CH-1(Management)

1. What is Management?
Management is a continues process which starts with planning and ends with
controlling (and again start with planning). In between these two there are several
functions over there.
2. The Management Process and functions?
• Planning: This is like making a roadmap for where you want to go. Managers
decide what the organization's goals are and figure out how to reach them.
It's about thinking ahead, setting objectives, and making strategies to achieve
those goals.
• Organizing: Imagine you're getting ready for a big event. Organizing is like
arranging everything so that it runs smoothly. Managers organize people,
resources, and tasks to make sure everyone knows what they're supposed to
do and how everything fits together.
• Leading: Leading is about guiding and motivating people. Managers lead by
example, inspire their team, and make sure everyone is working towards the
same goal. It involves things like giving direction, providing support, and
helping people grow and develop.
• Controlling: Controlling is like keeping your eye on the road while driving.
Managers monitor progress, check if everything is going according to plan,
and take action if things start veering off course. It's about making sure
everything stays on track and making adjustments when needed.

3. Skills and the Manager

• Technical: Skills necessary to accomplish or understand the specific kind of work

being done in an organization.

Sensitivity: Internal
 • Interpersonal: The ability to communicate with, understand, and motivate both
individuals and groups.
• Conceptual: The manager’s ability to think broadly and critically, formulating
effective courses of action, and making quick decisions
• Diagnostic: The manager’s ability to visualize the most appropriate response to a
situation.
• Communication: The manager’s abilities both to convey ideas and information
effectively to others and to receive ideas and information effectively from others.
• Decision-Making: The manager’s ability to recognize and define problems and
opportunities correctly and then to select an appropriate course of action to solve
the problems and capitalize on opportunities.
• Time-Management: The manager’s ability to prioritize work, to work efficiently, and
to delegate appropriately.
4. Managers by Level and Area?
• Top-Level Managers: These are the big bosses who make the major decisions for the
entire organization. They set the overall direction and long-term goals.
• Middle Managers: Largest group of managers in organizations who are primarily
responsible for implementing the policies and plans of top managers.
• First-Line Managers: Managers who supervise and coordinate the activities of
operating employees.
5. Managers by Area?
• Marketing Managers: Work in areas related to getting consumers and clients to buy
the organization’s products or services.
• Financial Managers: Deal primarily with an organization’s financial resources.
• Operations Managers: Concerned with creating and managing the systems that
create organization’s products and services.
• Human Resource Managers: Involved in human resource planning, recruiting and
selection, training and development
• Administrative Managers: Generalists who are familiar with all functional areas of
management and who are not associated with any particular management specialty.
• Other Kinds of Managers: Specialized managerial positions directly related to the
needs of the organization.

6. Managerial Roles?
Interpersonal Roles: Roles that involve interacting with people.

• Figurehead: Managers sometimes have to play a symbolic role, like cutting a

ribbon at an event or representing the company at a ceremony.

Sensitivity: Internal
 • Leader: They lead and guide their team, providing support and direction to help
everyone work together effectively.
• Liaison: Managers build and maintain relationships, both inside and outside the
company, to ensure smooth communication and cooperation.

Informational Roles: These are about managing information.

• Monitor: Managers keep an eye on what's happening in and around the

organization, staying informed about important developments.
• Disseminator: They share important information with their team and with others in
the organization, making sure everyone is on the same page.
• Spokesperson: Managers represent the company to the outside world, speaking on
its behalf and communicating its goals and decisions.

Decisional Roles: These roles involve making choices and solving problems.

• Entrepreneur: Managers look for new opportunities and come up with ideas to
• improve the company or start new projects.
• Disturbance Handler: When things go wrong or conflicts arise, managers step in to
resolve issues and keep things running smoothly.
• Resource Allocator: They decide where to allocate resources like time, money, and
manpower to make sure the company's goals are met.
• Negotiator: Managers negotiate with others, inside and outside the company, to
reach agreements that benefit everyone involved.

7. Principles of Management?
• Division of labor - Fayol presented work specialization as the best way to use the
human resources of the organization.
• Authority - Managers must be able to give orders. Authority gives them this right.
Note that responsibility arises wherever authority is exercised.
• Discipline - Employees must obey and respect the rules that govern the
organization. Good discipline is the result of effective leadership.
• Unity of command - Every employee should receive orders from only one superior.
• Unity of direction - Each group of organizational activities that have the same
objective should be directed by one manager using one plan for achievement of one
common goal.
• Subordination - The interests of any one employee or group of employees should
not take precedence over the interests of the organization as a whole.
• Remuneration - Workers must be paid a fair wage for their services.

Sensitivity: Internal
 • Centralization - Centralization refers to the degree to which subordinates are
involved in decision making.
• Scalar chain - The line of authority from top management to the lowest ranks
represents the scalar chain. Communications should follow this chain.
• Order - this principle is concerned with systematic arrangement of men, machine,
material etc. there should be a specific place for every employee in an organization
• Equity - Managers should be kind and fair to their subordinates.
• Stability of tenure of personnel - High employee turnover is inefficient.
Management should provide orderly personnel planning and ensure that
replacements are available to fill vacancies.
• Initiative - Employees who are allowed to originate and carry out plans will exert
high levels of effort.
• Esprit de corps - Promoting team spirit will build harmony and unity within the
organization.
8. what are the weakness of management practice in bangladesh and how to overcome
these weaknesses?
• Limited Planning: Many organizations don't plan well for the future. They should set
clear goals and make plans for how to achieve them. This involves thinking ahead
and making strategies for growth.
• Solution: Encourage organizations to create simple, achievable plans and review
them regularly to stay on track.

• Weak Governance: There's often not enough oversight and accountability in both
government and private sectors. This leads to corruption and inefficiency.
• Solution: Strengthen rules and systems to ensure transparency and punish
corruption. Encourage open communication and reporting mechanisms.

• Skill Gaps: Managers often lack the right skills for their jobs, which can hold back
progress.
• Solution: Provide training and education opportunities to help managers improve
their skills and stay updated on best practices.

• Outdated Infrastructure: Many organizations struggle with old equipment and

technology, making it hard to work efficiently.
• Solution: Invest in updating infrastructure and adopting modern technology to
improve productivity and competitiveness.

• Labor Disputes: There are often conflicts between employers and workers, which
can disrupt operations.
• Solution: Foster better communication and understanding between employers and
employees. Address workers' concerns about rights and working conditions.

Sensitivity: Internal
 CH-2(Planning)
1. Types of plans?
• Strategic plan: A general plan outlining decisions of resource allocation, priorities,
and action steps necessary to reach strategic goals
• Tactical plan: A plan aimed at achieving tactical goals, developed to implement parts
of a strategic plan
• Operational plan: Focuses on carrying out tactical plans to achieve operational goals
BREADTH OF USE TIME FRAME SPECIFICITY FREQUENCY OF USE
Strategic Long term Directional Single use
Tactical Intermediate
Operational Short term Specific Standing

2. Contingency Planning?
Contingency planning is like having a backup plan for unexpected situations. It involves
thinking ahead and preparing for potential problems or emergencies that might happen
in the future.
3. Management by Objectives (MBO)?
Management by Objectives (MBO) is like setting targets for a company. It's a
management approach where everyone in a company works together to achieve
specific goals or objectives.
4. What are Steps of rational decision making?

Sensitivity: Internal
5. Advantages and Disadvantages of Group and Team Decision Making

Challenges and Importance of Planning?

Challenges of Planning:
• Uncertainty: The future is unpredictable, so planning can be challenging because it
involves making decisions based on uncertain factors like market conditions,
competition, and technology changes.
• Complexity: Organizations operate in complex environments with multiple variables to
consider, making it difficult to anticipate all possible outcomes and develop
comprehensive plans.
• Resistance to Change: People may resist planning because it requires them to adapt to
new ways of working or to give up autonomy, leading to challenges in implementation.

• Importance of Planning:
• Guidance: Planning provides a roadmap for achieving goals and objectives, helping
organizations navigate uncertainty and make informed decisions.
• Efficiency: By identifying priorities and allocating resources effectively, planning ensures
that efforts are focused on activities that contribute most to organizational success.
• Coordination: Planning promotes coordination and collaboration among individuals and
departments, ensuring that everyone is working towards common goals.
• Adaptation: While the future is uncertain, planning allows organizations to anticipate
changes and develop strategies to respond effectively, enhancing their resilience and
ability to thrive in dynamic environments.

Sensitivity: Internal
 CH-3(Organizing)
1. What is Organizing?
Organizing is the process of assembling the people, organizing resources, and distributing the planned
work necessary to carry out the manager’s plan.

2. Elements/components of Organizing Structure

3. Span of Supervision/control
The span of supervision is also called as the span of control. It refers to the number of
subordinates a manager can effectively manage.

4. Factors Influencing the Span of Supervision are-

• The Capacity and Ability of the Executive
• Competence and Training of Subordinates
• Nature of Work
• Time Available for Supervision
• Effectiveness of Communication System
• Quality of Planning and control
• Degree of Decentralization
• Service of experts

Sensitivity: Internal
5. Delegation of Authority and its problem
The Delegation of Authority is a process in which, manager assigns responsibility to the
subordinate with a certain level of authority.
Problems in Delegation
Manager
• Reluctant to delegate.
• Disorganization prevents planning work in advance.
• Subordinate’s success threatens superior’s advancement.
• Lack of trust in the subordinate to do well.
Subordinate
• Reluctant to accept delegation for fear of failure.
• Perceives no rewards for accepting additional responsibility.
• Prefers to avoid any risk and responsibility.
6. Decentralization and Centralization and its advantages & disadvantages
Centralization: Centralization is like having all the important decisions made by just a few
people at the top of an organization

Decentralization: decentralization spreads out decision-making authority, giving more

power to different levels or branches within the organization.

Sensitivity: Internal
7. What is coordination? Techniques for effective coordination
Coordination is the function of management which ensures that different departments and
groups work together.
Techniques for effective coordination
• Sound Planning.
• Sound Organizational Structure.
• Clearly defined Objectives.
• Formation of Committees.
• Comprehensive Policies and Programs.
• Voluntary Cooperation.
• Effective Communication.
• Simplified Organization.
CH-4(Environment)
8. Elements of MICRO environment:
The micro environment these are the elements that a company has some control over and can
influence. The key elements of the micro environment include:
• Customers: These are the people or organizations who buy the company's products or
services. Understanding their needs, preferences, and buying behaviors is crucial for
business success.
• Suppliers: Suppliers provide the raw materials, components, or services necessary for the
company's operations. Maintaining good relationships with suppliers is essential to ensure a
reliable supply chain. Competitors: Competitors are other businesses offering similar

Sensitivity: Internal
 products or services within the same market. Analyzing competitor strategies and strengths
helps a company identify opportunities and threats in the market.
• Intermediaries: These are entities such as distributors, retailers, or wholesalers who help
the company sell its products or services to end customers. Building strong partnerships
with intermediaries can enhance distribution efficiency.
• Publics: Publics refer to groups or organizations that have an interest in or impact on the
company's operations, such as the media, government agencies, or special interest groups.
Maintaining a positive image and managing public relations effectively are important in
dealing with various publics.
• Internal stakeholders: These are individuals or groups within the company, such as
employees, management, and shareholders. Ensuring alignment and collaboration among
internal stakeholders is vital for achieving organizational goals

9. Elements of MACRO environment:

• Economic Factors: These are conditions related to the economy, such as economic growth,
inflation rates, interest rates, and unemployment levels. Economic factors can affect
consumer purchasing power, business profitability, and overall market demand.
• Social Factors: Social factors encompass demographic trends, cultural norms, lifestyle
changes, and societal values. Understanding these factors helps businesses adapt their
products, services, and marketing strategies to meet evolving consumer needs and
preferences.
• Technological Factors: Technological factors include advancements in technology,
innovations, automation, and the pace of technological change. Businesses must keep up
with technological developments to remain competitive and improve efficiency.
• Political Factors: Political factors refer to government policies, regulations, political stability,
and geopolitical issues. Changes in political environments can impact business operations,
trade relations, and market access.
• Natural Factors: Natural factors relate to sustainability, climate change, natural disasters,
and ecological concerns. Businesses need to consider environmental sustainability and
comply with regulations to minimize negative impacts
CH-5(Leading)
1. What is Leadership?
Leadership is a process by which a person influences others to accomplish an objective and
influencing others to work together toward a common goal.
Difference between managers and leaders

Sensitivity: Internal
2. Power and Leadership
• Legitimate power is granted through the organizational hierarchy.
• Reward power is the power to give or deny rewards.
• Coercive power is the capability to force compliance by means of psychological, emotional,
or physical threat.
• Referent power is the personal power that adds to someone based on identification,
imitation, loyalty, or charisma.
• Expert power is derived from the possession of information or expertise.

3. Qualities of a good leader?

Clear vision: They know where they want to go and inspire others to join them on the
journey.
• Good communication: They listen well and express their ideas clearly.
• Honesty: They're truthful and act with integrity, earning the trust of their team.
• Empathy: They understand and care about the feelings of others.
• Decisiveness: They make tough decisions and stand by them.
• Flexibility: They're open to new ideas and can adapt to change.
• Confidence: They believe in themselves and inspire confidence in others.
• Accountability: They take responsibility for their actions and hold others accountable too.
• Courage: They're not afraid to take risks and stand up for what's right.
• Empowerment: They help others grow and succeed by giving them opportunities to shine.

Sensitivity: Internal
4. Charismatic, Transformational, Transactional leadership?
• Charismatic Leadership: A charismatic leader is someone who's inspiring, confident, and
able to motivate others with their passion and vision.
• Transformational leadership: It is all about inspiring and motivating people to go above and
beyond. It's like having a leader who doesn't just tell you what to do but also gets you
excited about doing it.
• Transactional leadership: it is like a give-and-take relationship between a boss and their
team. The leader sets clear goals and expectations, and the team members work to meet
them in exchange for rewards or consequences.
5. Different approaches of leadership?
• Trait-Based Leadership: This is about having specific qualities like confidence or empathy
that make someone a good leader.
• Behavioral Leadership: Focuses on the actions leaders take, like being task-focused or
relationship-focused.
• Situational Leadership: It's about adapting your leadership style to fit different situations
and the needs of your team.
• Transformational Leadership: Leaders inspire and motivate their team by setting a
compelling vision and empowering them to reach it.
• Transactional Leadership: Leaders use rewards and punishments to motivate their team to
achieve specific goals.
• Servant Leadership: Leaders prioritize the needs of their team members and focus on
serving them rather than being served.

6. Which approach is better to lead?

there's no specific answer to which leadership approach is better because it depends on the
situation, the team, and the goals. Sometimes, a transformational approach works best
when you need to inspire and innovate. Other times, a transactional approach might be
more effective for meeting specific goals and maintaining order. The key is being flexible
and knowing when to use each approach to get the best results.

CH-6(Motivation)
1. Abraham Maslow's ERG theory: Abraham Maslow's ERG theory is a modification of his earlier
hierarchy of needs theory. ERG stands for Existence, Relatedness, and Growth. In this theory,
Maslow proposed that human needs can be categorized into three levels:

Sensitivity: Internal
• Existence needs: These are the basic needs for human survival, such as food, water, shelter,
and safety. They are similar to the physiological and safety needs in Maslow's original
hierarchy.
• Relatedness needs: These needs involve interpersonal relationships and include the desire
for social interaction, love, and belongingness. This level corresponds to the social needs in
Maslow's hierarchy.
• Growth needs: These needs relate to personal development and self-improvement. They
include the desire for personal growth, achievement, self-esteem, and self-actualization.
This level encompasses the esteem and self-actualization needs in Maslow's hierarchy.
2. Elements of Motivation:
• Intensity: how hard a person tries to achieve the goal
• Direction: willingness toward the specific goal
• Persistence: how long a person tries to achieve goal
3. The Two-Factor Theory:
• Hygiene factors: These factors are essential for preventing dissatisfaction but don't
necessarily lead to motivation or job satisfaction on their own. They include things like
salary, working conditions, company policies, and relationships with coworkers. If these
factors are lacking or inadequate, employees may feel dissatisfied, but improving them
won't necessarily make them motivated or satisfied.
• Motivational factors: Unlike hygiene factors, these factors directly contribute to job
satisfaction and motivation. They include things like recognition, achievement,
responsibility, opportunities for growth and advancement, and the nature of the work itself.
When these factors are present, employees feel motivated, satisfied, and engaged in their
work.
CH-6(Controlling)
1. Steps in the Control Process
• Establish Standards: The first step in the control process is to establish performance
standards or benchmarks against which actual performance can be measured. These
standards can be qualitative or quantitative and should be clear, specific, and achievable.
• Measure Performance: Once standards are established, the next step is to measure actual
performance against these standards. This involves collecting data on various aspects of
organizational activities, processes, or outcomes using performance metrics, key
performance indicators (KPIs), or other measurement tools.
• Compare Performance to Standards: After measuring actual performance, it is compared to
the established standards to determine the extent of any deviations or variations. This

Sensitivity: Internal
 comparison helps identify whether performance is meeting, exceeding, or falling short of
expectations.
• Analyze Deviations: If there are significant deviations between actual performance and
standards, the next step is to analyze the reasons behind these deviations. This may involve
identifying root causes, assessing the impact of internal or external factors, and
understanding any systemic issues contributing to the deviations.
• Take Corrective Action: Based on the analysis of deviations, appropriate corrective actions
are taken to address any deficiencies or problems and bring performance back in line with
established standards. Corrective actions may include revising processes, reallocating
resources, providing additional training or support, or implementing changes to
organizational policies or procedures.
2. Characteristics of Effective Control
• Integrated with Planning: Control is most effective when integrated with the planning of
the organization. It helps ensure that plans are implemented as intended and that decisions
are informed by accurate and timely information about performance.
• Objectives: Control measures should be directly linked to the objectives and goals of the
organization. They should help ensure that activities and outcomes are consistent with the
organization's strategic direction.
• Timeliness: Effective control provides timely feedback on performance. It enables managers
to identify deviations from plans or standards as they occur, allowing for prompt corrective
action to be taken.
• Accuracy: Control systems should produce accurate and reliable information about
performance. This requires reliable data collection methods, precise measurement tools,
and trustworthy reporting mechanisms.
• Flexibility: Control mechanisms should be flexible enough to adapt to changing
circumstances, priorities, and environments. They should be able to accommodate
unforeseen events or shifts in strategy without losing effectiveness.
3. Types of Controls
• Financial Controls: Financial controls focus on managing financial resources, ensuring
accuracy in financial reporting, and compliance with financial regulations. Examples include
budgeting, financial reporting, cost control, and auditing.
• Operational Controls: Operational controls focus on managing day-to-day operations and
processes to achieve organizational objectives. They involve monitoring performance
metrics, managing resources, and optimizing operational processes. Examples include
production schedules, inventory management systems, and workflow procedures.
• Strategic Controls: Strategic controls involve monitoring and evaluating the overall
direction and effectiveness of organizational strategies. They assess whether strategic
objectives are being achieved and whether adjustments are needed in response to changes

Sensitivity: Internal
 in the internal or external environment. Examples include strategic planning processes,
performance scorecards, and strategy reviews.
• Information Technology (IT) Controls: IT controls focus on managing and securing
information technology systems and data assets. They involve measures to ensure data
integrity, confidentiality, availability, and compliance with IT policies and regulations.
Examples include access controls, data encryption, backup and recovery procedures, and
cybersecurity measures.
• Human Resource Controls: Human resource controls involve managing employee behavior,
performance, and compliance with organizational policies and regulations. They include
measures to ensure fair treatment, equal opportunity, and adherence to labor laws and
regulations. Examples include performance evaluations, disciplinary procedures, and HR
policies and guidelines.
4. What is budgeting? budgeting control and techniques of financial control
Budgeting is a financial planning process that involves setting financial goals and allocating
resources to achieve those goals. It's like creating a roadmap for managing money.
• Budgeting control: Budgeting control is the process of comparing actual financial results to
the budgeted figures to monitor performance and identify deviations. It helps ensure that
spending stays on track and that financial goals are met.
• Techniques of financial control:
• Budget vs. Actual Analysis: This involves comparing actual financial results to the budgeted
amounts to identify differences and understand the reasons behind them. It helps
managers spot areas of overspending or underspending and take corrective action.
• Cash Flow Management: Cash flow management involves monitoring the flow of cash into
and out of the organization to ensure that it has enough cash on hand to meet its
obligations.
• Cost Control: Cost control involves managing and reducing expenses to ensure that they
stay within budgeted limits. This may include implementing cost-saving measures,
negotiating better deals with suppliers, or optimizing resource allocation to minimize waste.
• Inventory Management: Inventory management involves monitoring and controlling the
levels of inventory to ensure that they are neither too high nor too low. Techniques such as
just-in-time inventory systems and inventory turnover ratios help organizations optimize
inventory levels and minimize holding costs.
• Revenue Enhancement: Revenue enhancement involves identifying opportunities to
increase revenue and improve profitability.

Sensitivity: Internal
5. Why people feel reluctant to control and how to overcome those basic resistance?
People may feel reluctant to control for various reasons, including fear of
micromanagement, resistance to change, and a lack of understanding of the benefits of
control. Here's how to overcome these basic resistances
• Fear of Micromanagement: Some people may not want to be controlled because they are
afraid of being micromanaged or having their freedom taken away. To get around this,
Encourage people to talk to each other and work together, and let workers be a part of the
control process to build trust and honesty.
• Resistance to Change: Change can be scary for some people, and they might avoid control
because it signals a change in how things are done. To address this, involve workers in the
planning and implementation of controls. Help them understand the reasons behind the
changes and how they will gain from improved processes and outcomes. Offer training and
support to assist employees in adapting to new control systems and procedures.
• Lack of Understanding: Some people may resist control because they don't fully understand
its goal or how it benefits them and the organization. To overcome this, educate workers
about the value of control in achieving organizational goals, managing risks, and ensuring
accountability.
6. Define Control and controlling?
• Control: Control is like being in charge. It's about making sure things happen the way you
want them to. It involves setting goals, making plans, and guiding activities to achieve those
goals.
• Controlling: Controlling is like checking to make sure things are going according to plan. It
involves monitoring progress, comparing it to the plan, and making adjustments if needed
to keep things on track. It's like steering a car to stay on the right path.

CH-7(Ethics)
1. what is ethics? Why people do unethical job?

Ethics refers to a set of principles or guidelines that help individuals determine what is
morally right or wrong in their actions and decisions.
People may engage in unethical behavior for various reasons:
• Financial Pressure: Sometimes, people may feel compelled to do unethical jobs due to
financial difficulties. They may prioritize earning money over ethical considerations.
• Lack of Awareness: Some individuals may not fully understand the ethical implications
of their actions or may not be aware of alternative options.

Sensitivity: Internal
• Influence: Social pressure or influence from colleagues can sometimes lead individuals
to engage in unethical behavior to fit in or meet expectations.
• Personal Gain: People may engage in unethical activities if they believe it will benefit
them personally, even if it harms others or violates moral principles.
• Lack of Consequences: If individuals perceive that they can get away with unethical
behavior without facing consequences, they may be more likely to engage in such
actions.

Sensitivity: Internal