated.
Some people tend to think of this style as a vehicle for
yelling, using demeaning language, and leading by threats
and abusing their power.
 This is not the authoritarian style, rather it is an abusive,
unprofessional style called ―bossing people around. It has
no place in a leader's repertoire. The authoritarian style
should normally only be used on rare occasions.
Advantage:
1. It allows for fast decisions to be made.
2. It improves overall communication
3.It improves productivity
4.It reduces employee stress
Disadvantages:
1.It creates a system of dependence
2.It creates lack of trust
3 It creates a work culture based on the leader

Participative (democratic)
 This style involves the leader including one or more
employees in the decision making process
(determining what to do and how to do it). However,
 the leader maintains the final decision making
authority.
 Using this style is not a sign of weakness, rather it is a
sign of strength that your employees will respect. This
is normally used when you have part of the
information, and your employees have other parts.
 Using this style is of mutual benefit — it allows them
to become part of the team and allows you to make
better decisions.
Advantages:
1.it encourages creativity
2.It strengthens the relationship of a team
3.it is a leadership style that anyone can participate
4.It improves job satisfaction
Disadvantages:
1.It can create negative emotions
2.It can lead to procrastination
3.It does not guarantee best solution
Delegative (free reign)
 In this style, the leader allows the employees to make
the decisions. However, the leader is still responsible
for the decisions that are made. This is used when
 employees are able to analyze the situation and
determine what needs to be done and how to do it.
 This is not a style to use so that you can blame others
when things go wrong, rather this is a style to be used
when you fully trust and confidence in the people
below you.
Advantages:-
1)the leadership style highlights the expertise of a
team
2)it creates more work place satisfaction
Disadvantages:-
1)This leadership style takes a background role on
projects
2)it shift possiblity of outcomes.
7. With the help of block diagram, explain Maslow’s Hierarchy
of needs theory (10 marks)(2019- 8
marks) (2018 – 8 marks)
According to Maslow, lower needs take priority. They must be
fulfilled before the others are activated. There is some basic
common sense here -- it's pointless to worry about whether a
given color looks good on you when you are dying of starvation,
or being threatened with your life. There are some basic things
that take precedence over all else.
Or at least logically should, if people were rational. But is that a
safe assumption? According to the theory, if you are hungry
and have inadequate shelter, you won't go to church. Can't do
the higher things until you have the lower things. But the poor
tend to be more religious than the rich. Both within a given
culture, and across nations. So the theory makes the wrong
prediction here. Or take education: how often do you hear "I
can't go to class today, I haven't had sex in three days!"? Do all
physiological needs including sex have to be satisfied before
"higher" needs?(Besides, wouldn't the authors of the Kama
Sutra argue that sex was a kind of self-expression more like art
than a physiological need? that would put it in the self-
actualization box). Again, the theory doesn't seem to predict
correctly. Cultural critique: Does Maslow's classification really
reflect the order in which needs are satisfied, or is it more
about classifying needs from a kind of "tastefulness"
perspective, with lofty goals like personal growth and creativity
at the top, and "base" instincts like sex and hunger at the
bottom? And is self-actualization actually a fundamental need?
Or just something that can be done if you have the leisure
time?
Alderfer's ERG theory
Alderfer classifies needs into three categories, also ordered
hierarchically:
• growth needs (development of competence and realization of
potential)
• relatedness needs (satisfactory relations with others)
• existence needs (physical well-being)
This is very similar to Maslow -- can be seen as just collapsing
into three tiers. But maybe a bit more rational. For example, in
Alderfer's model, sex does not need to be in the bottom
category as it is in Maslow's model, since it is not crucial to (the
individual's) existence. (Remember, this about individual
motivation, not species' survival.) So by moving sex, this theory
does not predict that people have to have sex before they can
think about going to school, like Maslow's theory does. Alderfer
believed that as you start satisfying higher needs, they become
more intense (e.g., the power you get the more you want
power), like an addiction. Do any of these theories have
anything useful to say for managing businesses? Well, if true,
they that
• Not everyone is motivated by the same things. It depends
where you are in the hierarchy (think of it as a kind of personal
development scale)
• The needs hierarchy probably mirrors the organizational
hierarchy to a certain extent: top managers are more likely to
motivated by self-actualization/growth needs than existence
needs. (but try telling Bill Clinton that top executives are not
motivated by sex and cheeseburgers...)

5). What is coordination? Explain the importance of

coordination (2019- 8 marks)

Co-ordination is the unification, integration, synchronization of

the efforts of group members so as to provide unity of action in
the pursuit of common goals
The basic function of coordination in an enterprise is the same
as that of an orchestra conductor who directs the activities of
the orchestra party in such a manner that it produces harmony
in music. Likewise the coordinator of an enterprise also directs
the activities of the group in such a manner that it brings
harmonious and unified actions to achieve common purpose.
Like the orchestra conductor, a manager also performs the
function of securing and maintaining unity of direction
throughout the organization. The management of a modern
enterprise is based on the principles of division of labour and
specialization. Jobs are broken down into single repetitive tasks
and are entrusted to individuals either working in the same
department or in different department of the enterprise. Mere
application of specialization is not enough. With the jobs
specialized and jobs divided among units, coordination
becomes necessary. Coordination is the management of
interdependence in work situations. It is an orderly
synchronization of the interdependent efforts of individuals. An
organization is a consciously coordinated system of cooperative
human endeavor focused towards achievement of certain
goals. Coordination is
intended to channelize cooperative efforts and behaviour of
people along organizationally determined lines and to contain
the possibilities of conflict within tolerable limits. An
organization represents a pooling of diverse resources and
facilities, adopted of diverse skills, techniques, processes and
practices determination and achievement of diverse goals and
initiation of diverse activities. Diversity demands unity. To
manage diversity means to bring about unity or unification.
Otherwise diversity is likely to lead to disintegration. The
managerial function of coordinator, strives for desired degree
of unity, without destroying diversity. Apart from
differentiation of activities and authority, organization goals are
differentiated into sub goals among various units and levels of
organization. Organizational goals are also operationalised into
strategies, policies, plans and programmes. There is a means-
end chain in the organization. At every level goals are
operationalised into means of achieving them. Means
of higher level units become the goals of next lower unit. There
is need for consistency and compatibility among the various
elements in the means- ends chain. Sub-goals are to contribute
to the overall goals. Means are to match ends. Short term goals
are to mesh in with long-term goals. The coordination is
important to achieve correlation between means and ends.

Explain various steps in decision making process, with a block

diagram. (Jan 2020 – 8 marks)(2018)
The importance of planning are as follows
1)Minimizes risk and uncertainty
 By providing a more rational, fact-based procedure for
making decisions, planning allows managers and
organizations to minimize risk and uncertainty. Planning
does not deal with future decisions, but in futurity of
present decisions.
  If a manager does not make any provision for the
replacement of plant and machinery, the problems he will
have to face after ten years can well be imagined. The
manager has a feeling of being in control if he has
anticipated some of the possible consequences and has
planned for them.
 It is like going out with an umbrella in cloudy weather. It is
through planning that the manger relates the uncertainties
and possibilities of tomorrow to the facts of today and
yesterday.
2)Focus attention on the organizations goals
 Planning helps the manger to focus attention on the
organizations goals and activities. This makes it easier to
apply and coordinate the resources of the organization
more economically.
 The whole organization is forced to embrace identical
goals and collaborate in achieving them. It enables the
manager to chalk out in advance an orderly sequence of
steps for the realization of organizations goals and to avoid
needless overlapping of activities.
3) Facilitates control
 In planning, the manager sets goals and develops plans
and to accomplish these goals. These goals and plans then
become standards against which performance can be
measured. The function of control is to ensure that
 activities conform to the plans. Thus control can be
exercised only if there are plans.
4)Primacy of planning:
Planning is the first and foremost function of manage-
ment, otherfunctions follow planning. What is not planned
cannot be organized and controlled. Planning establishes
the objectives and all other functions are performed to
achieve the objectives set by the planning process
(5) To increase organizational effectiveness:
Effectiveness implies that the organization is able to achieve its
objectives within the given resources. The resources are put in
a way which ensures maximum contribution to the
organizational objectives. Effectiveness leads to success.