Principle Of Management

2017
Q1: Explain Management by Objectives with a focus on lT industry?
Management by objectives (MBO) is a systematic and organized approach
that allows management to focus on achievable goals and to attain the best
possible results from available resources. It aims to increase organizational
performance by aligning goals and subordinate objectives throughout the
organization.
How it helps in IT Industry:

1. Management by objectives helps employees appreciate their on-the-

job roles and responsibilities.
2. The MBO approach usually results in better teamwork and
communication.
3. Managers help ensure that subordinates’ goals are related to the
objectives of the organization.
4. It provides the employees with a clear understanding of what is
expected of them. The supervisors set goals for every member of the
team, and every employee is provided with a list of unique task.
Q2: Explain Advantages, Limitations of democratic type of leadership with
examples?
Advantages of a Democratic:

1. This leadership style connects people to their work.

2. It works to promote the free flow of ideas.
3. This structure encourages trust and respect throughout the team.
4. Democratic leaders receive a more diverse set of ideas.
5. It allows teams to develop more strength.
6. It increases the amount of knowledge that is available to the team.

Disadvantages of a Democratic Leadership:

1. It can create negative emotions.

2. It can lead to procrastination.
3. It takes time to reach a consensus.
4. It does not guarantee the best possible solution.
5. It is not a style of leadership for everyone.

Q3: Why and how job enrichment helps organizations to maintain

competitiveness?
Companies turn to job enrichment as a way of boosting
the organizational morale. The more valuable each employee feels,
the more motivated they are to produce top results. Also, companies
can operate more efficiently when employees bear significant
responsibility for their work and results.
Q4: What type of technical skills are required for the managers, explain?
Technical skills include’s the knowledge and capabilities to perform
field-specific, specialized tasks. These skills tend to be more
important for first-line managers because they typically are managing
employees who use tools and techniques to produce the
organization’s products or service the organization’s customers.
Q5: Outline five needs in Maslow’s hierarchy of need theory?
Physiological Need: A person’s needs for food,drink,shelter, sex, and other
physical requirements.
Safety Needs: A person’s needs for security and protection from physical
and emotional harm, as well as assurance that physical needs will continue
to be met.
Social Needs: A person’s needs for affection, belongingness, acceptance,
and friendship.
Esteem Needs: A person’s needs for internal esteem factors such as self-
respect, autonomy, and achievement and external esteem factors such as
status, recognition, and attention.
Self-Actualization Needs: A person’s needs for growth, achieving one’s
potential, and self-fulfillment; the drive to become what one is capable of
becoming.
Q6: Define SWOT Analysis in detail?
S in Swot stands for : Strengths
W in Swot stands for : Weaknesses
O in Swot stands for : Opportunities
T in Swot stands for : Threats
SWOT analysis is a strategic planning technique used to help a
person or organization identify strengths, weaknesses, opportunities,
and threats related to business competition or project planning.
Q7: Differentiate between leading and controlling?
LEADING CONTROLING

1. TEAM MOTIVATION MONITERS ACTIVITIES

2. RESOLVE CONFLICTS ENSURE GOAL ACHIEVMENT

3.
COMMUNICATE COMPARING PROGRESS
EFFECTIVELY
4. INFLUENCE INDIVIDUALS OR
TEAMS AS THEY WORK CORRECTING WAY
OF PROGRESS

Q8: How efficiency and effectiveness vary from each other, explain with
examples?
Efficiency is doing things the right way, while effectiveness is doing
the right things. Something is effective if it produces the intended
result, whereas it is efficient if it functions with the least use of
resources. It is possible to be effective without being efficient and
vice versa.
For example:
A car is a very effective form of transportation, able
to move people across long distances, to specific places, but a car
may not transport people efficiently because of how it uses fuel.
Q9: Differentiate between organizational goal and strategy
with examples?

Q10: Define Motivation with examples?

Motivation is the process that initiates, guides, and maintains goal-oriented
behaviors. It is what causes you to act, whether it is getting a glass of water
to reduce thirst or reading a book to gain knowledge. Motivation involves
the biological, emotional, social, and cognitive forces that activate behavior.
Examples:
1. Asking for input regarding higher-level decisions.
2. Conveying appreciation for hardworking team members.
3. Assigning favorable projects to deserving team members or
employees.
4. Celebrating results with team members by holding an online
event such as a virtual happy hour
5. Sending a thank-you note to express your gratitude

LONG QUESTION
Q1: Differentiate between planning and controlling Process. Mention
four advantages and four limitations of planning?

Planning:
Management function that involves setting goals,
establishing strategies for achieving those goals and developing plans
to integrate and coordinate activities. It leads to achieving the
organization’s stated purposes.

Controlling:
Management function that involves monitoring,
comparing and correcting work performance to ensure that they are
accomplished as planned. It leads to achieving the organization’s
stated purposes.
 PLANNING CONTROLLING
Management function Management function that
that involves setting involves monitoring,
goals, establishing comparing and correcting
strategies for achieving work performance to
those goals and ensure that they are
developing plans to accomplished as planned.
integrate and
coordinate activities.

The main objective of The main objective of

planning is to set goals and controlling is to ensure that
choosing. the target must be achieved
as per the plan.
It includes setting objectives It includes fixation of
identifying alternate course standards. Measurement of
of plan. Select the best plan. actual performance.

Internal as well as external It takes care of external as

factors are considered while
setting targets.
It is the starting point of
management. Other
functions depends on
planning.
It is continuous in nature.
well as Internal factors for
taking corrective actions.
It follow all other functions.
It is an end of management
process.
It is the process which starts
once the actual target is
achieved.
Q2: Critically discuss on the components of organizational culture in
context of various leadership styles?
Organizational culture:
Organizational culture has been described as the
shared values, principles, traditions, and ways of doing things that influence
the way organizational members act. In most organizations, these shared
values and practices have evolved over time and determine, to a large
extent, how “things are done around here.”
Components Of Organizational Culture:
Components Of Organizational Culture are given below:
1. Attention to Detail.
2. Outcome Orientation.
3. People Orientation.
4. Team Orientation.
5. Aggressiveness.
6. Stability.
7. Innovation and Risk Taking.

Q3: what is quality in management terms? compare various theories of

quality management?
Total quality management (TQM):
Total quality management is a
management philosophy devoted to continual improvement and responding
to customer needs and expectations. The term customer includes anyone
who interacts with the organization’s product or services internally or
externally. It encompasses employees and suppliers as well as the people
who purchase the organization’s goods or services.
Theories Of Quality Management:
Theories of Quality Management is given below:
1. Intense focus on the customer.
2. Concern for continual improvement.
3. Process focused.
4. Improvement in the quality of everything the organization does.
5. Accurate measurement.
6. Empowerment of employees.
Intense focus on the customer: The customer includes outsiders who buy
the organization’s products or services and internal customers who interact
with and serve others in the organization.
Concern for continual improvement:
Quality management is a commitment to never being
satisfied. “Very good” is not good enough. Quality can always be improved.
Process focused:
Quality management focuses on work processes as the
quality of goods and services is continually improved.

Improvement in the quality of everything the organization does:

This relates to the final product, how the organization handles deliveries,
how rapidly it responds to complaints, how politely the phones are
answered, and the like.
Accurate measurement:
Quality management uses statistical techniques to
measure every critical variable in the organization’s operations. These are
compared against standards to identify problems, trace them to their roots,
and eliminate their causes.
Empowerment of employees:
Quality management involves the people on
the line in the improvement process. Teams are widely used in quality
management programs as empowerment vehicles for finding and solving
problems.
 Principle’s Of Management
2018
Q1: Explain Management by Objectives with a focus on lT
industry?
SEE QUESTION 1 OF PAST PAPER 2017
Q2: What type of technical skills are required for the
managers, explain?
SEE QUESTION 4 OF PAST PAPER 2017
Q3: Explain Advantages, Limitations of democratic type of
leadership with examples?
SEE QUESTION 2 OF PAST PAPER 2017
Q4: What are the major sources of potential job candidates,
briefly explain?
1. Advertisements.
2. Internal referrals.
3. Job fairs.
4. Social networking.
5. Databases.
6. Company Website.
7. Direct Contact
8. Agency.
Q5: Describe Henri Fayol's four functions of management?
Division of Work:
Specialization increases output by making employees more efficient.
Authority: Managers must be able to give orders, and authority gives them
this right.
Discipline:
Employees must obey and respect the rules that govern the organization.
Unity of Command:
Every employee should receive orders from only one superior.
Unity of Direction:
The organization should have a single plan of action to guide
managers and workers.
Order:
People and materials should be in the right place at the right time.
Equity:
Managers should be kind and fair to their subordinates.
Q6: Define SWOT Analysis in detail?
SEE QUESTION 6 OF PAST PAPERS OF 2017

Q7: Differentiate between organizational goal and strategy with

examples?
SEE QUESTION 9 OF PAST PAPERS OF 2017
Q8: How efficiency and effectiveness vary from each other,
explain with examples?
EFFECTIVENESS EFFICIENCY
Why is this being done. What needs to be done.
Doing the right things. Doing things in right way.
Aligns with goals. Focuses on process.
Not easy to measure. Easily measurable.
Requires subjective vision. Requires objective vision.
Requires external view Internal with in the bounds of
outside the organization. an organization.
Future looking with the desire About current what must
for a better feature. improve now.

Q9: Differentiate between:

a) Specific plans and Directional plans
b) Job Description and Job Specification
Q10: Explain the concept of bounded rationality in the decision making
process?
Bounded Rationality:
Bounded Rationality, which says that managers make
decisions rationally, but are limited (bounded) by their ability to process
information. Because they can’t possibly analyze all information on all
alternatives, managers satisfice, rather than maximize.

LONG QUESTION’S

Q1: Differentiate between planning and controlling process. Mention four

advantages and four
limitations of planning?
SEE QUESTION 1 OF PAST PAPER 2017

Q2: What is meant by environmental scanning? Explain why is it important

for managers to understand the external environmental components?
Environmental Scanning:
Environmental Scanning is the process of
gathering information about events and their relationships within an
organization's internal and external environments. The basic purpose
of environmental scanning is to help management determine the
future direction of the organization.
The external environment of an organization are those factors outside the
company that affect the company's ability to function. Some external
elements can be manipulated by company marketing, while others require
the organization to make adjustments. Monitor the basic components of
your company's external environment, and keep a close watch at all times.

Customers:

Your customers are among the external elements you can

attempt to influence, via marketing and strategic release of corporate
information. But ultimately, your relationship with your clients is based on
finding ways to influence them to purchase your products. Market research
is used to determine the effectiveness of your marketing messages, and to
decide what changes can be made to future marketing programs to improve
sales.

Government:

Government regulations in product development, packaging

and shipping play a significant role in the cost of doing business and your
ability to expand into new markets. If the government places new
regulations on how you must package your product for shipment, that can
increase your unit costs and affect your profit margins. International laws
create processes that your company must follow to get your product into
foreign markets.

Economy:

As with the majority of the elements of your organization's

external environment, your company must be efficient at monitoring the
economy and learning how to react to it, rather than trying to manipulate it.
Economic factors affect how you market products, how much money you
can spend on business growth, and the kind of target markets you will
pursue.
Competition:

Your competition has a significant effect on how you do

business and how you address your target market. You can choose to find
markets that the competition is not active in, or you can decide to take on
the competition directly in the same target market. The success and failure
of your various competitors also determines a portion of your marketing
planning, as well. For example, if a long-time competitor in a particular
market suddenly decides to drop out due to financial losses, then you will
need to adjust your planning to take advantage of the situation.

Public Opinion:

Any kind of company scandal can be damaging to your

organization's image. The public perception of your organization can hurt
sales it's negative, or it can boost sales with positive company news. Your
firm can influence public opinion by using public relations professionals to
release strategic information, but it is also important to monitor public
opinion to try and defuse potential issues before they begin to spread.

Q3: Define motivation? Explain how do goal-setting and reinforcement

theories explain employee motivation?

Motivation:

Motivation is the word derived from the word 'motive' which

means needs, desires, wants or drives within the individuals. It is the
process of stimulating people to actions to accomplish the goals. In
the work goal context the psychological factors stimulating the
people's behaviour can be - desire for money. success.

Reinforcement Theory of motivation aims at achieving the desired level

of motivation among the employees by means of reinforcement,
punishment and extinction. Reinforcement approach, which can be
both positive and negative, is used to reinforce the desired behavior.
Punishment acts as a deterrent to undesirable behaviors of the
employees. Extinction refers to diminishing the probability of
undesirable behavior.
The Reinforcement Theory was proposed by B.F. Skinner and his
associates. It is based on the concept of “Law of Effect”, i.e., the
behavior of individual towards positive consequences tends to repeat,
but the behavior of individual towards negative consequences tends
not to repeat.
Skinner said, “Behavior which is reinforced tends to be repeated;
behavior which is not reinforced tends to die out or be extinguished”.

Behavior that elicits consequences is called as the operant behavior

and the reinforcement theory works on the relationship between the
operant behavior and the associated consequences. This process is
called the Operant Conditioning and the change in the behavior is
caused due to the reinforcement given after the response.
This theory of motivation totally focuses on what happens to an
individual when he/she takes some action. It is no way related to the
internal state of an individual i.e., inner feelings and drives of an
individual is ignored.
Thus, the external environment of the organization should be designed
positively and effectively so as to motivate the employees. This theory
is a strong tool for analyzing controlling mechanism for individual’s
behavior.

Following are the methods for controlling the behavior of the

employees −
Positive Reinforcement − Positive reinforcement explains that, when
an employee gives a positive and a required behavior, the response
towards them should be positive. This stimulates the occurrence of a
behavior. Reward to an employee who performs well reinforces his/her
desire to perform better because of positive results of doing so.
 Negative Reinforcement − Negative reinforcement takes place
when certain deterrent(s) or obstruction(s) is removed and the
employee(s) responds to a desired behavior after such removal.
For instance, an employee who commutes from a long distances
wraps up a few projects faster than desired; but, when he is told
by the manager to take the projects home for a couple of days
and complete them, it stimulates him/her to work as expected. By
removing the negative stimuli, the desired behavior is reinforced.
 Punishment − Punishment refers to imposing negative
consequences or removing positive consequences with a view to
preventing employee(s) from repeating undesirable and uncalled
for behaviors. It can, therefore, be both positive and negative.
 Extinction − Extinction refers to extinguishing a learned behavior
by withholding a positive reinforcement or reward that has
encouraged the behavior.
 Principle’s Of Management
2019
Q1: Point out the distinctive contribution of Taylor to the theory of
management. Why is he regarded as the father of Scientific Management?
 Point out the distinctive contribution of Taylor to the theory of
management
In 1909, Taylor published "The Principles of Scientific Management."
In this, he proposed that by optimizing and simplifying jobs,
productivity would increase. He also advanced the idea that workers
and managers needed to cooperate with one another.
 Why is he regarded as the father of Scientific Management?
Frederick Winslow Taylor is known as the Father of Scientific
Management, which also came to be known as
“Taylorism.” Taylor believed that it was the role and responsibility
of manufacturing plant managers to determine the best way for
the worker to do a job, and to provide the proper tools and
training.
Q2: Briefly explain the factors determining the degree of
decentralization of authority?

1. The costliness of the Decision.

2. Uniformity of policy.
3. Size.
4. History of the enterprise.
5. Management philosophy.
6. Desire for independence.
7. Availability of managers.
8. Control techniques.
9. Decentralized performance.
10. The pace of change.
11. Environmental influences.

Environmental Influences:

The factors determining the extent of decentralization discussed

above have been largely internal to the enterprise, although the
economics of decentralization of performance and the character of
change include elements well beyond the control of an enterprise’s
manager.

In addition, there are definite external forces affecting the extent of

decentralization. Among the most important of these are
governmental controls, national unionism, and tax policies.

Decentralized Performance:

This is basically a technical matter depending upon such factors as the

economics of division of labor, the opportunities for using machines
and the nature of the work to be performed.

Desire for Independence:

It is a characteristic of individuals and of groups to desire a degree of

independence.

Individuals may become frustrated by the delay in getting decisions,

by long lines of communication, and by the great game of passing the
buck.
Uniformity of Policy:

Another, and somewhat related factor favoring the centralization of

authority is the desire to obtain a uniform policy. Those who value
consistency above all are invariably in favor of centralized authority
since this is the easiest road to such a goal.

They may wish to ensure that customers will be treated alike with
respect to quality, price, credit, delivery, and service; that the same
policies will be followed in dealing with suppliers; or that public
relations policies will be standardized.

Uniform policy also has certain internal advantages.

Q3: What are the different levels of management in an

organization? Explain with an example?

There are total 3 levels of management given as following:

1. TOP LEVEL MANAGEMENT.

2. MIDDLE LEVEL MANAGEMENT.
3. LOW LEVEL MANAGEMENT.

TOP LEVEL MANAGEMENT:

Top Level Management, who are responsible for making

organization-wide decisions and establishing the plans
and goals that affect the entire organization. These
individuals typically have titles such as executive vice
president, president, managing director, chief operating
officer, or chief executive officer.
MIDDLE LEVEL MANAGEMENT:

Middle Level
Management manage the work of first-line managers and
can be found between the lowest and top levels of the
organization. They may have titles such as regional
manager, project leader, store manager, or division
manager.

LOW LEVEL MANAGEMENT:

Low Level Management

manage the work of nonmanagerial employees who
typically are involved with producing the organization’s
products or servicing the organization’s customers. Low
Level managers may be called super visors even shift
managers, district managers, department managers, or
office managers.
Q4: What is the importance of 'Management by objectives, to
industry? Explain.
Importance of Objectives. Create direction and guidance:
Every business needs guidelines. Objectives direct the
company's activities toward achieving the goals and
visions of the owners. Motivate employees: Employees
become more enthusiastic and spirited in their work when
they know what is expected of them.
Q5: Distinguish between the terms
"strategy" and "Policy". Can an organization
be successful without effective strategies?
 Strategy Policy
Strategic Decisions Guidelines
Putting Policy into General Course of
effect action
Deals With Crucial Once formed can be
Decisions delegated to lower level
Q6: What are the three steps in the control process? Explain.

The control process is a three-step process of measuring actual

performance, comparing actual performance against a standard, and taking
managerial action to correct deviations or to address inadequate standards.

Step 1. Measuring Actual Performance.

Step 2. Comparing Actual Performance Against the Standard.

Step 3. Taking Managerial Action.

Q7: Define SWOT Analysis in detail?

SEE QUESTION 6 PAST PAPER 2017

Q8: What do you understand by effective organization? Explain.

Organizational effectiveness can be defined as the efficiency with

which an association is able to meet its objectives.
This means an organization that produces a desired effect or
an organization that is productive without waste. ... An organization, if
it operates efficiently, will produce a product without waste.

Q9: How efficiency and effectiveness vary from each other,

explain with examples?

SEE QUESTION 8 PAST PAPER 2018

Q10: Differentiate between :

a. Specific plans and Directional plans

b. Job Description and Job Specification

SEE QUESTION 9 PAST PAPER 2018

 LONG QUESTION’S
Q1: What is departmentation? What are the different bases of
departmentation? Explain.
Departmentation:
Departmentation means the grouping of similar
activities and employees of organization into various departments for
the purpose of facilitating administration is called departmentation. It
implies the division of total work of an organization into individual
functions and sub functions.
Bases of Departmentation:
1. Departmentation by Function.
2. Departmentation by Product.
3. Departmentation by Territory.
4. Departmentation by Customers.
5. Departmentation by Process.
6. Departmentation-Combined Base.
Departmentation by Function:
Similar activities of a business are grouped
into major departments or divisions under an executive who reports to the
chief executive.

Departmentation by Product:
In a multiproduct organisation
the departmentation by product most suits. Here the activities are
grouped on the basis of produce or product lines. All functions related
to particular product are bought together under the umbrella of
product manager. Fig. 6.7 illustrates the product departmentation.

Departmentation by Territory:
It is suitable for organizations
having wide geographical market such as pharmaceuticals, banking,
consumer goods, insurance, railways etc. Here, the market is broken
up into sales territories and a responsible executive is put in charge of
each territory. The territory may be known as district, division or
region. The fig. 6.8 shows the geographical departmentation.

Departmentation by Customers:
This type of classification is
adopted by enterprises offering specialized services. To give the
attention to heterogeneous groups of buyers in the market, marketing
activities are often split into various several parts.

Such groups are suitable to organisations serving several segments like

a pharmaceutical company supplying to institutional buyers such as
hospitals and government and non-institutional buyers as wholesalers
and retail chemists.

Departmentation by Process:
The production function may be
further subdivided on the basis of the process of production when the
production process has distinct activity groups, they are taken as the
basis of departmentation.
Departmentation-Combined Base:
Sometimes, several bases of
departmentation may be used simultaneously. Denotes the combined
base departmentation. First the organization is divided on the basis of
functions. The marketing department is further divided on the basis of
product lines i.e., refrigeration and chemical division.
The refrigeration division is further divided on the basis of territory
and the territory is further divided on the basis of customers i.e., retail
and wholesale.

Q2: Differentiate between planning and controlling process. Mention four

advantages and four limitations of planning?

SEE QUESTION 1 OF PAST PAPER 2017

Q3: Differentiate between transactional and transformational leaders. Do

you think that most managers in real life use a contingency approach to
increase there leadership effectiveness.
 Yes, most effective managers do use the contingency approach in real
life.
Explanation:

 The managers in real life use a contingency approach to increase their

leadership effectiveness.
 Managers should identify the task, the necessities of the management
job, and people who are involved in the completion of
the management situation.
 The leaders must then work to integrate all these facts into a solution
that is most appropriate for a certain circumstances.
 The contingency theory includes contingent factors about leadership
capability in the specific situation. Task-oriented leadership activities
helps the managers in real life.
 Principle’s Of Management
2020
Q1: Define Management? Explain functions of a manager?
Management:
Management involves coordinating and overseeing the work activities of
others so that their activities are completed efficiently and effectively.
Functions Of A Manager:
The functions of a manager is given below:
1. Planning.
2. Organizing.
3. Leading.
4. Controlling.
Planning:
Management function that involves setting goals, establishing strategies for achieving
those goals, and developing plans to integrate and coordinate activities. If you have no
particular destination in mind, then any road will do. However, if you have someplace
in particular you want to go, you’ve got to plan the best way to get there. Because
organizations exist to achieve some particular purpose, someone must define that
purpose and the means for its achievement.
Organizing:
Management function that involves arranging and structuring work to accomplish the
organization’s goals. Managers are also responsible for arranging and structuring work
to accomplish the organization’s goals.
Leading:
Management function that involves working with and through people to accomplish
organizational goals. When managers motivate subordinates, help resolve work group
conflicts, influence individuals or teams as they work, they’re leading.
Controlling:
Management function that involves monitoring, comparing and correcting work
performance.
After goals and plans are set tasks and structural arrangements put in place and people
hired there has to be some evaluation of whether things are going as planned. To
ensure that goals are being met and that work is being done as it should be, managers
must monitor and evaluate performance.

Q2: What is Span Of Control?

The number of employees a manager can efficiently and effectively manage. It is also
called span of management. In a wider span of control, a manager has many
subordinates who report to him. In a narrow span of control, a manger has fewer
subordinates under him.

Q3: How managers can improve ethical behavior in an organization?

Manager should:
 Act ethically and be seen to act ethically.
 Be active in the ethics program. For example, introduce
the ethics training or be the person to speak.
 Encourage employees to raise issues.
 Address ethics issues.
 Enforce the ethics program, such as by punishing violators.

Q4: Distinguish between line and staff authority?

The key difference between line authority and staff authority is that line authority
reflects superior-subordinate relationships characterized by the power of
decision making whereas staff authority refers to the right to advice on
improving the effectiveness for line employees in performing their duties.
Authority is related to decision–making power, which is a key aspect in any type
of organization.
Q5: How much a ‘Good Corporate Image’ is essential for an organization?
Corporate image is one of the most important assets of an organization. It acts as a
comfort factor for customers and assures them that they are buying from the best.
Moreover, it influences attitudes of not only customers but also employees, media,
analysts, influencers etc. towards an organization.

Q6: What is Job Analysis?

Job analysis in human resource management (HRM) refers to the process of identifying
and determining the duties, responsibilities, and specifications of a given job. Job
analysis in HRM helps establish the level of experience, qualifications, skills and
knowledge needed to perform a job successfully.

Q7: Difference between Organizational Goal and Strategy with example?

SEE PAST PAPER 2017 Q2 (P9).

Q8: Describe Departmentation By Process?

Process Departmentalization is a manner or practice of implementing
a process through combining related activities into separate groups or
specialized functional areas which are distinct from each other.

Q9: Explain Unstructured problem?

Unstructured problems are novel and infrequent in nature. These types
of problems may be difficult to recognize upon initial occurrence. Further, they may
require specific analysis and research to fully understand.
Q10: What types of skills are required for Managerial and Non-Managerial
employees?
Managerial Skills:
There are three types of managerial skills given below:
1. Technical Skills.
2. Decision Making Skills.
3. Conceptual Skills.
4. Communication Skills.
5. Interpersonal skills.

Non-Managerial Skills:
There are three types of managerial skills given below:
1. Job Completion Skills.
2. Executionary Skills.
3. Accomplishment of task.
 LONG QUESTION
Q1: Explain Mintzberg’s Management Role Approach?
Mintzberg’s Management Role Approach:
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 and video, 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:
1. Figurehead.
2. Leader.
3. Liaison.
4. Monitor.
5. Disseminator.
6. Spokesperson.
7. Entrepreneur.
8. Disturbance Handler.
9. Resource Allocator.
10. Negotiator.
The 10 roles are then divided up into three categories, as follows:

Category Roles

Figurehead
Leader
Interpersonal Liaison

Monitor
Disseminator
Informational Spokesperson

Entrepreneur
Disturbance Handler
Resource Allocator
Decisional Negotiator

Interpersonal Category

The managerial roles in this category involve providing information and ideas.
1. 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.
2. 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.
3. 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.

4. 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.
5. Disseminator – This is where you communicate potentially useful information
to your colleagues and your team.
6. 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.

7. Entrepreneur – As a manager, you create and control change within the
organization. This means solving problems, generating new ideas, and
implementing them.
8. 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.
9. 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.
10. Negotiator – You may be needed to take part in, and direct, important
negotiations within your team, department, or organization.

Q2: What is Environment Scanning? Explain the Environmental Uncertainty Matrix?

Environment Scanning:
Environmental scanning refers to possession and
utilization of information about occasions, patterns, trends, and relationships
within an organization's internal and external environment. It helps
the managers to decide the future path of the organization.
Q3: What is Organizational Change? Explain 3 step model of the change process?
Organizational Change:
Organizational change refers to the actions in which a
company or business alters a major component of its organization, such as its
culture, the underlying technologies or infrastructure it uses to operate, or its
internal processes.

Unfreeze

This first stage of change involves preparing the organization to accept that
change is necessary, which involves breaking down the existing status quo
before you can build up a new way of operating.
Key to this is developing a compelling message showing why the existing way of
doing things cannot continue. This is easiest to frame when you can point to
declining sales figures, poor financial results, worrying customer satisfaction
surveys, or suchlike. These show that things have to change in a way that
everyone can understand.
To prepare the organization successfully, you need to start at its core – you
need to challenge the beliefs, values, attitudes, and behaviors that currently
define it. Using the analogy of a building, you must examine and be prepared to
change the existing foundations as they might not support add-on storeys.
Unless this is done, the whole building may risk collapse.
This first part of the change process is usually the most difficult and stressful.
When you start cutting down the "way things are done," you put everyone and
everything off balance. You may evoke strong reactions in people, and that's
exactly what needs to be done.
By forcing the organization to re-examine its core, you effectively create a
(controlled) crisis, which in turn can build a strong motivation to seek out a new
equilibrium. Without this motivation, you won't get the buy-in and participation
necessary to effect any meaningful change.

Change

After the uncertainty created in the unfreeze stage, the change stage is where
people begin to resolve their uncertainty and look for new ways to do things.
People start to believe and act in ways that support the new direction.
The transition from unfreeze to change does not happen overnight: people take
time to embrace the new direction and participate proactively in the change. A
related change model, the Change Curve , focuses on the specific issue of
personal transitions in a changing environment and is useful for understanding
this aspect in more detail.
In order to accept the change and contribute to making it successful, people
need to understand how it will benefit them. Not everyone will fall in line just
because the change is necessary and will benefit the company. This is a
common assumption and a pitfall that should be avoided

Refreeze

When the changes are taking shape and people have embraced the new ways
of working, the organization is ready to refreeze. The outward signs of the
refreeze are a stable organization chart, consistent job descriptions, and so on.
The refreeze stage also needs to help people and the organization internalize or
institutionalize the changes. This means making sure that the changes are used
all the time, and that they are incorporated into everyday business. With a new
sense of stability, employees feel confident and comfortable with the new ways
of working.

SPECIAL THANKS TO RMUR DEVELOPERS AND TEAM.