1.

DIFFERNTIATE BETWEEN THE CLASSICAL SCHOOL OF

THOUGHT AND NEOCLASSICAL THOUGHT?

The classical school emphasizes production of goods and services

as the key focus of economic analysis. Neoclassical economics
focuses on how individuals operate within an economy. As such,
the neoclassical school emphasizes the exchange of goods and
services as the key focus of economic analysis.
While classical depicts deterrent measures as a way to prevent
crimes, neoclassical studies the scientific
evidence to determine a just punishment for crimes and
Neoclassical thought share a number of assumptions about human
behaviour. Neoclassical theories assume that people will make a
rational choice to commit crime. If the crime is low-risk and high
reward with little likelihood of severe punishment, then motivated
offenders will choose to commit crime.

2. DISCUSS THE VARIOUS STEPS IN PLANNING?

 A. 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 Setting objectives depends on the awareness.
Planning requires realistic diagnosis of the opportunity
situation.
 b. 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. The objectives of lesser
departments will be more accurate if subdivision managers
understand the overall enterprise objectives and the derivative
goals. Managers should also have the opportunity to
contribute their ideal to setting their own goals and those of
the organisation.
 c. 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..
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.
 d. 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
 e. 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.
 f. 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 advisable and beneficial.
The fit one is selected.
 g. 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.
 h. 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. Budgets become a means of adding
 together the various plans and also set important standards
against which planning progress can be measured.

3. DEFINE ORGANIZING AND ITS RELEVANCE IN

ORGANIZATION?

Organizing is the process of defining and grouping activities, and

establishing authority relationships among them to
attain organizational objectives

a. Efficiency: Since everybody in an organization is given a part of

the whole job and not the whole job itself, this leads to the
distribution of the job on the basis of the individual’s field of
expertise and knowledge. In the end, everybody is doing the job
he/she is best at. This leads to overall efficiency in the workings of
the organization which then leads to everybody achieving more
from it.
b. No Clashes: Since the whole job is divided and everybody now
knows what exactly he has to do, he will give his best to the job as
now, he and only he is accountable for that job. This will eventually
lead team members contribute effectively and since clear roles are
defined, this won’t even lead to clashes or disputes. Harmony will
prevail in the work force and everybody tries his best to make his
part of the job stand out and shine
c. Better use of Resources: Since job roles are properly segmented
and organized, duplication of work can be controlled and avoided
all together. This will lead to the optimum utilization of the various
resources and therefore save on costs and the company owned
and public owned resources.
d. Flexibility: Effective organizing in an organization leads to
flexibility and easy adoption of any change in an organization. The
flexibility helps in customization of the work with respect to
individual and organizational goals. Proper organizing helps to
change in relation to the ongoing trends and practices
e. Growth and Expansion: A good and effective organizing
structure in any organization will eventually help the organization
achieve both short-term and long-term goals. It helps in making the
business grow and expand organically as well as inorganically.
f. Better coordination among teams: Organizing in an organization
helps in defining the roles of every person and therefore defines
the hierarchy in the organization in a better manner. Such
systematic structures lead to better coordination among the teams
 and departments therefore helping in the overall development of
organization and its goals.

4. DISCUSS THE PRINCIPLES OF SCIENTIFIC

MANAGEMENT IN BRIEF?

(1) Science, Not Rule of Thumb:

Under ‘Scientific Management’, each element (or component) of
any job and the motions required to perform it, are scientifically
analysed to determine the standard time and standard methods of
doing it with maximum efficiency.
(2) Harmony, Not Discord:
‘Scientific Management’ provides for adequate remuneration to
workers to produce more, and also seeks to facilitate it. As a result,
workers perform their jobs sincerely and enthusiastically. Since
management will gain as a result of increased productivity, it will
readily pay higher wages.
(3) Co-Operation, Not Individualism:
‘Scientific Management’ promotes co-operation between workers
and the management as also between the workers. Management can
look forward to larger profits only if workers perform their jobs with
maximum efficiency and economy, which is important determinant
of better quality, lower costs, and larger sales.
Workers on their part can expect to receive higher wages if the
management (a) Adopts an enlightened attitude towards them,
crucial to raising productivity levels, and (b) Provides them with
standard materials, standard tools, standardized working
conditions, and training in standard methods to enable increased
productivity.
If the management or the workers seek all the gains of increased
productivity without sharing the same with each other, they will
both be losers, because success of ‘Scientific Management’ depends
on co-operation rather than individualism on the part of either.
(4) Maximum Output, not Restricted Output:
Under ‘Scientific Management’, the management and the workers
are equally interested in attaining maximum output. For the
management, maximum output will lead to increased profits and
production costs. For the workers, it will mean an increased share
in prosperity of the business by way of higher wages and bonus.
Consequently, both seek to do their utmost to achieve maximum
output. Management will do this by way of provision of standard
materials, standard tools and standardized working conditions, and
the workers by performing their jobs efficiently.
(5) Development of each Man to his Greatest Efficiency
and Prosperity:
Under ‘Scientific Management’, workers are selected and trained in
accordance with the requirements of jobs to be performed by them.
With this end in view, physical, educational and psychological
requirements of each job are clearly specified, and then the person
who is most suitable for the job in question is selected. Workers are
also systematically trained to enable them to become more
proficient and up-to-date in all aspects of their work.

5. DISCUSS X AND Y THEORY?

Theory X and Theory Y are theories of human work motivation and

management. Theory X explains the importance of heightened
supervision, external rewards, and penalties, while Theory Y highlights
the motivating role of job satisfaction and encourages workers to
approach tasks without direct supervision.