Management Function & Behaviour

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Section-A

Q1… Leadership is the activity of influencing people to strive willingly for group
objectives.’’Explain the statement and list down the various leadership styles along with
examples?
ANS… Leadership is another important element of directing. It plays a very important role in the
success of an organisation.

Leadership can be defined as a process of influencing the behaviour of the people to voluntarily
act for attainment of organisational objectives. It is concerned with maintaining personal
relations with followers and motivates them to contribute for achieving goals of the organisation.

Definitions of Leadership:

“​Leadership is both a process and property. The process of leadership is the use of non coercive
influence to direct and coordinate the activities of the members of an organised group towards
the accomplishment of group objectivities. As a property, leadership is the set of qualities or
characteristics attributed to those who are perceived to successfully employ such influence.” ​Gay
and Strake
“​Leadership is the activity of influencing people to strive willingly for group objectives.”
George Terry
“Leadership is the art of or process of influencing people so that they will strive willingly and
enthusiastically towards the achievement of group goals.​” Harold Koontz and Heinz Weihrich
“​Leadership is a set of interpersonal behaviours designed to influence employees to cooperate in
the achievement of objectives.​” Glueck

Features of Leadership:

(i)​ Leadership is a process of influencing people.

(ii)​ It aims at bringing changes in behaviour of people.
(iii)​ It is a never ending or a continuous process.
(iv)​ Leadership is practiced to achieve organisational goals.
(v)​ It explains the relations between leaders and followers.

Importance of Leadership:

Leadership is an important factor in the success of an organisation. A leader not only provides
information about organisational goals but also pools the required resources, guides and
motivates his followers for achieving the organisational goals.

(i) Influences the Behaviour of People:

Leadership involves influencing the behaviour of the people and making them contribute their
full efforts for the good of an organisation.

(ii) Handles Conflicts:

A good leader helps in solving the conflicts among his followers and also removes their negative
feelings
.
(iii) Maintains Coordination:
A leader always maintains personal relations with his followers and provide them the required
confidence, support and encouragement. This helps in creating healthy working environment.

(iv) Introduces Changes:

A good leader helps in solving the problem of resistance to changes by inspiring and persuading
them to accept the changes without any discontentment.

(v) Provides Training:

A leader also makes arrangement for the training of his subordinates.

1. Explain the relevance of understanding individual behaviour, group behaviour, group

dynamics and organisation behaviour for a manager of an enterprise.
Ans.
Process theory of motivation: In an organizational context, groupthink and group behavior are
important concepts as they determine the cohesiveness and coherence of the organizational
culture and organizational communication. For instance, unless the HRD function communicates
the policies clearly and cogently, the employees would not participate and comply with them
wholeheartedly. Hence, molding group behavior is important for organizations. However, this
cannot be construed to mean that all employees must think and act alike. On the contrary,
innovation cannot happen when group behavior is the same across all levels. The point here is
that while organizations must strive for cohesiveness and coherence, they must not sacrifice the
principles of individual creativity and brilliance that are at the heart of organizational change and
innovation. In these turbulent times, there is a need for individuals to take a stand and be firm on
the direction that the organization seeks to take.

Of course, group behavior needs to be inculcated in organizations for the simple reason that
employees must conform to the rules and regulations that govern organizations. Hence, there is a
need for uniformity and consistency in the way organizational group behavior has to be molded.
Towards this end, groupthink and group behavior must be encouraged by the HRD function as a
means to ensure cohesiveness in the organization.

In the technology sector, we often find employees straight out of campuses behaving as though
they are still in college. While some of this freethinking and free wheeling spirit is good for
innovation, the HRD function must guard against the tendency to be flippant with the
organizational rules and procedures. Further, competitiveness can be encouraged but it should
not come at the expense of collaboration and cooperation that are at the heart of organizational
success.

On the flip side, group behavior can be detrimental to the organizational health as well. This
happens when the decisions of the top management are not challenged or are followed blindly
leading to the leadership thinking that whatever they do is right. We do not mean to say that
there must be fractious fights in the organization. On the other hand, there must be a space for
free expression of ideas and thoughts and true democratic decision making ought to take place.
Only when organizations inculcate these elements in their DNA can they succeed in the
competitive business landscape of the 21st century.

Finally, groupthink can be a powerful motivator as well as inhibitor. The motivating aspect
happens when because of groupthink; employees feel bonding with their peers and colleagues
and hence ensure that they give their best to the job. The inhibitor works when employees feel
that their individual creativity and brilliance are being sacrificed at the altar of conformity.
Hence, the leadership as well as the HRD function has their task cut out to ensure that group
behavior does more good than harm. There is a need for a nuanced and balanced approach
towards group behavior to leverage the individual creativity and at the same time not sacrifice
organizational cohesiveness and coherence.

2. Explain the henny Mintzberg’s framework of roles of manager. As per your opinion how
relevants the Mintzberg framework to explain the new roles of managers, responsibilities
and challenges faced by today’s managers? Elaborate
Ans.
As a manager, you probably fulfill many different roles every day.
For instance, as well as leading your team, you might find yourself resolving a conflict,
negotiating new contracts, representing your department at a board meeting, or approving a
request for a new computer system.

Put simply, you're constantly switching roles as tasks, situations, and expectations change.
Management expert and professor Henry Mintzberg recognized this, and he argued that there are
ten primary roles or behaviors that can be used to categorize a manager's different functions.

In this article, we'll examine these roles and see how you can use your understanding of them to
improve your management skills.

The Roles
Mintzberg published his Ten Management Roles in his book, "Mintzberg on Management: Inside
our Strange World of Organizations," in 1990.

The ten roles are:

· Figurehead.
· Leader.
· Liaison.
· Monitor.
· Disseminator.
· Spokesperson.
· Entrepreneur.
· Disturbance Handler.
· Resource Allocator.
· Negotiator.

From MINTZBERG ON MANAGEMENT by Henry Mintzberg. Copyright © 1989 by Henry

Mintzberg. Reprinted by permission of Free Press, a division of Simon & Schuster, Inc.

The 10 roles are then divided up into three categories, as follows:

Category Roles
Interpersonal Figurehead
Leader
Liaison

Informational Monitor
Disseminator
Spokesperson

Decisional Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Let's look at each of the ten managerial roles in greater detail.

Interpersonal Category
The managerial roles in this category involve providing information and ideas.

Figurehead – As a manager, you have social, ceremonial and legal responsibilities. You're
expected to be a source of inspiration. People look up to you as a person with authority, and as a
figurehead.
Leader – This is where you provide leadership for your team, your department or perhaps your
entire organization; and it's where you manage the performance and responsibilities of everyone
in the group.
Liaison – Managers must communicate with internal and external contacts. You need to be able
to network effectively on behalf of your organization.

Informational Category
The managerial roles in this category involve processing information.
Monitor – In this role, you regularly seek out information related to your organization and
industry, looking for relevant changes in the environment. You also monitor your team, in terms
of both their productivity, and their well-being.
Disseminator – This is where you communicate potentially useful information to your colleagues
and your team.
Spokesperson – Managers represent and speak for their organization. In this role you're
responsible for transmitting information about your organization and its goals to the people
outside it.

Decisional Category
The managerial roles in this category involve using information.
Entrepreneur – As a manager, you create and control change within the organization. This means
solving problems, generating new ideas, and implementing them.
Disturbance Handler – When an organization or team hits an unexpected roadblock, it's the
manager who must take charge. You also need to help mediate disputes within it.
Resource Allocator – You'll also need to determine where organizational resources are best
applied. This involves allocating funding, as well as assigning staff and other organizational
resources.
Negotiator – You may be needed to take part in, and direct, important negotiations within your
team, department, or organization.

3. Highlight any two theories of human motivation and explain them with examples.
Ans.
Motivation is one of the forces that lead to performance. Motivation is defined as the desire to
achieve a goal or a certain performance level, leading to goal-directed behavior. When we refer
to someone as being motivated, we mean that the person is trying hard to accomplish a certain
task. Motivation is clearly important if someone is to perform well; however, it is not sufficient.
Ability—or having the skills and knowledge required to perform the job—is also important and
is sometimes the key determinant of effectiveness. Finally, environmental factors such as having
the resources, information, and support one needs to perform well are critical to determine
performance. At different times, one of these three factors may be the key to high performance.
For example, for an employee sweeping the floor, motivation may be the most important factor
that determines performance. In contrast, even the most motivated individual would not be able
to successfully design a house without the necessary talent involved in building quality homes.
Being motivated is not the same as being a high performer and is not the sole reason why people
perform well, but it is nevertheless a key influence over our performance level.

So what motivates people? Why do some employees try to reach their targets and pursue
excellence while others merely show up at work and count the hours? As with many questions
involving human beings, the answer is anything but simple. Instead, there are several theories
explaining the concept of motivation. We will discuss motivation theories under two categories:
need-based theories and process theories

4. Failure to plan is plan.”elaborate the given statement and also criticize the importance
of planning in today’s dynamic business Environment.
Ans.
A financial plan with attainable goals and incessant assessment will give a comprehensive plan
with a guard to overcome the unforeseen circumstances. A successful plan will benefit you in
every way. With an unplanned activity, one will consume the savings or will increase the debt

Allah SWT is the best planner undoubtedly and due to his planning we may not see the benefits
upfront but with the passage of time the reward is much better and worthier than we expect.
Wealth planning and management is all about planning your existing and future life. For
achieving all the tasks of accumulation, purification, preserving, retirement and death, everything
needs its own proper and structured planning. No one can predict your future but indeed once
you plan it, the likelihood of losing is much less than the unplanned activity.
It’s more like
Planning the vehicle of your life with GPS to unknown location. The route may be longer but
you know your destination. Time spent on planning is a time well spent. Before planning and
managing your wealth, one should always be aware about the purpose and its goal which has to
be achieved from this planning; steps required for realization of these goals must be
synchronized according to your resources and properly streamlined.

Planning is an ongoing process and is not a one off process. Wealth manager (WM) must ensure
that planning must be given due importance to avoid the risk of unaccomplished goals and
requirements of the clients. No clients no dough, so planning will also help the WM to analyze
his own life goals. Good planning results in good wealth management means happy clients and
ultimately these seedlings will grow you some potential referrals.

Wealth manager must remain on top of the mind for planning for their clients. One must know
their goals and plan things according to them. Right planning with right efforts in the right
direction will always end up in the success of the plan. Every planning requires decisions that
what shape you want your future to be rather than being shaped by uninhibited events.

5. What is performance appraisal? Discuss the advantage of undertaking performance

appraisal.

Ans.
Performance Appraisal is the systematic evaluation of the performance of employees and to
understand the abilities of a person for further growth and development.
Advantages of performance appraisal:-
1. Promotion
2. Compensation
3. Employees Development
4. Selection validation
5. Communication
6. Motivation

Promotion: Performance Appraisal helps the supervisors to chalk out the promotion programmes
for efficient employees. In this regards, inefficient workers can be dismissed or demoted in case.
Compensation: Performance Appraisal helps in chalking out compensation packages for
employees. Merit rating is possible through performance appraisal. Performance Appraisal tries
to give worth to a performance. Compensation packages which includes bonus, high salary rates,
extra benefits, allowances and pre-requisites are dependent on performance appraisal. The
criteria should be merit rather than seniority.
Employees Development: The systematic procedure of performance appraisal helps the
supervisors to frame training policies and programmes. It helps to analyse strengths and
weaknesses of employees so that new jobs can be designed for efficient employees. It also helps
in framing future development programmes.
Selection Validation: Performance Appraisal helps the supervisors to understand the validity and
importance of the selection procedure. The supervisors come to know the validity and thereby
the strengths and weaknesses of selection procedure. Future changes in selection methods can be
made in this regard.
Communication: For an organization, effective communication between employees and
employers is very important. Through performance appraisal, communication can be sought for
in the following ways:
Through performance appraisal, the employers can understand and accept skills of subordinates.
The subordinates can also understand and create a trust and confidence in superiors.
It also helps in maintaining cordial and congenial labour management relationship.
It develops the spirit of work and boosts the morale of employees.
All the above factors ensure effective communication.

Motivation: Performance appraisal serves as a motivation tool. Through evaluating performance

of employees, a person’s efficiency can be determined if the targets are achieved. This very well
motivates a person for better job and helps him to improve his performance in the future.
6. What does leadership mean? Name and explain the various leadership style.
Ans.
The action of leading a group of people or an organization, or the ability to do this is called
leadership.
1. Laissez-Faire
A laissez-faire leader lacks direct supervision of employees and fails to provide regular feedback
to those under his supervision. Highly experienced and trained employees requiring little
supervision fall under the laissez-faire leadership style. However, not all employees possess
those characteristics. This leadership style hinders the production of employees needing
supervision. The laissez-faire style produces no leadership or supervision efforts from managers,
which can lead to poor production, lack of control and increasing costs.
2. Autocratic
The autocratic leadership style allows managers to make decisions alone without the input of
others. Managers possess total authority and impose their will on employees. No one challenges
the decisions of autocratic leaders. Countries such as Cuba and North Korea operate under the
autocratic leadership style. This leadership style benefits employees who require close
supervision. Creative employees who thrive in group functions detest this leadership style.
3. Participative
Often called the democratic leadership style, participative leadership values the input of team
members and peers, but the responsibility of making the final decision rests with the participative
leader. Participative leadership boosts employee morale because employees make contributions
to the decision-making process. It causes them to feel as if their opinions matter. When a
company needs to make changes within the organization, the participative leadership style helps
employees accept changes easily because they play a role in the process. This style meets
challenges when companies need to make a decision in a short period.
4. Transactional
Managers using the transactional leadership style receive certain tasks to perform and provide
rewards or punishments to team members based on performance results. Managers and team
members set predetermined goals together, and employees agree to follow the direction and
leadership of the manager to accomplish those goals. The manager possesses power to review
results and train or correct employees when team members fail to meet goals. Employees receive
rewards, such as bonuses, when they accomplish goals.
5. Transformational
The transformational leadership style depends on high levels of communication from
management to meet goals. Leaders motivate employees and enhance productivity and efficiency
through communication and high visibility. This style of leadership requires the involvement of
management to meet goals. Leaders focus on the big picture within an organization and delegate
smaller tasks to the team to accomplish goals.

Q Planning is the essence of management". Explain the purpose and steps involved In
planning process.
Ans.
Planning is the ​process of ​thinking about the activities required to achieve a desired ​goal​. It is
the first and foremost activity to achieve desired results. It involves the creation and maintenance
of a ​plan​, such as psychological aspects that require conceptual skills. There are even a couple of
tests to measure someone’s capability of planning well. As such, planning is a fundamental
property of intelligent behavior. An important further meaning, often just called "planning" is the
legal context of permitted building developments​.
Also, planning has a specific process and is necessary for multiple occupations (particularly in
fields such as ​management​, ​business​, etc.). In each field there are different types of plans that
help companies achieve efficiency and effectiveness. An important, albeit often ignored aspect of
planning, is the relationship it holds with forecasting. Forecasting can be described as predicting
what the future will look like, whereas planning predicts what the future should look like for
multiple scenarios. Planning combines forecasting with ​preparation of scenarios and how to react
to them. Planning is one of the most important project management and time management
techniques. Planning is preparing a sequence of action steps to achieve some specific goal. If a
person does it effectively, they can reduce much the necessary time and effort of achieving the
goal. A plan is like a map. When following a plan, a person can see how much they have
progressed towards their project goal and how far they are from their destination.

Purpose of planning process are as follows:

1. Facilitates Accomplishment of Objectives​: The aim of planning is to facilitate the attainment

of objectives. It focuses its attention on the objectives of the organization. It states the objectives
of each department in the organization and of the enterprise as a whole. This helps personnel to
see the enterprise in its entirety and see how their actions contribute to its ultimate goals.
Planning forces the managers to consider the future and revise its plans if necessary for
achieving the objectives.

2. ​Ensures Economy in Operations​: Since planning emphasizes efficient operation and

consistency, it minimizes costs and gains economical operation. Coordinated group effort, even
flow of work and deliberate decisions are due to planning.

3. ​Precedes Control​: Control involves those activities which are carried out to force events to
conform to plans. Plans serves as standards of performance. Control seeks to compare actual
performance with set standards. So control cannot be exercised without plans.

4. ​Provides for Future Contingency​: Planning is required because the future is uncertain.
Planning enables the management to look into the future and discover suitable alternative course
of action. Planning helps the management to have a clear-cut idea about the future and to frame a
suitable programme for action. Even when the future is highly certain, planning is essential to
decide the best course of action.

5. ​Facilitates Optimum Utilization of Resources​: Various resources that are relevant to an

organization namely, funds, physical resources, manpower, technological know-how, etc., are by
and large inadequate due to demand from competing organizations and have alternative uses.
This necessitates the organization to make the best possible use of resources. Planning facilitates
optimum use of available resources.

Steps of planning process are as follows:

Step # 1. Perception of Opportunities:

Perception of opportunities is not strictly a part of the planning process. But this awareness of
opportunities in the external environment as well as within the organisation is the real starting
point for planning. It is important to take a preliminary look at possible future opportunities and
see them clearly and completely.

Step # 2. Establishing Objectives:

This is the second step in the planning process. The major organisational and unit objectives are
set in this stage. This is to be done for the long term as well as for the short range. Objectives
specify the expected results and indicate the end points of what is to be done, where the primary
emphasis is to be placed and what is to be accomplished by the various types of plans.

Organisational objectives give direction to the major plans, which by reflecting these objectives
define the objective of every major department. Major objectives, in turn, control the objectives
of subordinate departments and so on down the line. In other words, objectives from a hierarchy.

Step # 3. Planning Premises:

After determination of organisational objectives, the next step is establishing planning premises
that is the conditions under which planning activities will be undertaken. Planning premises are
planning assumptions the expected environmental and internal conditions.

Thus planning premises are external and internal. External premises include total factors in task
environment like political, social, technological, competitors, plans and actions, government
policies. Internal factors include organisation’s policies, resources of various types, and the
ability of the organisation to withstand the environmental pressure. The plans are formulated in
the light of both external and internal factors.

The nature of planning premises differs at different levels of planning. At the top level, it is
mostly externally focused. As one moves down the organisational hierarchy the composition of
planning premises changes from external to internal. The major plans both old and new will
materially affect the future against which the managers at lower units must plan.

Step # 4. Identification of Alternatives:

The fourth step in planning is to identify the alternatives. Various alternatives can be identified
based on the organisational objectives and planning premises. The concept of various
alternatives suggests that a particular objective can be achieved through various actions.
For example, if an organisation has set its objectives to grow further, it can be achieved in
several ways like expanding in the same Field of business or product line diversifying in other
areas, joining hands with other organisations, or taking over another organisation and so on.
Within each category, there may be several alternatives.

Step # 5. Evaluation of Alternatives:

The various alternative course of action should be analysed in the light of premises and goals.
There are various techniques available to evaluate alternatives. The evaluation is to be done in
the light of various factors. Example, cash inflow and outflow, risks, limited resources, expected
pay back etc., the alternatives should give us the best chance of meeting our goals at the lowest
cost and highest profit.

Step # 6. Choice of Alternative Plans:

This is the real point of decision-making. An analysis and evaluation of alternative courses will
disclose that two or more .ire advisable and beneficial. The fit one is selected.

Step # 7. Formulation of Supporting Plan:

After formulating the basic plan, various plan are derived so as to support the main plan. In an
organisation there can be various derivative plans like planning for buying equipment, buying
raw materials, recruiting and training personal, developing new product etc. These derivative
plans are formulated out of the basic or main plan and almost invariably required to support the
basic plan.

Step # 8. Establishing Sequence of Activities:

After formulating basic and derivative plans, the sequence of activities is determined so those
plans are put into action. After decisions are made and plans are set, budgets for various periods
and divisions can be prepared to give plans more concrete meaning for implementation.

The overall budget of an enterprise represent the sum total of income and expenses, with
resultant profit or surplus, and budgets of major balance sheet items such as cash and capital
expenditures.

1. Some define management as getting things done through people . Do you think this
definition is adequate for the present day concept of management?

Ans-:

A simple definition of management that is often quoted and it sounds very simple. According to
this definition, managers do not do things they get other people to do things. If managing is an
individual ability to get things done, then it is not a problem. We can plan and perform things
according to our own convince and interests. When somebody else is involved and wants to get
things done through them, there is a difficulty. All sorts of problems arise; personalities come
into contact and conflict.

Interpersonal problems crop up. We have to understand the behavior of other people and must
have knowledge as to how to motivate them in order to get things done through them. We have
to consider the conveniences and interest of others also in planning and implementing things.

In getting things done through others, people have to be coaxed, they have to be shown, they
have to inspired, they have to be motivated and this is what management means. These activities
are performed not only by the people at the top but from the chairman of the board to the front
line supervisors and foremen. They use the above mentioned methods to get things done through
other people.

There are two ways of getting things done from the team. First one, which no one likes, is to give
strict orders and make the team do it. The second one is to make the team accountable for each
task so that you don’t need to force anything.

So, what does it take to bring the sense of accountability in the team? How do successful leaders
get their people to go over the board and achieve the results?

They care for people

No one likes to work for/with a brash and bossy manager. They are the ones who can get things
done, but only from machines. People following orders from a manager and spending their 8
hours working on them without blinking an eye! What else would you call them? Trust me, you
cannot expect any innovation from them.

They empower team members

Great leaders are always great with people. As the saying goes — “true leaders don’t create
followers, they create more leaders.”

You can expect a good leader to always empower each person in the team to strive for more.
And, they get them to do is by obliging them with responsibilities. They do it by showing trust in
each individual of the team.

They know when to bring a change

The most significant difference between a great leader and an ordinary one is their vision for
change. While regular managers don’t challenge things, great managers always look for change.
And, they bring the change for good.

2. Define personality , briefly state the personality traits that affect the behaviour of individual

Ans-:

Personality is the product of social interaction in group life. In society every person has different
traits such as skin, color, height and weight. They have different types of personalities because
individuals are not alike. It refers to the habits, attitudes as well as physical traits of a person
which are not same but have vary from group to group and society to society, everyone has
personality, which may be good or bad, impressive or unimpressive. It develops during the
process of socialization in a culture of a specific group or society. One cannot determine it of an
individual exactly because it varies from culture to culture and time to time. For example, a killer
is considered criminal in peace time and hero in war. The feeling and actions of an individual
during interaction moulds the personality. It is the sum of total behaviors of the individual and
covers both overt and covert behaviors, interests, mentality and intelligence. It is the sum of
physical and mental abilities and capabilities.

Personality has been derived from the Latin word “persona” which means “mask” used by the
actors to change their appearance. It is the combination of an individual thoughts, characteristics,
behaviors, attitude, idea and habits.

Personality affects all aspects of a person's performance, even how he reacts to situations on the
job. Not every personality is suited for every job position, so it's important to recognize
personality traits and pair employees with the duties that fit their personalities the best. This can
lead to increased productivity and job satisfaction, helping your business function more
efficiently.

Outgoing or Introverted

People with outgoing personalities often work best in positions where they get to interact with
others. These people can provide friendly and helpful customer service, and they can boost the
attitudes of other workers by being upbeat and happy. However, outgoing people might not
flourish in positions that keep them behind closed doors, separated from others. This might
include an information technology position that keeps them behind a computer all day or an
accounts payable job that doesn't require much interaction with vendors or other staff members.
Those jobs might be a better fit for people with more introverted personalities.

Work Ethic

A strong work ethic develops in employees who make their jobs a high priority. Some employees
might perform adequately, but without fervor or any indication they are at work for more than a
paycheck. Their work is likely mediocre and often turned in barely on time or late. Other
employees might work late to get projects done early and take the initiative to suggest new
projects or more efficient production methods. People with a weak work ethic often require more
management and oversight to keep them focused on their work, while people with a strong work
ethic typically work well with minimum oversight.

Attention to Detail

Some people are wired to think of the big picture, to see not only where your company is now
but where it could or should be in the future. They make creative, broad plans designed to keep
the company moving forward, and they think of new initiatives to solve existing problems.
However, they aren't usually good at executing the broad plans. That's where the detail-oriented
people come in; these people sometimes have trouble seeing a direction for the company that's
different from the existing direction, but if you give them a project, they execute the project to its
smallest detail. They are often highly organized and keep excellent records, so projects can be
recreated later if necessary. It takes both types of people to keep your company running
smoothly.

Motivation

Keep your employees running at full steam by understanding what motivates them. This is
sometimes difficult to figure out on your own, so it's best to ask, even during an interview. Some
people are motivated solely by money; if you dangle the promise of a raise or bonus, they are
likely to work harder. Other people prefer recognition among their peers, so celebrating their
successes at a staff luncheon or sending out a recognition email to the staff could keep those
employees working at full steam. Other people are self-motivated, able to work hard for the
personal satisfaction they receive when they finish well-done projects on time.

3. How to management principles are helpful in administrative management and organizational

management . Describe in detail.

Ans-:

The Importance of Management Principles for an Organisation!

Proper understanding of management principles is very necessary and helpful for managers as
these principles act as guidelines for managerial activities. By practising principles managers can
avoid various mistakes while dealing with people in the organisation.

The significance of management principles is due to following reasons:

(1) Providing managers with useful insight into reality:

Management principles act as guidelines for the managers. These principles improve knowledge,
ability and understanding of managers under various managerial situations. The effects of these
principles help the managers to learn from their mistakes. These principles guide managers to
take right decision at the right time.

(2) Optimum utilisation of resources:

The management principles insist on planned activities and systematic organisation of men and
materials in the organisation. Principles are designed to get maximum benefits from the human
efforts and other resources.

For example, scientific principles suggest to cut down the wasteful movements and setting up of
standard time to complete a task. By saving time, energy and efforts activities can be made
economical and result in maximum utilisation of resources.

(3) Scientific decisions:

Managers have to take number of decisions every day. So they need to assess the resources of
organisations very carefully so that the appropriate decision can be taken by using the available
resources in best possible manner. The management principles enable the managers to approach
various problems systematically and scientifically.

For example, Taylor’s principles always insisted on replacement of rule of thumb by scientific
approach i.e., he suggested to conduct the time study to set up the standard time required to
perform a job rather than leaving it at the discretion or will of manager.

(4) Meeting changing environment requirement:

Every businessman has to make changes in the organisation according to changes taking place in
the business environment. Management principles train the managers in implementing the
changes in right direction and at right level in the organisation. Although management principles
are relative and general guidelines yet by modifying these principles changes can be made in the
organisation.

(5) Effective administration:

Administration is the function of top level management. In this function major plans and policies
are formed. The management principles act as guidelines and base to form various administrative
policies to have systematic working in the organisation. Management principles make
administration more effective by discouraging personal prejudices and biases. These principles
insist on objectivity and scientific decisions.

For example, principle of unity of command, scalar chain, and unity of direction leads to
systematic and smooth functioning of the organisation as unity of command avoids confusion of
more bosses. Unity of direction unifies the efforts of all the employees in common direction and
scalar chain results in systematic flow of information. So all these principles definitely bring
effective and efficient administration.

(6) Fulfilling Social responsibilities:

A business is creation of society and makes use of resources of society so it must do something
for society also by performing some social responsibilities. Management principles not only act
as guidelines for achieving organisational objectives but these principles also guide the managers
to perform social responsibilities.

For example, the principle of fair remuneration insists on adequate salary to employees and takes
care of interest of employees also.

(7) Management Training, Education and Research:

The management principles stress on scientific judgements and logical thinking. As a result these
principles act as base of doing research and development in management studies. As these
principles provide organised body of knowledge to perform research work and generate more
and more knowledge, they have provided new ideas, imagination and base for research and
development.
Principles of management are at the core of management theories. These act as base for
management training and education.

4. Discuss the features of group . Explain the process of group development

Ans-:

Group

Every organization is a group unto itself. A group refers to two or more people who share a
common meaning and evaluation of themselves and come together to achieve common goals. In
other words, a group is a collection of people who interact with one another; accept rights and
obligations as members and who share a common identity.

Characteristics of a Group:

Regardless of the size or the purpose, every group has similar characteristics:

(a) 2 or more persons (if it is one person, it is not a group)

(b) Formal social structure (the rules of the game are defined)

(c) Common fate (they will swim together)

(d) Common goals (the destiny is the same and emotionally connected)

(e) Face-to-face interaction (they will talk with each other)

(f) Interdependence (each one is complimentary to the other)

(g) Self-definition as group members (what one is who belongs to the group)

(h) Recognition by others (yes, you belong to the group).

Process/Stages of Group Development:

Group Development is a dynamic process. There is a process of five stages through which
groups pass through. The process includes the five stages: forming, storming, forming,
performing, and adjourning.

Forming:

The first stage in the life of a group is concerned with forming a group. This stage is
characterized by members seeking either a work assignment (in a formal group) or other benefit,
like status, affiliation, power, etc. (in an informal group). Members at this stage either engage in
busy type of activity or show apathy.

Storming:
The next stage in this group is marked by the formation of dyads and triads. Members seek out
familiar or similar individuals and begin a deeper sharing of self. Continued attention to the
subgroup creates a differentiation in the group and tensions across the dyads / triads may appear.
Pairing is a common phenomenon. There will be conflict about controlling the group.

Norming:

The third stage of group development is marked by a more serious concern about task
performance. The dyads/triads begin to open up and seek out other members in the group. Efforts
are made to establish various norms for task performance.

Members begin to take greater responsibility for their own group and relationship while the
authority figure becomes relaxed. Once this stage is complete, a clear picture will emerge about
hierarchy of leadership. The norming stage is over with the solidification of the group structure
and a sense of group identity and camaraderie.

Performing:

This is a stage of a fully functional group where members see themselves as a group and get
involved in the task. Each person makes a contribution and the authority figure is also seen as a
part of the group. Group norms are followed and collective pressure is exerted to ensure the
Process of Group effectiveness of the group.

The group may redefine its goals Development in the light of information from the outside
environment and show an autonomous will to pursue those goals. The long-term viability of the
group is established and nurtured.

Adjourning:

In the case of temporary groups, like project team, task force, or any other such group, which
have a limited task at hand, also have a fifth stage, This is known as adjourning.

The group decides to disband. Some members may feel happy over the performance, and some
may be unhappy over the stoppage of meeting with group members. Adjourning may also be
referred to as mourning, i.e. mourning the adjournment of the group.
Section B Case Study
Although it may seem fairly obvious that receiving praise and recognition from one's company is a
motivating experience, it is sad that many companies are failing miserably when it comes to saying thanks
to their employees. According to a recent report by Blessing White Inc., 24 percent of Indian workers are
highly disengaged, meaning that they couldn't care less about their organization. Employee recognition
programs, which became more popular as the world economy shifted from industrial to knowledge based,
can be an effective way to motivate employees and make them feel valued. In many cases, however,
recognition programs are doing "more harm than good," according to Curt Coffman, global practice
leader at Gallup. Consider Ko, a 50 year old former employee of a dotcom in California. Her company
proudly instituted a rewards program designed to motivate employees. What were the rewards for a job
well done? Employees would receive a badge that read "U Done Good" and, each year, would receive a
T-shirt as a means of annual recognition. Once an employee received 10 "U Done Good" badges, he or
she could trade them in for something bigger and better- a paperweight. Ko states that she would have
preferred a raise. "It was patronizing. There wasn't any deep thought involved in any of this." To make
matters worse: she says, the badges were handed out arbitrarily and were not tied to performance. And
what about those Tshirts? Ko states that the company instilled a strict dress code: so employees couldn't
even wear the shirts if they
like an empty gesture rather than motivator Even programs that provide employees with more expensive
rewards can backfire, especially if the rewards are given insincerely. Employees may find mme value in a
sincere pat on the back than in gifts from management that either are meaningless or aren't conveyed with
respect or sincerity. However, sincere pats on the back may be hardto come by A Gallup poll found that
61 percent of employees stated that they hadn't received a sincere thank-you from management in the past
year. Findings such as these are troubling, as verbal rewards are not only inexpensive for the companies to
hand out but also quick and easy to distribute. Of course, verbal rewards do need to be paired sometimes
with tangible benefits that employees value- after all, money talks. In addition, when praising employees
for a job well done. managers need to ensure that the praise is given in conjunction with the specific
accomplishment. In this wav, employees may not only feel valued by their organization but will also
know what actions to take to be rewarded in the future.

1​. Stages of group information?

Ans-:​Stage 1: Forming.
In this stage, most team members are positive and polite. Some are anxious, as they haven't fully
understood what work the team will do. Others are simply excited about the task ahead.

As leader, you play a dominant role at this stage, because team members' roles and
responsibilities aren't clear.

This stage can last for some time, as people start to work together, and as they make an effort to
get to know their new colleagues.

● Stage 2: Storming.
Next, the team moves into the storming phase, where people start to push against the boundaries
established in the forming stage. This is the stage where many teams fail.

Storming often starts where there is a conflict between team members' natural working styles.
People may work in different ways for all sorts of reasons but, if differing working styles cause
unforeseen problems, they may become frustrated.

Storming can also happen in other situations. For example, team members may challenge your
authority, or jockey for position as their roles are clarified. Or, if you haven't defined clearly how
the team will work, people may feel overwhelmed by their workload, or they could be
uncomfortable with the approach you're using.

● Stage 3: Norming.
Gradually, the team moves into the norming stage. This is when people start to resolve
their differences, appreciate colleagues' strengths, and respect your authority as a leader.
 Now that your team members know one another better, they may socialize together, and
they are able to ask one another for help and provide constructive feedback. People
develop a stronger commitment to the team goal, and you start to see good progress
towards it.

There is often a prolonged overlap between storming and norming, because, as new tasks
come up, the team may lapse back into behavior from the storming stage.
● Stage 4: Performing.
The team reaches the performing stage, when hard work leads, without friction, to the
achievement of the team's goal. The structures and processes that you have set up support
this well.

As leader, you can delegate much of your work, and you can concentrate on developing
team members.

It feels easy to be part of the team at this stage, and people who join or leave won't
disrupt performance.

● Stage 5: Adjourning
Many teams will reach this stage eventually. For example, project teams exist for only a fixed
period, and even permanent teams may be disbanded through organizational restructuring.

Team members who like routine, or who have developed close working relationships with
colleagues, may find this stage difficult, particularly if their future now looks uncertain……..

2.What different types of plan?

Ans-:t​here are three main types of plans that a manager will use in his or her pursuit of company
goals, which include ​operational, tactical and strategic​. If you think about these three types of
plans as stepping stones, you can see how their relationship to one another aids in the
achievement of organizational goals. Operational plans are necessary to attain tactical plans and
tactical plans lead to the achievement of strategic plans. Then, in true planning fashion, there are
also plans to backup plans that fail. These are known as ​contingency plans​.

Strategic Plans
To best understand the relationship between the different types of plans, let's start at the top.
Strategic plans are designed with the entire organization in mind and begin with an
organization's mission. Top-level managers, such as CEOs or presidents, will design and execute
strategic plans to paint a picture of the desired future and long-term goals of the organization.
Essentially, strategic plans look ahead to where the organization wants to be in three, five, even
ten years. Strategic plans, provided by top-level managers, serve as the framework for
lower-level planning.
Tommy is a top-level manager for Nino's Pizzeria. As a top-level manager, Tommy must use
strategic planning to ensure the long-term goals of the organization are reached. For Tommy, that
means developing long-term strategies for achieving growth, improving productivity and
profitability, boosting ​return on investments​, improving customer service and finding ways to
give back to the community in which it operates.
For example, Tommy's strategic plans for achieving growth, improving productivity and
profitability and boosting return on investments are all part of the desired future of the pizzeria.
Strategic plans also tend to require multilevel involvement so that each level of the organization
plays a significant role in achieving the goals being ​strategically planned for. Top-level
managers, such as Tommy, develop the organizational objectives so that middle- and lower-level
managers can create compatible plans aligned with those objectives.

Tactical Plans
Now that you have a general idea for how organizational planning evolves, let's look at the next
level of planning, known as tactical planning. ​Tactical plans support strategic plans by
translating them into specific plans relevant to a distinct area of the organization. Tactical plans
are concerned with the responsibility and functionality of lower-level departments to fulfill their
parts of the strategic plan.
For example, when Martha, the middle-level manager at Nino's, learns about Tommy's strategic
plan for increasing productivity, Martha immediately begins to think about possible tactical plans
to ensure that happens. Tactical planning for Martha might include things like testing a new
process in making pizzas that has been proven to shorten the amount of time it takes for prepping
the pizza to be cooked or perhaps looking into purchasing a better oven that can speed up the
amount of time it takes to cook a pizza or even considering ways to better map out delivery
routes and drivers. As a tactical planner, Martha needs to create a set of calculated actions that
take a shorter amount of time and are narrower in scope than the strategic plan is but still help to
bring the organization closer to the long-term goal.

Operational Plans
Operational plans sit at the bottom of the totem pole; they are the plans that are made by
frontline, or low-level, managers. All operational plans are focused on the specific procedures
and processes that occur within the lowest levels of the organization. Managers must plan the
routine tasks of the department using a high level of detail.
Frank, the frontline manager at Nino's Pizzeria, is responsible for operational planning.
Operational planning activities for Frank would include things like scheduling employees each
week; assessing, ordering and stocking inventory; creating a monthly budget; developing a
promotional advertisement for the quarter to increase the sales of a certain product (such as the
Hawaiian pizza) or outlining an employee's performance goals for the year.
Q1 As a manager, what steps would you take to motivate your employees after observing them perform
well?
Ans-1 ​As a manager, he/she is responsible for motivating subordinates and subordinates expect some kind of a
motivating effort from their superiors when they are to perform a good job. When a subordinate has done a
good job, the manager must try to motivate them for repetition of that good work even better that the current
state.

There are no of ways in which a manager can encourage/motivate good performance of a subordinate but the
level of motivation achieved depends on person. Care should be taken to use appropriate motivational tactics
depending on the person to be motivated. Techniques that managers use to motivate employees for better
performance are explained below:

1) Awarding monetary rewards

After observing an employee performing well, they can be awarded financial rewards such as bonuses, salary
increment and other rewards to motivate them to perform better in the future. Monetary rewards can act as a
motivator and it can improve the performance in the future. But money does not act as a motivator always
since for some employees money is a hygiene factor as explained in “Two Factor Theory” by Herzberg.

2. Awarding non-monetary rewards

Since not all employees are not motivated by monetary rewards managers can use non monetary rewards to
motivate employees. Non monetary rewards can be in many forms such as paid leave, flexible working hours
and so on. This can make the employee feel that his effort is recognized and work more to get better rewards.

3. Praising the employee

Praising the employee for the good job he has done can make him to work more to get more praises from the
manager. A simple word of thank you/well done from the manager can have a bigger impact on the
subordinate performance than what we expect.

2. Comment on the statement “Delegation of authority is the key to organization”. Discuss the
advantages of delegation in the light of this statement.
Ans.

Delegation is a very important process to carry on the work systematically in the organisation. But delegation
is not a process of abdication which means accountability is absolute. It can never be passed or delegated.
After creating accountability on subordinates, the superiors also remain accountable. For example, if the
sales manager is assigned a target of selling 1,000 units in one month, he divided this target among the five
salesmen working under him. One of the salesmen fell sick.
So, at the end of one month only 800 units could be sold. In such a situation the accountability lies with the
manager although he has delegated or passed this target to his subordinates. But by passing or delegating the
responsibilities he cannot get rid of accountability. He should have checked in between and supervised from
time to time whether the work is going in right direction or not and taken timely action.

Importance of Delegation:

1. Effective management:
In the delegation process managers pass routine work to the subordinates. So they are free to concentrate on
other important matters. The main job of managers is to get the work done effectively and by delegating the
authorities and responsibilities managers can get the work done effectively and efficiently from the
subordinates.
2. Employees’ Development:
As a result of delegation employees get more opportunities to utilise their talents. It allows them to develop
those skills which help them to perform complex task. Delegation help in making better future managers by
giving them chance to use their skills, gain experience of work related to higher job position.
3. Motivation of employees:
In the delegation when the manager is sharing his responsibilities and authority with the subordinates it
motivates the subordinates as they develop the feeling of belongingness and trust which is shown to them by
their superiors. Some employees can be motivated by such kind of non-financial incentives.
4. Facilitates organisational growth:
In the process of delegation when the managers are passing their responsibility and authority to the
subordinates they keep in mind the qualification and capability of all the subordinates. This leads to division
of work and specialisation which is very important for organisational growth.
5. Basis of Management Hierarchy:
Delegation establishes superior-subordinate relationship which is the base for hierarchy of managers. The
extent of power delegated to subordinates decides who will report to whom, and the power at each job
position forms the Management Hierarchy.
6. Better Coordination:
In delegation systematically responsibility and authority is divided and employees are made answerable for
non-completion of task. This systematic division of work gives clear pictures of work to everyone and there is
no duplication of work clarity in duties assigned and reporting relationship brings effective coordination in
the organisation.
7. Reduces the work load of managers:
In the process of delegation, the managers are allowed to share their responsibilities and work with the
subordinates which help the managers to reduce their work load. With the process of delegation the
managers can pass all their routine work to the subordinates and concentrate on important work. Without
delegation managers will be overburdened with the work.
8. Basis of superior-subordinate relationship:
In the delegation process only two parties are involved that is superior and subordinate. If superiors share or
pass their responsibilities and authorities to the subordinates it indicates good relationship between the
superior and subordinate because superiors will transfer their responsibility and authority to their
subordinates only when they have trust in them. So delegation improves the relations between superiors and
subordinates.
Elements of Delegation/Process of Delegation:
There are three elements of delegation:
i. Responsibility
ii. Authority
iii. Accountability
1. Responsibility:
Responsibility means the work assigned to an individual. It includes all the physical and mental activities to
be performed by the employees at a particular job position. The process of delegation begins when manager
passes on some of his responsibilities to his subordinates which means responsibility can be delegated.
Features of Responsibility:
1. Responsibility is the obligation of a subordinate to properly perform the assigned duty.
2. It arises from superior subordinate relationship because subordinate is bound to perform the duty assigned
by his superior.
3. Responsibility flows upward because subordinate will always be responsible to his superior.
2. Authority:
Authority means power to take decision. To carry on the responsibilities every employee need to have some
authority. So, when managers are passing their responsibilities to the subordinates, they also pass some of the
authority to the subordinates. The delegating authority is the second step of organising process. While
sharing the authority managers keep in mind that the authority matching to the responsibility should only be
delegated. They shall not pass all their authority to their subordinates.
Features of Authority:
(1) Authority refers to right to take decision due to your managerial position.
(2) Authority determines superior subordinate relationship. As subordinate communicates his decisions to
subordinate expecting compliance from him as per his directions.
(3) Authority is restricted by law and rules and regulations of the organisation.
(4) Authority arises from the scalar chain which links various job positions.
(5) Authority flows upward as we go higher up in management hierarchy the scope of authority increases.
(6) Authority must be equal to Responsibility i.e.
Authority = Responsibility

Qus.3. To whom do you think is performance appraisal more significant to the organization or to the
individual? Justify.
Ans.3.

One of the most significant benefits of performance appraisal is that, in the rush and bustle of daily working
life, it offers a rare chance for a supervisor and subordinate to have "time out" for a one-on-one discussion of
important work issues that might not otherwise be addressed.
Almost universally, where performance appraisal is conducted properly, both supervisors and subordinates
have reported the experience as beneficial and positive.

Appraisal offers a valuable opportunity to focus on work activities and goals, to identify and correct existing
problems, and to encourage better future performance. Thus the performance of the whole organization is
enhanced.
For many employees, an "official" appraisal interview may be the only time they get to have exclusive,
uninterrupted access to their supervisor. Said one employee of a large organization after his first formal
performance appraisal, "In twenty years of work, that's the first time anyone has ever bothered to sit down
and tell me how I'm doing."
The value of this intense and purposeful interaction between a supervisors and subordinate should not be
underestimated.

Motivation and Satisfaction

Performance appraisal can have a profound effect on levels of employee motivation and satisfaction - for
better as well as for worse.
Performance appraisal provides employees with recognition for their work efforts. The power of social
recognition as an incentive has been long noted. In fact, there is evidence that human beings will even prefer
negative recognition in preference to no recognition at all.
If nothing else, the existence of an appraisal program indicates to an employee that the organization is
genuinely interested in their individual performance and development. This alone can have a positive
influence on the individual's sense of worth, commitment and belonging.
The strength and prevalence of this natural human desire for individual recognition should not be
overlooked. Absenteeism and turnover rates in some organizations might be greatly reduced if more attention
were paid to it. Regular performance appraisal, at least, is a good start.

Training and Development

Performance appraisal offers an excellent opportunity - perhaps the best that will ever occur - for a
supervisor and subordinate to recognize and agree upon individual training and development needs.
During the discussion of an employee's work performance, the presence or absence of work skills can become
very obvious - even to those who habitually reject the idea of training for ​them​!
Performance appraisal can make the need for training more pressing and relevant by linking it clearly to
performance outcomes and future career aspirations.
From the point of view of the organization as a whole, consolidated appraisal data can form a picture of the
overall demand for training. This data may be analysed by variables such as sex, department, etc. In this
respect, performance appraisal can provide a regular and efficient training needs audit for the entire
organization.

Recruitment and Induction

Appraisal data can be used to monitor the success of the organization's recruitment and induction practices.
For example, how well are the employees performing who were hired in the past two years?
Appraisal data can also be used to monitor the effectiveness of changes in recruitment strategies. By following
the yearly data related to new hires (and given sufficient numbers on which to base the analysis) it is possible
to assess whether the general quality of the workforce is improving, staying steady, or declining.

Employee Evaluation

Though often understated or even denied, evaluation is a legitimate and major objective of performance
appraisal.
But the need to evaluate (i.e., to judge) is also an ongoing source of tension, since evaluative and
developmental priorities appear to frequently clash. Yet at its most basic level, performance appraisal is the
process of examining and evaluating the performance of an individual.
Though organizations have a clear right - some would say a duty - to conduct such evaluations of
performance, many still recoil from the idea. To them, the explicit process of judgement can be dehumanizing
and demoralizing and a source of anxiety and distress to employees.
It is said by some that performance appraisal cannot serve the needs of evaluation and development at the
same time; it must be one or the other.
But there may be an acceptable middle ground, where the need to evaluate employees objectively, and the
need to encourage and develop them, can be balanced.

4. Elucidate the relationship between planning and control.

Ans.

1. Interdependence between Planning and Controlling

There is a deep relationship between the controlling and planning functions of management. Showing the
importance of their relationship, it is generally said that planning is meaningless without controlling and
controlling is blind without planning. Both the aspects of the interdependence of planning and control have
been detailed below:

(i) Planning is Meaningless without Controlling:

In the first part of interdependence between planning and controlling it has been said that planning can be
successful only in the presence of controlling. It means that if the control is not present it is useless to have
planning.

If the process of controlling is taken away from management, no person working in the enterprise will take it
seriously to work according to the plans and consequently, the plans will fail.

(ii) Controlling is blind without Planning:

Under the system of controlling actual work performance is compared with the standards. Hence, if the
standards are not determined there is no justification left for control, and the standards are determined
under planning. It is, therefore, said that control is blind without planning or it is without any base.

2. Difference between Planning and Controlling

It is correct that planning and controlling are incomplete and ineffective without each other and hence,
dependent on each other. But it does not mean that both are not independent. The following points are
helpful to clarify their independent character:

(i) Planning is Looking Ahead whereas Controlling is Looking Back:

Plans are always formulated for future and determine the future course of action for the achievement of
objectives laid down.

On the contrary, controlling is looking back because under it a manager tries to find out, after the work is
completed, whether it has been done according to the standards or not. It is thus clear that planning looks
ahead and controlling looks backward or in the past.

This difference between planning and control can be stated in the reverse position also. It means Planning is
looking back whereas controlling is looking ahead. Planning is called looking back because the plans are
formulated on the basis of the happenings of the past or on the basis of experience.

On the other hand, controlling evaluates the work done in the past but under it corrective action is taken in
respect of future. Hence, there should not be any hesitation in saying that planning looks backward while
controlling looks ahead,

(ii) Planning is the First Function and Controlling is the Last Function of Managerial Process:

The managerial process moves in a definite sequence like planning, organising, staffing, directing and
controlling. This sequence shows that planning is the first step in the managerial process and controlling
happens to be the last step.

UNIT 1 INTRODUCTION OF MANAGEMENT

CHECK YOUR PROGRESS

Tick mark the most appropriate answer

1. Which perspective opposes the concept of finding the one best way to managing
organizations?
 a. Universal c. Scientific

b. Behavioral d. Contingency

Ans. c

2. Who is called the father of human relations approach?

a. Elton Mayo c. F.W. Taylor

b. Max Weber d. Henri Fayol

Ans .a

3. Hawthorne experiment was started by:

a. Kurt Lewin c. Elton Mayo

b. Adam d. Hezberg.

Ans. c

4. The father Administrative Management is:

a. F.W.Taylor c. Henri Fayol

b. Max Weber d. L. Urwick

Ans. c
5. Which of the following is management skill?

a. Human relation skill d. Negotiating skill

b. Technical skill e. All of the above

c. Conceptual skill

Ans. b

Questions and Exercises

Q.1 Explain the meaning of management.

Ans Management is the process of reaching organizational goals by working with and through
people and other organizational resources.

Management has the following 3 characteristics:

It is a process or series of continuing and related activities.

It involves and concentrates on reaching organizational goals.

It reaches these goals by working with and through people and other organizational resources

MANAGEMENT FUNCTIONS:

The 4 basic management functions that make up the management process are described in the
following sections:

PLANNING: Planning involves choosing tasks that must be performed to attain organizational
goals, outlining how the tasks must be performed, and indicating when they should be
performed.

Planning activity focuses on attaining goals. Managers outline exactly what organizations should
do to be successful. Planning is concerned with the success of the organization in the short term
as well as in the long term.
ORGANIZING:

Organizing can be thought of as assigning the tasks developed in the planning stages, to various
individuals or groups within the organization. Organizing is to create a mechanism to put plans
into action.

People within the organization are given work assignments that contribute to the company’s
goals. Tasks are organized so that the output of each individual contributes to the success of
departments, which, in turn, contributes to the success of divisions, which ultimately contributes
to the success of the organization.

INFLUENCING:

Influencing is also referred to as motivating, leading or directing. Influencing can be defined as

guiding the activities of organization members in he direction that helps the organization move
towards the fulfillment of the goals.

The purpose of influencing is to increase productivity. Human-oriented work situations usually

generate higher levels of production over the long term than do task oriented work situations
because people find the latter type distasteful.

CONTROLLING:

Controlling is the following roles played by the manager:

Gather information that measures performance

Compare present performance to pre-established performance norms.

Determine the next action plan and modifications for meeting the desired performance
parameters.

Controlling is an ongoing process

Q.​2 Discuss various function and roles of a manager

Ans

Functions of Manager

There are basically five management concepts that allow any organization’s manager
to handle the tactical, planned and set decisions. The five basic functions of the manager are just
to have a controlled plan over the preventive measure.

These Functions can be summarized below:

Planning:

Planning is the first tool of the four functions in the managerial task. The difference between ​a
successful and unsuccessful manager lies within the planning procedure. Planning is the

logical thinking through goals and making the decision as to what needs to be accomplished ​in
order to reach the organization's’ objectives. Managers use this process to plan for the

future, like a blueprint to foresee problems, decide on the actions to evade difficult issues and ​to
beat the competition.

Organizing:

The second function of the manager (management) is getting prepared, getting organized.
Manager must organize all its resources well before in hand to put into practice the course of
action to decide that has been planned in the base function. Through this process, manager will
now determine the inside directorial configuration; establish and maintain relationships, and also
assign required resources.

​Staffing:

The third function of manager is stuffing. After the organizational functions are done, he may
decide to beef up his staffing by recruiting, selecting, training, and developing employees. A
manager in a large organization often works with the company's human resources department to
accomplish this goal.

Directing:

It involves the implementation of plans by mobilizing individuals and group efforts through
motivation, communication, leadership and supervision. Directing may be defined as the ​process
of activating the efforts of employees towards the achievement of organizational ​objectives.

Controlling:

It is the process of regulating the ongoing activities of the organization to ensure that they are in
conformity with the established plans and produce the desired results. Through the ​controlling
function, management can keep the organization towards its chosen track. It ​involves:
 · Establishing standards of performance
· Measuring current performance
· Comparing actual results with the established standards
· Detecting deviations from the standards
· Taking corrective actions for significant deviations.

Roles of Manager

A manager wears many hats. Not only is a manager a team leader, but he or she is ​also a planner,
organizer, cheerleader, coach, problem solver, and decision maker — all rolled into one. And
these are just a few of a manager's roles

Interpersonal role:

The roles in this category involve ​providing​ information and ideas.

1. ​ igurehead ​- A manager has social, ceremonial and legal responsibilities. He is

F
expected to be a source of inspiration. People look up to him as a person with
authority, and as a figurehead.
2. ​Leader ​- This is where manager provide leadership for his team, his department or
perhaps his entire organization; and it's where he (manager) manage the performance
and responsibilities of everyone in the group.
3. ​Liaison ​- Managers must communicate with internal and external contacts. He
needs​ ​to be able to network effectively on behalf of his organization.

Informational Role:

The roles in this category involve ​processing​ information.

4. ​ onitor ​- In this role, manager regularly seek out information related to his
M
organization and industry, looking for relevant changes in the environment. He also
monitors his team, in terms of both their productivity, and their well-being.
5. ​Disseminator ​- This is where manager communicate potentially useful
information to​ ​his colleagues and his team.
6. ​Spokesperson ​- Manager represents and speaks for his organization. In this role he
is ​responsible for transmitting information about his organization and its goals to the
people outside it.

Decisional Role:

The roles in this category involve ​using​ information.

7. ​Entrepreneur ​- A manager creates and control change within the organization.

This​ ​means solving problems, generating new ideas, and implementing them.
 8. ​ isturbance Handler ​- When an organization or team hits an unexpected
D
roadblock, ​it's the manager who must take charge. He also needs to help mediate
disputes within it.
9. ​Resource Allocator ​– ​A manager also needs to determine where organizational
resources are best applied. This involves allocating funding, as well as assigning staff
and other organizational resources.
10. ​Negotiator ​– ​A manager may be needed to take part in, and direct, important
negotiations his team, department, or organization.

Skills of Manager

In addition to fulfilling numerous roles the manager also need a number of specific skills if he
wants to be succeed. The most fundamental management skills are technical. Interpersonal,
conceptual, communication decision making and time management skills.

Technical Skills:

Technical skills are the skills necessary to accomplish or understand the specific kind of work
being done in an organization. Technical skills are especially important for first line managers.
These managers spend most of their time training subordinates and answering question about
work related problems. They must know how to perform tasks assigned to those they supervise if
they are to be effective managers.

Interpersonal Skills:

Managers spend considerable time interacting with people both inside and outside the
organization. For obvious reasons then the manager also needs interpersonal skills- the ability to
communicate with, understand and motivate both individuals and groups. As a manager climbs
the organizational ladder, he or she must be able to get along with subordinates, peers and those
at higher level of the organization. Because of the multitude of roles manager must fulfill, a
manager must able to work with suppliers, customers, investors, and others outside of the
organization. Although some managers have succeeded with poor interpersonal skills, a manager
who has good interpersonal skills is likely to be more successful.

Conceptual Skills:

Conceptual skills depend on the manager’s ability to think in the abstract. Managers need the
mental capacity to understand the overall working of the organization and its environment, to
grasp how all the part of the organization fit together, and view the organization in a holistic

manner. This allows them to think strategically, to see the ‘big picture’, and to make broad based
decisions that serve the overall organization.

Diagnostic Skills:

Successful managers also possess diagnostic skills, or skills that enable a manager to visualize
the most appropriate response to a situation. A physician diagnoses a patient illness by analyzing
symptoms and determining their probable cause. Similarly, a manager can diagnose and analyze
a problem in the organization by studying its symptoms and then developing a solution.

Communication Skills:

Communication skills refer to the manager’s ability both to effectively convey ideas and
information to others and to effectively receive ideas and information from others. This skills
enable a manager to transmit ideas to subordinates so that they know what is expected, to
coordinate work with peers and colleagues so that they work well together properly, and to keep
higher level managers informed about what is going on. In addition, communication skills help
the manager listen to what others say and to understand real meaning behind letters, reports, and
other written communication.

Decision-Making Skills:

Effective managers also have good decision making skills. Decision making skills refers to the
manager’s ability to correctly recognize and define problems and opportunities and to

then select an appropriate course of action to solve the problems and capitalize on opportunities.
No manager makes the right decision all the time. However, effective managers make good
decision most of the time. And when they do make a bad decision, they usually recognize their
mistake quickly and then make good decision to recover with as little cost or damage to their
organization as possible.

Time-Management Skills:

Finally, effective managers usually good time management skills. Time management skills refer
to the manager’s ability to prioritize work, to work effectively, and to delegate appropriately. As
already noted, managers face many different pressures and challenges. It is too easy for a
manager to get bogged down doing work that can easily be postponed or delegated to others.
When this happens, unfortunately, more pressing and higher priority work may get neglected.

Although above described skills are essential for managers, their relative importance tends to
vary by level of managerial responsibility.

Business and management educators are increasingly interested in helping people acquire
technical, human, and conceptual skills, and develop specific competencies, or specialized skills,
which contribute to high performance in a management job. Following are some of the skills and
personal characteristics:

· ​Leadership ​—​ ​ability to influence others to perform tasks

· ​Self-objectivity ​—​ ​ability to evaluate yourself realistically
· ​Analytic thinking ​—​ ​ability to interpret and explain patterns in information
· ​Behavioral flexibility ​— ​ability to modify personal behavior to react
objectively
rather than subjectively to accomplish organizational goals

· ​Oral communication ​—​ ​ability to express ideas clearly in words

 · ​Written communication ​—​ ​ability to express ideas clearly in writing
· ​Personal impact ​—​ ​ability to create a good impression and instill confidence
· ​Resistance to stress ​—​ ​ability to perform under stressful conditions
· ​Tolerance for uncertainty ​—​ ​ability to perform in ambiguous situations

UNIT 2: PLANNING PROCESS

CHECK YOUR PROGRESS

Tick mark the most appropriate answer

1. Corporate planning is nothing but-

A. Planning the future of the organization

A. Planning for expansion of the organization
B. Planning for human resources Utilization
C. Budgeting for an extended period.
Ans. a

2. A plan cannot be said to exist unless:

A. It has been reduced to writing
B. it has been signed by the chairmen
C. It has been conveyed to all managers
D. Commitment of resources, direction, or reputation has been made.
Ans. d

3. Planning is considered vital management function because:

A. Planning is ​essential​ in modern business
B. Planning puts focus on objectives
C. Planning anticipates problems and uncertainties
D. All of the above
Ans. d

4. Planning is termed as:

A. A process of navigational change
B. An intellectual process
C. A process to s… through contingencies
D. All of the above
Ans. d
 5. Policy & procedure differ in-
A. Level of which these are implemented
B. Objectives and implementations
C. Policies are board guidelines, procedure define its implementation
D. All of the above
​ ns. c
A

Questions and Exercises:

​Q.1 discuss various step of planning process

​Ans.​ Planning Process

The process of planning involves the following steps:

1. Analyzing Environment

At the outset, the internal and external environment is analyzed in order to identify company’s
strengths and weaknesses (in internal environment) and opportunities and threats

(existing int the external environment). This is also known as SWOT (strengths, weaknesses,
opportunities and threats) analysis.

2. Establishing Objectives Or Goals

In the light of the environmental scanning (study), clear or probable opportunities that can be
availed are identified. In order to avail them, objectives or goals are clearly defined in specific
term along with priorities in all the key areas of operations. Major problems associated with such
objectives are also identified and defined, so that there may be special emphasis on their planned
solutions.

3. Seeking Necessary Information

All relevant facts and data are collected from internal and external sources. For example,
availability of supplies, physical and human resources of the company, finances at disposal,
relevant government policy, general economic conditions and relevant specific market situation.
Then such investigated and collected information and factors are analyzed. Such information
analysis is used in two ways – first, to make necessary modifications in objectives or goals and
secondly to take help from them in premising (considering) assumptions.
​4. Premising Or Establishing the Planning Premises

In order to develop consistent and coordinated plans, it is necessary that planning is based upon
carefully considered assumptions and predictions. Such assumptions and predictions are known
as planning premises. The assumptions under which plans are supposed to operate should be
clearly brought out. Such presumptions and forecasts are prepared for various areas, such as
sales, prices, wages, taxes, changes in fashions and habits, purchasing power, standards of living,
population competitors and so on.

​5. Identifying and Developing Alternative Courses of Action

After establishing objectives or goals and taking other related steps, feasible alternative
programmers or courses of action are searched out. Impossible or highly difficult propositions
are left out.

​6. Evaluating the Alternatives

Probable consequences of each alternative course of action in terms of its pros and cons (e.g.
costs, benefits, risks, etc) are assessed and than relative importance of each of them is found out
by looking at their overall individual strengths and limitations especially in the light of the
present objectives and the environment of the company.

​7. Choosing the Most Appropriate Alternative Or Course of Action

After weighing the pros and cons of each of the alternative courses of action and realizing their
individual relative importance, the most appropriate alternative in the light of the overall

consideration is selected to be followed. In other words, the alternative which appears to be most
feasible and conducive to the accomplishment of company’s predetermined objectives,

is chosen as a final plan of action – as strategy.

​8. Preparing the Derivative Plans

Derivative plans involve short range, operating plans that are useful in day-to-day operation and
provide a working basis for such operations. Such plants are developed in the form of schedules,
budgets, programmes, procedures, methods, rules, policies etc. The derivative plans are prepared
in different departments and their timing and sequence are also specified. Such plans are
prepared in concrete terms showing specific results to be attained within specified time limit and
by utilizing the allocated resources. An integrative mechanism has also to be provided for
effecting coordination between and among different derivative plans being executed by different
departments.

Q.2 what is the distance between planning and control?

​Ans Planning: ​Planning, also called urban planning or city and regional planning, is a ​dynamic
profession that works to improve the welfare of people and their communities by creating more
convenient, equitable, healthful, efficient, and attractive places for present and future
generations. Planning enables civic leaders, businesses, and citizens to play a meaningful role in
creating communities that enrich people's lives. Good planning helps create communities that
offer better choices for where and how people live. Planning helps communities to envision their
future. It helps them find the right balance of new development and essential services,
environmental protection, and innovative change.

Control: C​ontrol is the last Function of management and the process of management takes a ​full
circle with the control function. But it is equally true that management is continues process.
Control is a function intended to ensure and make possible the performance of planned activates
the pre-determined goals and results . To control means to focus attention on moving ahead and
on shaping the pace and pattern of future events, to make thing happen, to secure results, to
remove obstacles and to gain command over the forces of uncertainly and complexity. To control
also means to regulate and check i.e. to struction and condition the behavior of events the people,
to place restrains and curbs on undesirable tendencies, to make people conform to certain norms
and standards, to translated into results, to keep a watch on proper use of resources, on
safeguarding of assets and so on. The control function involves monitoring the activity and
measuring results against pre-established standards, analyzing and correcting deviations as
necessary and maintaining/adapting the system.

Q.4 What are the requirements of effective Plan?

Ans. ​Top Management Support: Planning should start from the top. As Koontz, O'Donnell ​and
Weihrich have pointed out, "the example and drive of top managers are the most important
single force in planning". Top management must lay down broad objectives of the enterprise and
encourage and support planned operations at different levels of the organization.

​UNIT -3 ORGANISING CHECK YOUR PROGRESS

​Tick mark the most appropriate answer

​1. Decreasing the role of subordinates in decision-making is known as

a. Decentralization c.. Centralization

b. Stabilization d. Organization

Ans. a

2. ……………….is a blueprint of the formal organization indicating the lines of

authority within the organization.
 a. Management chart c. Formal chart

b. Authority chart d. Organization chart

Ans. d

3. Which of the following determines the character of an organization?

a. Technology c. Managerial Characteristics

b. Strategy d. All of the above

Ans. d

4. The ability to see the organization as a whole and being aware how changes in any one
part of the organization affect all the other parts in known as:
a. Leading skill c. Conceptual skill

b. Human skill d. Organizing skill

Ans. d

5. Spain the management is determined by-

a. One to one relationship c. Cross relationship

b. Group relationship d. Personal relationship

Ans. b

Questions and Exercises

Q.1 Discuss the important and process of organizing

Ans-

​ ttainment of goals​: Organizing brings people and resources together. People are assigned ​with
A
different task required for the attainment of basic objective of organization as well as individual
goals of the employees.
 ​ acilitates specialization​: Organizing is based on principle of division of work among
F
managers, subordinates and operatives. This leads to specialization of work in the work force in
their respective fields as a result efficiency and effectiveness increases.

​Defines formal relationship​: Organizing provides formal relation between employees by ​their
position in the organization. Organizing defines authority and responsibility relationship which
promotes mutual understanding among superiors and subordinates. Position of every person is
defined which clears the dependency of employees on each other.

Avoids omission overlapping and duplication​: Organizing identifies all the required ​activities
to be done so that no single relevant task is left. People are organized systematically so that no
effort and activity overlapped or duplicated.

​Facilitates staffing​: Organizing process contributes a lot in staffing process by giving clear
information about total positions both managerial and operative, in the organization. It also
describes skills required and qualification required for a particular position.

Establishment channel of communication​: Organizing helps in

establishing formal

communication channel in the organization by giving scalar chain, reporting relationship and

other links for the flow of information in the organization.

​ acilitates coordination​: Coordination is an important aspect for success of all the efforts for
F
attaining goals of organization. Organizing leads to coordination between the managers and
departments so that problem occurred may be rectified if any.

Q.3 discuss the concept of centralization and decentralization.

Ans. The Concepts of Centralization and Decentralization:

The first big conceptual trouble in understanding Chandler's argument at the structural level is
that "centralization" and "decentralization" as Chandler uses them are really two different kinds
of centralization: (1) centralization for administering ​one product (or a small group of related
products) for ​one market, with ​market control (losses and profits) over the central authority; and
(2) centralization for administering ​one product for ​one market ​in a division of ​the company ​,
with both ​market and ​administrative controls over that division (the ​administrative controls are
by a central office that also controls over divisions).

To see what is going on, let us start with the Du Pont firm making explosives or U.S. Steel
making rails or Ford Motor Company making Model T's. In each firm there was a marketing or
sales department—Chandler tells about the development of the marketing department in Du
Pont, with explosives experts advising clients (for example, mines or tunneling projects) on
efficient and safe blasting. In each firm there was some sort of engineering or chemistry
department (or both). And of course there was a manufacturing department.

For any one product, the firm needed the engineering force to design the product to fit the tastes
of the market and to design the production line so it could make the product cheaply, yet so
production could be adjusted to variations in demand; the engineering had to be adapted to

both marketing and manufacturing. The firm needed to arrange for feedback from marketing to
manufacturing so that manufacturing would not make too much and get committed to an
enormous inventory, or would not have delays in the delivery that could kill the market, or so
manufacturing could produce the right mix of sizes and colors. And obviously the firm needed
engineering to design a line that manufacturing could in fact keep going, work on bottlenecks in
the line, or redesign the product so as, say, to eliminate a weld by stamping the piece differently
or otherwise contribute to cheap or flexible production.

A big problem of all industrial administration is to get each of these three functional departments
to work together, to do what the others need instead of what they are inclined to

wants, on how much the dealers complain about the costs of warranty service, and so on,
engineering has to be coordinated with marketing. Similarly, the tradeoff between "getting it out
the door" and making it "state of the art" determines engineering delays, and those delays are
reflected in manufacturing costs.

There were, then, in such centralized firms true conflicts among departments, because there
were true technical and economic tradeoffs between what one department and another were
supposed to maximize. And this meant that somebody (or some group—but in fact, Chandler
says, a firm needs somebody) had to tell engineering to do what man-

ufacturing said instead of what ​they wanted to do, to tell manufacturing not to treat each
customer as a special case but to control their production by an inventory depletion time
criterion, and so on.

Note that the right decision about which department ought to give way on what questions
depended on the product. Eventually Du Pont would sell enough blasting powder to use up a
shipload of nitrate, but they might not sell enough of that awful artificial leather Chandler talks
about to use up a shipload of wood pulp. The decisions Du Pont needed to make for a standard
manufacturing ingredient like blasting powder and an ingredient of novelty goods like artificial
leather were very different. There was a different combination of the risk of being stuck with an
inventory the company could not sell (low with blasting powder, high with artificial leather),
manufacturing cheapness (very important for blasting powder, not so important—as long as it is
cheaper than leather—for artificial leather), marketing flexibility (not important for blasting
powder, of the essence for artificial leather), and so on. That is, the contradictions between
marketing, manufacturing, and engineering had to be resolved in different ways to make money
on different products.

The centralized firm, the structure with which Du Pont started after Pierre reorganized it to look
like a steel plant, puts one man with a staff of accountants, marketing specialists, production line
managers, and so forth in charge of all three departments. He (it is always a he in Chandler's
book, so this "he" is a historical fact) needed expert engineering managers, sales managers, and
manufacturing executives under him, because it was hard enough to do engineering, marketing,
and manufacturing in the first place. But he also needed to be able to order them to give up their
own professional standards in the interest of one of the others.

And he had to do it in the light of whether his firm was selling blasting powder or artificial
leather, Model A's or Cadillac’s, steel rails or "special shapes."

Centralized administration is represented by diagram A in Fig. 3; decentralized by diagram B.

The decentralized firm looked exactly like the centralized one, except the thing in

the decentralized firm that looks like the centralized firm is the division—and there was, in
addition to the market controls over the division, also administrative control by the general
office. The reasons for the similar organization for administering a single product were the same.
For a given product, the engineering and the manufacturing boss had to be forced to resolve their
different priorities in the light of how one really made money ​on that product , and the same held
for marketing and the other two. Forcing departments to resolve their conflicts in a way
appropriate to the product requires autono-

Comparison of the Organizational Form of Centralized and Decentralized Firms in Chandler

mous operating divisions. Before we use Chandler's materials to develop our argument, it will be
useful to consider a methodological issue: the role of individuals in organization-level functional
arguments.

Q.5 Delegation is the essence if Management Discuss.

​ ns​. ​A manager alone cannot perform all the tasks assigned to him. In order to meet the ​targets,
A
the manager should delegate authority. Delegation of Authority means division of authority and
powers downwards to the subordinate. Delegation is about entrusting someone else to do parts of
your job. Delegation of authority can be defined as subdivision and sub-allocation of powers to
the subordinates in order to achieve effective results. Delegation of authority in a planned
manner permits managers at every to concentrate on those key activities which really need their
attention-such important aspects of decision making,planning, organization, direction and
control. Certain other functions which subordinates can carry out equally well deserve to be
transferred to them. Delegation is an important step which managers have to take to multiply
their own effectiveness.

UNIT 4 STAFFING/HUMAN RESOURCES MANAGEMENT

CHECK YOUR PROGRESS

Tick mark the most appropriate answer

​1. Which of the following is not a typical Rator error?

a. Average behaviour c. Central tendency

b. First impression d. Halo effect

Ans. b

2. Which of the following is an written document describing the minimum acceptable

qualification required for a person who fills a particular job?
a. Job Description c. job Evolution

b. Job specification d. Job Design

Ans. a

3. What of the following is an item frequently included in a job description?

a. Major duties performed c. Performance standards to be achieved

b. Percentage of time devoted d. all of the above

Ans. d

4. What does recruitment involve?

a. Encouraging qualified people to make application for employment with a film

b. Selecting qualified people for employment
c. Attracting and selecting employees for the film
d. Determining sources of employees
Ans. a

5​ . Making the candidates uncomfortable by asking blunt and often discourteous questions
typify what type of interview​?

a. Non-directive c. Board

b. Stress d. Group
Ans. b

Question and Exercises

Q.1 What are the benefits of Manpower Planning?

Ans. ​An organisation cannot build a good team of working professionals without good ​Human
Resources. The key functions of the Human Resources Management (HRM) team include
recruiting people, training them, performance appraisals, motivating employees as well as
workplace communication, workplace safety, and much more. The beneficial effects of these
functions are discussed here: This is one of the major responsibilities of the human resource
team. The HR managers come up with plans and strategies for hiring the right kind of people.
They design the criteria which is best suited for a specific job description. Their other tasks
related to recruitment include formulating the obligations of an employee and the scope of tasks
assigned to him or her. Based on these two factors, the contract of an employee with the
company is prepared. When needed, they also provide training to the employees according to the
requirements of the organisation. Thus, the staff members get the opportunity to sharpen their
existing skills or develop specialised skills which in turn, will help them to take up some new
roles.

Q.2 Discuss various Internal and External Source of Recruitment.

​Ans. Internal sources of Recruitment:

​1. Present Permanent Employees : ​Organizations consider the candidates from this source ​for
higher level of jobs due to availability of most suitable candidates for jobs relatively or equally to
external sources, to meet the trade union demands and due to the policy of the organization to
motivate the present employees.

2. Present temporary/casual Employees: ​Organizations find this source to fill the vacancies
relatively at the lower level owing to the availability of suitable candidates or trade union
pressures or in order to motivate them on present job.

3. Retrenched or Retired Employees: ​Employees retrenched due to lack of work are given
employment by the organization due to obligation, trade union pressure etc. Sometimes they are
re-employed by the organization as a token of their loyalty to the organization or to postpone
some interpersonal conflicts for promotion.

4. Dependents of Deceased, Disabled, retired and present employees: ​Some organizations

function with a view to developing the commitment and loyalty of not only the employee but
also his family members.
 5. Employee Referrals: ​Present employees are well aware of the qualifications, attitudes,
experience and emotions of their friends and relatives. They are also aware of the job
requirements and organizational culture of their company. As such they can make preliminary
judgment regarding the match between the job and their friends and relatives.

External Sources of Recruitment

Campus Recruitment: ​These candidates are directly recruited by the Co; from their
college/educational institution. They are inexperienced as far as work experience is concerned.

Private Employment Agencies/Consultants: ​Public employment agencies or consultants ​like

ABC Consultants inIndia perform recruitment functions on behalf of a client company by
charging fees. Line managers are relieved from recruitment functions and can concentrate on
operational activities.

Public Employment Exchanges: ​The Government set up Public Employment Exchanges in ​the
country to provide information about vacancies to the candidates and to help the organization in
finding out suitable candidates. As per the Employment Exchange act 1959, makes it obligatory
for public sector and private sector enterprises in India to fill certain types of vacancies through
public employment exchanges

Professional Organizations: ​Professional organizations or associations maintain complete

bio-data of their members and provide the same to various organizations on requisition. They act
as an exchange between their members and recruiting firm.

Data Banks: ​The management can collect the bio-data of the candidates from different ​sources
like Employment Exchange, Educational Training Institutes, candidates etc and feed them in the
computer. It will become another source and the co can get the particulars as and when required.

Casual Applicants: ​Depending on the image of the organization its prompt response
participation of the organization in the local activities, level of unemployment, candidates apply
casually for jobs through mail or handover the application in the Personnel dept. This would be a
suitable source for temporary and lower level jobs.

Similar Organizations: ​Generally experienced candidates are available in organizations

producing similar products or are engaged in similar business. The Management can get potential
candidates from this source.

Trade Unions: ​Generally unemployed or underemployed persons or employees seeking ​change

in employment put a word to the trade union leaders with a view to getting suitable employment
due to latter rapport with the management.

Walk In: ​The busy organization and rapid changing companies do not find time to perform
various functions of recruitment. Therefore they advise the potential candidates to attend for an
interview directly and without a prior application on a specified date, time and at a specified
place.

Consult In: ​the busy and dynamic companies encourage the potential job seekers to ​approach
them personally and consult them regarding the jobs. The companies select the suitable
candidates and advise the company regarding the filling up of the positions. Head hunters are
also called search consultants.

Body Shopping: ​Professional organizations and the hi-tech training develop the pool of ​human
resource for the possible employment. The prospective employers contact these organizations to
recruit the candidates. Otherwise the organizations themselves approach the prospective
employers to place their human resources. These professional and training institutions are called
body shoppers and these activities are known as body shopping. The body shopping is used
mostly for computer professionals. Body shopping is also known as employee leasing activity.

Mergers and Acquisitions: ​Business alliances like acquisitions, mergers and take over help ​in
getting human resources. In addition the companies do also alliances in sharing their human
resource on adhoc basis.

E_recruitment: ​The technological revolution in telecommunications helped the ​organizations to

use internet as a source of recruitment. Organizations advertise the job vacancies through the
world wide web (www). The job seekers send their applications through e-mail using the
internet.

Outsourcing: ​Some organizations recently started developing human resource pool by

employing the candidates for them. These organizations do not utilize the human resources;
instead they supply HRs to various companies based on their needs on temporary or ad-hoc
basis.

Q.3 Discuss the various steps in Selection Process.

Ans. ​Employers should apply objective selection criteria for all aspects of employment as
recruitment, training, promotions, postings and dismissal and transfer. This will help to ensure
that employees are fairly assessed on their suitability/merits. Example, their qualification,
experience, specific skills and employee is willingness to do the job.

1. RECRUITMENT: ​Fair recruitment idea should be used at different stages. This will ​ensure
that the best suitable candidate is recruited on the basis of his/her ability. Recruitment staff
should be trained and avoid discriminatory practices. Example clear job selection criteria should
be mentioned in the advertisement. As age, race, marital status and religion are not the criteria
for selection. If any particular language is required it should be stated clearly. Required
qualification and experience should be stated. During the interview, the ​interviewers should ask
relevant questions according to the post requirement and record their assessment of the
applicant’s ability to meet the selection criteria.
2. SALARY: ​Employers should pay the ​employee’s ​wages according to the value of the job,
qualification of employees and their performance regardless of age, gender, race, religion and
family status.
3. APPRAISAL, PROMOTION AND TRAINING: ​Employers should apply fair and
objective performance appraisal system to evaluate the performance of the employees. This
performance appraisal helps manager to take decisions regarding the employee’s promotion,

training, transfer, development and salary structure. Employers should inform all the eligible
employees the conditions and procedure for posting and training. The eligibility criteria should
also be regularly reviewed to ensure that they are not discriminatory.

​4. DISMISSAL: ​Employers should keep correct record of ​employee’s ​performance and
behaviour. This record helps manager to take decisions to dismiss an employee. A decision to
dismiss an employee is important factor for organization so fair and objective criteria should be
adopted to dismiss any employee. It should be based on poor performance absenteeism and
misconduct of employee.

5. GRIEVANCES HANDLING: ​Employer should handle all the complaints of

discrimination seriously, conduct proper investigation and respond to the affected person.
Observation should be conducted confidentially and related people should be treated fairly.

Employees, who perceive that they have been discriminated against, should seek explanation
from the employer. This will give the employer an opportunity to explain his decision and take
right action. air employment practices should be used in organization because these are
beneficial for both organizational advantages.

Q.4 Discuss the uses to which Job analysis data can be put.

​Ans. ​Job Analysis is a process to identify and determine in detail the particular job duties and
requirements and the relative importance of these duties for a given job. Job Analysis is a
process where judgements are made about data collected on a job. Job Analysis should collect
information on the following areas:

Duties and Tasks The basic unit of a job is the performance of specific tasks and duties.
Information to be collected about these items may include: frequency, duration, effort, skill,
complexity, equipment, standards, etc.

Environment This may have a significant impact on the physical requirements to be able to
perform a job. The work environment may include unpleasant conditions such as offensive odors
and temperature extremes. There may also be definite risks to the incumbent such as noxious
fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.

Tools and Equipment Some duties and tasks are performed using specific equipment and tools.
Equipment may include protective clothing. These items need to be specified in a Job Analysis.
 Relationships Supervision given and received. Relationships with internal or external people.
Requirements The knowledge, skills, and abilities (KSA's) required to perform the job. While an
incumbent may have higher KSA's than those required for the job, a Job Analysis typically only
states the minimum requirements to perform the job.

Unit 5 DIRECTING

CHECK YOUR PROGRESS

​Tick mark the most appropriate answer

​1. Which of the following factor emphasize the need of Coordination:

a. Increasing specialization c. Personal conflict between employees

b. Empire Building Motive d. All of the above

Ans. d

2. Which is an Esteem Needs?

a. Basic pay c. Prestigious office location

b. Safety Regulations d. Training

Ans. c

3.The limitations associated with Decentralization are :

a. Loss of control c. Communication problem

b. Imbalance d. All of the above

Ans. a

4. Which of the following is not a motivational technique?

a. Participation c. Job enrichment

b. Quality of work life d. Job description

Ans. d
5. Which of the following refers to the flow of information among people on the same or
similar organizational levels?

a. Diagonal c. Horizontal

b. Upward d. Downward

Ans. c

Question and Exercises

Q.1 Explain the concept motivation morale and job satisfaction.

Ans . Morale: ​Morale is the extent to which an individual's needs are satisfied and the extent ​to
which the individual perceives that satisfaction as stemming from his total job situation.

Job satisfaction: ​job satisfaction will vary directly with the extent to which those needs of an
individual which can be satisfied in a job are actually satisfied; the stronger the need, the more
closely will job satisfaction depend on its fulfilment.

Motivation: ​motivation has to do with a set of independent/dependent variable relationships ​that

explain the direction, amplitude, and persistence of an individual's behavior, holding constant the
effects of aptitude, skill, and understanding of the task, and the constraints operating in the
environment.

Q.2 Discuss two factor theory of motivation.

Ans The two-factor theory (also known as Herzberg's motivation-hygiene theory and dual-factor
theory) states that there are certain factors in the workplace that cause job satisfaction, while a
separate set of factors cause dissatisfaction. It was developed by psychologist Frederick
Herzberg, who theorized that job satisfaction and job dissatisfaction act independently of each
other.

Two-factor theory fundamentals: Attitudes and their connection with industrial mental health are
related to Abraham Maslow's theory of motivation. His findings have had a considerable
theoretical, as well as a practical, influence on attitudes toward administration. According to
Herzberg, individuals are not content with the satisfaction of lower-order needs at work; for
example, those needs associated with minimum salary levels or safe and pleasant working
conditions. Rather, individuals look for the gratification of higher-level psychological needs
having to do with achievement, recognition, responsibility, advancement, and the nature of the
work itself. This appears to parallel Maslow's theory of a need hierarchy. However, Herzberg
added a new dimension to this theory by proposing a two-factor model of motivation, based on
the notion that the presence of one set of job characteristics or incentives leads to worker
satisfaction at work, while another and separate set of job characteristics leads to dissatisfaction
at work. Thus, satisfaction and dissatisfaction are not on a continuum with one increasing as the
other diminishes, but are independent phenomena. This theory suggests that to improve job
attitudes and productivity, administrators must recognize and attend to both sets of
characteristics and not assume that an increase in satisfaction leads to decrease in pleasurable
dissatisfaction.

The two-factor theory developed from data collected by Herzberg from interviews with 203
engineers and accountants in the Pittsburgh area, chosen because of their professions' growing
importance in the business world. Regarding the collection process:

“Briefly, we asked our respondents to describe periods in their lives when they were exceedingly
happy and unhappy with their jobs. Each respondent gave as many "sequences of events" as he
could that met certain criteria—including a marked change in feeling, a beginning and an end,
and contained some substantive description other than feelings and interpretations...​“

“The proposed hypothesis appears verified. The factors on the right that led to satisfaction
(achievement, intrinsic interest in the work, responsibility, and advancement) are mostly
unipolar; that is, they contribute very little to job dissatisfaction. Conversely, the dissatisfiers
(company policy and administrative practices, supervision, interpersonal relationships, working
conditions, and salary) contribute very little to job satisfaction.”

From analyzing these interviews, he found that job characteristics related to what an individual
does — that is, to the nature of the work one performs — apparently have the ​capacity to gratify
such needs as achievement, competency, status, personal worth, and self- ​realization, thus
making him happy and satisfied. However, the ​absence of such gratifying ​job characteristics
does not appear to lead to unhappiness and dissatisfaction. Instead, ​dissatisfaction results
from unfavorable assessments of such job-related factors as company policies, supervision,
technical problems, salary, interpersonal relations on the job, and working conditions. Thus, if
management wishes to increase satisfaction on the job, it should be concerned with the nature of
the work itself — the opportunities it presents for gaining status, assuming responsibility, and for
achieving self-realization. If, on the other hand, management wishes to reduce dissatisfaction,
then it must focus on the job environment — policies, procedures, supervision, and working
conditions. If management is equally concerned with both, then managers must give attention to
both sets of job factors.

Two-factor theory distinguishes between:

· ​Motivators ​(e.g. challenging work, recognition, responsibility) that give positive

satisfaction, arising from intrinsic conditions of the job itself, such as recognition,
achievement, or personal ​growth,​[4]​ ​and
· ​Hygiene factors ​(e.g. status, ​job security​, ​salary​, ​fringe benefits​, work conditions) that
do ​not give positive satisfaction, though dissatisfaction results from their absence. These
are extrinsic to the work itself, and include aspects such as company policies, supervisory
 practices, or wages/salary. Essentially, hygiene factors are needed to ensure an employee
is not dissatisfied. Motivation factors are needed to motivate an employee to higher
performance. Herzberg also further classified our actions and how and why we do them,
for example, if you perform a work related action because you ​have to then that is classed
as "movement", but if you perform a work related action because you ​want to then that is
classed as "motivation".

Unlike ​Maslow​, who offered little data to support his ideas, Herzberg and others have presented
considerable empirical evidence to confirm the motivation-hygiene theory, ​although their work
has been criticized on methodological grounds.

Q. 3 Discuss various type of coordination.

Ans ​.3 different Types of Co-ordination in management

George Terry explains the following type of coordination:-

Coordinating within the individual:

This is probably least important from the viewpoint of management. However, the ability of an
employee to perform a certain type of work satisfactorily may depend upon his success in
coordinating his own efforts.

Individual coordination is prime importance in the performance of many jobs, for example, in
that of the overhead crane operator, lathe operator, punch press operator, paper cutter, welder,
and typist.

Co-ordination among-Individual of a Group:

Consider a winning football team. At the given signal the ball is passed from centre; and at the
same split second, each man on the team begins his individual action on the play one to block his
opponent, another to feign to the left, another to run few steps on the right and then straight down
the field blocking the defending halfback, another to take the ball and dash through an opening in
the opponent's forward wall. This is co-ordination among individuals of a group.

Co-ordination among Groups of an Enterprise:

This is amplified by the efforts of the personnel department in recruiting-and training new
employees for the production and sales departments.

For maximum benefits, the personnel manager must ascertain or be informed by proper sources
of the personnel needs of the production department and of the sales department in respect to
such things as the number of people, the skills required, the most desired backgrounds of
candidates and the time required for the trained employees to be ready for ​work.
Co-ordination along Enterprises and Forces of World:

Affairs Efforts of an entire enterprise must be in keeping with various forces outside ​enterprise.
These include other enterprises, government regulatory measures, and the status of ​the national
and world economy.

Q. 4 outline the barriers to communication.

Ans. ​Most people would agree that communication between two individuals should be ​simple.
It’s important to remember that there are differences between talking and ​communicating. When
you communicate, you are successful in getting your point across to ​the person you’re talking to.
When we talk, we tend to erect barriers that hinder our ability to communicate. There are seven
of these types of barriers to effective communication.

1. Physical barriers

2. Perceptual barriers,

3. Emotional barriers

4. Cultural barriers

5. Language barriers

6. Gender barriers

7. Interpersonal barriers

a. What is relevant and what is not relevant to the decision?

b. What do you need to know before you can make a decision, or that will help you
make the right one?

c. Who knows, who can help, who has the power and influence to make this happen
(or to stop it)?

3 Analyze the situation

a. What alternative courses of action may be available to you?

 b. What different interpretations of the data may be possible?

4 Develop options

a. Generate several possible options.

b. Be creative and positive.

c. Ask “what if” questions.

d. How would you like your situation to be?

5 Evaluate alternatives

a. What criteria should you use to evaluate?

b. Evaluate for feasibility, acceptability and desirability.

c. Which alternative will best achieve your objectives?

6 Select a preferred alternative

a. Explore the provisional preferred alternative for future possible adverse

consequences.
b. What problems might it create?

c. What are the risks of making this decision?

7 Act on the decision

a. Put a plan in place to implement the decision.

b. Have you allocated resources to implement?

 c. Is the decision accepted and supported by colleagues?

d. Are they committed to making the decision work?

Q. 6 List out the steps in the MBO Process.

Ans. ​Four Stages or Steps in the MBO Process

Stage 1. Collectively fixing objectives: ​The superior and subordinate managers collectively ​fix
the objectives. The objectives are fixed for the Key Result Areas (KRAs). KRAs are those areas
which are very important for the long-term success of the organization. For e.g. R & D,
Production, Finance, Marketing, etc. Definite and measurable objectives should be fixed for each
KRA. The time limit for achieving the objectives should also be fixed. The objectives ​should be
achieved by the subordinate manager.

For e.g. The objective for the marketing managers may be to increase the sales of product ​XYZ
by 50% for the year 2010-2011.

Stage 2. Collectively making a plan: ​After fixing the objective, the superior and subordinate
managers make an action plan. This plan will be used by the subordinate manager to achieve ​the
objective.

Stage 3. Subordinates implements the plan: ​The subordinate manager implements the plan.
That is, he puts the plan to action. He makes optimum use of the resources. If required, he ​takes
guidance from the superior managers.

Stage 4. Collectively monitoring performance: ​This is the final stage in the MBO process.
Here, the subordinate monitors (evaluates or measures) his own performance. He compares his
performance with the planned targets (objectives). If there are any deviations, then the superior
and subordinates managers fix new objectives. In this stage, the superior acts like a coach and
guide. He does not act like a judge.

UNIT 6 MANAGEMENT CONTROL

CHECK YOUR PROGRESS

Tick mark the most appropriate answer

1. Which of the following is not technique of budgetary control?

a. Direct supervision & observation c. Management audit

b. Budgetary control d. Decision-making

Ans. d

2. Which of the following is not Ouchi’s Classification of control techniques?

a
. Market control technique c. Clan Control techniques

b
. Bureaucratic Control techniques d. Coercive Control techniques

Ans. d

3. Control function of manager involves:

a. Comparison of the actual with the budget
b. Fixing responsibility for failure
c. Balancing decision making process
d. Motivating employee for performance
Ans. a
4. Which in not a basic step in control process?

Establishing standards c. initiating corrective measures

Comparing results against standards d. Reprimanding & Coercion

Ans. a

5. Control system are aimed at-

a
. To increase productivity To facilitate communication

b
. Help meet deadlines All of the above

Ans. d

Q.1 Explain the meaning of the controlling function and discuss the elements of control.

Ans. Controlling Function: ​Controlling consists of verifying whether everything occurs in

conformities with the plans adopted, instructions issued and principles established. Controlling
ensures that there is effective and efficient utilization of organizational resources so as to achieve
the planned goals. Controlling measures the deviation of actual performance

from the standard performance, discovers the causes of such deviations and helps in taking
corrective actions According to Breech, “Controlling is a systematic exercise which is called
as a process of checking actual performance against the standards or plans with a view to

ensure adequate progress and also recording such experience as is gained as a contribution to
possible future needs.” According to Donnell, “Just as a navigator continually takes reading

to ensure whether he is relative to a planned action, so should a business manager continually

take reading to assure himself that his enterprise is on right course.”

Elements of Control: ​Control is the regulation of organizational activities so that some ​targeted
element of performance remains within acceptable limits. Control provides ways to adapt to
environmental change, to limit the accumulation of errors, to cope with organizational
complexity, and to minimize costs. Control can focus on financial, physical, information, and
human resources and includes operations, financial, structural, and strategic levels. Control is the
function of managers, the controller, and, increasingly, of operating ​employees.

Steps in the control process are:

(1) Establish standards of expected performance (2) measure actual performance (3) compare
performance to the standards, and (4) evaluate the comparison and take appropriate action.

Q.2 Discuss the various requirements of an effective control system.

Ans. ​Failure to control the manufacturing process results in product recalls, product loss or
rework, and a decrease in customer confidence. Because the management of READ-RITE
Corporation, a manufacturer of magnetic heads for computer disk drive, considered process
control improvements an important priority, 10 requirements were established as the basis of
internal company policy.

1. Clear product specifications for the acceptance, rejection, or rework of the product
were established.
2. Valid and capable metrology assured that instruments and measurement processes
were fit for use and well controlled.
3. Characterization of the process determined which process factors affect the product,
the magnitude of the factors, and the factors' numerical sensitivity.

4. A sample plan defined where process measures are taken, how many to take, and
how often.
5. Using data from the sample plan, a control chart was selected that detected out of
control conditions.
6. An out of control action plan provided the process operator with guidelines for
process adjustment.
7. All process, metrology, and process control procedures were documented to assure
standardization of the process.
 8. All personnel involved received training that provided theories and practical
knowledge for design and implementation of the system.

9. A database was designed for engineering and customer use that provided an
interface to summarize and analyze performance.

Section-B
____________________________________________________
Case Study

1​ . What motivational need did Mr. Bansal satisfy for his full-time employees?
Ans:
Mr. Bansal knew the concepts of Maslow's hierarchy theory very well and hence he was able to
satisfy his full-time employees. For better understanding I would like to mention a student
example.

Before a student's cognitive needs can be met they must first fulfill their basic physiological
needs. A tired and hungry student will find it difficult to focus on learning. Students need to feel
emotionally and physically safe and accepted within the classroom to progress and reach their
full potential.

Now let’s see, Mr. Bansal’s notable contributions:

1. Ownership: ​Mr. Bansal’s first step was to give full-time employees their own line of
merchandise. He also increased the responsibility of the sales staff for managing their
own inventory and their own line of merchandise.
2. Realizing Personal Potential: Any sales person, who needed information was
encouraged to offer the buying staff suggestions, was encouraged to talk with buyer of
handbags. Previously, the sales staff had felt they were not supposed to talk to buyers.
3. Seeking Personal Growth: ​Every week, Mr. Bansal brings the staff together for a
meeting. At these meetings, he emphasizes the importance of customer service and
reviews any change in departmental policies and procedures.
4. Safety & Supportive Environment: He also encourages employees to discuss problems
and ask questions.
5. Self-Esteem: ​These meetings provide Mr. Bansal with an opportunity to publicly
recognize the accomplishments of employees.

Lastly, when people grow as people, they automatically become more effective and valuable as
employees.

2. Discuss these needs with reference to Maslow’s hierarchy of needs.

Ans:
Effectively motivating employees has long been one of management's most important and
challenging duties. Motivation refers to the psychological processes that stimulate excitement
and persistence of voluntary actions aimed at some goal. Because motivation can be highly
individualized, managers use a wide range of techniques to keep their employees motivated and
happy. Therefore, it is essential for managers to understand the psychological processes involved
in motivation so that they can effectively direct employees towards organizational goals.
Needs theories attempt to identify internal factors that motivate an individual's behaviour and
are based on the premise that people are motivated by unfulfilled needs? For example, if you
were dissatisfied with living in your parents' basement at age 40, you might go out and find your
own apartment. In doing so, you will fulfil the need for privacy, independence and the ability to
bring a date home without having to explain why you still live with your parents. ​Needs are
psychological or physiological insufficiencies that provoke some type of behavioural response.
The needs a person has can range from weak to strong and can vary based on environmental
factors, time and place.
Maslow developed the hierarchy of needs theory.
Maslow's Hierarchy of Needs Theory
One of the most popular needs theories is ​Abraham Maslow's hierarchy of needs theory​.
Maslow proposed that motivation is the result of a person's attempt at fulfilling five basic needs:
physiological, safety, social, esteem and self-actualization. According to Maslow, these needs
can create internal pressures that can influence a person's behavior.
Physiological needs are those needs required for human survival such as air, food, water, shelter,
clothing and sleep. As a manager, you can account for physiological needs of your employees by
providing comfortable working conditions, reasonable work hours and the necessary breaks to
use the bathroom and eat and/or drink.
Safety needs include those needs that provide a person with a sense of security and well-being.
Personal security, financial security, good health and protection from accidents, harm and their
adverse effects are all included in safety needs. As a manager, you can account for the safety
needs of your employees by providing safe working conditions, secure compensation (such as a
salary) and job security, which is especially important in a bad economy.
Social needs​, also called ​love and belonging​, refer to the need to feel a sense of belonging and
acceptance. Social needs are important to humans so that they do not feel alone, isolated and
depressed. Friendships, family and intimacy all work to fulfil social needs. As a manager, you
can account for the social needs of your employees by making sure each of your employees
know one another, encouraging cooperative teamwork, being an accessible and kind supervisor
and promoting a good work-life balance.
The five basic human needs
Esteem needs refer to the need for self-esteem and respect, with self-respect being slightly more
important than gaining respect and admiration from others. As a manager, you can account for
the esteem needs of your employees by offering praise and recognition when the employee does
well, and offering promotions and additional responsibility to reflect your belief that they are a
valued employee.
Self-actualization needs describe a person's need to reach his or her full potential. The need to
become what one is capable of is something that is highly personal. While I might have the need
to be a good parent, you might have the need to hold an executive-level position within your
organization. Because this need is individualized, as a manager, you can account for this need by
providing challenging work, inviting employees to participate in decision-making and giving
them flexibility and autonomy in their jobs.
As the name of the theory indicates, Maslow believed that these needs exist in a hierarchical
order. This progression principle suggests that lower-level needs must be met before higher-level
needs. The ​deficit principle claims that a once a need is satisfied, it is no longer a motivator
because an individual will take action only to satisfied unmet needs. If you look at this pyramid
you can see how Maslow's needs are organized with basic physiological needs, such as air, food,
water and sleep, at the bottom and the idea of self-actualization, or when a person reaches the
full potential in life, at the top. Again, according to Maslow, before a person can take action to
satisfy a need at any level on this pyramid the needs below it must already be satisfied. To better
understand how Maslow's hierarchy works, let's take a look at the following example.

3. Mr. Bansal achieved significant productivity gains because of a positive change in

employee’s attitudes. What motivational strategies did he use to achieve this success?
Ans:
The best modern employers and organizations are beginning to learn at last: that sustainable
success is built on a serious and compassionate commitment to helping people identify, pursue
and reach their own personal unique potential.

When people grow as people, they automatically become more effective and valuable as
employees.

For Example:
● You can't motivate someone to achieve their sales target when they're having problems
with their marriage
● You can't expect someone to work as a team member when they're having their house
re-possessed

Motivational strategies formulated by Mr. Bansal:

FYI: These all answers are inter-connected.
1. ​Mr. Bansal’s first step was to give full-time employees their own line of merchandise. He
also increased the responsibility of the sales staff for managing their own inventory and
their own line of merchandise. This shows that he wants to make themrealize personal
potential, self-fulfilment, seeking personal growth and peak experiences through
Self-Actualization needs
2. ​Mr. Bansal encouraged employees to discuss problems and ask questions. This shows

that he as wants to understand his employees real concerns and provide them with Safety
needs
Every week Mr. Bansal brings the staff together for a meeting. These meetings provide Mr.
Bansal with an opportunity to publicly recognize the accomplishments of employees. This shows
that he wants to make them aware of self-esteem, achievement, mastery, independence, status,
dominance, prestige, managerial responsibility, etc. through Esteem.

Case study
Industries Ltd., is a Thane (Maharashtra) based company producing a variety of products such as
electric goods, chemicals, footwears and detergent powder, washing soaps, etc. These products
are being produced in Thane and distributed throughout the country with the help of dealers. The
company is facing many problems which are but natural in the process of growth and
development. moreover, company is facing cut-throat competition from the local manufactures
of these products in a different part of the country. As a result of which total sales volume has
come down. In view of this, the managing director of the company feels that for making products
of the company more competitive in term of price, quality and consumer's needs the
manufacturing operations of the company should be decentralised to various parts of the country
as to get the benefits of localised product. Study whole case carefully and answer the following
questions.

1. Which form of decentralisation or combination of many forms should be adopted by the

company?

Ans:
The term "decentralization" embraces a variety of concepts which must be carefully analyzed in
any particular country before determining if projects or programs should support reorganization
of financial, administrative, or service delivery systems. Decentralization—the transfer of
authority and responsibility for public functions from the central government to subordinate or
quasi-independent government organizations and/or the private sector—is a complex
multifaceted concept. Different types of decentralization should be distinguished because they
have different characteristics, policy implications, and conditions for success.

Administrative decentralization seeks to redistribute authority, responsibility and financia​l

resources for providing public services among different levels of government. It is the transfer of
responsibility for the planning, financing and management of certain public functions from the
central government and its agencies to field units of government agencies, subordinate units or
levels of government, semi-autonomous public authorities or corporations, or area-wide, regional
or functional authorities.
The three major forms of administrative decentralization -- deconcentration, delegation, and
devolution -- each have different characteristics.
Deconcentration. Deconcentration --which is often considered to be the weakest form of
decentralization and is used most frequently in unitary states-- redistributes decision making
authority and financial and management responsibilities among different levels of the central
government. It can merely shift responsibilities from central government officials in the capital
city to those working in regions, provinces or districts, or it can create strong field administration
or local administrative capacity under the supervision of central government ministries.
Delegation. Delegation is a more extensive form of decentralization. Through delegation central
governments transfer responsibility for decision-making and administration of public functions
to semi-autonomous organizations not wholly controlled by the central government, but
ultimately accountable to it. Governments delegate responsibilities when they create public
enterprises or corporations, housing authorities, transportation authorities, special service
districts, semi-autonomous school districts, regional development corporations, or special project
implementation units. Usually these organizations have a great deal of discretion in
decision-making. They may be exempt from constraints on regular civil service personnel and
may be able to charge users directly for services.
Devolution. A third type of administrative decentralization is devolution. When governments
devolve functions, they transfer authority for decision-making, finance, and management to
quasi-autonomous units of local government with corporate status. Devolution usually transfers
responsibilities for services to municipalities that elect their own mayors and councils, raise their
own revenues, and have independent authority to make investment decisions. In a devolved
system, local governments have clear and legally recognized geographical boundaries over
which they exercise authority and within which they perform public functions. It is this type of
administrative decentralization that underlies most political decentralization.

Section-C
__________________________________________________

Q1_____ focuses on the influence of people on one another

a.​ ​Anthropology

b.​ ​Psychology

c.​ ​Social Psychology

d.​ ​Sociology A

Ans
Q2 Problem solving process begins with
a.​ ​Clarification of the situation

b.​ ​Establishment of alternatives

c.​ ​Identification of difficulty

d.​ ​Isolation of the cause

Ans
Q3. organizational behavior is
a.​ ​A science

b.​ ​An art

c.​ ​A science as well as an art

d.​ ​None of the above

Ans
Q4 is the form of departmentalization that groups similar jobs and activities into
departments
a.​ ​A divisional structure

b.​ ​Product structure

c.​ ​A matrix structure

d.​ ​A functional structure

Q7 The higher order needs specified by Maslow is considered as_______ as per Herzberg
a.​ ​Motivators

b.​ ​Hygiene factors

c.​ ​Improvement factor

d.​ ​Advance factor

Ans
Q8 The vertical flow of communication from lower level to one or more higher levels is
______
a.​ ​Upward Communication

b.​ ​Downward Communication

c.​ ​Formal Communication

d.​ ​Horizontal Communication

Ans
Q9. The five personality traits as per Big Five Personality Traits are
option
a) ​Extroversion, Agreeableness, Conscientious, Emotional Stability, Openness to expensive
b) Extroversion. Agreeableness. Friendly. Emotional Stability. Openness to expensive
c) Extroversion. Agreeableness Courage. Friendly Openness to expensive
d) Extroversion, Agreeableness. Conscientious Emotional Stability. Easy going
Ans

Q10 Which is not a method used for changing the attitude of employee
a.​ ​Use of fear

b.​ ​Providing new information

c.​ ​Performance appraisal

d.​ ​Giving feedback

Q17. the attitudes based on feelings, sentiments and emotional of any person is
under-----component of attitude.
a.​ ​Behavioral

b.​ ​cognitive

c.​ ​````Affective

d.​ ​positive

Q19. The study of the cultural and practises in different society is called.
a.​ ​Personality

b.​ ​Anthropology

c.​ ​Perception

d.​ ​Attitudes

Ans
Q20 Every individual is _______ by their personality
a.​ ​Intellectual

b.​ ​Specific

c.​ ​Unique

d.​ ​Systematic

Ans
1. Steps of management are in following sequence.

a) Organizing, staffing, directing, planning

b) Planning, organizing, directing, controlling, staffing
c) Planning, organizing, staffing, directing, controlling
d) Staffing, directing, planning, controlling, organizing

2. F W Taylor promoted the concept of scientific management which is a

a) concept of management where the work is done by emphasizing on specialization
to increase efficiency
b) Concept of management where the people skills and their motivation drivers are
used to increase the efficiency.
c) Concept of management where participation between worker and management is
the key driver for the efficiency.
d) Concept of management where full liberty is given to worker so that there will be
less supervision resulting into efficiency.

3. The Hawthorne experiment proved that

a) The increase in light in work place result in to increased productivity
b) If you allow the worker to talk more there will be increase in productivity
c) The productivity increased due to special attention and participation of worker in
decision making.
d) The productivity increased due to the close supervision.

4. According to Frederick W Taylor’s Scientific Management system

a) There is no one best method of doing things hence let the worker select the method
of doing things
b) There is one best method of doing things and so the tasks should be standardized so
that suitable worker can be matched with the standard method.
c) There is one best method of doing things and management should apply carrot and
stick approach to make worker understand that this method should be adopted by
them
d) None of the above is correct.

5. According to system approach to organization

a) Organization is a system of integrated components which is interdependent and
interrelated with each other for its functioning.
b) Organization can be understood with the help of computerized systems.
c) Organization is a closed system where outside environment has limited effect.
d) All the above are correct.

6. According to modern organizational theory approach

a) Organization is a rigid group of people trying to change according to the changing
business environment
 b) Organization is integrated system which is flexible in its functioning, which
adopts to different management system as per the requirement of business.
c) Organization is teams of people who are trying to achieve personal targets through
the organizational settings.
d) Organization is system which interacts with its environment.
7. The planning which is done with long term perspective is known as—
a) Tactical planning
b) Strategic planning
c) Ad hoc planning
d) None of the above

8. The plan which is made for routine and repeating situations is known as the audit process--
a) The general plan
b) The strategic plan
c) The standing plan
d) The tactical plan

9. The management by exception principle means--

a) The managers are informed about significant deviation so that managers have
sufficient time for the other significant activities related to the business.
b) The managers are informed about deviation so that managers have full information
about all activities of the business.
c) The manager directly dealing with the department should not be a part of control
mechanism.
d) None of the above
d)
10. The MBO means--
a) Management by organizing
b) Management by orientation
c) Management by objectives
d) Marketing by objectives

11. Directing is an activity by which a manager--

a)Manager delegate responsibility to his subordinates to accomplish desired organization
objectives.
b)Manager guide, motivate, lead and supervise employees to accomplish desired
organizational objective
c) Manager monitors the work and keeps a check on the activities of the organization.
d) All the above

12. The reinforcement theory of learning is given by--

a) B F Skinner
b) Likert
c) Bandura
d) None of the above
13. The Social Learning theory of learning is given by--
a) B F Skinner
b) Bandura
c) Ivan pavlov
d) Maslow

14. Expectancy theory of motivation is given by--

a) Maslow
b) Herzberg
c) Vroom
d) Adam

15. Transactional Analysis is developed by--

a) Renis likert
b) Mintzberg
c) Eric Berne
d) None of the above

16. The Grapevine communication means--

a) Supervisor giving instructions to juniors
b) It is not the formal channel of communication and has not clear pattern of
communication.
c) A method of non-verbal communication
d) A method of communicating grievances in organization

17. Tactical decision is a decision--

a) For long term planning of the organization
b) A regular decision taken when subjected to day to day problems
c) Decision taken when some particular situation arise.
d) Decision which is taken by a committee.

18. Following are sequence of the steps in group formation--

a) Forming-Storming-Norming-Adjourning-Performing
b) Storming-Norming- Forming-Performing-Adjourning
c) Forming-Storming-Norming-Performing-Adjourning
d) none of the above

19. Group Cohesiveness can be defined as--

a) The power which holds together the different groups
b) The power which holds together the members within the group
c) The power which breaks the bond within the group
d) The power which holds the group with the organization

20. Team is different from Group as--

 a) It just an another name of the group
b) Team is group where people have a unified common goal and they have
complementary skills to achieve the goal
c) Team is group where people join to achieve their individual goals and have
complementary skills to achieve the goal
d) Teams are groups only for some urgent tasks.

21. Path Goal Theory of Leadership is given by--

a) Renis Likert
b) Robert House
c) Fiedler
d) George Graen

22. Blake & Mouton contributed in which of the following leadership theories?
a) Leader Member Exchange Theory
b) Goal Path theory
c) Managerial Grid Theory
d) Theory X and theory Y

23. Power can be defined as--

a) It is the ability to influence the behavior or actions of others
b) It’s the ability to influence the behavior or actions of others, without even
considerations to willingness of others.
c) Power is only the authority vested in the individual by the organization to conduct
his duties & responsibilities.
d) The influence a person has on others because of his manipulative behaviors.
d)
24. The organization structure is--
a) The formal relationship structure of the organization
b) The level of authority and responsibility vested in each level.
c) The formal channels of communication recognized by the organization
d) All the above

25. Span of control is--

a) The total numbers of subordinates directly reporting to a superior
b) The total numbers of subordinates directly or indirectly reporting to a superior
c) Total number of employee in a department
d) Total number of employees in section of a department

26. The virtual organization is--

a) An organization which deals in computer parts and hardware
b) An organization doesn’t have much physical existence but established on the
internet through network of various other organizations.
c) An information and communication technology company
d) None of the above
27. Centralization is a process where--
a) The powers of decision making is distributed equally at all levels of organizations
b) All the decision making power is with the top management
c) Majority of decisions are taken by the higher level of management
d) There is concentration of decision making when we move upward in the hierarchy.

28. Delegation is a process when--

a) The superior instruct a subordinate to work for him
b) The superior gives the responsibility and authority to a subordinate to complete a
task entrusted to him
c) The superior checks the performance of the subordinate by giving him some work
d) None of the above
d)
29. Which of the following was NOT a need proposed by David McClelland’s Theory of Needs?

(a) The need for power

(b) The need for esteem
(c) The need for affiliation
(d) The need for achievement

30. Managers engage in ________ to increase their power and pursue goals that favor
their individual and group interests.

(a) Organizational politics

(b) Political decision making
(c) Accommodation
(d) Self-satisfaction

31. Which of the following is NOT A motivator according to Hertzberg?

(a) Achievement
(b) Relations with others
(c) Recognition
(d) Responsibility

32. Cognitive Dissonance theory has been given by

(a) Taylor
(b) Vroom
(c) Festinger
(d) Skinner
 33. The purpose of feedback in communication is

(a) To ensure that message has been understood

(b) To carry the message back from receiver to sender
(c) To complete the process of communication
(d) All of the above

34. Self Esteem means

(a) Love for yourself

(b) Respect for yourself
(c) Trust for yourself
(d) All the above

35. The Hawthorne experiment was started by:

(a) Kurt Lewin

(b) B.F.Skinner
(c) Elton Mayo
(d) W.Dickson

36. --------------is the systematic study of the ways interaction, interdependence and
influence among persons affect their behavior and thoughts

(a) Social psychology

(b) Industrial psychology
(c) Anthropology
(d) Sociology

37. Psychoanalytic theory has been propounded by?

(a) Rogers
(a) Alderfer
 (b) Janis
(c) Freud

38. MBO was first suggested by?

(a) F.W. Taylor

(b) Henri Fayol
(c) Peter F. Drucker
(d) Watson

39. The three levels of analysis that are studied in organizational behavior are?

(a) Traits, behaviors and results.

(b) Affective, cognitive and behavioral
(c) Individual , organizational and social
(d) Individual , group and organizational

40. Which type of leaders gives complete freedom to their employees?

(a) Autocratic leaders

(b) Bureaucratic leaders
(c) Participative leaders
(d) Laissez-faire leaders

41. ------------refers to the ability of individuals or groups to induce or influence the

beliefs or actions of other individuals or groups?

(a) Power
(b) Responsibility
(c) Delegation
(d) Discipline

42. Robert Own, Charles Babbage, Henry R. Lowne, Andrew Ure and Charles Duplin
contributed to the ___________school of management thought?
 (a) Classical
(c) Neo-classical
(d) Pre-classical
(b) Behavioral

43. Which of the following is not a leadership theory?

(a) Trait theory

(b) ERG theory
(c) Contingency theory
(d) Transactional theory

44. Which is an advantage of decentralization?

(a) Encourages decision-making

(b) Easy to have uniform policy
(c) Greater Control
(d) Decreases complexity of coordination

45. Which type of depart mentation is useful only at the lowest level of organizations?

(a) Depart mentation by simple numbers

(b) Depart mentation by time
(c) Depart mentation by process or equipment
(d) Depart mentation by strategic numbers

46. Which managerial function gives attention to influencing and motivating employees
to improve performance and achieve corporate objectives?

(a) Leading
(b) Organizing
(c) Staffing
(d) Controlling
47. The _______ refers to the delivery by one individual to another of the right to act, to make
decisions, to requisition resources and to perform other tasks in order to fulfill job
responsibilities

(a) Centralization of power

(b) Delegation of authority
(c) Centralization of authority
(d) Delegation of responsibility

48. In the process of communication, the translation of intended meanings into words and
gestures is known as?

(a) Encoding
(b) Decoding
(c) Processing
(d) Transforming

49. The establishment of a distinct area, unit of subsystem of an organization over which
a

(a) Centralization
(b) Depart mentation
(c) Decentralization
(d) Fictionalization

50. Which of the following processes shows how an individual seeks information about a
certain issue and how he interprets that information?

(a) Dogmatism
(b) Perception
(c) Stereotyping
(d) Cognitive dissonance
51. The organization chart is a way of showing?

(a) How the task of an organization are divided and coordinated

(b) The informal patterns of communication
(c) The stakeholders who have an interest in the company
(d) The physical layout of the buildings on a site

52. When a manager secures the agreement of a colleague to work on a project in return
for the promise of providing the colleague with some extra remuneration, what
type of power is he or she exercising?

(a) Expert power

(b) Coercive power
(c) Referent power
(d) Reward power

53. Which of the following is not one of the steps identified as part of the controlling
process?

(a) Setting performance standards or goals

(b) Measuring performance
(c) Writing the reports
(d) Taking corrective action

54. Which of the following refers to changing a task to make it inherently more
rewarding, motivating and satisfying?

(a) Enlargement
(b) Rotation
(c) Enhancement
(d) Enrichment

55. When people are resisting because of adjustment problem, the _________method for
dealing with resistance to change is commonly used
 (a) Facilitation and support
(b) Explicit and implicit coercion
(c) Manipulation and cooptation
(d) Participation and involvement

56. According to Fielder’s contingency model, leadership situations can be analyzed in

terms of three elements. What are they?

(a) The quantity of the membership, the organizational structure and

position of authority
(b) The quantity of leader-member relationships, task structure and
position power
(c) The style of leadership, the educational level of the membership
and the organizational structure
(d) The power of the leadership, the member relationships and the
organizational structure

57. Which of the following characteristic distinguishes authority?

(a) It is vested in people not positions

(b) Subordinates accept it
(c) It flows across the horizontal hierarchy
(d) It emerges from the organizational values

58. Which of these refers to the set of characteristics that underlie a relatively stable
pattern of behavior in response to ideas, objects or people in the environment?

(a) Dissonance perception

(b) Personality
(c) Halo effect
(d) Attitude

60. The tendency to place the primary responsibility for one’s success or failure either
within oneself or on outside forces is referred to as

(a) Authoritarianism
 (b) Emotional stability
(c) Locus of control
(d) Extroversion

61. The tendency to see one’s own personal traits in other people is called

(a) Perceptual defense

(b) Projection
(c) Stereotyping
(d) The halo effect

62. Which of the following theories deals with employee’s perception of fairness?

(a) Expectancy
(b) Reinforcement
(c) Need hierarchy
(d) Equity

63. A financial budget that estimates cash flows on a daily basis or weekly basis to ensure
that the company can meet its obligations is called a

(a) Capital expenditure budget

(b) Balance sheet budget
(c) Cash budget
(d) Revenue budget

64. ______ is a process whereby companies find how others do something better than
they do and then try to imitate or improve on it.

(a) TQM
(b) Continuous improvement
(c) Benchmarking
(d) Empowerment
 65. Standing plans are

(a) Plans that are developed to achieve a set of goals that are unlikely to
be repeated in the future
(b) Plans that are used to provide guidance for tasks performed
repeatedly within the organization
(c) Plans that define company responses to specific situations, such as
emergencies or setbacks
(d) Most important in the organization

66. Which of the following is not a perceptual distortion?

(a) Stereotype

(b) Halo effect

(c) Projection

(d) Extinction

67. Nonverbal communication behaviors includes

(a) Twitching, Scratching, rolling your eyes

(b) Secret notes passed between fellow works
(c) Intrapersonal dialog
(d) Sending an email response to an irate customer

68. Democratic leadership is also known as---

(a) Autocratic
(b) Participative
(c) Bureaucratic
(d) Laissezfaire
 69. A significant part of a manager’s job is an organization is to use the tools and
techniques developed through OB research to increase organizational

(a) Structure
(b) Morale
(c) Complexity
(d) Effectiveness

70. According to an ethic of care, the first stage of individual moral development is

a) Principled
b) Self-sacrificing
c) Reflective understanding
d) Self-focused

71. According to an ethic of justice, the most advanced stage of individual moral development is
a) Preconventional
b) Conventional
c) Principled
d) Reflective understanding

72. Which of the following is false about ethics and modern management?
a) Modern managers will feel growing pressure to behave ethically
b) There are clear standards for judging ethical and unethical behavior
c) Questions of ethics surround many management decisions
d) Managers often navigate a “moral maze” in their decision-making processes

73. Pick the incorrect answer from the following.

a) Ethical behavior is right; unethical behavior is wrong
b) The judgment of right and wrong comes from the guidelines of a specific ethics
theory
c) The distinction between subjectively and objectively ethical behaviors can cause
confusion and controversy
d) Few conflicts can arise between a person who believes he or she behaved
ethically and those observing the behavior

74. All the following are part of the utilitarianism theory of ethics except
a) Utilitarianism asks a person to examine the effects of the person's actions to decide
whether the action is morally correct
b) Utilitarianism assumes a person can know and assess all costs and benefits of his or
her actions
c) Utilitarianism easily works with hard-to-quantify values
d) An action is morally right if the total net benefit of the action exceeds the total net
benefit of any other action
75. Which of the following is false about a rights-based view of ethics?
a) Negative rights allow interfering with another person's rights
b) Rights can exist because of an ethical standard
c) People have a moral duty to respect the rights of others
d) Rights are a moral justification for one's actions

76. _______ is a principle in the theory of distributive justice.

a) Egoism
b) Net benefits
c) Fair equality of opportunity
d) Reflective understanding

77. Managing for ethical behavior includes each of the following except
a) Peer reporting of unethical behavior (whistle blowing)
b) Positive rights
c) Ethical performance standards
d) Decision procedures

78. Which of the following does not apply to the legal and ethical views in the international
context of managing?
a) The Foreign Corrupt Practices Act
b) Ethical realism
c) Cultural relativism
d) Egoism

79. Which of the following is false about ethical egoism?

a) A universal ethical egoist can consider the interests of others
b) Ethical egoism is among the oldest and simplest of Western ethical systems
c) An individual ethical egoist always considers other people's interests when
assessing the effects of his or her actions
d) Some egoists will behave in a way they want other people to behave toward them

80. Which of the following is an incorrect statement about “its good business” to do business
ethically?
a) Ethical businesses develop reputations for concern about the societal effects of their
decisions
b) Ethical businesses have a short-term view of ethical management
c) Ethical businesses can have short-term costs not borne by less ethical competitors
d) Ethical businesses likely face few regulatory efforts

81. One statement below about ethical issues in organizational behavior is untrue.
a) Ethical issue: managers have no obligation to reduce dysfunctional stress
b) The organizational behavior topics in your textbook raise many ethical issues
c) Ethical issue: getting a person's free consent to use behavior-shaping processes
 d) Ethical issue: using behavioural knowledge to affect another person's behavior with
their full knowledge of the manager's intent

82. Pick the incorrect statement about ethics and moral philosophy.
a) Ethical absolutism holds that an ethics system applies to all people everywhere
b) Ethical relativism says that whatever a society or person believes is ethical defines
ethical behavior
c) Ethics and moral philosophy do not reflect on how actions ought to be done
d) Ethics and moral judgments can change over the course of human history

83. Which is the incorrect statement about ethical values of societies?

a) The languages of all societies distinguish between good and bad
b) Ethical systems have no important functions for a society
c) Ethical standards can be unwritten, as in preliterate societies, or written, as in
literate societies
d) All societies have ethical standards that define the behavior they see as right,
desirable, and good

84. Predictions might properly be defined as:

a) Influencing future events.
b) Influencing past events.
c) Knowing why future events occur.
d) Taking action to avoid negative outcomes.
e) Knowing when events will occur.

85. The early writers who set down the classical viewpoint on management were:
a) Business school professors.
b) Trade unionists.
c) Psychologists.
d) Managers and consultants.
e) Newspaper editors.

86. Max Weber saw bureaucracy as an ideal type of organization that included all of the
following, except:
a) Decentralized decision making.
b) Detailed rules.
c) Centralized power.
d) A strict chain of command.
e) High specialization.

87. All of the following are described by Mintzberg as decision making roles, except:
a) the resource allocator role
b) The leadership role.
c) The entrepreneur role.
d) The disturbance handler.
 e) The negotiator role.

88. Downsizing, restructuring, and reengineering have had a profound effect on organizations.
Surveys show that the consequences of these events include:
a) Decreased competitiveness.
b) Renewed loyalties between organizations and individuals.
c) Increased job satisfaction.
d) Decreased morale.
e) Decreased profits.

89. Using the phrase, "It depends" is one example of:

a) Political behaviour.
b) Contingencies.
c) Stalling for time.
d) Understatement.
e) Inept management.

90. The most essential item for an organization's existence is:

a) Technology.
b) Location.
c) People.
d) Finances.
e) Resources.

91. Problem identification and solving based on systematic education and experiences that
enable managers to locate problems within a network of previously acquired information is:
a) Networking.
b) Intuition.
c) Agenda setting.
d) Forecasting.
e) Logic.
.
92. The study of organizational behaviour deals with:
a) The operation of companies internationally.
b) The operation of failing companies.
c) Competition among companies.
d) The attitudes and behaviour of people within organizations.
e) The operation of companies within a nation.

93. Individuals are collected into organizations to:

a) Reduce unemployment.
b) Assure high profits.
 c) Carry out goals.
d) Provide jobs for workers.
e) Make a decent living.

94. Which of the following are considered the goals of organizational behaviour:
a) Prediction, explanation, profitability.
b) Prediction, insight, management.
c) Intuition, insight, management.
d) Prediction, explanation, management.
e) Intuition, agenda setting, networking.

95. Events of interest that studying organizational behaviour can help us to understand include
all of the following except:
a) How events in the external environment affect organizations.
b) The attitudes and behaviour of employees following a merger.
c) The influence of the economy on an organization’s profitability.
d) Having to bar employees from starting work too early.
e) Changing an organization’s management, structure, and technology.

96. After World War II, a number of researchers and theorists took up the theme of the
Hawthorne studies. This movement was called:
a) The human relations movement.
b) Friends of Hawthorne.
c) The contingency movement.
d) The peace movement.
e) The Group of Seven.

97. The general answer to many managerial questions is:

a) "We can do it."
b) "We need more people."
c) "We need more money."
d) "Blame the government."
e) "It depends."

98. Organizations can be described as:

a) Any group of three or more people.
b) Government bureaucracies.
c) Technological inventions for accomplishing goals.
d) Profit seeking companies.
e) Social inventions for accomplishing goals.

99. A study of managerial activities found that:

a) Managing information is crucial to career success.
b) People who were promoted quickly tended to do more networking.
 c) Planning was one of the least engaged in activities.
d) Handling paperwork is the most often engaged in activity.
e) People who were promoted quickly tended to do more human resource
management.

100. Determining when workers will behave in a certain way is an example of:
a) Intuition.
b) Detective work.
c) Controlling.
d) Prediction.
e) Explanation.

101. In Henry Mintzberg's research, the disseminator role is an example of:

a) A figurehead role.
b) A decisional role.
c) An interpersonal role.
d) A routine communications activity.
e) An informational role.

102._______ is intended as a critique of the classical viewpoint and bureaucracy.

a) Scientific management
b) The contingency approach
c) The New Deal
d) Organizational behaviour
e) The human relations movement

103. All of the following are affecting the demographics of the North American workplace
except:
a) The growth in numbers of visible minorities.
b) Large numbers of immigrants from Eastern Europe.
c) An aging population.
d) The entry of more women.
e) The growth in the number of persons with disabilities.

104. The study of organisational behaviour includes an understanding of which of the following:
a) Organisational processes and the execution of work.
b) Interactions with the external environment.
c) The process of management.
d) All of the above.

105. When the needs of the individual and the organisation are ________________, conflict and
frustration can arise.
a) consistent
b) similar
c) incompatible
 d) compatible

106. There are many aspects to management in work organisations, but the one essential
ingredient of any successful manager is:
a) The ability to adapt to technological change.
b) The ability to implement the policies of the organisation.
c) The ability to make calculated decisions.
d) The ability to deal with people effectively.

107. The style of management adopted by managers can be seen as a function of the manager’s:
a) Assumptions about human nature and behaviour.
b) Attitudes towards people.
c) Both of the above.
d) Neither of the above.

108. The psychological contract is:

a) A signed document stating mutual explicit needs.
b) A series of implicit mutual expectations.
c) A listing of statutory requirements.
d) A formal contract of employment.

109. Two areas that are influencing and impacting corporations and managers today are the rapid
pace of change and
a) Demographic increases.
b) Complexity of the work environment.
c) Organizational culture changes.
d) Managerial ineptness.

110. The field of organizational behavior examines such questions as the nature of leadership,
effective team development, __________, and ___________.
a) interpersonal conflict resolution; motivation of individuals
b) organizational control; conflict management
c) motivation of individuals; planning
d) planning; development

111. ____________ is attributed with developing the scientific management perspective.

a) Elton Mayo
b) Robert Owens
c) Frank Gilbreth
d) Frederick Taylor

112. Which perspective is hailed as being responsible for launching research into such topics as
leadership effectiveness and group dynamics?
a) Human relations approach
 b) Scientific management
c) Contingency approach
d) Hawthorne effect

113. Of the four building block skills, which one is frequently considered to be the largest
behavior management challenge?
a) The ability to inspire employees
b) The ability to analyze situations correctly
c) Personal flexibility and adaptability
d) Outstanding perceptual skills

114. Which of these skills is considered to be the cornerstone of the four building block skills?
a) Personal flexibility
b) Self-insight
c) Perceptual skills
d) Leadership capabilities

115. Which of these approaches argues that there is no single best way to manage behavior?
a) Hawthorne
b) Scientific Management
c) The cornerstone skill
d) Contingency

116. The area of "knowledge foundation" deals with the importance of

a) Understanding organizational behavior.
b) The behavior management process.
c) Development of solutions for achieving behavioral goals.
d) Identification of the causes of behavior.

117. Which of these steps of the behavior management process involves implementation of
selected strategy, monitoring for effectiveness, and performing necessary adjustments?
a) Step three
b) Step two
c) Step four
d) Step one

118.________ is/are a key trend that is having a significant impact on behavior management
today.
a) Information technology
b) Reverse discrimination
c) Decreasing the amount of training for managers
d) Stay-at-home mothers
119. What is contributing to organizations taking a look at employee groups that had previously
been overlooked, ignored, or shutout?
a) Current discrimination laws
b) Government monetary incentives
c) New behavior management theories
d) Economic pressures

120. One way businesses can benefit from diversity in the work force is
a) Increased popularity.
b) Increased understanding of the marketplace.
c) Increased employee satisfaction.
d) Minimizing EEOC/AA investigations.

121. One drawback to the technology of today is

a) It can actually accelerate the speed at which crises can strike a nation.
b) It can keep employees too busy to stay in touch with their employers and
organizations.
c) It can decrease waste and efficiency in organizations.
d) It can reduce the need for familiar methods of communication such as telegraph and
faxes.

122. The percentage of employees who work 50 or more hours per week has risen by _____ over
the past twenty years.
a) 25%
b) 40%
c) 30%
d) 37.5%

123. During the last thirty years, the percentage of dual-career married couples has grown by
a) 24 percent.
b) 96 percent.
c) 60% percent.
d) 36% percent.

124. Training starts with

a) organization analysis
b) Introduction
c) Selection
d) Planning
125. Causal attributions are made using information on three dimensions of behaviour, which are

a) Consistency, external factors and managerial implications

b) Consensus, conformity and internal factors
c) Internal factors, external factors, and conformity
d) Consensus, distinctiveness, and consistency
126. Attribution theory says that when we observe behaviour, we attempt to determine whether
it’s cause it:
a) Typical or unusual
b) Individual or external
c) Internal or external
d) Distinctive or normal

127. What are the psychological or internal factors affecting perceptual selection.
a) Personality, Learning, motives
b) Mental processes, Motives, Personality
c) Learning, Ego, personality
d) Ego, personality of mental processes

128. The personality factors of “the Big Five Model “are:

a) Extraversion, agreeableness, conscientiousness, emotional stability, openness to
experience.
b) Visionary, conscientiousness, agreeableness, emotional stability. Organizational.
c) Visionary, agreeableness, courteousness, emotional stability, openness to
experience.
d) Extraversion, agreeableness, conscientiousness, emotional stability.

129. Taylor insisted on the use of ________and ________study as a means of standerelizing

work activities.

a) Individual and organizational

b) Teams and groups
c) Labor and Company
d) Time and Motion

130. All the following are organization characteristics except

a) No cooperation
b) A bounded system
c) Structured social interaction
d) Authority relationships

131. Which of the following statements is correct about organizational theory and organizational
behavior?

a) Organizational behavior focuses on organizational design

b) Organizational behavior draws from anthropology and social psychology
c) Organizational theory draws from political science
d) Organizational theory and organizational behavior are independent of each other
132. Each of the following is true about a manager using theories and concepts as a photographer
uses camera lenses except

a) Using a single theory from a group of theories falls between a wide-angle and
telephoto lens
b) Using entire motivation theories is the same as using a wide-angle lens
c) Using a single concept is the same as using a telephoto lens
d) Managers do not switch from one theory or concept (lens) to another theory or
concept (lens) while analyzing and solving organizational problems

133. A plant manager uses an efficiency rating to measure a department's performance. Foremen
falsify their efficiency reports to get high ratings. This is a

a) Latent dysfunctional consequence

b) Latent functional consequence
c) Manifest dysfunctional consequence
d) Manifest functional consequence

134. Which of the following statements is false about scientific management (Taylor)?

a) Scientifically select workers and give them standardized tools to do their job
b) Scientific management contrasted with most views of management at the time
c) Workers should do the planning and the doing of the work
d) Managers should make task assignments and set performance goals

135. Each of the following is a basic management idea or concept in the theory of administration
(Fayol) except

a) Bureaucracy
b) Planning
c) Unity of command
d) Centralization

136. Which of the following is not a feature of bureaucracy (Weber) that made it an efficient
organizational form?

a) Loosely defined functions

b) Hierarchical form
c) Technically trained bureaucrats
d) Written rules and procedures
137. All the following are early observations on organizations and management by Mary Parker
Follett except

a) Power-with
b) Power-over
c) Leaders are tenacious and steady during stormy times
d) Delegation of authority

138. Which of the following concepts or statements is false about the views from The Functions
of the Executive (Barnard)?

a) Contributions and inducements

b) People join organizations when their contributions slightly exceed the
inducements
c) Motivation to perform
d) Purposes and limitations

139. Which of the following observations is not part of Peter Drucker's work?

a) Goals as a source of a manager's self-control

b) Management by objectives (MBO)
c) Most people like to work
d) Forming alliances, partnerships, and joint ventures across national boundaries

140. Which of the following is false about the characteristics of modern organizations?

a) Have little global focus

b) Face simultaneous pressures for stability and change
c) Some employees will find such organizations stressful
d) Use the Internet to manage external interactions

141. Each statement below about the Hawthorne Studies is true except

a) Secondary analyses of the studies' original data supported using monetary

incentives to get higher productivity
b) The Hawthorne Studies motivated further understanding of human behavior in
organizations
c) Empathic management behavior leads to more productivity than directive
management behavior
d) The studies had strong research designs that allowed solid conclusions
142. One statement below about Theory X or Theory Y (McGregor) is incorrect.

a) Theory Y: A person committed to work goals will work toward them without
external control
b) Theory X: People like to work
c) Theory Y: Lack of ambition is not a basic human quality
d) Theory X: The average person desires security and avoids responsibility

143. Which of the following is not part of a view (Drucker) of organizational governance and
management integrity?

a) A board of directors should not review senior management's plans

b) Integrity is a critical part of a manager's character
c) Effective governance requires a strongly independent and diverse board of directors
d) An organization's board of directors should take action in times of crisis

144. Organizing includes:

a) Defining organizational goals
b) Hiring organizational members
c) Motivating organizational members
d) Determining who does what tasks
d)
145. Efficiency refers to:
a) The relationship between inputs and outputs
b) The additive relationship between costs and benefits
c) The exponential nature of costs and outputs
d) Increasing outputs regardless of cost

146. The French industrialist who first identified the basic management functions is:
a) Weber
b) Taylor
c) Herzberg
d) Fayol
d)
147. The concept of Job enrichment is a contribution by:
a) Frederick Herzberg
b) F.W.Taylor
c) C.K. Prahlad
d) Peter F. Drucke

148. Who developed the concept of Management by Objectives?

a) Maslow
b) Herbert Simon
c) Herzberg
 d) Peter F. Drucker
d)
149. Who defined management as “the art of knowing exactly what you want men to do and then
see that they do it in the best and cheapest way”?
a) Henry Fayol
b) F.W. Taylor
c) Mary Parker Follet
d) Likert

150. The management tool undertaken to find out the one best way of doing the thing is termed
as:
a) Job Analysis
b) Merit Rating
c) Job Enrichment
d) Job Evaluation
d)
151. Which school of thought had been developed on the idea that there is no single best method
to find solutions to Managerial problems
a) System approach
b) Empirical approach
c) Contingency approach
d) Operational approach

152. Koontz and O’Donnel are the advocates of which approach to management?
a) System approach
b) Empirical approach
c) Contingency approach
d) Operational approach

153. According to which approach, management is a logical process and it can be expressed in
terms of mathematical symbols and relationships?
a) Empirical approach
b) Management Science approach
c) Contingency approach
d) Operational approach

154. Which of the following study helps to determine a fair days work and rest period to
complete it
a) Work study
b) Time study
c) Motion study
d) All of these

155. Which of the following study is aimed to determine and eliminate unnecessary and wasteful
movements
 a) Work study
b) Time study
c) Motion study
d) All of these

156. Who authored the famous book “General and Industrial Management”?
a) Henry Fayol
b) F.W. Taylor
c) Henry Gantt
d) Peter Drucker

157. Authority and responsibility are …………….to each other

a) Supplementary
b) Complementary
c) Contradictory
d) Inconsistent

158. Which of the following thinkers believed that leaders are not born but also developed
through proper training in human behaviour?
a) Mary Parker Follet
b) F.W.Taylor
c) C.K. Prahlad
d) Peter F. Drucker

159. A statement showing the minimum acceptable qualities of the persons to be placed on a
Job is termed as:
a) Job analysis
b) Job description
c) Job specifications
d) Staffing

160. The process of searching for prospective employees and stimulating them to apply for the
Job is called:
a) Selection
b) Training
c) Recruitment
d) Induction

161. Which of the following is considered as a negative function of traditional management?

a) Selection
b) Recruitment
c) Training
d) Placement
162. All levels of management between the supervisory level and the top level of the
organization are termed as:
a) Middle managers
b) First-line managers
c) Supervisors
d) Foremen

163. Which is the process of getting activities completed efficiently and effectively with and
through other people?
a) Leading
b) Management
c) Supervision
d) Controlling

164. Wasting resources is considered to be an example of:

a) Efficiency
b) Effectiveness
c) Inefficiency
d) Ineffectiveness

165. Effectiveness is synonymous with:

a) Cost minimization
b) Resource control
c) Goal attainment
d) Efficiency

166. Which of the following management functions from the mid-1950s is no longer included in
the basic functions of management?
a) Planning
b) Staffing
c) Leading
d) Controlling

167. A manager resolving conflict among organizational members is performing what function?
a) Controlling
b) Commanding
c) Directing
d) Leading

168. Who developed a categorization scheme for defining what managers do, consisting of 10
different but highly interrelated roles?
a) Henri Fayol
b) Henry Ford
c) Henry Mintzberg
d) Henry Morris
169. According to Mintzberg's management roles, which roles are those that involve people and
other duties that are ceremonial and symbolic in nature?
a) Informational
b) Interpersonal
c) Technical
d) Decisional

170. All of the following are examples of informational roles according to Mintzberg except:
a) Liaison
b) Monitor
c) Disseminator
d) Spokesperson

171. Which of the following individuals identified the three essential managerial skills?
a) Katz
b) Lewisberg
c) Raines
d) Chambers

172. The three essential managerial skills include:

a) technical, human, and empirical
b) human, empirical, and conceptual
c) technical, interpersonal, and controlling
d) technical, human, and conceptual

173. Managers with good ________ are able to communicate, motivate and lead to get the best
out of their people.
a) human skills
b) conceptual skills
c) technical skills
d) visual skills

174. In the Wealth of Nations, Adam Smith described the breakdown of jobs into narrow and
repetitive tasks and called this as:
a) assembly lines
b) work denomination
c) division of labor
d) greatest common factor of work

175. Which of the following phrases is most associated with scientific management?
a) Management relations
b) One best way
c) Supply and demand
d) Quality control
176. Which was the best-known example of Taylor's scientific management?
a) Horseshoe
b) Pig iron
c) Blue collar
d) Fish tank

177. Fayol was interested in studying________, whereas Taylor was interested in studying
__________.
a) Senior managers; effective managers
b) All managers; first-line managers
c) Bureaucratic structures; chains of command
d) Administrative theory; macroeconomics

178. According to Weber's ideal bureaucracy, what occurs when employees are placed in jobs
based on technical qualifications?
a) Career orientation
b) Authority hierarchy
c) Impersonality
d) Formal selection

179. Based on his scientific management principles, Taylor suggested which of the following
pay principles?
a) Monthly salary
b) Monthly salary with bonus
c) Seniority pay
d) Incentive pay

180. The quantitative approach to management has also been referred to by which of the
following names?
a) Sales optimization
b) Management science
c) Managerial theory
d) Statistical reformulation

181. Which of the following early advocates of organizational behavior created the field of
industrial psychology, the scientific study of people at work?
a) Robert Owens
b) Hugo Munsterberg
c) Mary Parker Follett
d) Chester Barnard

182. Who was one of the first to recognize that organizations could be viewed from the
perspective of individual and group behaviour?
a) Robert Owens
 b) Hugo Munsterberg
c) Mary Parker Follett
d) Chester Barnard

183. Which of the following early advocates of organizational behavior was the first to argue that
organizations were open systems?
a) Robert Owens
b) Hugo Munsterberg
c) Mary Parker Follett
d) Chester Barnard

184. Which four theorists are associated with the early organizational behaviour approach?
a) Barnard, Follett, Munsterberg, and Owen
b) Munsterberg, Taylor, Fayol, and Follett
c) Taylor, Fayol, Weber, and Barnard
d) Follett, Barnard, Munsterberg, and Weber

185. Without question, the most important contribution to the developing field of organizational
behaviour came out of:
a) Taylor Studies
b) Porter Studies
c) Parker Studies
d) Hawthorne Studies

186. The Hawthorne Studies were initially devised to study:

a) Productivity levels of groups versus individuals
b) The effect of noise on employee productivity
c) The effect of illumination levels on employee productivity
d) Impact of cooperative versus competitive organisational environments on
productivity

187. Which scientist is most closely associated with the Hawthorne Studies?
a) Adams
b) Mayo
c) Lawler
d) Barnard

188. A system can best be defined as a (n):

a) Grouping of separate and independent parts
b) Set of interrelated and interdependent parts
c) Ordering of distinct and unrelated parts
d) Set of connected but non-functional parts

189. Which of the following types of systems does not interact with its environment?
a) fluid
 b) diagrammatic
c) closed
d) resource-driven

190. Who were two of the pioneers in the area of Total Quality Management?
a) Fayol; Weber
b) Taylor; Gilbreth
c) Owen; Munsterberg
d) Deming; Juran

191. Quality management is driven by a focus on:

a) Workplace diversity
b) Workplace spirituality
c) Continual improvement
d) Knowledge management

192. When an organization assigns specialists to groups according to the projects they are
working on, it’s termed as:
a) Divisional structure
b) Functional structure
c) Product structure
d) Matrix structure

193. A matrix structure violates which key element of organizational design?

a) Unity of command
b) Chain of command
c) Span of management
d) Decentralization
d)

194. Which of the following is not a dimension of workforce diversity?

a) Affirmative action
b) Religion
c) Union status
d) Ethnic background

195. Which of the following statements is false?

a) Managing diversity does not try to harness the potential of a diverse workforce
b) Managing for diversity forces major changes on an organization
c) An organization's diverse workforce can give it a competitive advantage
d) Valuing diversity means managers actively try to build a diverse workforce

196. Pick the incorrect statement about quality management.

a) Quality management is a philosophy of management
 b) Quality management is a system of management with tools and techniques that help
manage for quality
c) Quality management builds strong ties with suppliers and customers
d) Quality management tries occasionally to improve the quality of an organization's
product or service

197. Which of the following is true about quality management?

a) Quality management has a short-term focus
b) Quality management applies to all types of organizations
c) Quality management cares more about cost than continuous quality improvement
d) Quality management has its roots in military organizations

198. All the following new and emerging technologies will become part of the context of modern
organizations except
a) Wave division multiplexing
b) Wireless technology on airplanes
c) Push-button telephones
d) Electronically based measurement systems

199. Each of the following is a future organization and management characteristic except
a) Thorough understanding of customer needs and desires
b) Compete in globally diverse markets
c) Little involvement in Internet commerce
d) Growing use of virtual organizations

200. Which of the following statements is false about the global environment of organizations?
a) Modern managers must think beyond their domestic environment in ways never
before required
b) Global markets will have fewer interconnections in the future
c) Transnational organizations that see no national boundaries will increasingly
emerge in the future
d) The entire planet becomes a source of markets, labor, and materials

201.___ advocated the humans are essentially motivated by level of needs.

Ans A a maslow

202. Which one of the following approach has emerged from the finding of hawthorne
experiments
Ans C human relations approach

203. With which aspect is management audit concemed.

Ans B quality of managerial actions
204. The attitude based on beliefs, opinion, knowledge , or information about the event which
the employee possesses is under _____ component of attitude.
A. Behavioral
B. Cognitive
C. Affective
D. Positive
Ans. C affectives

205. Management is combination of

Ans B science and technology

206. Putting people into a convenient group on basis of some characteristics and make as
consumption to perfect is called as
Ans C perceiving

207. Time management is the part of :

A. Simulation Training
B. Transactional Analysis
C. Self- Development
D. Sensitivity Training
Ans B transactional analysis

208. Most valuable assets in an organisation is

Ans B human being

209. Hawthorne studies is related to which stage of the organisation behaviour evolution.
Ans D human relations movement

210.which of the following is not a basic function of the management process ?

A. Planning
B. organizing
C. Working
D. Controlling
Ans C working

211.Organisations process does not involve one of the following elements.

Ans D appraisal of a subordinate

212. Concerning organisation behaviour .

Ans B a weak culture is a more productive environment

213. Science is a body of which type of knowledge?

Ans B organized
214. Which of the following is not a behaviour model.:
A. Autocratic
B. Custodial
C. Supportive
D. Ancient
Ans B custodial

215. A manufacturing company has divided its departments into pattern making, fabric cutting,
and fabric coloring , what type of departmentalization is this ?
ANs A geographic departmentalization

216. While managing political behaviours in organization, the manager requires discouraging :
A. Negotiation
B. Relationships
C. Self Interest
D. Dialogue
Ans .A negotiation

217. ___ represent noblest thought, ideals etc.

Ans C superego

218. Which one of the following the most descriptive characteristic of the management.
A. Detype
B. Amiable
C. Kindly
D. Aggressible
Ans B amiable

219. Sales forecasting is not related to estimating

A. Industry sales
B. Company Sales
C. Territory Sales
D. Sales performance
AnsC territory sales

220. The concept of management by objectives was introduced by

Ans A peter drucker

221._____ is the process of getting results accomplished through others.

Ans C delegating

222. Which one is not element of communication process.

Ans D measurement
23. The combination of characteristics or qualities that from an individual’s distinctive character
is the definition of
Ans A personality

224. Among of the following which is not a problem in changing the attitude of the employee
Ans B resistant by employees

225. Groups created by managerial decision in order to accomplish stated goals of the
organization are called:
A. Formal Groups
B. Informal Groups
C. Tasks groups
D. Interest Groups
Ans C tasks groups

226. Which of the following elements is not a barrier to effective planning

Ans A rapid environmental changes

227. Which which of the following is not step in perceptual process?

Ans. A object

228. Who studied the nature of specific jobs, and broke the tasks into basic work units with the
end result providing one right way to perform the job?
A. Henry L Gantt
B. Frederick W. Taylor
C. Elton Mayo
D. Douglas M. McGregor
Ans C Elton mayo

229. Which of the following factors is not important in organisation design

Ans C informal relationships

230. High rates of ____ increase cost and lends to place less experienced employees in job
Ans C employee turnover

231. Appraisal based on results is based on

Ans A management by objective

232. Continued membership in a group will usually require

Ans B conforming to group norms

233. Which of the following aspects of managing has not been emphasised by Mcgregor’s
theories X and Y
Ans D appraisal
234. The management of people/labour should be handled by what department in an
organization?
Ans C human resources

235. A budget is what type of control?

Ans B financial

236. Which one of the following is not a planning permise

Ans. D remedial

237. Manpower planning is also known as

Ans. B human resource planning

238. OB focuses at 3 levels

Ans. D individuals, groups, organizations

239. Who said, “Management is a multiple organ that manages a business, manages a manager
and manages workers and work?
Ans A peter drucker

240. In present context, challenges for OB are

Ans. D allof the above

241. In regards of stuffing function, which combination of activities in sequential order is

correct?
Ans A job analysis, recruitment, selection, placement

242. Which of the following theories is process theory of motivation

Ans B Vroom's valence expectancy

243. In present context, challenges for OB are

Ans D

244. The family condition and impact of the parents in the main base for the personality of a
person Later it might changed by _____
A. Thinking
B. External Influences
C. Own Ability
D. Learning Experiences
Ans. C own ability

245. Which one is not staged of controls

Ans A feedforward control

246.___ explains internal process of choice among different behaviours

Ans A equity theory

247. The Hawthorne studies

Ans. D found better ways to manage projects by creating charts of when tasks should be
completed

248. Mr. Sanjeev rated Mr. Rajiv high in his job evaluation because both belong to same area
and graduated from same university. It is example of.
Ans. B similar to me effect

249. Which of the following functions or activities requires recruiting and placing qualified
personnel needed for the organisation so that is may achieve its objectives and goal?
Ans. B leading

250. Which one is correct order.

Ans. D ​planning, budgeting, control, action

251) A plan develop to carry out a course of action that is not likely to be repeted in the future is
called.
Ans:- single use plan

252.) Planning is often called the primary management function because it.
Ans:- ESTABLISHES THE BASIS FOR ALL THE OTHER FUNCTIONS

253.) The quality of information is measured by its.

Ans:-A- Accuracy

254.) A leadership who allows his employees complete freedom to whatever decisions and to
complete work in whatever way they think is best is using which leadership style?
Ans:- laissez fair….

255.) Is simply used of electronic means to transfer funds directly from one account to another
than by cheque or cash.
Ans:- e-banking

256.) The traditional shape of an organization was

Ans:- A- pyramid

257.) Marketing research is a useful tool to find solutions to any problem of.
Ans:- A. Competitor's

258.) Changes of advancement progress of profit prevailing in external environment of a

company is known as
Ans:- strength
259.) The term- refers to a set of sequenced planned action or events , intended to help an
organization increase its efficiency.
Ans INTERVENTION

260.) Which of the following is port of fourteen principle of management identify by henry
fayol.
Ans A- Overriding.

261.) what are three starch score predictors in determining communications effectiveness.
Ans -NOTED, ASSOCIATED AND READ MOST

262.) TQM is
ANs A- German concept.

263.) give an example of internal sources of recruitment .

ANS. PROMOTION

264.) A farm that is involved in two or more distinct business is known as

Ans D - A Multinational….

265.) the organization that conduct business operation across national border are known as
Ans DOMESTIC COMPANIES

266.) A separate training centre is established training.

Ans VESTIBULE

267.) Discrepancy between existing and desired state of affairs is called.

Ans B- Solution

268.) The organization that has developed the capacity to continuity learn adapt and changes is
called.
Ans B - Learning organization...

269.) JIT meaning

ANs B- Just in time.

270.) the sales and marketing component of e-banking is known as:-

Ans B - E-commerce

271.) the process of creating new or improved goods and services or developing better ways to
produced or provide them.
Ans INNOVATION

272.) which of the following is not a primary motivation.

Ans. SELF ESTEEM
273.) establishing and implementing ways of making thing work is known as.
Ans D- Directing

274.) which term refers to selling a division of an.

Ans A- Divestiture

275.) Which factor has been the most rapidly ….

Ans D - Social

276.) which of the following behaviour had dramatical influenced by hawthorne theory.
Ans MORAL BEHAVIOUR

277.) All of the following are steps in objectives setting expect.

Ans. VARIABLE

278.) self actualization theory of motivation is given by:-

Ans A- Maslow

279.) Monitoring organizational process towards goal attainment is called

Ans PLANNING

280.) the principle of “ Division of labor was was given by:-

ANs A - Frederick taylor

281.) Concern for empty motivation is most closely Associates with which of the following
management approach.
Ans. ORGANIZATIONAL BEHAVIOUR

282. Which of the following means that you achieve the best possible balance among several
goals.
Ans B- optimizing.

283.) which of the following are the factors that concern the nature are direction of the economy
in which a farm operates
Ans ECONOMICAL

284. A budget is an example of which of the following plan:-

Ans SINGLE USE PLAN

285. At the very first stage of establishment organization are generally indulged in.
Ans A- Planing

286. …..is a situation in which a manager can make accurate decision because the outcomes of
every alternatives is know-
Ans C- Uncertainty

287.) Which of the following is generally not true about a manager

Ans. HE OR SHE CAN PUNISH OR REWARD OTHERS

288.) ZBB is………….

Ans ZERO BASED BUDGETING

289.) A problem with group things is that no one is actually in charge of making the final
decision or outcome which result in
Ans. AMBIGUOUS RESPONSIBILITY

290.) The…...is person within a reference group who because of a special skill knowledge
personality or other characteristics expert in fluence on other.
Ans OPINION LEADER

291.) Which of the following describes a global marketplace?

Ans D- The entire work...

292.) Qrganization efficiency is improved by the use of ………..

Ans A - Programmed decision….

293.) Which one of the following is weakness of MBO

Ans. COORDINATION OF GOALS AND PLANS

294.) People who consistency believe they control their on destinies have a/an
Ans. A- Internal locus of...

295. Exchange Rates affect the cost of exporting goods and the supply and price of imported
goods in an economy.
Ans ​- b- economic

296. As a Structured planning method used to evaluate the strengths, weaknesses, opportunities,
and threats involved in a project or in a business venture.
Ans .​d- swot

297. Factors include acts of parliament and associated regulations, international and national
standards, local government by- laws, and mechanisms to monitor and ensure compliance with
these.
Ans .​a- regulatory

298. Factors include discrimination law, consumer law, antitrust law, employment law, and
health and safety law. These factors can affect how a company operates, its costs, and the
demand for its products.
Ans d- legal

299. Organization is employed to achieved the overall…… of business firms

Ans b-​ goals

300. is The function employed to achieve the overall goals of the organisation
Ans​ a- alla

301. Manager must have the authority to give orders, but they must also keep in mind that with
authority comes responsibility
Ans -b- discipline

302. an...is a group of people with a defined relationship in which they work together to achieve
the goals of that organisation .
Ans . ​a- company
Ans

303. Analysis aims to identify the key internal and external factors seen as important to
achieving an objective
Ans d- ​swot

304. Elements that the project could exploit to its advantage

Ans-​c- opportunities

305. Factors may also include goods and services which the government wants to provide or be
provided(merit goods) and those that the government does not want to be provided(demerit
goods or merit bads).
Ans ​C- political

306. Users of SWOT analysis need to ask and answer questions that generate meaningful
information for each category (strengths, weaknesses, opportunities, and threats) to make the
analysis useful and find their advantage
Ans C – ​competitive

307. Identification of Swots is important because they can inform later steps in …to achieve the
objective.
Ans d- planning

308. Characteristics of the business or project that give it an advantage over others.
Ans a​- strengths

309. Case Study - i line authority

Ans- C- stall

310. Authority is the combination of line organisation and staff organisation.

Ans .d- ​line and staff

311. Management Companies

Ans d- all

312…. in business and organization is the function that coordinates the efforts of people to
accomplish goals and objectives using available resources efficiently and effectively.
Ans .​d- management

313. Obey and is responsible only for executing the order according to instruction
Ans-b- functional

314. Responsible only for the quality of the advice

Ans ​-C- stall

315. Order according to Instruction

Ans​- A- line

316. It ia a Communication Relationship with management?

Ans​-​B- functional

317. On the whole is the process of planning, organising, staffing, leading and controlling.
Ans d​- management

318. Described management as philosophy.

Ans.​d- fayol

319. Management primary function is the satisfaction of a range of

Ans. ​a- stakeholders

320. In the.. Era management’s use is identified in the wide areas and its frontiers have been
pushed to a broader range.
Ans. ​c- Present

321. Management is an essential---- to improve one’s life and relationships.

Ans ​a- faction

322. Management involves identifying the mission , objective, procedures, rules and the
manipulation of the human capital of an enterprise to contimue to the success of the.
Ans-​a- company

323… was one of the most influential contributors to modern concepts of management
Ans .d-​ fayol

324. Management must have

Ans.c-​ both

325. When employees are specialized, output can increase because they become increasingly
skilled and efficient.
Ans .c- ​division of work

326. Is the process of thinking about and organising the activities required to achieve a desired
goal
Ans-​b- planning

327. Planning involves

Ans-​b- plan

328. Can be described as predicting what the future will look like, whereaseas planning predicts
what the future should look like.
Ans-c- f​orecasting

329. Fayors…... principles was one of the earliest theories of management t be created, and
remains one of the most comprehensive.
Ans-​d- 14

330. Fayors 14 prnciples of management include

Ans​-d- alla

331. This principle refers to how close employees are to the decision- making process . it is
imported to aim for an appropriate balance.
Ans-b​- espirit de corps

332. Organizations should strive to promote team spirit and unity.

Ans-a- ​espirit de corps

333. is a fundamental property of intelligent behaviour.

Ans​-planning

334. Planning is a management process, concerned with defining goals for….’s future direction
and determining on the missions and resources to achieve those targets.
Ans-a- ​company

335. Effective management is crucial for nearly all {which?} large organisations and generally
valuable for those of any size.
Ans​-d- organising

336. are grouped into departments and their work is coordinated and directed towards
organisational goals
Ans-d- individuals
337. is one of the executive functions of the brain , encompassing the neurological processes
involved in the formulation, evaluation and selection of a sequence of thoughts and actions to
achieve a desired goal.
Ans-a​- planning

338. management should be fair to staff at all times, both maintaining discipline as necessary
and acting with kindness where appropriate.
Ans-a- equity

339. planning increases the ------ of an organisation.

Ans-a- efficiency

340. it reduces the risks involved in modern business activities

Ans-a- ​planning

341. Case Study - in january 2006- question - the four season hotel-was founded by whom in
1960?
Ans-​a- sharp

342. four season every employee was treated as their

Ans-​d- owner

343. works culture four season is built on what

Ans-​b - team spirit

344. the four season was committed towards what

Ans-​c- both

345. the hotel chain received awards from

Ans-​a - consumer reports

346. ….. uthority is granted to staff specialist in their areas of expertise

Ans-​A- line

347. inference is advice rather than order

Ans-
Ans ​-B- functional

348…….. Authority management have the formal power to direct and control immediate
subordinates
Ans A- line

349. Authority is where managers have formal power over a specific subset of activities
Ans -B- functional
5. Leadership has a lot of characteristics and a leader must not maintain the trait in his
behaviour
● Coexistence
● Taking responsibility
● Avoid responsibility
● All
Ans. Avoid responsibility

6. Defective delegation
A. Hampers coordination
B. Size of organization
C. Establish paper controls
D. Establish sources of powers
Ans. Hampers coordination

7. Intrapersonal communication is best defined as

A. The relationship level of comm
B. Interaction with limited no. of persons
C. Comm designed to inform or persuade audience
D. Communication with self
Ans​. Communication with self

9. Which of the following is second stage of group formation

A. Forming stage
B. Initial integration stage
C. Storming stage
D. None
Ans. Storming stage

12. Which determinant of personality determines the actual learning of person?

A. Biological
B. Social
C. Culture
D. Situational
Ans. Culture

15. Is the singleness of purpose that makes possible creation of one plan
A. Unity of direction
B. Unity of command
C. Unity of authority
D. Unity of resources
Ans. Unity of direction
16. The law of exercise in learning is based on
A. Classical conditioning
B. Operant conditioning
C. Social learning
D. Cognitive learning

Ans. Operant conditioning

17. Planning do not consider

A. Choice
B. Communication
C. Machine
D. Coordination
Ans.Machine

1. Modern managers are:

Ans: All the above

2. Coordinating people and human resources to accomplish organizational goals is the process
of?

Ans: management

3. _______ is the process of getting completed efficiently and effectively with and through
other people?

Ans: Management

4. Effectiveness is Synonymous With_____

Ans: Goal attention

5. Efficiency refers to___

Ans: The relationship b/w input and output

1. Nature of management can be described as:

Ans: All

2. Management is Science is characterized by:

Ans: All

3. Management as Art has these characteristics:

Ans: All

4. Which one is not the characteristics of Management as Profession:

Ans: Universal in nature

5. A manager is responsible not only to its ______ but also to the society.

Ans: Owners

1. Management has scope in ___ the department of an business unit.

Ans: all

2. In production department scope of management is in:

Ans: All

3. ___________________ can be regarded as a process of identifying and

assessing the consumer needs?

Ans: Marketing

4. ________________ is concerned with managerial and operative functions:

 Ans: Personnel Management

5. The main functions of financial management includes:

Ans: All

1. Planning, Organizing, directing and controlling are there?

Ans: Function of management

2. Planning involves defining the organization’s goals, establishing an overall strategy

for achieving those goals, and developing a comprehensive set of plans_____

Ans: c

3. Planning can’t eliminate change. Managers plan in order to____.

Ans: a

4. _____ facilitates optimum utilization of resources which brings economy in

operations?

Ans: Planning

5. ______________ requires peeping in future, analyzing it and predicting it.

Ans: Planning

1. Organizing is the function of management which follows:

Ans: planning
2. Importance of Organizing Functions Include:

Ans: All

3. Organizational ______helps in clarifying the role positions to every manager.

Ans: All

4. How many Principles are there in Organizing?

Ans: 5

5. According to the principle, the whole work of concern should be divided

amongst the subordinates on the basis of qualification, abilities and skills?

Ans: a

1. Staffing is the process of choosing _____ people for organization?

Ans: Right

2. Staffing includes:

Ans: All the above

3. In the natural of staffing, it includes:

Ans: All

4. Staffing Keeps lot of importance in an Organization, because:

Ans: All

5. Which factors considered as internal factor, which affects staffing process

in an organization?
 Ans: Only 1 And 2

1. Directing is a continues process initiated at____.

Ans: top level

2. ___________ communication helps a manager to understand the subordinates to

express their feelings?

Ans: Upward

3. Unity of command means getting orders/command from only_ _______supervisor.

Ans: One

4. There are ____ principles of Directing?

Ans: six

5. Nature of directing include:

Ans: All of the above

1. Measurement of accomplishment against the standards and correction of

deviation?

Ans: Controlling
2. Controlling is the _____ function of the management process.

Ans: Last

3. Controlling is a ______ process in every organization?

Ans: Dynamic

4. Planning and controlling are _____ functions of a business enterprise?

Ans: Inseparable

5. What is M.B.O?

Ans: Management by objective

1. All levels of management between the supervisory level and the top level of
the organization are termed___________________.

Ans: middle managers

2. Executive vice president, president, managing director, chief operating

officer, chief executive officer, or chairman of the board are position
associated with which of the following levels of managements?

Ans: Top managers

3. The lowest level of management is ________.

Ans: First line manager

 4. Supervisor is another name for whom?

Ans: First line manager

5. Functions of lower management include:

Ans: All the above

1. _____ is a set of autonomous unit, each typically machine bureaucracies in itself,

coordinated by a central headquarter?

Ans: Division Structure

2. Which theory was proposed by Douglas Mc Gregor?

Ans: Theory x and Y

3. Who proposed the four principles of scientific management?

Ans: Fredrick

4. Evolution of modern management began in the late ______, after the industrial
revolution?

Ans: 19​th​ century

5. Companies started emphasizing individual workers in __________.

Ans: human relation movement

1. Which of the following is an example of the Hawthorne experiments?

Ans: All
2. The schools of management thoughts developed _______ during the period
are known as ‘Neo-classical school of thought’,’

Ans: 1930-1960

3. Human relation’s School approaches’ Prominent was _____

Ans: Elton Mayo

4. Contributions of human relation is

Ans: All

5. Which of the following thinkers believed that leaders are not born but also
developed through proper training in human behavior?

Ans: Mary parker flat

1. According to Max Weber, one of the principle of bureaucracy is:

Ans: b

2. Which of the following option was created to hire highly trained specialist
for the operating core?

Ans: c

3. Which of these is a characteristics of bureaucracy?

Ans: All the above

4. Fayol’s has given _____ Elements of Management?

Ans: 5
 5. Functional Foremanship is the concept related to___________

Ans: Scientific management

Neo-Classical Theories -1

1. Which of the following is an example of the Hawthrone experiments?

Ans: All the above

2. The school of management thoughts developed________ during the

period are known as ‘Neo-classics Schools of Thought’,

Ans: 1930-1960’s

3. Human Relation’s School Approaches’ Prominent advocate

was______

Ans: Elton Mayo

4. Contributions of Human relation is/are

Ans: All the above

5. Which of the following thinkers believed that leaders are not born but
also developed through proper training in human behaviour?

Ans: Mary Parker Fallot

Neo-Classical Theories -2

1. Who propounded the Need’s theory?

Ans: c

2. Which of the following is a need that motivates human behaviour

as per the achievement motivation theory?

Ans: All the above

3. Which of the Maslow’s needs reflects individuals desires for

status, superiority, self-respect, and prestige?

Ans: esteem

4. Who has proposed X-Y theory?

Ans: Douglas

5. Chester Bernard was the _________ of new Jerray Bell Telephone

Company?

Ans: President

Systems Approach to organization

 1. According to which approach, management is a logical process
and it can be expressed in terms of mathematical symbols and
relationship?

Ans: Management Science approach

2. System theory treats an organization as a____

Ans: System

3. __________ was the first person to utilize the systems

approach in the fields of management?

Ans: Barnard

4. An organization is a dynamic system as it is responsive to its

environment.

Ans: Dynamic

5. System approach is based on the generalization that everything

is_______.

Ans: Inter-related

Modern Organization Theory 1

1. How many factors influence organization in contingency approach?

Ans: 4

2. Modern organization theory is of recent origin, having developed in early _____.

Ans: 1960
 3. Who said, “The distinctive qualities of modern organization theory are its
conceptual analytical base, its reliance on empirical researches data and , above
all, its integrating natures”.

Ans: WG Scott

4. Which approach accepts-the dynamics and complexities of the organization

structure?

Ans: Contingency theory

5. Out of these, which one is not the limitation of the contingency approach?

Ans: All the above

Modern Organization Theory 2

1. _________________school is also sometimes called, ‘Operation Research ”or

“ Management Science School’.

Ans: b

2. It uses scientific techniques for providing base for managerial decision?

Ans: b

3. _________ are used to solve management problems whereas mathematical

models were previously used for the purpose.

Ans: computers
 4. Mathematics _____________ provide tools for analysis but they cannot be
treated an independent system of management thought.

Ans: b

5. This approaches does not give any weight age to _______ which plays a
dominant role in all organizations?

Ans: human element

MCQS:

QUESTION 1
1. The case focuses on
Effective Leadership

Highlighting the Importance of Theory

Comparison between theory and scientific approach of managemen​t.

Improving the Performance of the employees.

10 points
QUESTION 2
1. The management development program was designed for
Top Level

middle Level

Low Level

none of the above

10 points
QUESTION 3
1. Top scientist believed in
 Qualitative validity of the concepts

Scientific Validity of the concepts

Both a & b

none of the above

10 points
QUESTION 4
1. In the case described the top level executives in the organisation are concerned with
all the problems in the organisation

Management problems

Scientific Research problems

none of the above

10 points
QUESTION 5
1. The major objective of conducting management development program was to
Acquaint the employees with various management practices

Introduce a new product

New Marketing concept

none of the above

10 points
QUESTION 6
1. Pilot program was focused on a
Large Sample

Small samples

Both a & b

none of the above

10 points
QUESTION 7
1. The Management Development Program was conducteded in the
 Marketing Department

Research and Develpoment Department

Human Resource department

none of the above

10 points
QUESTION 8
1. """The psychologist recognised that this whole program might be in jeopardy"" implies"
It was a real mess

Was A Success

On Trial basis

Poor Marketing Strategies

10 points
QUESTION 9
1. Scientist believed that field of management is a
Real Science

Real art

Both a&b

none of the above

10 points
QUESTION 10
1. The young psychologist who had joined the personal staff was
Thrilled

Confused

thought it to be Challenging

none of the above

 BLOCK-II

Planning Concepts

1. Planning is the ___ step which is basically a logical think process?

Ans: First

2. Planning is deciding best _____ among others to perform different

managerial functions:

Ans: Plan

3. Planning also involves Knowledge of the company’s resources and the

future_____ of the business?

Ans: objective

4. Planning leads to _______of methods and operations for growth and

prosperity of the enterprise?

Ans: innovation

5. Effective planning can creates an atmosphere ____________ in

organization?

Ans: Discipline

Planning objectives
 1. The personal goal aligns with the _________ of completing the
subdivision

Ans. Organisational

2. In planning , desired results translate into objectives at the various

_levels

Ans: . Organisational

3. Planning specifies ______ objectives and assumed the company will

meet them as it has in the past.

Ans: Routine

4. The technique championed by management expert Peter Drucker and

became commonly used in the 1960’s is known as:

Ans: MBO

5. MBO is a supervised and _________ activity.

Ans: Managed

Planning technique

1. Learning useful planning methods and factors eliminates _____ gap;

Ans: Knowledge

2. There are ____ basic plans that apply to all businesses, large or small.

Ans: three
3. Strategic plans should be created by _____ only.

Ans: Business owners

4. A solid marketing plan will help you achieves gross income and_____.

Ans: sales

5. To make business planning come alive and succeed there are ______ simple practices that
must be always be employed?

Ans: 3

Organizing - Concepts

1. Which is not among Barnard’s features of organisational authority?

Ans: It can be sheared

2. Organizing is the function of management which follows?

Ans: planning

3. What is the duty to act according to the authority that has been given?

Ans: responsibility

4. Importance of Organizing Function includes?

Ans: All

5. Organizing aims to serve?

 Ans: authority structure

Organizing Delegation

1. An organizational practice according to which decision making freedom is

available to lower level managers is classified as:

Ans: decentralization

2. Maximum freedom for managers and minimum constraints are main features
of:

Ans: total decentralization

3. Which organisational structure is decentralized?

Ans: e

4. The degree of decentralization is determined by:

Ans: All the above

5. Quick Decision-Making includes:

Ans: Both

Organizing Centralization

1. A process of retaining authority in the hands of a few high level managers

is called:

Ans: Centralization
 2. Minimum freedom for managers and maximum constraints are main
features are:

Ans: total Centralization

3. Which of the following structure(s) centralized?

Ans: d

4. Centralized organizations can suffer from the negative effects of several

layers of___________.

Ans: b

5. Centralization hampers the growth and development of___.

Ans: subordinates

Organizing decentralization

1. An organization practice according to which decision making freedom

is available to lower level managers is classified as:

Ans: decentralization

2. Maximum freedom for managers and minimum constraints are main

features:

Ans: total decentralization

3. Which organisational structure are decentralized?

Ans: e
 4. The degree of decentralization is determine by:

Ans: All of the above

5. Quick Decision-making includes:

Ans: Both of them

DIRECTING CONCEPT & CHARECTERISTICS

1. Directing is a continuous process initiated at____?

Ans: Top level

2. _______ communication helps a manager to understand the

subordinates to express their feeling?

Ans: Upward

3. Unity of command means getting orders from only ____

supervisor.

Ans: One

4. There are ____ principles of Directing?

Ans: 4

5. Nature of Directing includes:

Ans: All
Control & Coordination

1. Controlling can be defined as __ performance to achieve

organizational goals?

Ans: Measuring

2. Controlling is important & guiding to keep ___ on track?

Ans: Goals

3. Control is exercised at ____ level of management?

Ans: All

4. Co-ordination is an effort to _____ effectively energies of

different groups?

Ans: integrate

5. ______ facilities co-ordinations by integrating the various

plans through mutual decision?

Ans: Planning

MCQS:

QUESTION 1
1. XYZ supply Co. implied selection as a
Negative process

Positive Process
 Neutral process

None of the above

10 points
QUESTION 2
1. The case can be best summarized as
Challenges of staffing

Success of Staffing

Challenges of H.R

Process of recruitment and selection

10 points
QUESTION 3
1. "As per the case, the main objective of staffing is to ____________________"
Motivate the employees

Train the employees

Meet the staffing demands

All of the above

10 points
QUESTION 4
1. XYZ supply Co. was working for
Job specification

Job Description

Job analysis

None of the above

10 points
QUESTION 5
1. "Candidates were contacted by employee referrals, current employees in the database These
are _____________"
Various recruiting sources
 Various Training techniques

Various appraisal techniques

All of the above

10 points
QUESTION 6
1. The organization/company when decides to transfer its present employees to different jobs is
called as
Appraisal

Job rotation

Recruitment process

None of the above

10 points
QUESTION 7
1. "The human resource staffing went for work in XYZ, by first"
development of the employees

analyzing the requirement

Job Description

None of the above

10 points
QUESTION 8
1. H.R staffing of the company highlighted that the focus of HR department is
Quality applicants

Who could bend with the culture of the company

Right people at right place

All of the above

10 points
QUESTION 9
1. Approximately 6 were hired on permanently. This decision was based on
 Training &
Description
Job rotation

Selection

Appraisal

10 points
QUESTION 10
1. XYZ supply Co. described its process of
Recruitment

Selection

Both a&b

None of the above

BLOCK-III

Learning

1. ​ uman behaviour Usually Learned by observation, shapes their behaviour. This

H
comes under___________?

Ans: Social learning

2. Learning does not happen all at once, but it builds upon and is shaped by knowledge

Ans: Previous
3. The social Learning theory of learning is given by:

Ans: Bandura

4. The reinforcement theory of learning is given by:

Ans: BF skinner

5. The Classical conditioning theory of learning is given by:

Ans: Ivan Pavlov

Perception

1. Perception is the process by human organize their ______ to give meaning to their
own environment.

Ans: Sensory impression

2. People’s attitude, motives, interest, experiences and expectation affect.

Ans: Perception

3. __________________ starts with the initial contact between a mother and her
new infant.

Ans: socialization

4. Perception is influenced by _____ factors?

Ans: Three
 5. Can be defined as changes in the environment; these changes can be detected by
us through external or internal manner.

Ans: Stimuli

Personality

1. Genetic or hereditary factors may be more critical for some_______

characteristics

Ans : Personality

2. Man comes to form ideas and attitudes according to the environment he lives
in.

Ans: Physical

3. Every culture exerts a series of general influences upon the who grow up
under it.

Ans: individuals

4. Which Factors determine the personality of a person:

Ans: All the above

5. The ______________ also mould the personality to greater extent, through

which an in individual learn various new things?

Ans: experience

Conflict Management
 1. Prelude to conflict involves all the factors which possibly arise a _____
among individuals..

Ans: conflict

2. Competing is the approach.

Ans: win-loss

3. Unmanaged or poorly managed conflicts generate a breakdown in trust

and lost..

Ans: Productivity

4. Transactional Analysis is developed by:

Ans: eric berne

5. The grapevine communication means:

Ans: b

Motivation and Job performance

1. Motivation is the process of simulating people to actions to

accomplish the ______.

Ans: goals

2. Hygiene factors are those job factors which are essential for existence
_____ of at workplace.

Ans: Motivation
 3. These needs emerge from society. Man is social animal.

Ans: Social need

4. Motivational factors include:

Ans: All of the above

5. Fredrick Herzberg, a behavioural scientist proposed a two factor

theory or the motivator-hygiene theory.

Ans: 1959

Co-ordination & Communication1

1. Which of the following options is an important issue in the

definition of communication?

Ans: All

2. Effective communication helps the managers in carrying out which

of the basic function?

Ans: A and C

3. Which of these is an electronic mode of communication?

Ans: Fax

4. Effective communication plays a very important role in achieving

___.

Ans: Organisational goal

 5. Effective communication also reduce the____.

Ans: conflict

Decision Making

1. An individual while making any _____ uses his own intuition

and views?

Ans: all

2. ________ play important roles as they determine both

organizational and managerial activities:

Ans: Decisions

3. Individuals have a tendency to think and question

before______.

Ans: Performing

4. Tactical decision is a decision:

Ans: c

5. Individuals decision making saves ______ and energy.

Ans: Both

MCQS:
QUESTION 1
1. Initially Kodak was a _______________
Dream company to work with

Very Centralized

Decentralized

None of the above

10 points
QUESTION 2
1. Name the various competitors of Kodak in the market as described in the case
Fuji

Nikon

Minolta

All of the above

10 points
QUESTION 3
1. Which function Kodak failed to concentrate on
Lack of direction and management control

Lack of co-ordination

Lack of communication

Lack of technological upgradation

10 points
QUESTION 4
1. Kodak after realizing it's mistake focused on ______________
The various environmental factors

Concentratetd on New Product Development process

Both a&b
 None of the above

10 points
QUESTION 5
1. Eastman Kodak journey can be best summarized as____________________
Kodak's journey from success to failure

Kodak's effort to recapture the market

Kodak staffing policies

None of the above

10 points
QUESTION 6
1. ______________ management function of Kodak was most affected/hampered by it's
policies
Staffing

Planning

Organizing

None of the above

10 points
QUESTION 7
1. """Kodak was synonymous with the yellow boxes"" means"
Kodak was market followers

Kodak was market leaders

Kodak was market competitors

None of the above

10 points
QUESTION 8
1. Kodak failure to remain in market can be attributed to _____________________
Lack of perception about the market

Conflict Management
 Lack of motivation

None of the above

10 points
QUESTION 9
1. Kodak's strategy of remaining in markets was focused on
Diversification

Management control

Job Performance

Communication

10 points
QUESTION 10
1. Kodak sales decline because of
Lack of knowledge about environmental factors

Not being updated with the latest technology

both a&b

None of these

BLOCK-IV

Group Processes & Introduction to team1

1. Group are almost always a _____ of a larger organization .

Ans: subset
2. A group is a based on the concept of a synergy to attain the____________.

Ans: Goal

3. The buy in of the _____ is far better in a group process.

Ans: Decision

4. Individuals who are not _____ with each other can never form a team.

Ans: Compatible

5. How many stages are there in team development?

Ans: 4

Leadership

1. Because leading is one of the four basic managerial functions, _______ leaders?

Ans: all manager should be

2. Leaders are______.

Ans: d

3 . Behavioural theories of leadership focused on________.

Ans: d

4 Which leadership style tends to centralize authority and make unilateral decision?

Ans: b
5 A democratic consultative leader

Ans: c

Power and Politics

1. Power is:

Ans: a

2. Which of the following is not implied in the definition of power?

Ans: discretion

3. Which of the following is true concerning power?

Ans: All of the above

4. Formal power can come from:

Ans: All of the above

5. The most important aspect of power is that it?

Ans: b

MCQS:

QUESTION 1
1. The case _____________________________ is about
Decision Making
 Motivating

effective leadership

all of the above

10 points
QUESTION 2
1. Welch's role as CEO can be best described as
an inspiration to employee

Building high morale

Both a&b

None of the above

10 points
QUESTION 3
1. The decisions regarding the underperformers fall under the category of
Routine decisions

Basic decisions

Strategic decisions

Tactical Decisions

10 points
QUESTION 4
1. The greatest motivation for the employees in the case is
Salary

Right appraisal

competition

None of the above

10 points
QUESTION 5
1. The case can be best summarized as
Different styles of motivating employees
 Different styles of Compensation

Different styles of Staffing

None of the above

10 points
QUESTION 6
1. The case is a description about
Work Dissatisfaction

Effective leadership

Both a&b

None of the above

10 points
QUESTION 7
1. Welch in the beginning talked about
his failure

expressed his lack of insights

was not technology savvy

None of the above

10 points
QUESTION 8
1. Rigorous differentiation in the case is described as
work based incentive

work based promotions

Lay off as per the work

all of the above

10 points
QUESTION 9
1. Welch's style of leadership is _______________
autocratic
 democratic

charismatic

Intellectual

10 points
QUESTION 10
1. """Welch boosted GE's market up by nearly half a trillion dollars"" means"
Welch is an effective leader

knows competitors

understands market well

none of the above

BLOCK-V

Organizational Structure

1. ORG. _______ can also be considered as the viewing glass or perspective.

Ans: structure

2 It frees the manager and the individual workers to concentrate on their respective
roles and responsibility.

Ans. Structure

3. _______ point’s are their in importance of organizational Structure.

Ans: 7

4. Purpose of Organizational structure includes:

Ans: All of the above

 5. Proper Balancing include:

Ans: All of the above

Organizational Design & Organizational Culture

1. An organisational practice according to which decision making freedom

is available to lower level managers is classified as:

Ans: Decentralization

2. The process of dividing the work and then grouping them into units and
subunits for the purpose of administration is known as:

Ans: Departmentation

3. Organisational design is based on decision about______.

Ans: All

4. Every organization has its unique style of working which often

contributes to its ______.

Ans: culture

5. There are _____ objectives of organizational design.

Ans: 4
Delegation of Authority

1. Decentralized is not the same as______.

Ans: Delegation

2. Implication of centralized includes:

Ans: All of the above

3. Creating Responsibility and accountability include:

Ans: 1 And 2 both

4. Granting of authority includes:

Ans: d or a

5. How many steps are there in delegation?

Ans: 3

SECTION C
1. Scientists of OB recognize that organizations are not static but dynamic and…….
A. Processing
B. Systematic
C. Everchanging
D. Researching

Ans- c everchanging

3.
…………...advocated that humans are essentially motivated by levels of needs
Maslow
Follet
Elton mayo
Ivon pavlov

Ans-a maslow
4.​ What is not a characteristic of bureaucracy?
The org and its members are governed by rational legal decision making rules
There is a clear chain of command
Lower level management is answerable to upper level management
It is a democratic management style

5.which of the following is not a contributting discipline of OB

Anthropology
Psychology
Physiology
sovciology

6.​ The definition of communication implies that

Communication is mostly verbal
Communication is mostly written
Most communication is in vertical direction
Understanding most occur to have communication

7. Forces affecting organizational behaviour are.

People
Environment
Technology
All of above

8. ...EXPLAINS HOW AN WHY PEOPLE REACT WHEN THEY FEEL UNFAIRLY

TREATED
Equity theory
Expectanct theory
Goal attain theory
Goal setting theory

9. Which of these choices best matches the quantitative aproach?

Consider the various inputs and processes of system
Use a blend of systems and contingengency
Use statististics and mathematical methods
Assess subjective qualities of situatio​n

10. Which of the following best explains why an employee behaves as he does
The environment is the most important considerarion in understanding individual employee
behavior
Both the environment and individual
Neither the environment nor individual differences are important
Employee personality and attitudes are primarily dictated by environment
11.​Hawthome studies is related to which stage of OB evolution
Industrial revolution
Scientific management
Organizational behaviour
Human relations movement

12...IS KNOWN AS FATHER OF SCIENTIFIC MANAGEMENT

Frredrick w.taylor
Henry fayol
Robert owen
None

13.in present context​ challenges for Ob are…..

Employee expectation
Workforce diversity
Globalization
All of above

14...focuses on how to set goals for people to reach

Equity theory
Expectancy theory
Goal attain theory
Goal setting theory
Ans-d all the above

15. A manager with good..can make the workplace more pleasant

Communication
Knowledge
Experience
Interpersonal skills

16. OB helps to understand behaviour of human in….

Workplace and society
Workplace only
Society only
Department only

17..​ Which of the following represents correct sequencing of historical developments of OB?
Industrial revolution--scientific mgmt--human relations movement--OB
Industrial revolution--human relations movement--SCIENTIFIC MANAGEMENT--O​B
Scientific mgt-----human relations mgmt-----industrial revolution--OB
NONE OF ABOVE

18.​ The most significant management skills are

Technical,human and conceptual
Technical,behavioural and conceptual
Systematic , human and conceptual
Technical,human and cognitive
Ans- a workplace and society

19. A common definition of OB is that it is the study of

Individual behaviour
Patterns of organizational structure
Group behaviour
All of above

20. A stu​dy of culture and practices in different societies is called

Personality
Anthropology
Perception
attitude

1. Which one management function helps maintain managerial effectiveness by establishing

guidelines for future activities?

Ans: Planning

2. Which is not a leadership theory?

Ans: ERG theories

3. What interview is comprehensive, and the interviewer encourages the applicant to do much of
the talking?

Ans: Unstructured

4. What are the typical products of job analysis?

Ans: Job description and job specification

5. Performance review is done to

Ans: All of the above

6. The general conclusion of the ‘Relay Assembly Test Room Experiments’ was that employees
would work better if the management were concerned about their welfare and superiors paid
special attention to them. This phenomenon was subsequently labeled as the _________

Ans: Relay effect

7. Which is not a way to overcome the initial resistance to change in organizations?

Ans: Negotiation and agreement

8. A/an ________ is a vital tool for providing information about organizational relationships.

Ans: Organizational chart

9. Which of the following is a question that needs to be answered in job analysis?

Ans: All of the above

10. ________ refers to the ability of individuals or groups to induce or influence the beliefs or
actions of other individuals or groups.

Ans: Power

11. Key result areas are usually terms as

Ans: KRAs

12. Job Evaluation is a technique which aims at:

Ans: Establishing fair and equitable pay structure.

13. Which control principles suggests that managers should be informed about a problem only
when the data shows a significant deviation from established standards?

Ans: Management by exception

14. Decreasing the role of subordinates in decision-making is known as

Ans: Centralization

15. Which of the following refers to the flow of information among people on the same or
similar organizational levels?

Ans: Horizontal

16. Which is an esteem need?

Ans: Safety regulations

17. In Basket Technique is used in

Ans: Training

18. Which one is not a stage of Group process?

Ans: Welcoming

19. MBO was first suggested by

Ans: peter F. Drucker

20. Which one management function helps maintain managerial effectiveness by establishing
guidelines for future activities?

Ans: Leading

21. Which is an advantage of decentralization?

Ans: Encourages decision making

22. Management of change refers to

Ans: Change the organization structure

23. Line Managers are:

Ans: Managers with authority to direct operations in their spheres of activity

24. Which of the following refers to the flow of information among people on the same or
similar organizational levels?

Ans: Upward

25. The organization chart is a way of showing

Ans: How task of an organization are divided and coordinated

26. Requisites of effective supervision are

Ans: Managerial knowledge

27. You have decided to send a message to your supervisor requesting vacation time. You
brainstorm some basic concepts and now must decide how to phrase this information for your
supervisor. You are at which of the following steps in the communication process?

Ans: Encoding

________________________________________

28. ______ Spans of management create ____________ structures with many levels of
management.

Ans: Narrow, tall

29. Which of the following is not one of the steps identified as part of the controlling process?

Ans: Writing the reports

30. According to Herzberg and his associates ______ are job content factors which lead to job
satisfaction?

Ans: Motivators

31. The establishment of a distinct area, unit of subsystem of an organization over which a
manager has authority for the performance of specialized activities and results is termed_______

Ans: Centralization

32. Democratic leadership is also know as _________ leadership.

Ans: participative

33. Group decision-making has certain advantages over individual decision-making. Which of
the following statements is not true with regard to group decision-making?

Ans: It’s time consuming and costly

34. The idea that workers look for meaning in their work and will actively seek out new
responsibility is most consistent with which of these needs identified by Maslow?

Ans: self-actualization

35. A manager’s posture during a communication with a colleague is an example of which aspect
of the communications process?

Ans: Informal channel

36. When a manager secures the agreement of a colleague to work on a project in return for the
promise of providing the colleague with some extra remuneration, what type of power is he or
she exercising?

Ans: Reward power

37. According to Herzberg, which of the following can be classified as a motivator?

Ans: Recognition

38. Which of the following refers to changing a task to make it inherently more rewarding,
motivating and satisfying?
Ans: Enrichment

39. The tendency to place the primary responsibility for one’s success or failure either within
oneself or on outside forces is referred to as

Ans: Locus of control

40. ______ is a process whereby companies find out how others do something better than they
do and then try to imitate or improve on it.

Ans: Benchmarking

1. Modern managers are:

Ans: All the above

2. Coordinating people and human resources to accomplish organizational goals is the process
of?

Ans: management

3. _______ is the process of getting completed efficiently and effectively with and through
other people?

Ans: Management

4. Effectiveness is Synonymous With_____

Ans: Goal attention

5. Efficiency refers to___

Ans: The relationship b/w input and output

 1. Nature of management can be described as:

Ans: All

2. Management is Science is characterized by:

Ans: All

3. Management as Art has these characteristics:

Ans: All

4. Which one is not the characteristics of Management as Profession:

Ans: Universal in nature

5. A manager is responsible not only to its ______ but also to the society.

Ans: Owners

1. Management has scope in ___ the department of an business unit.

Ans: all

2. In production department scope of management is in:

Ans: All

3. ___________________ can be regarded as a process of identifying and assessing the

consumer needs?

Ans: Marketing

4. ________________ is concerned with managerial and operative functions:

Ans: Personnel Management

5. The main functions of financial management includes:

Ans: All

1. Planning, Organizing, directing and controlling are there?

Ans: Function of management

2. Planning involves defining the organization’s goals, establishing an overall strategy for
achieving those goals, and developing a comprehensive set of plans_____

Ans: b

3. Planning can’t eliminate change. Managers plan in order to____.

Ans: a

4. _____ facilitates optimum utilization of resources which brings economy in operations?

Ans: Planning

5. ______________ requires peeping in future, analyzing it and predicting it.

Ans: Planning

1. Organizing is the function of management which follows:

Ans: planning

2. Importance of Organizing Functions Include:

Ans: All
3. Organizational ______helps in clarifying the role positions to every manager.

Ans: All

4. How many Principles are there in Organizing?

Ans: 5

5. According to the principle, the whole work of concern should be divided amongst the
subordinates on the basis of qualification, abilities and skills?

Ans: a

1. Staffing is the process of choosing _____ people for organization?

Ans: Right

2. Staffing includes:

Ans: All the above

3. In the natural of staffing, it includes:

Ans: All

4. Staffing Keeps lot of importance in an Organization, because:

Ans: All
5. Which factors considered as internal factor, which affects staffing process in an organization?

Ans: Only 1 And 2

1. Directing is a continues process initiated at____.

Ans: top level

2. ___________ communication helps a manager to understand the subordinates to express their

feelings?

Ans: Upward

3. Unity of command means getting orders/command from only_ _______supervisor.

Ans: One

4. There are ____ principles of Directing?

Ans: six

5. Nature of directing include:

Ans: All of the above

1. Measurement of accomplishment against the standards and correction of deviation?

Ans: Controlling

2. Controlling is the _____ function of the management process.

Ans: Last

3. Controlling is a ______ process in every organization?

Ans: Dynamic

4. Planning and controlling are _____ functions of a business enterprise?

Ans: Inseparable

5. What is M.B.O?

Ans: Management by objective

1. All levels of management between the supervisory level and the top level of the organization
are termed___________________.

Ans: middle managers

2. Executive vice president, president, managing director, chief operating officer, chief executive
officer, or chairman of the board are position associated with which of the following levels of
managements?

Ans: Top managers

3. The lowest level of management is ________.

Ans: First line manager

4. Supervisor is another name for whom?

Ans: First line manager

5. Functions of lower management include:

Ans: All the above

1. _____ is a set of autonomous unit, each typically machine bureaucracies in itself, coordinated
by a central headquarter?

Ans: Division Structure

2. Which theory was proposed by Douglas Mc Gregor?

Ans: Theory x and Y

3. Who proposed the four principles of scientific management?

Ans: Fredrick

4. Evolution of modern management began in the late ______, after the industrial revolution?

Ans: 19​th​ century

5. Companies started emphasizing individual workers in __________.

Ans: human relation movement

1. Which of the following is an example of the Hawthorne experiments?

Ans: All

2. The schools of management thoughts developed _______ during the period are known as
‘Neo-classical school of thought’,’

Ans: 1930-1960

3. Human relation’s School approaches’ Prominent was _____

Ans: Elton Mayo

4. Contributions of human relation is

Ans: All

5. Which of the following thinkers believed that leaders are not born but also developed through
proper training in human behavior?

Ans: Mary parker flat

1. According to Max Weber, one of the principle of bureaucracy is:

Ans: b

2. Which of the following option was created to hire highly trained specialist for the operating
core?

Ans: c

3. Which of these is a characteristics of bureaucracy?

Ans: All the above

4. Fayol’s has given _____ Elements of Management?

Ans: 5

5. Functional Foremanship is the concept related to___________

Ans: Scientific management

1. Which of the following is an example of the Hawthrone experiments?

Ans: All the above

2. The school of management thoughts developed________ during the period are known as
‘Neo-classics Schools of Thought’,

Ans: 1930-1960’s

3. Human Relation’s School Approaches’ Prominent advocate was______

Ans: Elton Mayo

4. Contributions of Human relation is/are

Ans: All the above

5. Which of the following thinkers believed that leaders are not born but also developed through
proper training in human behaviour?

Ans: Mary Parker Fallot

1. Who propounded the Need’s theory?

Ans: c

2. Which of the following is a need that motivates human behaviour as per the achievement
motivation theory?

Ans: All the above

3. Which of the Maslow’s needs reflects individual’s desires for status, superiority, self-respect,
and prestige?

Ans: esteem

4. Who has proposed X-Y theory?

Ans: Douglas

5. Chester Bernard was the _________ of new Jerray Bell Telephone Company?

Ans: President

1. According to which approach, management is a logical process and it can be expressed in

terms of mathematical symbols and relationship?

Ans: Management Science approach

2. System theory treats an organization as a____

Ans: System

3. __________ was the first person to utilize the systems approach in the fields of management?

Ans: Barnard

4. An organization is a dynamic system as it is responsive to its environment.

Ans: Dynamic

5. System approach is based on the generalization that everything is_______.

Ans: Inter-related
1. How many factors influence organization in contingency approach?

Ans: 4

2. Modern organization theory is of recent origin, having developed in early _____.

Ans: 1960

3. Who said, “The distinctive qualities of modern organization theory are its conceptual
analytical base, its reliance on empirical researches data and, above all, its integrating natures”.

Ans: WG Scott

4. Which approach accepts-the dynamics and complexities of the organization structure?

Ans: Contingency theory

5. Out of these, which one is not the limitation of the contingency approach?

Ans: All the above

1. _________________school is also sometimes called, ‘Operation Research”or “ Management

Science School’.

Ans: b

2. It uses scientific techniques for providing base for managerial decision?

Ans: b

3. _________ are used to solve management problems whereas mathematical models were
previously used for the purpose.

Ans: computers

4. Mathematics _____________ provide tools for analysis but they cannot be treated an
independent system of management thought.

Ans: b

5. This approaches does not give any weight age to _______ which plays a dominant role in all
organizations?

Ans: human element

1. The management development program was designed for

a) Top Level

b)​ L
​ ow Level

c)​ n
​ one of the above

d) middle Level

Question 2

In the case described the top level executives in the organisation are concerned with

a)​ n
​ one of the above

b) Scientific Research problems

c)​ a​ ll the problems in the organisation

d) Management problems

Question 3

The major objective of conducting management development program was to

a)​ I​ ntroduce a new product

 b) Acquaint the employees with various management practices

c)​ n
​ one of the above

d) New Marketing concept

Question 4

The Management Development Program was conducteded in the

a) Research and Develpoment Department

b)​ H
​ uman Resource department

c)​ M
​ arketing Department

d) none of the above

Question 5

Pilot program was focused on a

a)​ L
​ arge Sample

b) Small samples

c)​ B
​ oth a & b
 d) none of the above

Question 6

Top scientist believed in

a)​ B
​ oth a & b

b) Scientific Validity of the concepts

c)​ n
​ one of the above

d) Qualitative validity of the concepts

Question 7

Scientist believed that field of management is a

a)​ R
​ eal art

b)​ R
​ eal Science

c) none of the above

d) Both a&b

Question 8
"""The psychologist recognised that this whole program might be in jeopardy"" implies"

a)​ W
​ as A Success

b)​ O
​ n Trial basis

c)​ P
​ oor Marketing Strategies

d) It was a real mess

Question 9

The case focuses on

a)​ E
​ ffective Leadership

b) Comparison between theory and scientific approach of management.

c)​ I​ mproving the Performance of the employees.

d) Highlighting the Importance of Theory

Question 10

The young psychologist who had joined the personal staff was

a)​ T
​ hrilled
 b)​ n​ one of the above

c) thought it to be Challenging

d) Confused

1. Planning is the ___ step which is basically a logical think process?

Ans: First

2. Planning is deciding best _____ among others to perform different managerial functions:

Ans: Plan

3. Planning also involves Knowledge of the company’s resources and the future_____ of the
business?

Ans: objective

4. Planning leads to _______of methods and operations for growth and prosperity of the
enterprise?

Ans: innovation

5. Effective planning can creates an atmosphere ____________ in organization?

Ans: Discipline

1. The personal goal aligns with the _________ of completing the subdivision

Ans. Organisational

2. In planning, desired results translate into objectives at the various _levels

Ans: Organisational

3. Planning specifies ______ objectives and assumed the company will meet them as it has in the
past.

Ans: Routine
4. The technique championed by management expert Peter Drucker and became commonly used
in the 1960’s is known as:

Ans: MBO

5. MBO is a supervised and _________ activity.

Ans: Managed

1. Learning useful planning methods and factors eliminates _____ gap;

Ans: Knowledge

2. There are ____ basic plans that apply to all businesses, large or small.

Ans: three

3. Strategic plans should be created by _____ only.

Ans: Business owners

4. A solid marketing plan will help you achieves gross income and_____.

Ans: sales

5. To make business planning come alive and succeed there are ______ simple practices that
must be always be employed?

Ans: 3

1. Which is not among Barnard’s features of organisational authority?

Ans: It can be sheared

2. Organizing is the function of management which follows?

Ans: planning

3. What is the duty to act according to the authority that has been given?

Ans: responsibility

4. Importance of Organizing Function includes?

Ans: All

5. Organizing aims to serve?

Ans: authority structure

1. An organizational practice according to which decision making freedom is available to lower

level managers is classified as:

Ans: decentralization

2. Maximum freedom for managers and minimum constraints are main features of:

Ans: total decentralization

3. Which organisational structure is decentralized?

Ans: e

4. The degree of decentralization is determined by:

Ans: All the above

5. Quick Decision-Making includes:

Ans: Both

1. A process of retaining authority in the hands of a few high level managers is called:

Ans: Centralization

2. Minimum freedom for managers and maximum constraints are main features are:

Ans: total Centralization

3. Which of the following structure(s) centralized?

Ans: d

4. Centralized organizations can suffer from the negative effects of several layers
of___________.

Ans: b

5. Centralization hampers the growth and development of___.

Ans: subordinates
1. An organization practice according to which decision making freedom is available to lower
level managers is classified as:

Ans: decentralization

2. Maximum freedom for managers and minimum constraints are main features:

Ans: total decentralization

3. Which organisational structure are decentralized?

Ans: e

4. The degree of decentralization is determine by:

Ans: All of the above

5. Quick Decision-making includes:

Ans: Both of them

1. Directing is a continuous process initiated at____?

Ans: Top level

2. _______ communication helps a manager to understand the subordinates to express their

feeling?

Ans: Upward

3. Unity of command means getting orders from only ____ supervisor.

Ans: One

4. There are ____ principles of Directing?

Ans: 4

5. Nature of Directing includes:

Ans: All

1. Controlling can be defined as __ performance to achieve organizational goals?

Ans: Measuring

2. Controlling is important & guiding to keep ___ on track?

Ans: Goals

3. Control is exercised at ____ level of management?

Ans: All

4. Co-ordination is an effort to _____ effectively energies of different groups?

Ans: integrate

5. ______ facilities co-ordinations by integrating the various plans through mutual decision?

Ans: Planning

Question 1

"As per the case, the main objective of staffing is to ____________________"

a)​ M
​ otivate the employees

b)​ T
​ rain the employees

c) Meet the staffing demands

d) All of the above

Question 2

"The human resource staffing went for work in XYZ, by first"

a)​ d
​ evelopment of the employees

b) analyzing the requirement

 c)​ J​ ob Description

d) None of the above

Question 3

XYZ supply Co. was working for

Correct Answer

a) Job specification

b)​ J​ ob Description

c)​ J​ ob analysis

d) None of the above

Question 4

XYZ supply Co. described its process of

a)​ R
​ ecruitment

b)​ S
​ election

c) Both a&b

d) None of the above

Question 5

XYZ supply Co. implied selection as a

a) Negative process

b)​ P
​ ositive Process

c)​ N
​ eutral process

d) None of the above

Question 6

H.R staffing of the company highlighted that the focus of HR department is

a)​ Q
​ uality applicants

b)​ W
​ ho could bend with the culture of the company

c)​ R
​ ight people at right place

d) All of the above

Question 7

"Candidates were contacted by employee referrals, current employees in the database These are
_____________"
 a)​ V
​ arious recruiting sources

b)​ V
​ arious Training techniques

c)​ V
​ arious appraisal techniques

d) All of the above

Question 8

The organization/company when decides to transfer its present employees to different jobs is
called as

a)​ A
​ ppraisal

b)​ J​ ob rotation

c)​ R
​ ecruitment process

d) None of the above

Question 9

Approximately 6 were hired on permanently. This decision was based on

 a)​ T
​ raining & Description

b)​ J​ ob rotation

c)​ S
​ election

d) Appraisal

Question 10

The case can be best summarized as

a) Challenges of staffing

b)​ S
​ uccess of Staffing

c)​ C
​ hallenges of H.R

d) Process of recruitment and selection

1. Human behaviour Usually Learned by observation, shapes their behaviour. This comes
under___________?

Ans: Social learning

2. Learning does not happen all at once, but it builds upon and is shaped by knowledge
Ans: Previous

3. The social Learning theory of learning is given by:

Ans: Bandura

4. The reinforcement theory of learning is given by:

Ans: BF skinner

5. The Classical conditioning theory of learning is given by:

Ans: Ivan Pavlov

1. Perception is the process by human organize their ______ to give meaning to their own
environment.

Ans: Sensory impression

2. People’s attitude, motives, interest, experiences and expectation affect.

Ans: Perception

3. __________________ starts with the initial contact between a mother and her new infant.

Ans: socialization

4. Perception is influenced by _____ factors?

Ans: Three

5. Can be defined as changes in the environment; these changes can be detected by us through
external or internal manner.

Ans: Stimuli

1. Genetic or hereditary factors may be more critical for some_______ characteristics

Ans: Personality

2. Man comes to form ideas and attitudes according to the environment he lives in.

Ans: Physical
3. Every culture exerts a series of general influences upon the who grow up under it.

Ans: individuals

4. Which Factors determine the personality of a person?

Ans: All the above

5. The ______________ also mould the personality to greater extent, through which an in
individual learn various new things?

Ans: experience

1. Prelude to conflict involves all the factors which possibly arise a _____ among individuals..

Ans: conflict

2. Competing is the approach.

Ans: win-loss

3. Unmanaged or poorly managed conflicts generate a breakdown in trust and lost..

Ans: Productivity

4. Transactional Analysis is developed by:

Ans: Eric Berne

5. The grapevine communication means:

Ans: b

1. Motivation is the process of simulating people to actions to accomplish the ______.

Ans: goals

2. Hygiene factors are those job factors which are essential for existence _____ of at workplace.

Ans: Motivation

3. These needs emerge from society. Man is social animal.

Ans: Social need

4. Motivational factors include:

Ans: All of the above

5. Fredrick Herzberg, a behavioural scientist proposed a two factor theory or the

motivator-hygiene theory.

Ans: 1959

1. Which of the following options is an important issue in the definition of communication?

Ans: All

2. Effective communication helps the managers in carrying out which of the basic function?

Ans: A and C

3. Which of these is an electronic mode of communication?

Ans: Fax

4. Effective communication plays a very important role in achieving ___.

Ans: Organisational goal

5. Effective communication also reduce the____.

Ans: conflict

1. An individual while making any _____ uses his own intuition and views?

Ans: all

2. ________ play important roles as they determine both organizational and managerial
activities:

Ans: Decisions

3. Individuals have a tendency to think and question before______.

Ans: Performing

4. Tactical decision is a decision:

Ans: c

5. Individuals decision making saves ______ and energy.

Ans: Both
QUESTION 1

Initially Kodak was a _______________

a. Dream company to work with

b.​ V
​ ery Centralized

c.​ Decentralized
​

d.​ N
​ one of the above

QUESTION 2

Name the various competitors of Kodak in the market as described in the case

a.​ Fuji
​

b.​ N
​ ikon

c.​ Minolta
​

d. All of the above

QUESTION 3

Which function Kodak failed to concentrate on

 a.​ Lack of direction and management control
​

b.​ L
​ ack of co-ordination

c.​ Lack of communication

​

d. Lack of technological upgradation

QUESTION 4

Kodak after realizing it's mistake focused on ______________

a.​ The various environmental factors

​

b.​ C
​ oncentratetd on New Product Development process

c. Both a&b

d.​ N
​ one of the above

QUESTION 5

Eastman Kodak journey can be best summarized as____________________

a.​ Kodak's journey from success to failure

​

b. Kodak's effort to recapture the market

 c.​ Kodak staffing policies
​

d.​ N
​ one of the above

QUESTION 6

______________ management function of Kodak was most affected/hampered by it's policies

a. Staffing

b.​ P
​ lanning

c.​ Organizing
​

d.​ N
​ one of the above

QUESTION 7

"""Kodak was synonymous with the yellow boxes"" means"

a.​ Kodak was market followers

​

b. Kodak was market leaders

c.​ Kodak was market competitors

​

d.​ N
​ one of the abov
QUESTION 8

Kodak failure to remain in market can be attributed to _____________________

a. Lack of perception about the market

b.​ C
​ onflict Management

c.​ Lack of motivation

​

d.​ N
​ one of the above

QUESTION 9

Kodak's strategy of remaining in markets was focused on

a. Diversification

b.​ M
​ anagement control

c.​ Job Performance

​

d.​ C
​ ommunication

QUESTION 10

Kodak sales decline because of

a.​ Lack of knowledge about environmental factors

​
 b.​ N
​ ot being updated with the latest technology

c. both a&b

d.​ N
​ one of these

1. Group are almost always a _____ of a larger organization.

Ans: subset

2. A group is a based on the concept of a synergy to attain the____________.

Ans: Goal

3. The buy in of the _____ is far better in a group process.

Ans: Decision

4. Individuals who are not _____ with each other can never form a team.

Ans: Compatible

5. How many stages are there in team development?

Ans: 4

1. Because leading is one of the four basic managerial functions, _______ leaders?

Ans: all manager should be

2. Leaders are______.

Ans: d

3. Behavioural theories of leadership focused on________.

Ans: d
4. Which leadership style tends to centralize authority and make unilateral decision?

Ans: b

5. A democratic consultative leader

Ans: c

1. Power is:

Ans: c

2. Which of the following is not implied in the definition of power?

Ans: discretion

3. Which of the following is true concerning power?

Ans: All of the above

4. Formal power can come from:

Ans: All of the above

5. The most important aspect of power is that it?

Ans: b

Question 1

The case _____________________________ is about

a)​ a​ ll of the above

b)​ M
​ otivating

c)​ D
​ ecision Making

d) effective leadership
Question 2

The case is a description about

a)​ E
​ ffective leadership

b)​ N
​ one of the above

c)​ B
​ oth a&b

d) Work Dissatisfaction

Question 3

Rigorous differentiation in the case is described as

a)​ w
​ ork based promotions

b)​ w
​ ork based incentive

c) all of the above

d) Lay off as per the work

Question 4

The greatest motivation for the employees in the case is

 a)​ N
​ one of the above

b)​ S
​ alary

c)​ c​ ompetition

d) Right appraisal

Question 5

"""Welch boosted GE's market up by nearly half a trillion dollars"" means"

a) Welch is an effective leader

b)​ n​ one of the above

c)​ u
​ nderstands market well

d) knows competitors

Question 6

Welch's style of leadership is _______________

a)​ d
​ emocratic

b)​ c​ harismatic
 c)​ a​ utocratic

d) Intellectual

Question 7

The decisions regarding the underperformers fall under the category of

a) Strategic decisions

b)​ B
​ asic decisions

c)​ T
​ actical Decisions

d) Routine decisions

Question 8

Welch's role as CEO can be best described as

a)​ N
​ one of the above

b)​ a​ n inspiration to employee

c) Both a&b

d) Building high morale

Question 9

Welch in the beginning talked about

a)​ h
​ is failure

b)​ w
​ as not technology savvy

c) expressed his lack of insights

d) None of the above

Question 10

The case can be best summarized as

a)​ N
​ one of the above

b) Different styles of motivating employees

c)​ D
​ ifferent styles of Compensation

d) Different styles of Staffing

1. ORG. _______ can also be considered as the viewing glass or perspective.

Ans: Work
2. It frees the manager and the individual workers to concentrate on their respective roles and
responsibility.

Ans. Structure

3. _______ point’s are their in importance of organizational Structure.

Ans: 7

4 Purpose of Organizational structure includes:

Ans: All of the above

5. Proper Balancing include:

Ans: All of the above

1. An organisational practice according to which decision making freedom is available to lower

level managers is classified as:

Ans: Decentralization

2. The process of dividing the work and then grouping them into units and subunits for the
purpose of administration is known as:

Ans: Departmentation

3. Organisational design is based on decision about______.

Ans: All

4. Every organization has its unique style of working which often contributes to its ______.

Ans: culture

5. There are _____ objectives of organizational design.

Ans: 4

1. Decentralized is not the same as______.

Ans: Delegation

2. Implication of centralized includes:

Ans: All of the above

3. Creating Responsibility and accountability include:

Ans: d or a

4. Granting of authority includes:

Ans: define the task and duties

5. How many steps are there in delegation?

Ans: 2

Question 1

The case of IBM highlights that the company is now following

a)​ c​ entralisation system

b) Decentralization

c)​ s​ pan of control

d) Chain of command

Question 2

IBM was now following _________________ of authority

a)​ U
​ nity of command

b)​ D
​ elegation

c) None of the above

 d) Centralization

Question 3

All effects of IBM lead to ________________

a) No Substantial increase in profits

b)​ P
​ roper decentralization

c)​ N
​ ew types of organization structure

d) None of the above

Question 4

IBM followed ____________ to connect to local customers

a)​ B
​ oth a&b

b)​ N
​ one of the above

c) Decentralization

d) Centralization

Question 5
The decision of IBM to split into 2 steps is a part of

a)​ N
​ one of the above

b)​ D
​ epartmentation

c)​ B
​ oth a&b

d) Delegation

Question 6

IBM was not able to gain profits because of its _____________ organization system

a)​ N
​ one of the above

b)​ P
​ oor organization system

c)​ D
​ ecentralized organization system

d) Centralized organization system

Question 7

IBM's new strategies aimed at

a) differentiated between centralization and decentralization

 b)​ d​ ifferentiating between different types of organization

c)​ D
​ ifferentiating between power and authority

d) Differentiating line & staff

Question 8

Each subsidiary was instructed to negotiate mainframe roles independently implies

a)​ A
​ ll of the above

b)​ I​ BM followed span of control

c) IBM implemented the delegation of authority

d) IBM changed the organization structure’s

Question 9

The IBM's changing strategy is to

a)​ N
​ one of the above

b) Both a&b

c)​ C
​ hange the organization policies and structure to connect to local customer
 d) increase profits

Question 10

IBM's case can be best summarized as

a)​ A
​ uthority at IBM

b)​ C
​ entralizing at IBM

c) Decentralizing at IBM

d) Organization structure at IBM

Question 1

Contingent workers can maintain

a)​ r​ are skills

b)​ g​ ood finance

c)​ w
​ ork life balance

d) All of the above

Question 2
Contingent workers receive ____________ benefits as compared to full time workers

a)​ e​ qual

b)​ m
​ ore

c) less

d) none of the above

Question 3

The management trend of hiring contingent workers is

a)​ i​ s cost effective

b) All of the above

c)​ a​ blessing

d) need of an hour

Question 4

Hiring Contingent workers is becoming a ________ trend in today’s scenario.

a)​ N
​ one of the above
 b) Popular

c)​ M
​ andatory

d) Unpopular

Question 5

Contingent workers are ________________ to an organization

a)​ A
​ ll of the above

b) beneficial

c)​ l​ iability

d) loyal

Question 6

Hiring Contingent workers is a decision taken by

a)​ N
​ one of the above

b)​ M
​ iddle level management

c)​ L
​ ow level Management
 d) Top Level Management

Question 7

The scenario 1 can be best summarized as

a)​ N
​ one of the above

b) Contingent workers- A blessing or a disguise

c)​ e​ mployment trend of next decade

d) Opportunities for employees

Question 8

The scenario 2 describes the difference of ___________

a)​ t​ houghts

b) Attitudes

c)​ N
​ one of the above

d) nature

Question 9
"If your manager directs you to do some work, against the values and beliefs . It is called as
_______"

a)​ N
​ one of the above

b) Unethical Organisation

c)​ E
​ thical organisation

d) Competitive

Question 10

Scenario 2 can be best described as

a)​ M
​ anagement versus employees thinking

b) Ethics in management around the globe

c)​ n
​ one of the above

d) "Values, beliefs of the organisation"

Question 1

Managerial skills required a top level

 a)​ H
​ uman Skills

b) Conceptual skills

c)​ T
​ echnical Skills

d) None of the above

Question 2

____________ Thoery is referred to as behavioural science approach focused more on human

and social aspects of the workers

a) Neo Classical Theory

b)​ C
​ lassical Management

c)​ M
​ odern Organization

d) None of the above

Question 3

Planning helps in

a)​ U
​ nifying Framework

b)​ r​ educes the risk of uncertainity

 c)​ I​ mproves morale

d) All of the above

Question 4

"____________ is deciding in advance what to do, how to do it, when to do it and who has to do
it."

a)​ O
​ rganizing

b)​ S
​ taffing

c) Planning

d) Directing

Question 5

MBO stands for

a)​ M
​ anagement for Objectives

b)​ M
​ easuring by Objectives

c) Management by Objectives
 d) None of the above

Question 6

"In ___________ organization charts, the flow of authority passes from top to bottom"

a) Vertical Charts

b)​ H
​ orizontal Charts

c)​ C
​ ircular Charts

d) None of the above

Question 7

Span of Control refers to

a)​ d
​ ifference between authority and responsibility

b)​ O
​ ne reporting superior

c) The number of subordinates a supervisor has

d) None of the above

Question 8

Organizations should strive to promote Team spirit and Unity

 a) Espirit de corps

b)​ A
​ uthority

c)​ D
​ iscipline

d) Division of work

Question 9

"When employees are specialized, output can increase because they become increasingly skilled
and efficient"

a)​ A
​ uthority

b)​ D
​ iscipline

c) Division of work

d) None of the above

Question 10

________ Is a relatively permanent change in behaviour that occurs as a result of persons

interaction with the environment

a)​ P
​ erception
 b) Learning

c)​ P
​ ersonality

d) None of the above

Question 11

_________________ is a phenomena of using power and manipulative skills to achieve personal

gains

a)​ G
​ roup

b)​ L
​ eadership

c) Politics

d) None of the above

Question 12

____________ is the number of different levels of authority and command in the organization
structure

a) Scalar chain

b)​ S
​ pan of Control

c)​ U
​ nity of command
 d) None of the above

Question 13

When decisions are made closer to the customer is called as

a)​ C
​ entralization

b) Decentralization

c)​ U
​ nity of command

d) None of the above

Question 14

______________ is the ability of a manager to share his burden with others

a)​ A
​ uthority

b)​ r​ esponsibility

c) Delegation

d) None of the above

Question 15
Stages of group development begins with

a)​ S
​ torming

b)​ P
​ erforming

c)​ M
​ ourning

d) Forming