Principle of management IMP Notes

MANAGEMENT

Q1. Write Short Notes ( 7 Marks Each )

1. Steps In Planning Process ?

Ans :- Meaning of Planning.

Planning is ascertaining prior to what to do and how to do. It is one of the primary managerial duties.
Before doing something, the manager must form an opinion on how to work on a specific job. Hence,
planning is firmly correlated with discovery and creativity. But the manager would first have to set
goals. Planning is an essential step what managers at all levels take. It requires making decisions
since it includes selecting a choice from alternative ways of performance.

Planning Process
As planning is an activity, there are certain reasonable measures for every manager to follow:
(1) Setting Objectives

• This is the primary step in the process of planning which specifies the objective of an
organisation, i.e. what an organisation wants to achieve.
• The planning process begins with the setting of objectives.
• Objectives are end results which the management wants to achieve by its operations.
• Objectives are specific and are measurable in terms of units.
• Objectives are set for the organisation as a whole for all departments, and then departments
set their own objectives within the framework of organisational objectives.

Example:
A mobile phone company sets the objective to sell 2,00,000 units next year, which is double the
current sales.

(2) Developing Planning Premises

• Planning is essentially focused on the future, and there are certain events which are
expected to affect the policy formation.

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• Such events are external in nature and affect the planning adversely if ignored.
• Their understanding and fair assessment are necessary for effective planning.
• Such events are the assumptions on the basis of which plans are drawn and are known as
planning premises.

Example:

The mobile phone company has set the objective of 2,00,000 units sale on the basis of forecast
done on the premises of favourable Government policies towards digitisation of transactions.

(3) Identifying Alternative Courses of Action

• Once objectives are set, assumptions are made.

• Then the next step is to act upon them.
• There may be many ways to act and achieve objectives.
• All the alternative courses of action should be identified. Example:
The mobile company has many alternatives like reducing price, increasing advertising and
promotion, after sale service etc.

(4) Evaluating Alternative Course of Action

• In this step, the positive and negative aspects of each alternative need to be evaluated in the
light of objectives to be achieved.
• Every alternative is evaluated in terms of lower cost, lower risks, and higher returns, within
the planning premises and within the availability of capital.

Example:
The mobile phone company will evaluate all the alternatives and check its pros and cons.

5) Selecting One Best Alternative

• The best plan, which is the most profitable plan and with minimum negative effects, is
adopted and implemented.
• In such cases, the manager’s experience and judgement play an important role in selecting
the best alternative.

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Example:

Mobile phone company selects more T.V advertisements and online marketing with great after sales
service.

(6) Implementing the Plan

• This is the step where other managerial functions come into the picture.
• This step is concerned with “DOING WHAT IS REQUIRED”.
• In this step, managers communicate the plan to the employees clearly to help convert the
plans into action.
• This step involves allocating the resources, organising for labour and purchase of machinery.

Example:
Mobile phone company hires salesmen on a large scale, creates T.V advertisement, starts online
marketing activities and sets up service workshops.

(7) Follow Up Action

• Monitoring the plan constantly and taking feedback at regular intervals is called follow-up.
• Monitoring of plans is very important to ensure that the plans are being implemented
according to the schedule.
• Regular checks and comparisons of the results with set standards are done to ensure that
objectives are achieved.

Example:
A proper feedback mechanism was developed by the mobile phone company throughout its
branches so that the actual customer response, revenue collection, employee response, etc. could
be known.

Q2. Explain Various Forms Of Organisation Structure ?

Ans :-

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Meaning

An organizational structure details how certain activities are delegated toward achieving an
organization's goal. It outlines an employee's role and various responsibilities within a
company. The more authority employees have, the higher up they'll be on the
organizational structure. In addition, the more organized a structure is, the more efficiently
a company operates.

1. Functional structure

In a functional structure, organizations are divided into specialized groups with specific roles
and duties. A functional structure is also known as a bureaucratic organizational structure and is
commonly found in small to medium-sized businesses. Most people in the workforce have
experience working in this type of organizational structure.

For example:- many companies divide their organization into various departments
such as finance, marketing and human resources. Each of these departments then has a
manager who oversees it. This manager is then supervised by an administrator or executive
who oversees multiple departments.

2. Divisional structure

In a divisional structure, various teams work alongside each other toward a single, common
goal. Each of these divisions has an executive who manages how that branch operates, controls
its budgets and allocates its resources. Large companies employ this type of organizational
structure.

One example of the divisional structure is a car company that separates its company into
SUV, electric or sedan vehicle branches. While each branch has its own function, they all
work toward the same goal of making a sale. This is also known as the multi-divisional
structure.

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3. Flatarchy

In a flatarchy, there are little to no levels of management. A company using this structure could
have only one manager in between its executive and all other employees. It is called a flatarchy
because it is a hybrid of a hierarchy and a flat organization. This type of organizational structure
is used more by smaller companies since they have fewer employees, though it can be used in
companies of all sizes.

4. Matrix structure

In the matrix style of organizational structure, employees are divided into teams that report to
two managers—a project or product manager along with a functional manager. In essence, a
matrix structure is a combination of various organizational structures. Because these teams
have two managers, a matrix structure promotes duality and the sharing of resources.

Q3. Define Controlling And Importance Of Controlling ?

Ans :- Meaning of Controlling

Controlling is one of the important functions of a manager. In order to seek planned
results from the subordinates, a manager needs to exercise effective control over
the activities of the subordinates. In other words, the meaning of controlling
function can be defined as ensuring that activities in an organization are performed
as per the plans. Controlling also ensures that an organization’s resources are being
used effectively & efficiently for the achievement of predetermined goals.

• Controlling is a goal-oriented function.

• It is a primary function of every manager.
• Controlling the function of a manager is a pervasive function.

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Importance of Controlling
After the meaning of control, let us see its importance. Control is an indispensable
function of management without which the controlling function in an organization
cannot be accomplished and the best of plans which can be executed can go away.
A good control system helps an organization in the following ways:

1. Accomplishing Organizational Goals

The controlling function is an accomplishment of measures that further makes
progress towards the organizational goals & brings to light the deviations, &
indicates corrective action. Therefore it helps in guiding the organizational goals
which can be achieved by performing a controlling function.

2. Judging Accuracy of Standards

A good control system enables management to verify whether the standards set
are accurate & objective. The efficient control system also helps in keeping careful
and progress check on the changes which help in taking the major place in the
organization & in the environment and also helps to review & revise the standards
in light of such changes.

3. Making Efficient use of Resources

Another important function of controlling is that in this, each activity is performed
in such manner so an in accordance with predetermined standards & norms so as
to ensure that the resources are used in the most effective & efficient manner for
the further availability of resources.

4. Improving Employee Motivation

Another important function is that controlling help in accommodating a good
control system which ensures that each employee knows well in advance what they
expect & what are the standards of performance on the basis of which they will be
appraised. Therefore it helps in motivating and increasing their potential so to make
them & helps them to give better performance.

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5. Ensuring Order & Discipline

Controlling creates an atmosphere of order & discipline in the organization which
helps to minimize dishonest behavior on the part of the employees. It keeps a close
check on the activities of employees and the company can be able to track and find
out the dishonest employees by using computer monitoring as a part of their
control system.

6. Facilitating Coordination in Action

The last important function of controlling is that each department & employee is
governed by such pre-determined standards and goals which are well versed and
coordinated with one another. This ensures that overall organizational objectives
are accomplished in an overall manner.

Q4. Write A Note On Hersey-Blanchard’s Situational Models ?

Ans :-

The Hersey-Blanchard Model is a leadership model that focuses on the ability

and willingness of individual employees. Developed by Paul Hersey and
Kenneth Blanchard, the model is also referred to as the Situational Leadership
Model.

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Unlike other leadership models, the Hersey-Blanchard model disregards the

idea that corporations require a single approach to leadership. Instead, the
model proposes a leadership style that adapts to the unique circumstances of
each workplace.

By evaluating each employee’s ability and experience, leaders can adapt their
leadership methods to encourage professional development in their
employees. It results in a progression of leadership methods that continuously
adapt alongside an employee’s professional development.

Analyzing the Hersey-Blanchard Model

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The Hersey-Blanchard model uses a diagram to classify employees based on their

capacity and experience. In the model, employees are referred to as “followers,”
while managers are referred to as “leaders.”

The diagram below outlines four distinct groups of followers, each organized by
their ability and willingness to work. Ability refers to a follower’s ability to
perform their job successfully with a combination of skills and experience.
Willingness refers to followers who are motivated to take on a task and have
the confidence to carry out their responsibilities.

1. Unable and Unwilling (D1)

D1 followers are unable to complete their tasks because they lack the proper skills
to succeed. They are also unmotivated and lack confidence in their abilities.

2. Unable and Willing (D2)

D2 followers are unable to complete their tasks, usually due to a lack of skills and
experience. However, they are still willing to try and attempt the task. It
exemplifies new employees that are motivated to succeed but lack adequate
knowledge and ability.
3. Able and Unwilling (D3)

D3 followers have the capacity and experience to complete their tasks but are
unwilling to do so. It can be attributed to a lack of self–confidence in their ability
or a lack of motivation to follow their leader’s guidance.

4. Able and Willing (D4)

D4 followers have the necessary skills and experience, as well as the confidence in
their ability to complete tasks successfully. The employees have the highest level
of capacity and can complete tasks while also taking responsibility for their work.

Q5. Briefly Explain Taylor’s Principle Of Scientific Management ?

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Ans :-

F.W. Taylor or Fredrick Winslow Taylor, also known as the ‘Father of scientific
management’ proved with his practical theories that a scientific method can be
implemented to management. Taylor gave much concentration on the
supervisory level of management and performance of managers and workers at
an operational level. Let’s discuss in detail the five principles of management by
F.W Taylor.

1. Science, not the Rule of Thumb-

This rule focuses on increasing the efficiency of an organisation through scientific
analysis of work and not with the ‘Rule of Thumb’ method. Taylor believed that
even a small activity like loading paper sheets into boxcars can be planned
scientifically. This will save time and also human energy. This decision should be
based on scientific analysis and cause and effect relationships rather than ‘Rule of
Thumb’ where the decision is taken according to the manager’s personal
judgement.

2. Harmony, Not Discord-

Taylor indicated and believed that the relationship between the workers and
management should be cordial and completely harmonious. Difference between

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the two will never be beneficial to either side. Management and workers should
acknowledge and understand each other’s importance. Taylor also suggested the
mental revolution for both management and workers to achieve total harmony.

3. Mental Revolution-
This technique involves a shift of attitude of management and workers towards
each other. Both should understand the value of each other and work with full
participation and cooperation. The aim of both should be to improve and boost
the profits of the organisation. Mental Revolution demands a complete change in
the outlook of both the workers and management; both should have a sense of
togetherness.

4. Cooperation, not Individualism-

It is similar to ‘Harmony, not discord’ and believes in mutual collaboration
between workers and the management. Managers and workers should have
mutual cooperation and confidence and a sense of goodwill. The main purpose is
to substitute internal competition with cooperation.

5. Development of Every Person to his Greatest Efficiency-

The effectiveness of a company also relies on the abilities and skills of its
employees. Thus, implementing training, learning best practices and technology,
is the scientific approach to brush up the employee skill. To assure that the
training is given to the right employee, the right steps should be taken at the time
of selection and recruiting candidates based on a scientific selection.

3 advantages of scientific management

The three advantages of scientific management are as follows:

1. Reduced cost of production

2. Increased efficiency
3. Less production time

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Q6. Write A Note On Different Forms Of Organisation Structure ?

Ans :-

At some point, you have likely seen an organizational chart for your company.
And we can probably guess what it looked like.

The typical org chart looks like a pyramid, your C-level executives at the top with
lines stretching down to middle management and finally staff-level employees.

But not every company functions best with a hierarchical organizational structure.
Many types of organizational charts exist because many types of organizational
structures exist.

Let’s go through the seven common types of org structures and reasons why you
might consider each of them.

1. Hierarchical org structure

The pyramid-shaped organizational chart we referred to earlier is known as a

hierarchical org chart. It’s the most common type of organizational structure—
the chain of command goes from the top (e.g., the CEO or manager) down
(e.g., entry-level and low-level employees), and each employee has a
supervisor.

2. Functional org structure

Similar to a hierarchical organizational structure, a functional org structure

starts with positions with the highest levels of responsibility at the top and
goes down from there. Primarily, though, employees are organized according
to their specific skills and their corresponding function in the company. Each
separate department is managed independently.

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3. Horizontal or flat org structure

A horizontal or flat organizational structure fits companies with few levels

between upper management and staff-level employees. Many start-up
businesses use a horizontal org structure before they grow large enough to
build out different departments, but some organizations maintain this
structure since it encourages less supervision and more involvement from all
employees.

4. Divisional org structure

In divisional organizational structures, a company’s divisions have control over

their own resources, essentially operating like their own company within the
larger organization. Each division can have its own marketing team, sales team, IT
team, etc. This structure works well for large companies as it empowers the
various divisions to make decisions without everyone having to report to just a
few executives.

 Market-based divisional org structure

Divisions are separated by market, industry, or customer type. A large consumer
goods company, like Target or Walmart, might separate its durable goods
(clothing, electronics, furniture, etc.) from its food or logistics divisions.

5. Matrix org structure

A matrix organizational chart looks like a grid, and it shows cross-functional teams
that form for special projects. For example, an engineer may regularly belong to
the engineering department (led by an engineering director) but work on a

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temporary project (led by a project manager). The matrix org chart accounts for
both of these roles and reporting relationships.

6. Team-based org structure

It’ll come as no surprise that a team-based organizational structure groups

employees according to (what else?) teams—think Scrum teams or tiger teams. A
team organizational structure is meant to disrupt the traditional hierarchy,
focusing more on problem-solving, cooperation, and giving employees more
control.

7. Network org structure

These days, few businesses have all their services under one roof, and juggling the
multitudes of vendors, subcontractors, freelancers, offsite locations, and satellite
offices can get confusing. A network organizational structure makes sense of the
spread of resources.

Q7. Briefly Explain McGregor’s X And Y Theories.

The theories look at how a manager's perceptions of what motivates his or her
team members affects the way he or she behaves. By understanding how your
assumptions about employees’ motivation can influence your management style,
you can adapt your approach appropriately, and so manage people more
effectively.

Understanding the Theory X & Y Your management style is strongly influenced by

your beliefs and assumptions about what motivates members of your team: If you
believe that team members dislike work, you will tend towards an authoritarian
style of management; On the other hand, if you assume that employees take
pride in doing a good job, you will tend to adopt a more participative style. Theory
X Theory X assumes that employees are naturally unmotivated and dislike
working, and this encourages an authoritarian style of management.

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According to this view, management must actively intervene to get things done.
This style of management assumes that workers:
▪
▪ Dislike working.
▪ Avoid responsibility and need to be directed.
▪ Have to be controlled, forced, and threatened to deliver what's
needed.
▪ Need to be supervised at every step, with controls put in place. ▪
Need to be enticed to produce results; otherwise they have no
ambition or incentive to work.

▪ X-Type

▪ organizations tend to be top heavy, with managers and supervisors

required at every step to control workers. There is little delegation of
authority and control remains firmly centralized.
▪ McGregor recognized that X-Type workers are in fact usually the minority,
and yet in mass organizations, such as large scale production environment,
X Theory management may be required and can be unavoidable.

▪ Theory Y

Theory Y expounds a participative style of management that is de-centralized. It

assumes that employees are happy to work, are self-motivated and creative, and
enjoy working with greater responsibility. It assumes that workers:

▪ Take responsibility and are motivated to fulfill the goals they are given.
▪ Seek and accept responsibility and do not need much direction. ▪ Consider
work as a natural part of life and solve work problems imaginatively
This more participative management style tends to be more widely applicable. In
Y-Type organizations, people at lower levels of the organization are involved in
decision making and have more responsibility.

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Theory X And Theory Y In The Twenty-First Century

McGregor's work on Theory X and Theory Y has had a significant impact on
management thought and practice in the years since he first articulated the
concepts. In terms of the study of management, McGregor's concepts are
included in the overwhelming majority of basic management textbooks, and they
are still routinely presented to students of management. Most textbooks discuss
Theory X and Theory Y within the context of motivation theory; others place
Theory X and Theory Y within the history of the organizational humanism
movement.

Q8. Maslow Theory Of Human Needs .

Maslow’s Hierarchy of Needs Theory is regarded as one of the most popular

theories on motivation. It is a theory of psychology that explains that humans
are highly motivated in order to fulfill their needs, which is based on
hierarchical order.

It was first introduced by Abraham Maslow in 1943 for his paper titled Theory of
Motivation and is based on a hierarchy of needs, which starts with the most basic
needs and subsequently moves on to higher levels.
Let us read in detail about the various steps in Maslow’s hierarchy of needs theory.
1. Physiological needs: The physiological needs are regarded as the most basic of
the needs that humans have. These are needs that are very crucial for our
survival. The examples of physiological needs are food, shelter, warmth, health,
homeostasis and water, etc.
In addition to all the above needs, Abraham Maslow also included sexual
reproduction as one of the most common needs as it is essential for the survival
of the species.

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2. Safety Needs: Once the basic needs of food, shelter, water, etc are fulfilled,
there is an innate desire to move to the next level. The next level is known as the
safety needs. Here the primary concern of the individual is related to safety and
security.
Safety and security can be regarding many things like a stable source of income
that provides financial security, personal security from any kind of unnatural
events, attacks by animals and emotional security and physical safety which is
safety to health.
3. Social Needs (Also known as Love and Belonging Needs): This is the third level
in the need hierarchy theory. It is that stage where an individual having fulfilled
his physiological needs as well as safety needs seeks acceptance from others in
the form of love, belongingness.
In this stage, human behaviour is driven by emotions and the need for making
emotional relationships is dominant here.
The following examples can satisfy this need:
1. Friendship
2. Family
3. Intimacy
4. Social Groups
When an individual is deprived of the above needs, he/she feels lonely and
depressed.
4. Esteem needs: This is considered as the fourth level of the hierarchy of needs
theory. It is related to the need of a person being recognised in the society. It
deals with getting recognition, self respect in the society.
The need for recognition and acceptance arises when a person has fulfilled their
need for love and belongingness.
5. Self-actualization needs: This is the final level of the theory of hierarchy of
needs as proposed by Maslow. It is the highest level of needs and is known as the
self-actualization needs. It relates to the need of an individual to attain or realise
the full potential of their ability or potential.

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Q9. Ethics And Social Responsibility.

Ans:-
Social responsibility is an ethical theory in which individuals are accountable
for fulfilling their civic duty, and the actions of an individual must benefit the
whole of society. In this way, there must be a balance between economic
growth and the welfare of society and the environment. If this equilibrium is
maintained, then social responsibility is accomplished.

The theory of social responsibility is built on a system of ethics, in which decisions

and actions must be ethically validated before proceeding. If the action or
decision causes harm to society or the environment, then it would be considered
to be socially irresponsible.

Moral values that are inherent in society create a distinction between right and
wrong. In this way, social fairness is believed (by most) to be in the “right”, but
more frequently than not this “fairness” is absent. Every individual has a
responsibility to act in manner that is beneficial to society and not solely to the
individual.

The theory of social responsibility and ethics applies in both individual and group
capacities. It should be incorporated into daily actions/decisions, particularly ones
that will have an effect on other persons and/or the environment. In the larger,
group capacity, a code of social responsibility and ethics is applied within said
group as well as during interactions with another group or an individual.

Businesses have developed a system of social responsibility that is tailored to

their company environment. If social responsibility is maintained within a
company, then the employees and the environment are held equal to the
company’s economics. Maintaining social responsibility within a company ensures
the integrity of society and the environment are protected.
Often, the ethical implications of a decision/action are overlooked for personal
gain and the benefits are usually material. This frequently manifests itself in

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companies that attempt to cheat environmental regulations. When this happens,

government interference is necessary.

Unfortunately, social responsibility and ethics are often not practiced by

American companies outside of U.S. borders, which makes regulation difficult.

Q10. Virtual Organization

Ans :-

A virtual organization is a temporary or permanent collection of geographically

dispersed individuals, groups, organizational units, or entire organizations that
depend on electronic linking in order to complete the production process
(working definition). Virtual organizations do not represent a firm’s attribute but
can be considered as a different organizational form and carries out the
objectives of cyber diplomacy.
Unfortunately, it is quite hard to find a precise and fixed definition of
fundamental notions such as virtual organization or virtual company. The term
virtual organization ensued from the phrase "virtual reality", whose purpose is to
look like reality by using electronic sounds and images. The term virtual
organization implies the novel and innovative relationships between
organizations and individuals. Technology and globalization both support this
particular type of organization.
Virtual can be defined as "not physically existing as such but made by software to
appear to do so", in other words "unreal but looking real". This definition
precisely outlines the leading principle of this unconventional organization, which
holds the form of a real (conventional) corporation from the outside but does not
actually exist physically and implicates an entirely digital process relying on
independents web associates. Thus, virtual organizations are centred on
technology and position physical presence in the background. Virtual
organizations possess limited physical resources as value is added through
(mobile) knowledge rather than (immovable) equipment.
Virtual organizations necessitate associations, federations, relations, agreements
and alliance relationships as they essentially are partnership webs of
disseminated organizational entities or self-governing corporations.

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 Long Answer questions (14 marks Each)

1.Define Management & Explain Various Managerial Roles & Functions of

Management ?

2. Explain Concept Of Decision Making & Steps In Decision Making & Its Types ?

3. What Is Staffing ? Explain In Detail Of Staffing Function.

4. What Is Management By Objectives ? Explain Its Process.

5. Explain the Contribution Of Henry Fayols For Management Thought.

6. Discuss The Leadership Style ?

7. What Are The Different Type Of Plans ? And Discuss Its Steps In the Planning
Process.

8. Contribution Made By Elton Mayo To Management Thought.

9. Herberg’s Theory Of Motivation.

Important MCQ
 The Practice of Management written by ________

Ans :- Peter F. Drucker

 Management is an organ, organs can be described and defined only through

their functions. This definition was given by ____________.

Ans :- Peter F. Drucker.

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 Management is what a manger does____________

Ans :- Louis Allan

 To manage is to forecast and plan, to organize, to compound, to coordinate
and to control. This definition was given by____________.

Ans :- Henry Fayol.

 Management is the art of getting things done through and with an

informally organized_____________.

Ans :- Harold Koontz.

 Luther Gullik classifies the function of management as ___________.

Ans :- POSDCORB

 Father of Administrative management_____________

Ans :- Henry Fayol

 Pioneer of Human Relations is _________

Ans :- Elton Mayo

 Henry Fayol laid down_________

Ans :- 14 principles

 F.W. Taylor is associated with______________

Ans :- Scientific Management

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 Management is_____________

Ans :- An art and a science.

 Henry Fayol was a French__________________.

Ans :- Industrialist
 General and Industrial Management was written by___________

Ans:- . Hendry Fayol

 Control system of an organisation has no influence over the _____________.

Ans :- external environment.

 Allotment of work to each worker on the basis of the capacity of an average

worker functioning in the-normal working condition is _____________.

Ans :- scientific task planning.

 The first and foremost function of management is ___________.

Ans :- planning.

 Strategic planning is ___________.

Ans :- long term planning.

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