GYANSHREE SCHOOL

WORKSHEET -1
STAND ALONE MCQS

Q.1 Management principles are rigid as principles of pure science.

(a) True (b) False (c) Can't say (d) Depends on situation

Q.2 Employees in an organisation deserve fair and just remuneration. But what is just and fair is determined by
multiple factors... Identify the characteristic of principles of management highlighted above.

(a) Universal applicability (b) Flexible (c) Contingent (d) General guidelines

Q.3 "Individual principles of management are like different tools... The manager has to decide which tool to use under
what circumstances." Identify the nature of management principles.

(a) Universal applicability (b) Contingent (c) General guidelines (d) Flexible

Q.4 The degree of centralisation and decentralisation depends on the enterprise's situation. Which characteristic is
highlighted?

(a) General guidelines (b) Behavioural (c) Contingent (d) Flexible

Q.5 Why is it said that management principles are contingent?.

(a) They change automatically (b) They depend on current situation

(c) They are mathematical (d) They apply only in factories

Q.6 While facing an industrial crisis, a company immediately centralises authority to take quick decisions, even though
its usual structure is decentralised. This reflects which feature of management principles?

(a) General guidelines (b) Flexible (c) Scientific decision (d) Mainly behavioural

Q.7 Which of the following best highlights the contingent nature of management principles?

(a) Workers must always follow the same workflow

(b) Centralisation is always better than decentralisation

(c) Fair remuneration depends on the worker's contribution, employer's paying capacity, and market wages

(d) All decisions should follow the same hierarchy

Q.8 A manager, after facing repeated quality issues, sets up an internal audit system based on past trial-and-error
experience. This indicates that principles of management:

(a) Are universally applicable (b) Are rigid and non-flexible

(c) Are developed through experience and experimentation (d) Only apply to the top level of management

Q.9 "Principles of management help establish a cause and effect relationship." This means:

(a) Managers can predict outcomes based on application of principles

(b) Every principle works the same in every scenario

(c) All managerial decisions will give the same result (d) Principles do not help in handling dynamic situations

Q.10 Management principles equip managers to foresee cause and effect... The point of significance of principles of
management highlighted here is

(a) Providing insight into reality (b) Meeting environmental demands

(c) Optimum utilisation of resources and effective administration (d) Enhancing social value

Q.11 Why is it said that principles of management are less than perfect?

(a) They are not based on any study (b) They apply to machines only

(c) They are too theoretical (d) They deal with human behaviour where situations vary

Q.12 'Accurate cause and effect relationship cannot be established by principles of management.' Why?

(a) Because they are flexible (b) Because they apply to human behaviour and real-life situations are not identical

(c) Because they are mathematical (d) Because they are not universal

Q.13 Why do principles of management try to establish the relationship between cause and effect?

(a) To increase authority (b) To replicate success in similar situations

(c) To create confusion (d) To motivate employees

Q.14 A business outsources its payroll management to reduce overheads and focus on its core function. This aligns
with which significance of principles of management?

(a) Meeting changing environment requirements (b) Optimum utilisation of resources

(c) Providing useful insights into reality (d) Fulfilling social responsibility

Q.15 While creating new townships and facilities for employees, a company is fulfilling which significance of
management principles?

(a) Scientific decision-making (b) Meeting changing environment requirements

(c) Fulfilling social responsibility (d) Providing insights into real-world problems

Q.16 Despite an economic slowdown, a company avoids layoffs by reskilling its employees and shifting them to
alternate roles. This reflects that management principles:

(a) Are universal and always applied the same way (b) Encourage fulfilling social responsibilities

(c) Are strictly financial in nature (d) Do not influence organisational conduct

Assertion-Reasoning Based MCQS

(a) Both Assertion (A) and Reason (R) are true (b) Both Assertion (A) and Reason (R) are false

(c) Assertion (A) is true and Reason (R) is false (d) Assertion (A) is false and Reason (R) is true

Q.1 Assertion (A): Management principles are rigid rules that must be strictly followed in all situations.

Reason (R): Management principles are flexible and allow discretion depending on organisational needs.

Q.2 Assertion (A): Management principles ensure maximum productivity by providing readymade solutions to all
organisational problems.

Reason (R): Management principles are only general guidelines and cannot provide one-size-fits-all solutions.

Statements Based MCQS

(a) Statement I is correct and Statement II is not correct. (b) Statement II is correct and Statement I is not correct. (c)
Both the Statements I and II are correct. (d) Both the Statements I and II are not correct.

Q.1 Statement I: Management principles are universal and can be applied in all types of organisations, regardless of
size or sector.

Statement II: The flexibility of management principles ensures they provide fixed, unchangeable solutions for every
business scenario.
Q.2 Statement I: The principles of management help improve managerial efficiency by allowing focus on exceptional
cases.

Statement II: All management principles are rigid rules that cannot be modified, even in emergencies.

CASE Based MCQS

Q.1 Rishabh was appointed as the floor supervisor at a textile manufacturing unit. He observed that due to poor
lighting and inadequate ventilation, many workers were feeling fatigued and unable to focus. He suggested
improvement of physical conditions, after which productivity increased significantly. Which nature of management
principles is reflected in this situation?

(a) Universal applicability (b) Cause and effect relationship (c) General guidelines (d) Mainly behavioural

Q.2 Disha is the HR manager in a mid-sized company. She often finds herself modifying policies depending on changes
in employee behavior and market trends. She ensures the company's disciplinary actions and work procedures evolve
with time. Which feature of management principles is highlighted here?

(a) Flexible (b) Contingent (c) Universal (d) Scientific

Q.3 To reduce costs and improve focus on its main product lines, 'Clean Earth Ltd.' outsourced its payroll processing
and marketing tasks to external agencies. The management took this decision based on changing business dynamics
and the need to specialize in their core area. Which significance of management principles is best depicted here?

(a) Providing useful insights (b) Meeting changing environment requirements

(c) Fulfilling social responsibility (d) Facilitating training and education

Q.4 At Galaxy Pvt. Ltd., the annual bonus for employees is decided not only based on their contribution to the
company, but also keeping in mind the company's financial status and current market wage rates. Which feature of
principles of management is illustrated here?

(a) Cause and effect relationship (b) Behavioural (c) Contingent (d) Universal

Q.5 Arpit, a management trainee, attended a session on how different management decisions should not be based on
personal opinions but on data, logic, and situation analysis. The trainer emphasized decisions should be objective and
justifiable. Which significance of principles of management is highlighted here?

(a) Optimum utilisation of resources (b) Providing useful insights into reality

(c) Scientific decisions (d) Effective administration

Q.6 Nishta Pvt. Ltd. has limited human and material resources. Its managers plan carefully to ensure all inputs are used
in the best possible way to generate maximum output. They make sure no wastage occurs during production. Which
significance of principles is highlighted in this case?

(a) Fulfilling social responsibility (b) Optimum utilisation of resources

(c) Coordination of activities (d) Scientific decision-making

Q.7 Shalini, the CEO of a startup, believes in giving responsibility to her subordinates and only intervenes when
something critical or unexpected arises. This approach is based on sound management principles she studied during
her MBA. Which benefit of applying management principles does this situation reflect?

(a) Providing managers with useful insights (b) Management training, education and research

(c) Enhancing coordination (d) Increasing professionalism in the organisation

Ans. (a) Providing managers with useful insights

Q.8 An established company in the hospitality industry recently decided to build residential colonies and schools for
the children of its workers. It also launched initiatives to reduce plastic waste in its hotels. Which point of significance
of management principles is best reflected here?
(a) Coordination of efforts (b) Meeting changing environment

(c) Fulfilling social responsibility (d) Effective administration

Q.9 A leading B-school designed an aptitude test to select students who have a logical understanding of managerial
concepts. The test involved real-world decision-making scenarios based on management principles. Which significance
of management principles is highlighted in the case? (a) Scientific decisions (b) Meeting environmental challenges (c)
Management education and research (d) Providing useful insights

MATCH THE COLUMNS BASED MCQS

Q.1 Match the features of principles of management with the correct explanations:

Column A Column B

A. Universal applicability (i) Developed through observations, personal

experiences, and trials by managers.

B. Formed by practice and experimentation (ii) Principles apply across all types and sizes of
organisations but their application varies.

C. Contingent (iii) The result of applying a principle may differ

depending on specific business situations.

D. Cause and effect relationship (iv) Principles help managers predict likely outcomes
when applied in specific situations.

(a) A-(ii), B-(i), C-(iii), D-(iv) (b) A-(ii), B-(ii), C-(iv), D-(i) (c) A-(i), B-(iv), C-(ii), D-(i) (d) A-(iv), B-(ii), C-(ii), D-(i)

Q.2 Match the significance of principles of management with their practical implications:

Column A Column B

(a) Optimum utilisation of resources (i) Principles enable development of courses like MBA
and professional entrance tests.

(b) Scientific decisions (ii) Decisions based on objectivity, data, and evaluation
instead of bias or intuition.

(c) Management education and research (iii) Encourages activities like waste management and
ethical dealings with associates.

(d) Fulfilling social responsibility (iv) Eliminates wastage and increases output using
minimum input.

(a) A-(iv), B-(ii), C-(i), D-(iii) (b) A-(iii), B-(iv), C-(ii), D-(i) (c) A-(ii), B-(i), C-(iv), D-(iii) (d) A-(i), B-(ii), C-(ii), D-(iv)

Competency Based Questions

Q.1 Aditya is a manager at a tech startup. He ensures that tasks are divided efficiently among employees, monitors
team coordination, and adapts policies when unexpected challenges arise. He also promotes ethical behavior and
fairness in the workplace. Identify any three characteristics of principles of management highlighted in this case. Quote
the relevant lines.

Q.2 Prachi is the Operations Manager at a food delivery company. She uses management principles to improve delivery
speed by analyzing traffic patterns and assigning delivery zones accordingly. She avoids making decisions based on
guesses and ensures every move is logical and data-backed. Identify and explain the nature and significance of
principles of management as reflected in Prachi's role.

Q.3 Vedika, the HR head of a media company, ensures employees receive fair salaries. However, the salaries differ
slightly based on job roles, market trends, and company profitability. She explains to employees that fairness is not
always equality. Which nature of principles of management is highlighted? How does this reflect real-world
application?

Q.4 A furniture company is looking to cut costs and improve production. The production manager recommends
breaking tasks into simpler steps and assigning each to specialists. Additionally, they set performance targets and
measure outcomes to see if changes lead to better efficiency. Identify and explain the features of management
principles used here.

Q.5 Tarun, an executive at a company, is pursuing an online MBA to better understand management. He learns how
decision-making frameworks, case studies, and simulation tools are based on established management principles. His
coursework even includes principles behind techniques like Just-in-Time. Which significance of principles of
management is highlighted here?

Q.6 Reyansh, a newly appointed manager at "PureHealth Organics," realised that frequent absenteeism in the
packaging unit was affecting productivity. He investigated and discovered that poor ventilation and lighting were
making the workplace uncomfortable. He proposed infrastructural improvements. After these changes, productivity
rose significantly. (i) Identify the nature of management principles reflected in this situation. (ii) Explain any two such
features of management principles with reference to the case.

Q.7 At EcoBuild Industries, the manager decided to outsource its payroll system to a software company. He also
encouraged flexible working hours to boost employee satisfaction and attract better talent. The manager justified his
decision by stating that modern management must adapt to changing situations and employee expectations. Identify
and explain any four significant points of the significance of principles of management reflected in the above case.

Q.8 Renu joined an apparel export company as a supervisor. She observed that employees were confused about task
allocation, which resulted in repeated work. She reorganised workflow by grouping similar tasks and assigning roles
accordingly. Productivity and morale improved soon after. Identify and explain three features of principles of
management and one significance of management depicted in this case.

Q.9 In "GreenSpire Ltd.," the HR Manager Prisha adopted a fair pay system where salaries were based on employee
contribution, industry benchmarks, and company capacity. However, when some employees asked for equal pay, she
explained that fairness isn't always equality. She also used historical cases and current data to justify the decisions.
Identify the nature of management principles reflected in the case. (ii) Explain any three such characteristics.

Q.10 Akshay, a manager in an automobile firm, delegated routine decisions to his team and used that time to focus
on market expansion and strategy. He often encouraged his subordinates to suggest improvements. His strategies
were often inspired by real-world management cases he studied during his business education.

(i) Which two significances of principles of management are reflected here?

(ii) Explain any two features of principles of management that support Akshay's actions.

(1) Providing Useful Insights: Akshay applies learnings from past cases to solve current problems.

Q.11 Shivani is the General Manager of "Vibgyor Electronics," which recently underwent a major technological
upgrade. To ensure a smooth transition, Shivani reviewed past implementation reports and held brainstorming
sessions with senior managers to predict the effects of changes on employee productivity. She emphasized the need
for proper planning and accepted suggestions to modify standard processes based on practical field conditions. She
ensured that salaries and responsibilities were assigned keeping in mind market standards, contribution, and internal
balance. Shivani clarified to the board that some principles may work differently under different organisational
conditions and must be adapted accordingly. Identify and explain any three features of principles of management
demonstrated in the above case. Quote relevant lines.

Q.12 A healthcare firm, MediCure Pvt. Ltd., had a rapid rise in demand post-pandemic. The HR manager, Aarav,
ensured that additional resources were used optimally. By analyzing performance trends, he avoided guesswork and
took corrective actions based on facts. He also made decisions to outsource some non-core functions to third-party
vendors, helping the internal team focus on R&D. Meanwhile, the company also started an employee wellness
initiative and reduced the use of plastic packaging in response to environmental concerns. Identify and explain any
three points of significance of principles of management that are visible in the case.

Q.13 Shreya, the plant manager of a garment unit, noticed frequent delays and worker dissatisfaction. She consulted
her team and discovered that unclear task assignments and lack of coordination between the design and production
departments were the cause. She revised the workflow and clearly delegated duties to each department. She also kept
monitoring the outcomes and modifying the process wherever needed. Gradually, the delays reduced, employee
morale improved, and targets were met consistently. Identify and explain any three characteristics of principles of
management demonstrated in this situation.

Q.14 Rajeev, a newly appointed zonal manager at a logistics company, was tasked with reviving the underperforming
East region. He reviewed feedback from team members, delegated responsibilities, and redesigned delivery routes.
When questioned about his actions, he said he was following principles that had worked in the West region. However,
he adapted them to suit the infrastructure and culture of the East region. He believed principles are not hard rules,
but proven guidelines to be customised based on the business environment. Based on the case, explain any three
features of principles of management used by Rajeev. Quote relevant lines.

Q.15 At "Natura Agro-Tech," operations were hampered due to disconnect among the purchase, production, and
marketing departments. The CEO, Mr. Joshi, called a strategy meeting and ensured that all departments worked in
coordination. He also reviewed the resource allocation and emphasised decisions be made using facts rather than
assumptions. To create a positive image, the company reduced chemical use in packaging and launched a sustainable
farming program to support local farmers. Identify and explain three points of significance of principles of
management highlighted in this case. Quote from the passage wherever applicable.

Image Based Questions :

Q.1 Which nature of principles of management is being reflected in the manager's approach?

(a) Cause and Effect Relationship

(b) General Guidelines

(c) Flexibility (d) Scientific Decisions

Q.2 Which significance of management principles is being applied in this scenario?

(a) Meeting Changing Environment Requirements

(b) Scientific Decisions

(c) Management as a Profession

(d) Optimum Utilisation of Resources

Answers :

GYANSHREE SCHOOL
WORKSHEET -1
STAND ALONE MCQS

Q.1 Management principles are rigid as principles of pure science.

(a) True (b) False (c) Can't say (d) Depends on situation

Ans. (b) False EXPLANATION: Management principles are not rigid as they deal with human behaviour and must be
applied creatively.

Q.2 Employees in an organisation deserve fair and just remuneration. But what is just and fair is determined by
multiple factors... Identify the characteristic of principles of management highlighted above.

(a) Universal applicability (b) Flexible (c) Contingent (d) General guidelines

Ans. (c) Contingent

Q.3 "Individual principles of management are like different tools... The manager has to decide which tool to use under
what circumstances." Identify the nature of management principles.

(a) Universal applicability (b) Contingent (c) General guidelines (d) Flexible

Ans. (d) Flexible EXPLANATION: The statement highlights that managers can modify principles to suit situations,
making them flexible.

Q.4 The degree of centralisation and decentralisation depends on the enterprise's situation. Which characteristic is
highlighted?

(a) General guidelines (b) Behavioural (c) Contingent (d) Flexible

Ans. (d) Flexible EXPLANATION: This highlights the ability of managers to adapt principles like centralisation according
to organisational needs.

Q.5 Why is it said that management principles are contingent?.

(a) They change automatically (b) They depend on current situation

(c) They are mathematical (d) They apply only in factories

Ans. (b) They depend on current situation EXPLANATION: The application of management principles is situation-
dependent, making them contingent.

Q.6 While facing an industrial crisis, a company immediately centralises authority to take quick decisions, even though
its usual structure is decentralised. This reflects which feature of management principles?

(a) General guidelines (b) Flexible (c) Scientific decision (d) Mainly behavioural

Ans. (b) Flexible

Q.7 Which of the following best highlights the contingent nature of management principles?

(a) Workers must always follow the same workflow

(b) Centralisation is always better than decentralisation

(c) Fair remuneration depends on the worker's contribution, employer's paying capacity, and market wages

(d) All decisions should follow the same hierarchy

Ans. (c) Fair remuneration depends on the worker's contribution, employer's paying capacity, and market wages

Q.8 A manager, after facing repeated quality issues, sets up an internal audit system based on past trial-and-error
experience. This indicates that principles of management:

(a) Are universally applicable (b) Are rigid and non-flexible

(c) Are developed through experience and experimentation (d) Only apply to the top level of management

Ans. (c) Are developed through experience and experimentation

Q.9 "Principles of management help establish a cause and effect relationship." This means:

(a) Managers can predict outcomes based on application of principles

(b) Every principle works the same in every scenario

(c) All managerial decisions will give the same result (d) Principles do not help in handling dynamic situations

Ans. (a) Managers can predict outcomes based on application of principles

Q.10 Management principles equip managers to foresee cause and effect... The point of significance of principles of
management highlighted here is

(a) Providing insight into reality (b) Meeting environmental demands

(c) Optimum utilisation of resources and effective administration (d) Enhancing social value

Ans. (c) Optimum utilisation of resources and effective administration

Q.11 Why is it said that principles of management are less than perfect?

(a) They are not based on any study (b) They apply to machines only

(c) They are too theoretical (d) They deal with human behaviour where situations vary

Ans. (d) They deal with human behaviour where situations vary EXPLANATION: Human behaviour is unpredictable, so
principles can't establish perfect cause-effect relations.

Q.12 'Accurate cause and effect relationship cannot be established by principles of management.' Why?

(a) Because they are flexible (b) Because they apply to human behaviour and real-life situations are not identical

(c) Because they are mathematical (d) Because they are not universal

Ans. (b) Because they apply to human behaviour and real-life situations are not identical

Q.13 Why do principles of management try to establish the relationship between cause and effect?

(a) To increase authority (b) To replicate success in similar situations

(c) To create confusion (d) To motivate employees

Ans. (b) To replicate success in similar situations EXPLANATION: Establishing cause-effect relationships allows
consistent application in similar future cases.

Q.14 A business outsources its payroll management to reduce overheads and focus on its core function. This aligns
with which significance of principles of management?

(a) Meeting changing environment requirements (b) Optimum utilisation of resources

(c) Providing useful insights into reality (d) Fulfilling social responsibility

Ans. (a) Meeting changing environment requirements

Q.15 While creating new townships and facilities for employees, a company is fulfilling which significance of
management principles?

(a) Scientific decision-making (b) Meeting changing environment requirements

(c) Fulfilling social responsibility (d) Providing insights into real-world problems

Ans. (c) Fulfilling social responsibility

Q.16 Despite an economic slowdown, a company avoids layoffs by reskilling its employees and shifting them to
alternate roles. This reflects that management principles:

(a) Are universal and always applied the same way (b) Encourage fulfilling social responsibilities

(c) Are strictly financial in nature (d) Do not influence organisational conduct

Ans. (b) Encourage fulfilling social responsibilities.

Assertion-Reasoning Based MCQS

(a) Both Assertion (A) and Reason (R) are true (b) Both Assertion (A) and Reason (R) are false

(c) Assertion (A) is true and Reason (R) is false (d) Assertion (A) is false and Reason (R) is true

Q.1 Assertion (A): Management principles are rigid rules that must be strictly followed in all situations.

Reason (R): Management principles are flexible and allow discretion depending on organisational needs.

Ans. (d) Assertion (A) is false and Reason (R) is true

Q.2 Assertion (A): Management principles ensure maximum productivity by providing readymade solutions to all
organisational problems.

Reason (R): Management principles are only general guidelines and cannot provide one-size-fits-all solutions.

Ans. (d) Assertion (A) is false and Reason (R) is true EXPLANATION: Principles are not rigid solutions; they offer
guidelines to assist managers in decision-making depending on context.

Statements Based MCQS

(a) Statement I is correct and Statement II is not correct. (b) Statement II is correct and Statement I is not correct. (c)
Both the Statements I and II are correct. (d) Both the Statements I and II are not correct.

Q.1 Statement I: Management principles are universal and can be applied in all types of organisations, regardless of
size or sector.

Statement II: The flexibility of management principles ensures they provide fixed, unchangeable solutions for every
business scenario.

Ans. (a) Statement I is correct and Statement II is not correct. EXPLANATION: Principles are universal, but they are
flexible, not rigid or fixed.

Q.2 Statement I: The principles of management help improve managerial efficiency by allowing focus on exceptional
cases.

Statement II: All management principles are rigid rules that cannot be modified, even in emergencies.
Ans. (a) Statement I is correct and Statement II is not correct. EXPLANATION: Principles do help in focusing on
important matters, and they are flexible-not rigid.

CASE Based MCQS

Q.1 Rishabh was appointed as the floor supervisor at a textile manufacturing unit. He observed that due to poor
lighting and inadequate ventilation, many workers were feeling fatigued and unable to focus. He suggested
improvement of physical conditions, after which productivity increased significantly. Which nature of management
principles is reflected in this situation?

(a) Universal applicability (b) Cause and effect relationship (c) General guidelines (d) Mainly behavioural

Ans. (b) Cause and effect relationship

Q.2 Disha is the HR manager in a mid-sized company. She often finds herself modifying policies depending on changes
in employee behavior and market trends. She ensures the company's disciplinary actions and work procedures evolve
with time. Which feature of management principles is highlighted here?

(a) Flexible (b) Contingent (c) Universal (d) Scientific

Ans. (a) Flexible

Q.3 To reduce costs and improve focus on its main product lines, 'Clean Earth Ltd.' outsourced its payroll processing
and marketing tasks to external agencies. The management took this decision based on changing business dynamics
and the need to specialize in their core area. Which significance of management principles is best depicted here?

(a) Providing useful insights (b) Meeting changing environment requirements

(c) Fulfilling social responsibility (d) Facilitating training and education

Ans. (b) Meeting changing environment requirements

Q.4 At Galaxy Pvt. Ltd., the annual bonus for employees is decided not only based on their contribution to the
company, but also keeping in mind the company's financial status and current market wage rates. Which feature of
principles of management is illustrated here?

(a) Cause and effect relationship (b) Behavioural (c) Contingent (d) Universal

Ans. (c) Contingent

Q.5 Arpit, a management trainee, attended a session on how different management decisions should not be based on
personal opinions but on data, logic, and situation analysis. The trainer emphasized decisions should be objective and
justifiable. Which significance of principles of management is highlighted here?

(a) Optimum utilisation of resources (b) Providing useful insights into reality

(c) Scientific decisions (d) Effective administration

Ans. (c) Scientific decisions.

Q.6 Nishta Pvt. Ltd. has limited human and material resources. Its managers plan carefully to ensure all inputs are used
in the best possible way to generate maximum output. They make sure no wastage occurs during production. Which
significance of principles is highlighted in this case?

(a) Fulfilling social responsibility (b) Optimum utilisation of resources

(c) Coordination of activities (d) Scientific decision-making

Ans. (b) Optimum utilisation of resources

Q.7 Shalini, the CEO of a startup, believes in giving responsibility to her subordinates and only intervenes when
something critical or unexpected arises. This approach is based on sound management principles she studied during
her MBA. Which benefit of applying management principles does this situation reflect?

(a) Providing managers with useful insights (b) Management training, education and research

(c) Enhancing coordination (d) Increasing professionalism in the organisation

Ans. (a) Providing managers with useful insights

Q.8 An established company in the hospitality industry recently decided to build residential colonies and schools for
the children of its workers. It also launched initiatives to reduce plastic waste in its hotels. Which point of significance
of management principles is best reflected here?

(a) Coordination of efforts (b) Meeting changing environment

(c) Fulfilling social responsibility (d) Effective administration

Ans. (c) Fulfilling social responsibility

Q.9 A leading B-school designed an aptitude test to select students who have a logical understanding of managerial
concepts. The test involved real-world decision-making scenarios based on management principles. Which significance
of management principles is highlighted in the case? (a) Scientific decisions (b) Meeting environmental challenges (c)
Management education and research (d) Providing useful insights

Ans. (c) Management education and research

MATCH THE COLUMNS BASED MCQS

Q.1 Match the features of principles of management with the correct explanations:

Column A Column B

A. Universal applicability (i) Developed through observations, personal

experiences, and trials by managers.

B. Formed by practice and experimentation (ii) Principles apply across all types and sizes of
organisations but their application varies.

C. Contingent (iii) The result of applying a principle may differ

depending on specific business situations.

D. Cause and effect relationship (iv) Principles help managers predict likely outcomes
when applied in specific situations.

(a) A-(ii), B-(i), C-(iii), D-(iv) (b) A-(ii), B-(ii), C-(iv), D-(i) (c) A-(i), B-(iv), C-(ii), D-(i) (d) A-(iv), B-(ii), C-(ii), D-(i)

Ans. (a) A-(ii), B-(i), C-(iii), D-(iv)

Q.2 Match the significance of principles of management with their practical implications:

Column A Column B

(a) Optimum utilisation of resources (i) Principles enable development of courses like MBA
and professional entrance tests.
 (b) Scientific decisions (ii) Decisions based on objectivity, data, and evaluation
instead of bias or intuition.

(c) Management education and research (iii) Encourages activities like waste management and
ethical dealings with associates.

(d) Fulfilling social responsibility (iv) Eliminates wastage and increases output using
minimum input.

(a) A-(iv), B-(ii), C-(i), D-(iii) (b) A-(iii), B-(iv), C-(ii), D-(i) (c) A-(ii), B-(i), C-(iv), D-(iii) (d) A-(i), B-(ii), C-(ii), D-(iv)

Ans. (a) A-(iv), B-(ii), C-(i), D-(iii)

Competency Based Questions

Q.1 Aditya is a manager at a tech startup. He ensures that tasks are divided efficiently among employees, monitors
team coordination, and adapts policies when unexpected challenges arise. He also promotes ethical behavior and
fairness in the workplace. Identify any three characteristics of principles of management highlighted in this case. Quote
the relevant lines.

Ans. (i) Universal applicability: "Aditya is a manager at a tech startup...ensures tasks are divided efficiently." (ii) Flexible:
"...adapts policies when unexpected challenges arise." (iii) Mainly behavioural: "...promotes ethical behavior and
fairness in the workplace.".

Q.2 Prachi is the Operations Manager at a food delivery company. She uses management principles to improve delivery
speed by analyzing traffic patterns and assigning delivery zones accordingly. She avoids making decisions based on
guesses and ensures every move is logical and data-backed. Identify and explain the nature and significance of
principles of management as reflected in Prachi's role.

Ans. (i) Formed by practice and experimentation: She improves operations using traffic analysis and observation. (ii)
Scientific decision-making: She avoids decisions based on guesswork and relies on logic and data. (iii) Principles provide
useful insights: Her use of principles helps in understanding real-world delivery challenges effectively.

Q.3 Vedika, the HR head of a media company, ensures employees receive fair salaries. However, the salaries differ
slightly based on job roles, market trends, and company profitability. She explains to employees that fairness is not
always equality. Which nature of principles of management is highlighted? How does this reflect real-world
application?

Ans. (i) Contingent: Fair remuneration is not absolute; it depends on various factors like role, trends, and capacity. (ii)
Mainly behavioural: The principle affects employee satisfaction and organisational harmony. (iii) Flexible: Vedika
adapts the concept of equity based on the company's financial status and external environment.

Q.4 A furniture company is looking to cut costs and improve production. The production manager recommends
breaking tasks into simpler steps and assigning each to specialists. Additionally, they set performance targets and
measure outcomes to see if changes lead to better efficiency. Identify and explain the features of management
principles used here.

Ans. (i) Cause and effect relationship: The manager predicts improved efficiency through task division. (ii) Formed by
experimentation: The idea of breaking tasks is based on practice and experience. (iii) General guidelines: The principles
guide action but need testing in their specific context.

Q.5 Tarun, an executive at a company, is pursuing an online MBA to better understand management. He learns how
decision-making frameworks, case studies, and simulation tools are based on established management principles. His
coursework even includes principles behind techniques like Just-in-Time. Which significance of principles of
management is highlighted here?
 Ans. (i) Management training and education: Tarun's MBA curriculum is rooted in established management principles.
(ii) Scientific decisions: He learns to use logical frameworks for objective decision-making.

Q.6 Reyansh, a newly appointed manager at "PureHealth Organics," realised that frequent absenteeism in the
packaging unit was affecting productivity. He investigated and discovered that poor ventilation and lighting were
making the workplace uncomfortable. He proposed infrastructural improvements. After these changes, productivity
rose significantly. (i) Identify the nature of management principles reflected in this situation. (ii) Explain any two such
features of management principles with reference to the case.

Ans. (i) The nature of management principles reflected here is "Cause and Effect Relationship" and "Behavioural". (ii)
Cause and Effect Relationship: Management principles help predict the outcome of certain actions. In the case,
improving workplace conditions led to better employee attendance and productivity. Mainly Behavioural: These
principles focus on human behavior in the organisation. Addressing discomfort shows a concern for employee well-
being, which improves morale and results.

Q.7 At EcoBuild Industries, the manager decided to outsource its payroll system to a software company. He also
encouraged flexible working hours to boost employee satisfaction and attract better talent. The manager justified his
decision by stating that modern management must adapt to changing situations and employee expectations. Identify
and explain any four significant points of the significance of principles of management reflected in the above case.

Ans. The case highlights the following significance of principles:

Meeting Changing Environment Requirements: Outsourcing payroll and adapting working hours show the flexibility of
management principles.

Optimum Utilisation of Resources: Delegating payroll allows in-house staff to focus on core business activities.

Scientific Decisions: The manager's approach was data-driven and logical, not based on assumptions.

Fulfilling Social Responsibility: Flexible work policies reflect care for employee welfare and work-life balance, fulfilling
ethical obligations towards society.

Q.8 Renu joined an apparel export company as a supervisor. She observed that employees were confused about task
allocation, which resulted in repeated work. She reorganised workflow by grouping similar tasks and assigning roles
accordingly. Productivity and morale improved soon after. Identify and explain three features of principles of
management and one significance of management depicted in this case.

Ans. Features of Principles: General Guidelines: Renu used guidelines to improve role clarity, though not rigid rules.
Flexible: She adapted the work structure to suit the situation. Formed by Practice and Experimentation: Her changes
were based on workplace experience and logic. Significance: Increases Efficiency: By reducing confusion and
duplication, the team worked better and saved time and effort, leading to increased productivity.

Q.9 In "GreenSpire Ltd.," the HR Manager Prisha adopted a fair pay system where salaries were based on employee
contribution, industry benchmarks, and company capacity. However, when some employees asked for equal pay, she
explained that fairness isn't always equality. She also used historical cases and current data to justify the decisions.
Identify the nature of management principles reflected in the case. (ii) Explain any three such characteristics.

Ans. (i) The principle shown is Contingency, supported by Scientific Decision-Making. (ii) Contingent: Management
principles are not fixed. Pay decisions depend on many variables such as market trends, performance, and
organisational conditions. Scientific: Decisions were made using data and logic. Behavioural: The concern was with
fairness and employee motivation, which shows attention to human behavior.

Q.10 Akshay, a manager in an automobile firm, delegated routine decisions to his team and used that time to focus
on market expansion and strategy. He often encouraged his subordinates to suggest improvements. His strategies
were often inspired by real-world management cases he studied during his business education.

(i) Which two significances of principles of management are reflected here?

(ii) Explain any two features of principles of management that support Akshay's actions.
(1) Providing Useful Insights: Akshay applies learnings from past cases to solve current problems.

Management Education and Research: His professional education helped him develop sound strategies. Formed by
Practice and Experimentation: Akshay's use of case studies reflects the practical development of principles. Flexible:
He adjusts the level of delegation and authority as per the team's capability and situation.

Q.11 Shivani is the General Manager of "Vibgyor Electronics," which recently underwent a major technological
upgrade. To ensure a smooth transition, Shivani reviewed past implementation reports and held brainstorming
sessions with senior managers to predict the effects of changes on employee productivity. She emphasized the need
for proper planning and accepted suggestions to modify standard processes based on practical field conditions. She
ensured that salaries and responsibilities were assigned keeping in mind market standards, contribution, and internal
balance. Shivani clarified to the board that some principles may work differently under different organisational
conditions and must be adapted accordingly. Identify and explain any three features of principles of management
demonstrated in the above case. Quote relevant lines.

Ans. (i) Formed by Practice and Experimentation: "Shivani reviewed past implementation reports and held
brainstorming sessions..." Principles are developed through experience and tested over time. (ii) Cause and Effect
Relationship: "...to predict the effects of changes on employee productivity." Principles help predict likely outcomes
when applied. (iii) Contingent: "...some principles may work differently under different organisational conditions..."
Their application depends on prevailing circumstances.

Q.12 A healthcare firm, MediCure Pvt. Ltd., had a rapid rise in demand post-pandemic. The HR manager, Aarav,
ensured that additional resources were used optimally. By analyzing performance trends, he avoided guesswork and
took corrective actions based on facts. He also made decisions to outsource some non-core functions to third-party
vendors, helping the internal team focus on R&D. Meanwhile, the company also started an employee wellness
initiative and reduced the use of plastic packaging in response to environmental concerns. Identify and explain any
three points of significance of principles of management that are visible in the case.

Ans. (i) Optimum Utilisation of Resources: "Aarav ensured that additional resources were used optimally..." Principles
help in reducing wastage and improving efficiency. (ii) Scientific Decisions: "He avoided guesswork and took corrective
actions based on facts." Principles lead to logical, unbiased decisions. (iii) Fulfilling Social Responsibility: "Started an
employee wellness initiative and reduced use of plastic packaging." Management today must respond to societal and
environmental needs.

Q.13 Shreya, the plant manager of a garment unit, noticed frequent delays and worker dissatisfaction. She consulted
her team and discovered that unclear task assignments and lack of coordination between the design and production
departments were the cause. She revised the workflow and clearly delegated duties to each department. She also kept
monitoring the outcomes and modifying the process wherever needed. Gradually, the delays reduced, employee
morale improved, and targets were met consistently. Identify and explain any three characteristics of principles of
management demonstrated in this situation.

Ans. (i) General Guidelines: "She revised the workflow and clearly delegated duties..." Principles provide flexible
guidance, not rigid rules. (ii) Flexible: "...kept monitoring the outcomes and modifying the process wherever needed."
Principles can be adapted depending on the situation. (iii) Mainly Behavioural: "...employee morale improved." These
principles influence employee behavior and satisfaction.

Q.14 Rajeev, a newly appointed zonal manager at a logistics company, was tasked with reviving the underperforming
East region. He reviewed feedback from team members, delegated responsibilities, and redesigned delivery routes.
When questioned about his actions, he said he was following principles that had worked in the West region. However,
he adapted them to suit the infrastructure and culture of the East region. He believed principles are not hard rules,
but proven guidelines to be customised based on the business environment. Based on the case, explain any three
features of principles of management used by Rajeev. Quote relevant lines.
Ans. (i) Formed by Practice and Experimentation: "...he said he was following principles that had worked in the West
region." These are derived from experience. (ii) Flexible: "...adapted them to suit the infrastructure and culture of the
East region." They can be tailored to different settings. (iii) Universal Applicability: "He believed principles are not hard
rules, but proven guidelines..." Principles apply across organisations, though application may vary.

Q.15 At "Natura Agro-Tech," operations were hampered due to disconnect among the purchase, production, and
marketing departments. The CEO, Mr. Joshi, called a strategy meeting and ensured that all departments worked in
coordination. He also reviewed the resource allocation and emphasised decisions be made using facts rather than
assumptions. To create a positive image, the company reduced chemical use in packaging and launched a sustainable
farming program to support local farmers. Identify and explain three points of significance of principles of
management highlighted in this case. Quote from the passage wherever applicable.

Ans. (i) Providing Useful Insights into Reality: "Mr. Joshi called a strategy meeting and ensured that all departments
worked in coordination." Principles help in understanding and solving practical problems. (ii) Scientific Decision-
Making: "...emphasised decisions be made using facts rather than assumptions." They promote objective, fact-based
thinking. (iii) Fulfilling Social Responsibility: "...launched a sustainable farming program to support local farmers."
Principles evolve to address broader stakeholder needs.

Image Based Questions :

Q.1 Which nature of principles of management is being reflected in the manager's approach?

(a) Cause and Effect Relationship

(b) General Guidelines

(c) Flexibility (d) Scientific Decisions

Ans. (c) Flexibility EXPLANATION: Principles of management are not rigid. They allow adaptation according to different
situations. Here, the manager modifies the application of a grievance redressal policy based on the local context, which
clearly demonstrates the flexible nature of management principles.

Q.2 Which significance of management principles is being applied in this scenario?

(a) Meeting Changing Environment Requirements

(b) Scientific Decisions

(c) Management as a Profession

(d) Optimum Utilisation of Resources

Ans. (b) Scientific Decisions EXPLANATION: The manager's decision is logical, fact-based, and justifiable, reflecting the
scientific approach to decision-making encouraged by management principles. It avoids bias and personal judgment,
and instead relies on measurable, objective data to ensure fairness and effectiveness.
 GYANSHREE SCHOOL
WORKSHEET -2
TOPIC : FAYOL’s GENERAL PRINCIPLES OF MANAGEMENT
STAND ALONE MCQS
Q.1 In a company, there are four separate departments for finance, marketing, production and human resource
development. Identify the principle of management.
(a) Unity of command (b) Equity (c) Division of work (d) Discipline
Q.2 Why did Fayol introduce the concept of 'Gang Plank' in the principle of Scalar chain?
(a) To maintain discipline (b) To avoid confusion (c) To avoid delay in communication (d) To increase
centralisation
Q.3 Name the principle of management which resembles military organisation.
(a) Esprit de corps (b) Unity of direction (c) Unity of command (d) Discipline
Q.4 If the company does not provide the right place for physical and human resources, which principle of
management is violated?
(a) Unity of direction (b) Order (c) Centralisation (d) Stability of personnel
Q.5 Which principle of management envisages that each group of activities having same objectives must have
one head and one plan?
(a) Unity of direction (b) Unity of command (c) Initiative (d) Remuneration.
Q.6 Which principle of management suggests that employees should be treated with justice and kindness?
(a) Discipline (c) Order (b) Equity (d) Centralisation
Q.7 Identify the principle of Fayol which emphasises that wages and salaries paid to the employees should be
just and equitable.
(a) Remuneration of employees (b) Stability of personnel (c) Equity (d) Discipline
Q.8 Fayol points out the danger and costs of unnecessary labour turnover in one of his 'Principles'. Name the
principle.
(a) Authority and Responsibility (b) Stability of personnel (c) Esprit de corps (d) Centralisation
Q.9 According to Fayol, workers should be encouraged to develop and carry out their plans for improvements.
A good company should have an employee suggestion system whereby initiative/suggestions which result in
a substantial cost/time reduction should be rewarded. Identify the principle of management highlighted above.
(a) Initiative (c) Esprit de corps (b) Discipline (d) Remuneration
Q.10 According to Fayol, a manager should not fall into temptation of misusing his powers for individual/
family benefit at the cost of larger interest of the workers/company. This exemplary behaviour of the manager
will raise his stature in the eyes of the workers and at the same time will ensure the same behaviour by them.
Identify the principle of management discussed.
(a) Unity of command (b) Initiative (c) Subordination of individual interest to general interest (d) Discipline
Q.11 According to Fayol, personnel should be selected and appointed after a due and rigorous procedure. But
once selected they should be given reasonable time to show results. Identify the principle of management
highlighted above. (a) Discipline (b) Remuneration of Employees (c) Stability of personnel (d) Unity of
direction
Q.12 Name the principle of management which requires a judicious application of penalties by the
management.
(a) Authority and Responsibility (b) Initiative (c) Discipline (d) Scalar Chain
Q.13 A manager should have the right to punish a subordinate for wilfully not obeying a legitimate order but
only after sufficient opportunity has been given to his/her case. Identify the principle of management
highlighted here. (a) Equity (b) Authority and Responsibility
(c) Unity of command (d) Subordination of individual interest
Q.14 Following this principle of management will minimise the need for using penalties, but not following it
may result in a loss of coordination Identify the principle.
(a) Unity of direction (b) Esprit de corps (c) Discipline (d) Order
Q.15 Which principle of management aims at securing the loyalty and devotion of the employees by
giving them kind, fair and just treatment?

(a) Remuneration (b) Unity of command (c) Equity (d) Discipline

Q.18 Name that principle of Fayol which suggests that communication from top to bottom should follow the
official lines of command.
(a) Centralisation (c) Order (b) Unity of direction (d) Scalar Chain
Q.19 One of the fourteen principles of management, as suggested by Fayol, emphasises that there should be a
team spirit of unity and harmony in the work group. Name the principle.
(a) Esprit de corps (b) Unity of command (c) Remuneration (d) Authority and responsibility
Q.20 A principle of management states that the work should be divided into small tasks as it leads to
specialisation and increased output. Name the principle.
(a) Centralisation (c) Division of work (b) Order (d) Stability of personnel
Q.21 What does the principle of 'Initiative' indicate?
(a) Employees should obey orders without question (b) Managers should not encourage creativity (c)
Subordinates should be encouraged to make and execute plans within limits (d) Rules should always be strictly
followed
Q.22 Name the principle of management according to which a manager should replace 'I' with 'We' in all his
conversations with the workers.
(a) Unity of command (c) Esprit de corps (b) Discipline (d) Initiative
Q.23 Fayol insists that good sense and experience are needed to ensure fairness to all employees who should
be treated as fairly as possible. Identify the principle of management.
(a) Equity (c) Order (b) Initiative (d) Remuneration
Q.24 A firm strictly follows the practice of placing both raw materials and human resources in designated
locations and ensures that everything is in its rightful place before beginning production. Which principle of
Fayol does this represent?
(a) Unity of Direction (c) Scalar Chain (b) Order (d) Equity
Q.25 A worker directly contacts the General Manager to resolve a minor operational issue without informing
his immediate supervisor. Which principle is being violated?
(a) Scalar Chain (c) Discipline (d) Subordination of Interest (b) Initiative

Q.26 Which of the following situations best illustrates the principle of "Esprit De Corps"?
(a) A manager assigns challenging individual tasks to promote competition.
(b) Workers strike for higher wages affecting all departments.
(c) A manager replaces "I" with "We" while motivating his team.
(d) A subordinate obeys orders without question.
Q.27 The HR department hires a candidate but frequently transfers them between roles before they can adapt
or deliver results. Which principle is ignored here?
(a) Stability of Personnel (c) Order (b) Discipline (d) Initiative
Q.28 In a company, managers rely on their personal judgment and conduct to ensure fair treatment of
employees and create a harmonious work environment. Which principle does this relate to?
(a) Remuneration (b) Subordination of Interest (c) Equity (d) Centralisation
Q.29 Which of the following is NOT an example of decentralisation?
(a) A local bank branch manager approves small loans independently.
(b) A panchayat decides how to allocate village welfare funds.
(c) CEO delegates decision-making to all middle managers.
(d) All sales transactions are approved only by the Managing Director.
Q.30 Two departments work on similar products but follow different strategies without coordination, leading
to overlapping tasks and confusion. Which principle is violated?
(a) Unity of Direction (b) Initiative (c) Esprit De Corps (d) Remuneration
Q.31 A manager receives reports that an employee often disregards organisational rules. Instead of taking
action, the manager ignores the behavior to maintain friendliness. What principle is being compromised?
(a) Esprit De Corps (b) Discipline (c) Authority and Responsibility (d) Unity of Command
Q.32 Identify the principle being followed: "An employee, while fulfilling personal goals such as learning or
promotions, always aligns their performance to organisational objectives."
(a) Subordination of Individual Interest to General Interest (b) Remuneration (c) Unity of Direction (d)
Initiative
Assertion-Reasoning Based MCQS
(a) Both Assertion (A) and Reason (R) are true and Reason (R) is the correct explanation of Assertion (A). (b)
Both Assertion (A) and Reason (R) are true but Reason (R) is not the correct explanation of Assertion (A). (c)
Assertion (A) is true and Reason (R) is false. (d) Assertion (A) is false and Reason (R) is true.
Q.1 Assertion (A): Unity of command prevents duplication of work and overlapping of duties in an
organisation. Reason (R): Unity of command means that every employee should receive orders from one
superior only.
Q.2 Assertion (A): Managers should encourage employees to make suggestions even if they are outside the
scope of their work. Reason (R): Fayol's principle of Initiative recommends motivating employees to take
steps for improvement within the limits of authority.
Q.3 Assertion (A): The principle of Order promotes the idea of flexibility and job rotation.
Reason (R): According to Fayol, order refers to keeping things and people in their proper place for efficiency.
Q.4 Assertion (A): Fayol's principle of equity discourages the use of penalties under any circumstances.
Reason (R): According to Fayol, fairness and justice should prevail in managerial behaviour.
Q.5 Assertion (A): Unity of direction affects individual employees while unity of command impacts the entire
organisation.
Reason (R): Unity of direction ensures one plan for each group of activities, while unity of command ensures
one boss for each employee.
(a) Both Assertion (A) and Reason (R) are true and Reason (R) is the correct explanation of Assertion (A).
(b) Assertion (A) is false and Reason (R) is true. (c) Both Assertion (A) and Reason (R) are false.
(d) Assertion (A) is true and Reason (R) is false.
Q.6 Assertion (A): Subordination of individual interest to general interest ensures harmony in group activities.
Reason (R): According to Fayol, individual interests can be considered above organisational goals for
employee motivation.
(a) Both Assertion (A) and Reason (R) are true. (b) Both Assertion (A) and Reason (R) are false. (c) Assertion
(A) is true and Reason (R) is false. (d) Assertion (A) is false and Reason (R) is true.
Q.7 Assertion (A): The principle of Remuneration recommends compensation be as high as possible to ensure
job satisfaction.
Reason (R): Fayol believed remuneration should be just, equitable, and within the paying capacity of the
business.
(a) Both Assertion (A) and Reason (R) are true. (b) Assertion (A) is false and Reason (R) is true. (c) Assertion
(A) is true and Reason (R) is false. (d) Both Assertion (A) and Reason (R) are false.
Statements Based MCQS
(a) Statement I is correct and Statement II is not correct. (b) Statement II is correct and Statement I is not
correct. (c) Both the Statements I and II are correct. (d) Both the Statements I and II are not correct.
Q.1 Statement I: Division of work leads to specialisation and greater efficiency in task performance. Statement
II: Esprit De Corps encourages a competitive atmosphere among team members.
Q.2 Statement I: According to Fayol, a place for everything and everyone enhances organisational efficiency.
Statement II: Centralisation ensures full empowerment of subordinates at all levels.
Q.3 Statement I: Remuneration should be fair to both employees and the organisation's financial capacity.
Statement II: Scalar Chain ensures all departments have equal resources for task execution.
Q.4 Statement I: Discipline in an organisation is achieved through clear rules and agreements. Statement II:
Unity of direction means every employee should report to multiple supervisors.
Q.5 Statement I: Subordination of individual interest to general interest promotes collective organisational
success. Statement II: Stability of personnel increases hiring frequency and lowers training costs.
Q.6 Statement I: A manager promoting initiative should accept all employee suggestions without evaluation.
Statement II: Equity as a principle ensures fairness in behaviour and absence of discrimination.
Q.7 Statement I: Authority and responsibility should be balanced to avoid misuse of power or failure in
performance. Statement II: The principle of order focuses on the emotional wellbeing of employees.
Q.8 Statement I: Unity of command eliminates the possibility of dual subordination. Statement II: Equity
demands that all employees receive identical wages and benefits.
Case Based Questions :
Q.1 At EcoTiles Ltd., each employee has been instructed to report directly to their respective floor supervisor.
However, lately, workers have also been receiving instructions from the R&D department regarding
production changes, leading to confusion. Which principle of Fayol is being violated in this situation?

(a) Unity of Direction (b) Discipline (c) Unity of Command (d) Subordination of Individual interest

Q.2 The manager of "Shree Solutions ensures that every new employee gets trained to perform a specific
function. The work is divided in such a way that one group focuses on client acquisition while another manages
existing accounts. Which principle of Fayol is being followed here?

(a) Authority and Responsibility (b) Division of Work (c) Equity (d) Order

Q.3 In "Radiant Builders Pvt. Ltd.", the marketing manager offers a large contract to his cousin's firm despite
better offers from other vendors. This creates resentment among the team. Which principle is being violated?
(a) Equity (b) Remuneration

(c) Subordination of Individual Interest to General Interest (d) Stability of Personnel

Q.4 Mr. Iqbal, a production head, denied giving salary increments to a particular team member because of her
religion. The company's HR department intervened and reversed the decision. Which principle of management
did the HR department uphold?

(a) Unity of Command (c) Equity (b) Order (d) Remuneration

Q.5 "GrowFast Ltd." keeps transferring its employees to different roles and departments every 2-3 months
The employees are unable to adjust or show performance due to this. Which principle is being overlooked?

(a) Stability of Personnel (b) Initiative (c) Esprit De Corps (d) Discipline

Q.6 In "InnovateX Ltd.", the management encourages employees to suggest innovative ways to improve
productivity. Many employees proposed methods to reduce time wastage, which were later implemented.
Which principle is being followed?

(a) Authority and Responsibility (b) Scalar Chain (c) Initiative (d) Order

Q.7 In "GlobalView Analytics, communication had to pass from the junior analyst to the assistant manager,
then to the department head before reaching the CEO. However, during a client emergency, the analyst directly
informed the CEO, bypassing the hierarchy. What allowed this action?

(a) Equity (c) Esprit De Corps (b) Gang Plank (d) Division of Work

Q.8 "HealthAid Pharma" places its chemicals, samples, and testing kits in random locations. Often, lab
technicians waste time locating these items, delaying production. Which principle of Fayol is being violated?

(a) Order (b) Unity of Direction (c) Initiative (d) Discipline

Q.9 In "BrightTech Pvt. Ltd", the CEO retains all decision-making powers. Managers and supervisors feel
demotivated as they cannot take even minor decisions. Which principle is being poorly implemented?
(a) Authority and Responsibility (b) Centralisation and Decentralisation

(c) Unity of Direction (d) Remuneration

Q.10 The employees of "WorkUnity Pvt. Ltd." address their manager as "We Leader" instead of "Boss"
because he always promotes a culture of unity, cooperation, and team discussions. Which principle of Fayol
is best represented here?

(a) Equity (b) Esprit De Corps (c) Authority and Responsibility (d) Discipline

MATCH THE COLUMNS BASED MCQS

Q.1 Match the managerial situation with the correct Fayol principle:

Column I Column II

A. Workers are repeatedly transferred between departments before they can (i) Equity
master a role

B. A manager always listens to workers' ideas for improving processes within (ii) Stability of
established guidelines. Personnel

C. Employees spend significant time searching for files due to poor storage (iii) Order
arrangement.

D. One manager insists on strict, fair treatment for all, regardless of gender or (iv) Initiative
background.

(a) A-(ii), B-(iv), C-(iii), D-(i) (b) A-(i), B-(iii), C-(ii), D-(iv)

(c) A-(iv), B-(ii), C-(i), D-(iii) (d) A-(iii), B-(ii), C-(iv), D-(i)

Q.2 Match the principle with the scenario:

Column I Column II

A. Employees from various backgrounds receive equal growth (i) Initiative

opportunities.

B. The CEO allows department heads to make routine decisions, but (ii) Equity
reserves strategic choices.

C. Employees are encouraged to present cost-cutting proposals within (iii) Division of Work
company policy limits.
 D. A supervisor assigns clear, non-overlapping roles for each project. (iv) Centralisation and
Decentralisation

(a) A-(ii), B-(iv), C-(i), D-(iii) (b) A-(i), B-(iii), C-(ii), D-(iv)

(c) A-(iii), B-(ii), C-(iv), D-(i) (d) A-(ii), B-(i), C-(iv), D-(iii)

Q.3 Match the description to the correct principle:

Column I Column II

A. A company maintains a formal hierarchy from top management down to entry- (i) Order
level staff.

B. The marketing and finance teams coordinate under one plan to launch a new (ii) Unity of
product. Direction

C. The company rewards workers with fair wages considering both company (iii) Remuneration
capacity and industry norms.

D. The company ensures raw materials and tools are always at the right place when (iv) Scalar Chain
needed.

(a) A-(iv), B-(ii), C-(iii), D-(i) (b) A-(i), B-(iii), C-(iv), D-(ii)

(c) A-(ii), B-(iv), C-(i), D-(iii) (d) A-(iv), B-(ii), C-(i), D-(iii)

Q.4 Match each scenario with its violated principle:

Column I Column II

A. A manager is given authority to offer higher discounts than necessary, (i) Stability of Personnel
leading to losses.

B. An employee receives work orders from both HR and Sales heads (ii) Authority and
simultaneously. Responsibility

C. Department heads directly negotiate company contracts without (iii) Scalar Chain
following hierarchy.

D. The company changes its team leaders every month, causing employee (iv) Unity of Command
insecurity.
(a) A-(ii), B-(iv), C-(iii), D-(i) (b) A-(iv), B-(iii), C-(ii), D-(i)

(c) A-(i), B-(ii), C-(iv), D-(iii) (d) A-(iii), B-(ii), C-(i), D-(iv)

Q.5 Match the principle with the given outcome:

Column I Column II

A. Encourages loyalty and reduces the need for disciplinary action. (i) Esprit De Corps

B. Employees know their responsibilities and cannot misuse their (ii) Authority Responsibility
powers.

C. Faster decision-making in emergencies is permitted through a (ii) Gang Plank

special shortcut in the hierarchy.

D. Ensures all departments work harmoniously toward organisational (iv) Unity of Direction
goals.

(a) A-(i), B-(ii), C-(iii), D-(iv) (b) A-(ii), B-(i), C-(iv), D-(iii)

(c) A-(iii), B-(iv), C-(ii), D-(i) (d) A-(iv), B-(iii), C-(ii), D-(i)

Competency Based Questions

Q.1 Gitanjali Textiles appointed a new production head, who immediately gave orders directly to team
workers, bypassing the supervisor. At the same time, the HR department also started giving instructions related
to shift timings. The workers became confused and productivity declined. Identify and explain the principle
of management violated here.

Q.2 Rakesh, a manager at Saffron Tech Ltd., believes in fair and just treatment of all employees regardless of
their religion, caste or nationality. He ensures that work rules are followed, but also helps subordinates when
they are in difficulty. Identify the principle being followed and explain it.

Q.3 Ritu manages an events company. She clearly defines the roles of team members and divides work into
specialised tasks like décor, logistics, and client handling. Each task is handled by trained individuals. Which
principle is she applying?Explain its significance.

Q.4 Manav, a sales manager, offered a 25% discount to a buyer without consulting the finance team. The
company later realised this led to losses. The manager had authority but failed to balance it with the actual
requirement of the task. Which principle is being misapplied here? Explain.
Q.5 In a factory, production activities are controlled by the factory head and sales activities by the marketing
manager. Each division works according to its own plan to meet organisational goals without overlap. Which
principle is being followed?Explain.

Q.6 At Bright Future Foundation, the management and employees agreed that no leaves will be taken during
the annual charity event. In return, the management agreed to provide additional incentives post-event. Both
parties adhered to their commitment. Identify the principle of Fayol being demonstrated.

Q.7 Vivek was able to directly contact his counterpart in another department to resolve a customer complaint,
even though their official communication line required several managerial approvals. Which concept allowed
this exception? Explain.

Q.8 Tanishq Ltd. ensures that raw materials are stored in the warehouse, records in the admin office, and
workers are at their respective machines before work begins. Identify the principle being followed and explain
its benefit.

Q.9 Amrita, the team lead, often uses phrases like "we achieved this together" instead of "I achieved this"
when communicating with her team. She also promotes team outings and open communication. Which
principle is reflected here? Explain its significance.

Q.10 The CEO of a large firm delegates daily decision-making to departmental heads but retains authority
over final policy decisions and strategic matters. Which principle is being applied? Explain it with
justification.

Q.11 The newly appointed manager of "Herbal Glow Ltd." delegated a target to the production team leader
but did not grant the authority to request materials from the warehouse. As a result, the leader failed to meet
the deadline. When questioned, the leader defended the failure citing lack of authority. (i) Identify the principle
of management being violated. (ii) Explain the consequences of not following this principle.

Q.12 At "Fusion Tech", the team responsible for launching a new app was receiving inputs from both the
marketing manager and the design head. Due to conflicting instructions, the team missed its launch deadline
and internal coordination collapsed. (i) Identify the principle being violated. (ii) Differentiate this principle
from a similar one often confused with it.

Q.13 "Fresh Harvest Pvt. Ltd." decided to launch organic juices and divided the business into two divisions -
one for fruit juices and another for vegetable juices. Each division had its own plans, objectives, and team
leaders. (i) Identify the principle of Fayol being applied here. (ii) Explain the importance of this principle in
achieving organisational objectives.

Q.14 Rajeev, a department head at "SkillEdge Academy", always listens to team feedback. He rewards
employees for suggestions that improve workflow and encourages new ideas, even from junior staff. Some of
these ideas are later implemented, leading to cost and time savings.

(i) Identify the principle of management being followed.

(ii) State the benefits of applying this principle in organisations.

Q.15 At "EcomX Ltd.", the workforce is highly diverse. The management treats all employees with fairness
and justice, regardless of gender, religion, or background. However, they do not tolerate inefficiency, and lazy
employees are dealt with strictly to maintain discipline.
 (i) Identify the principle of management reflected here. (ii) Explain how a balance is maintained in applying
this principle.

Q.16 Ritwik is the Operations Manager at "Metro Furniture Pvt. Ltd." He noticed that two different
departments - Sales and Marketing - were giving contradictory instructions to the customer service team
regarding product discounts. While the Sales Head asked to allow 10% discount, the Marketing Manager
restricted it to 5%. As a result, the team got confused and failed to close several deals. Ritwik intervened and
arranged a joint meeting with both department heads and ensured that only one person would communicate
discount instructions henceforth. Identify and explain the principle of management being violated. Also,
discuss the consequences of its violation and how Ritwik restored it.

Q.17 At "Bright Future Industries," workers constantly faced difficulties in locating raw materials, tools, and
documents, which affected productivity. Sometimes raw materials were placed near administrative desks and
documents in the production area. When the new manager Deepali joined, she introduced a proper layout
ensuring everything was in its designated place. As a result, efficiency improved, and delays reduced. Identify
the principle applied by Deepali and explain how it benefited the organisation. Also, state what could have
gone wrong if it wasn't applied.

Q.18 "GreenGrow Organics" encouraged its employees to submit suggestions for improving packaging
processes. Ravi, a junior staff member, proposed an idea to use biodegradable containers, which reduced costs
and increased brand reputation. The management not only implemented his idea but also promoted him to
team leader. Other employees also became enthusiastic about contributing innovative ideas. Which principle
of Fayol is demonstrated here? Explain its significance. What impact does this principle have on employee
morale and organisational growth?

Q.19 At "SilverLine Logistics," the company hired and trained new employees rigorously. However, due to
frequent department transfers and sudden exits, employees were not allowed to settle into their roles. This
created a lack of continuity, lower morale, and increased training costs. Realising the issue, the HR head
implemented policies that ensured minimum two-year tenures before transfers and created employee
development plans. Identify and explain the principle of management being applied. How does its application
help in improving organisational efficiency?

Q.20 In "GlowCare Cosmetics Ltd.," the production department designed an advertising strategy for a new
skin-care product, while the marketing department launched a campaign for a different variant. The mismatch
led to customer confusion and poor sales. The CEO intervened and instructed that only the marketing
department would design and execute campaigns for all products, while production would focus on
manufacturing. Which principle of Fayol was violated initially?

How did the CEO's intervention correct the situation? Explain the importance of this principle in coordination.

IMAGE BASED QUESTION

Q.1 The picture given below depicts the application of one of the principles of general management. Identify

and explain the principle.

 Q.2 The diagram given below depicts the application of one of the principles of general management Identify
and explain it. What is the significance of the dotted line joining E and O?

Q.3 Which principle of Fayol is being violated in the above situation?

(a) Unity of Direction (b) Scalar Chain (c) Equity (d) Subordination of Individual Interest to General Interest
Q.4 Identify the principle being violated in the given

scenario.

(a) Unity of Command (b) Centralisation (c) Order (d) Authority and Responsibility

Q.5 Which principle of management is being demonstrated in this scenario?

(a) Discipline (b) Equity (c) Remuneration (d) Stability of Personnel

Q.6 Which of Fayol's principles is best represented in the given scenario?

(a) Authority and Responsibility

(b) Initiative (c) Discipline (d) Unity of Direction

Q.7 Which principle of management is highlighted

in the situation?

Q.8 Which principle of management is applied in this scenario?

ANSWERS :

Based MCQs

Q.1 At EcoTiles Ltd., each employee has been instructed to report directly to their respective floor
supervisor. However, lately, workers have also been receiving instructions from the R&D department
regarding production changes, leading to confusion. Which principle of Fayol is being violated in this
situation? (a) Unity of Direction (b) Discipline (c) Unity of Command (d) Subordination of Individual interest

Ans. (c) Unity of Command EXPLANATION: Receiving orders from more than one superior violates the
Unity of Command.

Q.2 The manager of "Shree Solutions ensures that every new employee gets trained to perform a specific
function. The work is divided in such a way that one group focuses on client acquisition while another
manages existing accounts. Which principle of Fayol is being followed here? (a) Authority and
Responsibility (b) Division of Work (c) Equity (d) Order

Ans. (b) Division of Work EXPLANATION: Dividing work into specialized tasks increases efficiency and is
the essence of this principle.

Q.3 In "Radiant Builders Pvt. Ltd.", the marketing manager offers a large contract to his cousin's firm
despite better offers from other vendors. This creates resentment among the team. Which principle is being
violated? (a) Equity (b) Remuneration (c) Subordination of Individual Interest to General Interest (d)
Stability of Personnel

Ans. (c) Subordination of Individual Interest to General Interest EXPLANATION: Personal interest was
given preference over the company's interest, violating this principle.

Q.4 Mr. Iqbal, a production head, denied giving salary increments to a particular team member because of
her religion. The company's HR department intervened and reversed the decision. Which principle of
management did the HR department uphold? (a) Unity of Command (c) Equity (b) Order (d) Remuneration

Ans. (c) Equity EXPLANATION: Equity emphasizes fairness and non. discrimination. Q.5 "GrowFast Ltd."
keeps transferring its employees to different roles and departments every 2-3 months The employees are
unable to adjust or show performance due to this. Which principle is being overlooked? (a) Stability of
Personnel (b) Initiative (c) Esprit De Corps (d) Discipline Ans. (a) Stability of Personnel EXPLANATION:
Constant transfers hamper stability and efficiency, violating this principle. Q.6 In "InnovateX Ltd.", the
management encourages employees to suggest innovative ways to improve productivity. Many employees
proposed methods to reduce time wastage, which were later implemented. Which principle is being
followed?

(a) Authority and Responsibility (b) Scalar Chain (c) Initiative (d) Order

Ans. (c) Initiative EXPLANATION: Employees taking self-motivated steps to improve processes reflects the
principle of Initiative.

Q.7 In "GlobalView Analytics, communication had to pass from the junior analyst to the assistant manager,
then to the department head before reaching the CEO. However, during a client emergency, the analyst
directly informed the CEO, bypassing the hierarchy. What allowed this action? (a) Equity

Ans. (b) Gang Plank (c) Esprit De Corps (b) Gang Plank (d) Division of Work EXPLANATION: Gang Plank
allows direct communication in emergencies without violating the Scalar Chain principle.

Q.8 "HealthAid Pharma" places its chemicals, samples, and testing kits in random locations. Often, lab
technicians waste time locating these items, delaying production. Which principle of Fayol is being
violated? (a) Order (b) Unity of Direction (c) Initiative (d) Discipline

Ans. (a) Order EXPLANATION: Order ensures everything and everyone is in the right place for efficient
operation.
 Q.9 In "BrightTech Pvt. Ltd", the CEO retains all decision-making powers. Managers and supervisors feel
demotivated as they cannot take even minor decisions. Which principle is being poorly implemented? (a)
Authority and Responsibility (b) Centralisation and Decentralisation

(c) Unity of Direction (d) Remuneration

Ans. (b) Centralisation and Decentralisation EXPLANATION: Fayol advocated for a balance - here,
excessive centralisation is causing issues.

Q.10 The employees of "WorkUnity Pvt. Ltd." address their manager as "We Leader" instead of "Boss"
because he always promotes a culture of unity, cooperation, and team discussions. Which principle of
Fayol is best represented here? (a) Equity (b) Esprit De Corps (c) Authority and Responsibility (d)
Discipline Ans. (b) Esprit De Corps EXPLANATION: Promoting team spirit and replacing "I" with "We" is the
essence of Esprit De Corps.

MATCH THE COLUMNS BASED MCQS

Q.1 Match the managerial situation with the correct Fayol principle:

Column I Column II

A. Workers are repeatedly transferred between departments before they can (i) Equity
master a role

B. A manager always listens to workers' ideas for improving processes within (ii) Stability of
established guidelines. Personnel

C. Employees spend significant time searching for files due to poor storage (iii) Order
arrangement.

D. One manager insists on strict, fair treatment for all, regardless of gender or (iv) Initiative
background.

(a) A-(ii), B-(iv), C-(iii), D-(i) (b) A-(i), B-(iii), C-(ii), D-(iv) (c) A-(iv), B-(ii), C-(i), D-(iii) (d) A-(iii), B-(ii), C-(iv),
D-(i) Ans. (a) A-(ii), B-(iv), C-(iii), D-(i)

Q.2 Match the principle with the scenario:

Column I Column II

A. Employees from various backgrounds receive equal growth (i) Initiative

opportunities.
 B. The CEO allows department heads to make routine decisions, but (ii) Equity
reserves strategic choices.

C. Employees are encouraged to present cost-cutting proposals (iii) Division of Work

within company policy limits.

D. A supervisor assigns clear, non-overlapping roles for each (iv) Centralisation and
project. Decentralisation

(a) A-(ii), B-(iv), C-(i), D-(iii) (b) A-(i), B-(iii), C-(ii), D-(iv) (c) A-(iii), B-(ii), C-(iv), D-(i) (d) A-(ii), B-(i), C-(iv), D-
(iii) Ans. (a) A-(ii), B-(iv), C-(i), D-(iii)

Q.3 Match the description to the correct principle:

Column I Column II

A. A company maintains a formal hierarchy from top management down to entry- (i) Order
level staff.

B. The marketing and finance teams coordinate under one plan to launch a new (ii) Unity of
product. Direction

C. The company rewards workers with fair wages considering both company (iii) Remuneration
capacity and industry norms.

D. The company ensures raw materials and tools are always at the right place (iv) Scalar Chain
when needed.

(a) A-(iv), B-(ii), C-(iii), D-(i) (b) A-(i), B-(iii), C-(iv), D-(ii) (c) A-(ii), B-(iv), C-(i), D-(iii) (d) A-(iv), B-(ii), C-(i), D-
(iii) Ans. (a) A-(iv), B-(ii), C-(iii), D-(i)

Q.4 Match each scenario with its violated principle:

Column I Column II

A. A manager is given authority to offer higher discounts than necessary, (i) Stability of Personnel
leading to losses.

B. An employee receives work orders from both HR and Sales heads (ii) Authority and
simultaneously. Responsibility
 C. Department heads directly negotiate company contracts without (iii) Scalar Chain
following hierarchy.

D. The company changes its team leaders every month, causing (iv) Unity of Command
employee insecurity.

(a) A-(ii), B-(iv), C-(iii), D-(i) (b) A-(iv), B-(iii), C-(ii), D-(i) (c) A-(i), B-(ii), C-(iv), D-(iii) (d) A-(iii), B-(ii), C-(i), D-
(iv) Ans. (a) A-(ii), B-(iv), C-(iii), D-(i)

Q.5 Match the principle with the given outcome:

Column I Column II

A. Encourages loyalty and reduces the need for disciplinary action. (i) Esprit De Corps

B. Employees know their responsibilities and cannot misuse their (ii)

powers. Authority Responsibility

68 SUBHASH DEY (Shree Radhey Publications)

Column I | Column II ---|--- C. Faster decision-making in emergencies is permitted through a special

shortcut in the hierarchy. | (ii) Gang Plank D. Ensures all departments work harmoniously toward
organisational goals. | (iv) Unity of Direction

(a) A-(i), B-(ii), C-(iii), D-(iv) (b) A-(ii), B-(i), C-(iv), D-(iii) (c) A-(iii), B-(iv), C-(ii), D-(i) (d) A-(iv), B-(iii), C-(ii),
D-(i) Ans. (a) A-(i), B-(ii), C-(iii), D-(iv)

Competency Based Questions

Q.1 Gitanjali Textiles appointed a new production head, who immediately gave orders directly to
team workers, bypassing the supervisor. At the same time, the HR department also started giving
instructions related to shift timings. The workers became confused and productivity declined.
Identify and explain the principle of management violated here.

Ans. The principle of Unity of Command is being violated. According to Fayol, an employee should receive
orders from only one superior. Receiving instructions from both the production head and the HR
department created confusion and lack of clarity. This undermines discipline, order, and authority, which
eventually lowers organisational efficiency.

Q.2 Rakesh, a manager at Saffron Tech Ltd., believes in fair and just treatment of all employees
regardless of their religion, caste or nationality. He ensures that work rules are followed, but also
helps subordinates when they are in difficulty. Identify the principle being followed and explain it.

Ans. Rakesh is following the principle of Equity. Fayol emphasized kindliness and justice in managerial
behaviour to ensure loyalty and devotion among employees. There should be no discrimination based on
religion, caste, gender, or nationality. Fair treatment builds trust and respect between employees and
management, leading to improved productivity and morale.

Q.3 Ritu manages an events company. She clearly defines the roles of team members and divides
work into specialised tasks like décor, logistics, and client handling. Each task is handled by
trained individuals. Which principle is she applying?Explain its significance.

Ans. Ritu is applying the principle of Division of Work. According to Fayol, work should be divided into
small tasks to allow specialisation. This enhances efficiency and accuracy as employees Exam Handbook
(Business Studies) Class 12 develop expertise in their roles. It ensures better performance and reduces
wastage of time and effort in understanding unfamiliar tasks.

Q.4 Manav, a sales manager, offered a 25% discount to a buyer without consulting the finance team.
The company later realised this led to losses. The manager had authority but failed to balance it
with the actual requirement of the task. Which principle is being misapplied here? Explain.

Ans. The principle of Authority and Responsibility is misapplied. Fayol suggested that authority must be
balanced with responsibility. Manav exceeded his authority beyond what was necessary, which led to
losses. If authority is more than responsibility, it leads to misuse. A proper balance prevents both over-
delegation and accountability failures.

Q.5 In a factory, production activities are controlled by the factory head and sales activities by the
marketing manager. Each division works according to its own plan to meet organisational goals
without overlap. Which principle is being followed?Explain.

Ans. The principle of Unity of Direction is being followed. Fayol stated that each group of activities with the
same objective should be directed by one manager with one plan. This ensures unity of action, avoids
duplication, and facilitates effective coordination. It is different from Unity of Command, which relates to
individual reporting.

Q.6 At Bright Future Foundation, the management and employees agreed that no leaves will be
taken during the annual charity event. In return, the management agreed to provide additional
incentives post-event. Both parties adhered to their commitment. Identify the principle of Fayol
being demonstrated.

Ans. The principle of Discipline is demonstrated. According to Fayol, discipline requires good supervision,
clear and fair agreements, and appropriate application of rules. Here, both management and employees
honoured their commitments, showcasing mutual trust, understanding, and proper enforcement of
agreements, which ensures organisational efficiency.

Q.7 Vivek was able to directly contact his counterpart in another department to resolve a customer
complaint, even though their official communication line required several managerial approvals.
Which concept allowed this exception? Explain.

Ans. This case demonstrates Gang Plank, a concept under the Scalar Chain principle. Fayol suggested a
formal line of authority from top to bottom, but in case of emergencies or urgent needs, same-level
employees may communicate directly through a gang plank, provided superiors are informed. It helps in
avoiding delays.
Column I | Column II ---|--- C. Faster decision-making in emergencies is permitted through a special
shortcut in the hierarchy. | (ii) Gang Plank D. Ensures all departments work harmoniously toward
organisational goals. | (iv) Unity of Direction

(a) A-(i), B-(ii), C-(iii), D-(iv) (b) A-(ii), B-(i), C-(iv), D-(iii) (c) A-(iii), B-(iv), C-(ii), D-(i) (d) A-(iv), B-(iii), C-(ii),
D-(i)

Ans. (a) A-(i), B-(ii), C-(iii), D-(iv)

Competency Based Questions

Q.1 Gitanjali Textiles appointed a new production head, who immediately gave orders directly to
team workers, bypassing the supervisor. At the same time, the HR department also started giving
instructions related to shift timings. The workers became confused and productivity declined.
Identify and explain the principle of management violated here.

Ans. The principle of Unity of Command is being violated. According to Fayol, an employee should receive
orders from only one superior. Receiving instructions from both the production head and the HR
department created confusion and lack of clarity. This undermines discipline, order, and authority, which
eventually lowers organisational efficiency.

Q.2 Rakesh, a manager at Saffron Tech Ltd., believes in fair and just treatment of all employees
regardless of their religion, caste or nationality. He ensures that work rules are followed, but also
helps subordinates when they are in difficulty. Identify the principle being followed and explain it.

Ans. Rakesh is following the principle of Equity. Fayol emphasized kindliness and justice in managerial
behaviour to ensure loyalty and devotion among employees. There should be no discrimination based on
religion, caste, gender, or nationality. Fair treatment builds trust and respect between employees and
management, leading to improved productivity and morale.

Q.3 Ritu manages an events company. She clearly defines the roles of team members and divides
work into specialised tasks like décor, logistics, and client handling. Each task is handled by
trained individuals. Which principle is she applying?Explain its significance.

Ans. Ritu is applying the principle of Division of Work. According to Fayol, work should be divided into
small tasks to allow specialisation. This enhances efficiency and accuracy as employees Exam Handbook
(Business Studies) Class 12 develop expertise in their roles. It ensures better performance and reduces
wastage of time and effort in understanding unfamiliar tasks.

Q.4 Manav, a sales manager, offered a 25% discount to a buyer without consulting the finance team.
The company later realised this led to losses. The manager had authority but failed to balance it
with the actual requirement of the task. Which principle is being misapplied here? Explain.

Ans. The principle of Authority and Responsibility is misapplied. Fayol suggested that authority must be
balanced with responsibility. Manav exceeded his authority beyond what was necessary, which led to
losses. If authority is more than responsibility, it leads to misuse. A proper balance prevents both over-
delegation and accountability failures.
Q.5 In a factory, production activities are controlled by the factory head and sales activities by the
marketing manager. Each division works according to its own plan to meet organisational goals
without overlap. Which principle is being followed?Explain.

Ans. The principle of Unity of Direction is being followed. Fayol stated that each group of activities with the
same objective should be directed by one manager with one plan. This ensures unity of action, avoids
duplication, and facilitates effective coordination. It is different from Unity of Command, which relates to
individual reporting.

Q.6 At Bright Future Foundation, the management and employees agreed that no leaves will be
taken during the annual charity event. In return, the management agreed to provide additional
incentives post-event. Both parties adhered to their commitment. Identify the principle of Fayol
being demonstrated.

Ans. The principle of Discipline is demonstrated. According to Fayol, discipline requires good supervision,
clear and fair agreements, and appropriate application of rules. Here, both management and employees
honoured their commitments, showcasing mutual trust, understanding, and proper enforcement of
agreements, which ensures organisational efficiency.

Q.7 Vivek was able to directly contact his counterpart in another department to resolve a customer
complaint, even though their official communication line required several managerial approvals.
Which concept allowed this exception? Explain.

Ans. This case demonstrates Gang Plank, a concept under the Scalar Chain principle. Fayol suggested a
formal line of authority from top to bottom, but in case of emergencies or urgent needs, same-level
employees may communicate directly through a gang plank, provided superiors are informed. It helps in
avoiding delays.

Q.8 Tanishq Ltd. ensures that raw materials are stored in the warehouse, records in the admin office, and
workers are at their respective machines before work begins. Identify the principle being followed and
explain its benefit.

Ans. The principle of Order is being followed. Fayol emphasised that people and materials must be at their
designated place at the right time. This prevents confusion and delay, ensuring efficiency and smooth
workflow. When everything is orderly, operations are streamlined and productivity increases.

Q.9 Amrita, the team lead, often uses phrases like "we achieved this together" instead of "I achieved this"
when communicating with her team. She also promotes team outings and open communication. Which
principle is reflected here? Explain its significance.

Ans. The principle of Esprit De Corps is reflected. Fayol emphasised fostering team spirit, unity, and
harmony among employees. This helps in developing mutual trust, cooperation, and a sense of belonging.
It reduces friction and increases morale, leading to better performance and lower employee turnover.

Q.10 The CEO of a large firm delegates daily decision-making to departmental heads but retains authority
over final policy decisions and strategic matters. Which principle is being applied? Explain it with
justification.
Ans. The principle of Centralisation and Decentralisation is being applied. Fayol stated that the degree of
centralisation should depend on the organisational situation. Here, operational authority is decentralised,
while strategic authority remains centralised. This balance allows autonomy in execution while maintaining
control over core policies.

Q.11 The newly appointed manager of "Herbal Glow Ltd." delegated a target to the production team leader
but did not grant the authority to request materials from the warehouse. As a result, the leader failed to
meet the deadline. When questioned, the leader defended the failure citing lack of authority. (i) Identify the
principle of management being violated. (ii) Explain the consequences of not following this principle.

Ans. (i) The principle of Authority and Responsibility is being violated. (ii) According to Fayol, authority is
the right to give orders and make decisions, while responsibility is the obligation to perform assigned tasks.
There must be a balance between the two. When managers assign responsibility without granting sufficient
authority, it leads to confusion, demotivation, and inefficiency. The subordinate is held accountable without
having control over necessary resources or decisions. The imbalance affects performance, erodes trust,
and results in the failure of objectives, as seen in the case of the team leader.

Q.12 At "Fusion Tech", the team responsible for launching a new app was receiving inputs from both the
marketing manager and the design head. Due to conflicting instructions, the team missed its launch
deadline and internal coordination collapsed. (i) Identify the principle being violated. (ii) Differentiate this
principle from a similar one often confused with it.

Ans. (i) The principle of Unity of Command is being violated. (ii) According to Fayol, each employee should
receive orders from only one superior to avoid confusion and conflict. The violation leads to dual
subordination, affecting efficiency and discipline. This principle is often confused with Unity of Direction,
which implies that all activities with the same objective must be directed by one head and one plan. While
Unity of Command ensures individual clarity, Unity of Direction ensures organisational alignment. Both are
essential but serve different organisational purposes.

Q.13 "Fresh Harvest Pvt. Ltd." decided to launch organic juices and divided the business into two divisions
- one for fruit juices and another for vegetable juices. Each division had its own plans, objectives, and team
leaders. (i) Identify the principle of Fayol being applied here. (ii) Explain the importance of this principle in
achieving organisational objectives.

Ans. (i) The principle being applied is Unity of Direction. (ii) Fayol advocated that each group of activities
with the same objective should have one head and one plan. In this case, having two separate divisions
with clearly defined goals allows specialisation, focused planning, and better resource allocation. It avoids
overlapping and confusion, thereby enhancing efficiency. This principle ensures that efforts are aligned,
coordination improves, and departments work in harmony without interference, leading to successful
accomplishment of the organisation's mission.

Q.14 Rajeev, a department head at "SkillEdge Academy", always listens to team feedback. He rewards
employees for suggestions that improve workflow and encourages new ideas, even from junior staff. Some
of these ideas are later implemented, leading to cost and time savings. (i) Identify the principle of
management being followed.

(ii) State the benefits of applying this principle in organisations.

Ans. (i) The principle of Initiative is being followed. (ii) Fayol emphasised that employees should be
encouraged to take initiative within the scope of their authority. When employees are allowed to express
ideas they feel valued, which boosts morale and motivation. It also leads to innovation, better problem-
solving, and efficiency in operations. Encouraging initiative develops a culture of involvement and
continuous improvement, as seen in the cost and time savings achieved at SkillEdge Academy due to
implemented suggestions.
Q.15 At "EcomX Ltd.", the workforce is highly diverse. The management treats all employees with fairness
and justice, regardless of gender, religion, or background. However, they do not tolerate inefficiency, and
lazy employees are dealt with strictly to maintain discipline. (i) Identify the principle of management
reflected here. (ii) Explain how a balance is maintained in applying this principle. Ans. (i) The principle of
Equity is reflected here. (ii) Fayol advocated that managers should ensure fairness and kindness while
maintaining discipline. Equity does not mean leniency; it means treating employees justly without
discrimination. At EcomX Ltd., the management practices equity by valuing diversity and applying
consistent policies. At the same time, they maintain standards by taking strict action when needed. This
balance builds trust, encourages loyalty, and motivates employees while ensuring accountability and
discipline. Thus, the principle of equity creates a respectful and high-performing work culture.

Q.16 Ritwik is the Operations Manager at "Metro Furniture Pvt. Ltd." He noticed that two different
departments - Sales and Marketing - were giving contradictory instructions to the customer service team
regarding product discounts. While the Sales Head asked to allow 10% discount, the Marketing Manager
restricted it to 5%. As a result, the team got confused and failed to close several deals. Ritwik intervened
and arranged a joint meeting with both department heads and ensured that only one person would
communicate discount instructions henceforth. Identify and explain the principle of management being
violated. Also, discuss the consequences of its violation and how Ritwik restored it.

Ans. The principle of Unity of Command was being violated. According to Henri Fayol, each employee
should receive orders from only one superior. When two different managers issue instructions to the same
employee, it leads to confusion, divided loyalty, and reduced efficiency. In this case, conflicting instructions
from Sales and Marketing departments caused indecisiveness among customer service staff, affecting
sales. By calling a joint meeting and streamlining the command to one superior, Ritwik ensured adherence
to Unity of Command. This restored discipline, clarity, and smooth functioning. Fayol emphasized that
violation of this principle undermines authority and order, and threatens organisational stability. Ritwik's
action highlights the importance of applying Fayol's principle effectively to enhance coordination and
accountability within the organisational structure.

Q.17 At "Bright Future Industries," workers constantly faced difficulties in locating raw materials, tools, and
documents, which affected productivity. Sometimes raw materials were placed near administrative desks
and documents in the production area. When the new manager Deepali joined, she introduced a proper
layout ensuring everything was in its designated place. As a result, efficiency improved, and delays
reduced. Identify the principle applied by Deepali and explain how it benefited the organisation. Also, state
what could have gone wrong if it wasn't applied.

Ans. The principle applied by Deepali is Order. According to Henri Fayol, order means that there should be
a place for everything and everyone, and everything and everyone should be in its proper place. This
ensures efficiency and minimises time lost in locating items. By organising resources systematically,
Deepali enhanced workflow and eliminated unnecessary delays. If this principle had not been implemented,
the organisation would have continued to suffer from mismanagement of time and resources, leading to low
productivity and employee frustration. Inconsistent placement of materials can also create safety hazards.
Fayol believed that proper order leads to discipline and smooth operations. Deepali's initiative shows how
effective application of this principle contributes to organised work environments and overall business
success.

Q.18 "GreenGrow Organics" encouraged its employees to submit suggestions for improving packaging
processes. Ravi, a junior staff member, proposed an idea to use biodegradable containers, which reduced
costs and increased brand reputation. The management not only implemented his idea but also promoted
him to team leader. Other employees also became enthusiastic about contributing innovative ideas. Which
principle of Fayol is demonstrated here? Explain its significance. What impact does this principle have on
employee morale and organisational growth?

Ans. The principle demonstrated here is Initiative. According to Henri Fayol, initiative means encouraging
employees to take the first step with self-motivation and to propose new ideas within the limits of authority.
In this case, Ravi's suggestion improved both cost-efficiency and company image. When the management
implemented his idea and rewarded him, it showed appreciation for individual creativity. This inspired other
employees to participate actively, improving engagement and performance. The significance of this principle
lies in promoting innovation and increasing employee involvement in decision-making. It builds a sense of
ownership, enhances morale, and leads to a more motivated and productive workforce. Organisations that
implement this principle create a culture of continuous improvement, which is essential for long-term
sustainability and growth. As Fayol emphasized, respecting and rewarding initiative contributes to
harmonious working and higher organisational efficiency.

Q.19 At "SilverLine Logistics," the company hired and trained new employees rigorously. However, due to
frequent department transfers and sudden exits, employees were not allowed to settle into their roles. This
created a lack of continuity, lower morale, and increased training costs. Realising the issue, the HR head
implemented policies that ensured minimum two-year tenures before transfers and created employee
development plans. Identify and explain the principle of management being applied. How does its
application help in improving organisational efficiency? 71

Ans. The principle being applied is Stability of Personnel. According to Henri Fayol, employees should be
allowed to serve in their positions for a reasonable period to contribute effectively to the organisation. High
employee turnover or frequent job shifts disrupt operations and increase recruitment and training costs. In
this case, when SilverLine Logistics enforced a minimum tenure and planned employee development, it
allowed workers to build confidence and develop role-specific expertise. Application of this principle helps
in building a stable and experienced workforce, enhances trust in the organisation, and results in better
performance. Employees are less likely to leave when they feel secure and valued, which directly improves
productivity and reduces HR-related costs. Fayol believed that stability in jobs boosts employee loyalty and
leads to organisational success over time. The HR head's corrective step aligned the workforce towards
long-term commitment and operational consistency.

Q.20 In "GlowCare Cosmetics Ltd.," the production department designed an advertising strategy for a new
skin-care product, while the marketing department launched a campaign for a different variant. The
mismatch led to customer confusion and poor sales. The CEO intervened and instructed that only the
marketing department would design and execute campaigns for all products, while production would focus
on manufacturing. Which principle of Fayol was violated initially? How did the CEO's intervention correct
the situation? Explain the importance of this principle in coordination. Ans. The principle violated initially
was Unity of Direction. Fayol stated that for activities having the same objective, there must be one head
and one plan. In this case, both the production and marketing departments were operating independently
with separate objectives, which caused confusion in the market. The CEO resolved this by aligning
responsibilities - marketing to handle campaigns, and production to focus on manufacturing. This reinstated
a single direction for marketing activities. Unity of Direction ensures all departments work under one plan
toward common goals, improving coordination and eliminating duplicity. When this principle is not followed,
departments may pull in different directions, wasting resources and damaging customer perception. Fayol
stressed that this principle impacts the organisation as a whole, unlike Unity of Command, which affects
individuals. The CEO's decision brought clarity, unified organisational efforts, and improved overall strategic
alignment.
Q.1 The picture given below depicts the application of one of the principles of general management. Identify

and explain the principle.

Q.2 The diagram given below depicts the application of one of the principles of general management Identify
and explain it. What is the significance of the dotted line joining E and O?

Ans. Scalar Chain (Explain)

Q.3 Which principle of Fayol is being violated in the above situation?
(a) Unity of Direction (b) Scalar Chain (c) Equity (d) Subordination of Individual Interest to General Interest
Ans. (b) Scalar Chain.
EXPLANATION: Fayol emphasized that communication in an organization should follow a well-defined chain
of command from the top to the bottom (Scalar Chain). Bypassing formal levels for a non-emergency issue
violates this principle. Although "Gang Plank" can be used in emergencies, routine issues should not skip the
scalar hierarchy.
Q.4 Identify the principle being violated in the given

scenario.

(a) Unity of Command (b) Centralisation (c) Order (d) Authority and Responsibility
Ans. (a) Unity of Command EXPLANATION: According to the principle of Unity of Command, each
employee should receive orders from one superior only. Receiving contradictory directions from
two departments creates confusion and undermines discipline and efficiency, hence violating this
principle.

Q.5 Which principle of management is being demonstrated in this scenario?

(a) Discipline (b) Equity (c) Remuneration (d) Stability of Personnel

Ans. (b) Equity EXPLANATION: Fayol's principle of Equity highlights the need for fairness,
kindliness, and justice in managerial behavior. Treating all employees equally regardless of
gender or nationality reflects equitable treatment, fostering loyalty and commitment within the
workforce.

Q.6 Which of Fayol's principles is best represented in the given scenario?

(a) Authority and Responsibility (b) Initiative (c)

Discipline (d) Unity of Direction

Ans. (b) Initiative EXPLANATION: Fayol stated

that workers should be encouraged to take
initiative within the limits of authority. In this
scenario, the manager supports and values
employee suggestions that result in operational
improvements, which aligns with promoting
initiative.

Q.7 Which principle of management is highlighted in the situation?

Ans. This reflects Fayol's principle of Esprit de Corps. It emphasizes promoting team spirit, unity,
and harmony among workers. By replacing "I" with "we," the manager is encouraging a sense of
belonging and cooperation. This not only improves coordination and mutual trust among
employees but also contributes significantly to achieving organisational goals smoothly and
efficiently.

Q.8 Which principle of management is applied in this scenario?

Ans. The principle of Unity of Direction is applied here. According to Fayol, all activities with the
same objective should be directed by one head with one plan. By creating two distinct divisions for
bikes and cars, the company ensures that each group works in a focused and coordinated manner
toward its specific goal, thus avoiding overlapping and enhancing organisational efficiency.
 GYANSHREE SCHOOL
WORKSHEET -3

TOPIC : TAYLOR’S SCIENTIFIC MANAGEMENT – PRINCIPLES AND TECHNIQUES

STAND ALONE MCQS

Q.1 Principle of cooperation, not individualism is an extension of which principle given by Taylor?

(a) Science, not rule of thumb (b) Harmony, not discord

(c) Development of each and every person (d) Functional foremanship

Q.2 Which principle of Taylor advocates scientific inquiry as opposed to trial and error method?

(a) Mental revolution (b) Development of personnel (c) Science, not rule of thumb (d) Functional foremanship

Q.3 Management should find 'One best way' to perform a task. Which technique of Scientific management is defined
in this sentence?

(a) Time study (b) Motion study (c) Fatigue study (d) Method study

Q.4 Name the technique of scientific management which helps in establishing an interchangeability of manufactured
parts and products.

(a) Simplification (b) Functional foremanship (c) Standardisation of work (d) Motion study

Q.5 Which concept of management is the basis of principles and techniques of scientific management?

(a) Science, not rule of thumb (b) Mental revolution (c) Development of efficiency (d) Motion study

Q.6 Name the technique of scientific management which focuses on separation of planning and execution functions.

(a) Time study (b) Functional foremanship (c) Method study (d) Simplification

Q.7 To motivate the workers 'Differential Piece Wage System' should be implemented. True/False? Give reason.

(a) False: It demoralises inefficient workers

(b) False: It reduces overall productivity (c) True: It encourages average performance

(d) True: It motivates by offering better pay to efficient workers

Q.8 Which technique of scientific management aims at elimination of superfluous varieties, sizes and dimensions of
the product?

(a) Motion study (b) Simplification of work (c) Time study (d) Functional foremanship

Q.9 Which technique of scientific management seeks to find out one best way of doing a job?

(a) Time study (b) Method study (c) Motion study (d) Fatigue study

Q.10 What is meant by 'mental revolution', according to Taylor?

(a) Frequent strikes by workers (b) Replacement of workers with machines

(c) Change in attitude from competition to cooperation (d) Strict discipline at the workplace

Q.11 What is the difference between Standardisation and Simplification of work?

(a) Standardisation adds variety, Simplification reduces variety

(b) Standardisation eliminates waste; Simplification enhances quality

(c) Standardisation rewards efficiency; Simplification improves wages

(d) Standardisation implies new varieties; Simplification removes superfluous ones

Q.12 On which principle of management, Taylor's technique of functional foremanship is based?

(a) Unity of direction (b) Centralisation (c) Discipline (d) Division of work and specialization

Q.13 Name the four personnel who work under the planning incharge.

(a) Inspector, Repair Boss, Gang Boss, Speed Boss (b) Route Clerk, Speed Boss, Disciplinarian, Inspector

(c) Instruction Card Clerk, Route Clerk, Time and Cost Clerk, Disciplinarian

(d) Time and Cost Clerk, Gang Boss, Repair Boss, Route Clerk

Q.14 Name the personnel who work under the production incharge.

(a) Gang Boss, Speed Boss, Inspector, Repair Boss (b) Route Clerk, Inspector, Speed Boss, Disciplinarian

(c) Instruction Clerk, Gang Boss, Repair Boss, Route Clerk

(d) Time Clerk, Inspector, Gang Boss, Route Clerk

Q.15 Name any two causes for fatigue of workers, according to Taylor.

(a) Untrained staff and supervision (b) Long working hours and bad working conditions

(c) Frequent appraisals and promotions (d) Multiple breaks and extended rest time

Q.16 Name the technique of scientific management which differentiates between efficient and inefficient workers.

(a) Time study (b) Functional foremanship (c) Differential piece wage system (d) Simplification

Q.17 Why did Taylor introduce Differential piece wage system?

(a) To reduce labour costs (b) To classify managers

(c) To differentiate and reward efficient workers (d) To encourage work-life balance
Q.18 Which principle of scientific management suggests the introduction of scientific investigation and analysis of
management practices?

(a) Science, not rule of thumb (b) Mental revolution (c) Harmony, not discord (d) Development of personnel

Q.19 Which principle of general management does the scientific technique of functional foremanship violate?

(a) Unity of direction (b) Unity of command (c) Discipline (d) Scalar chain

Q.20 Which technique of scientific management is an extension of the principle of division of work and specialisation
on the shop floor?

(a) Method study (b) Motion study (c) Functional foremanship (d) Time study

Q.21 One of Taylor's techniques is 'Fatigue Study'. What is the objective of this study?

(a) To calculate wage difference (b) To check machine performance

(c) To find the best way to perform a task (d) To determine rest intervals for workers

Q.22 What is the objective of 'Time Study'?

(a) To find rest periods (b) To classify job roles

(c) To determine workforce requirements and frame incentive plans (d) To analyse product motion

Q.23 Which principle of Taylor advocates scientific inquiry as opposed to hit and trial?

(a) Mental revolution (b) Harmony, not discord

(c) Science, not Rule of Thumb (d) Cooperation, not individualism

Q.24 What is the objective of 'Method Study' as a technique of scientific management?

(a) To find productive body movements (b) To determine number of rest intervals

(c) To identify the best way to do a task (d) To measure fatigue levels

Q.25 Name the technique of scientific management which is the strongest motivator for a worker to reach standard
performance.

(a) Time study (b) Simplification (c) Functional foremanship (d) Differential piece wage system

Q.26 Identify the principle of management which emphasises that worker training is essential to learn the 'best
method'.

(a) Cooperation, not individualism

(b) Development of each and every person to his/her greatest efficiency and prosperity

(c) Harmony, not discord (d) Science, not rule of thumb

Q.27 Identify the technique of scientific management which helps in eliminating unnecessary diversity of products and
thus results in saving cost.

(a) Motion study (b) Simplification of work (c) Standardisation (d) Time study

Q.28 Taylor suggested that the management and workers should transform their thinking from competition to
cooperation. What did he term this transformation as?
(a) Mental agility (b) Organisational restructuring (c) Mental revolution (d) Scientific attitude

Q.29 Which of the following is not a correct pairing regarding the roles under Functional Foremanship?

(a) Route Clerk - Specifies the path of production (b) Gang Boss - Ensures quality of output

(c) Time and Cost Clerk - Maintains time and cost records (d) Speed Boss - Responsible for timely and accurate job
completion

Q.30 Which of the following combinations of techniques was used by Taylor for developing the 'one best way' to
perform a task?

(a) Time study, motion study, and fatigue study

(b) Functional foremanship, time study, and budgetary control

(c) Work-study, lean management, and benchmarking (d) Kaizen, cost accounting, and inventory control

Q.31 Why did Taylor advocate for a differential piece wage system?

(a) To reduce the payroll cost of the company (b) To discourage overworking and encourage quality

(c) To motivate inefficient workers by showing higher earning potential

(d) To standardize the pay across departments

Q.32 Which principle of Taylor is best exemplified by the Japanese practice of workers wearing black badges during
strikes but continuing to work overtime?

(a) Development of each person (b) Harmony, not discord

(c) Science, not rule of thumb (d) Simplification of work

Q.33 A car manufacturing company rearranges its plant layout based on flow charts and operations research to
optimise production. This is an example of:

(a) Motion Study (c) Method Study (d) Time Study (b) Fatigue Study

Assertion-Reasoning Based MCQS

(a) Both A and R are true, and R is the correct explanation of A. (b) Both A and R are true, but R is not the correct
explanation of A (c) A is true, but R is false. (d) A is false, but R is true.

Q.1 Assertion (A): Taylor proposed the concept of Functional Foremanship to improve managerial supervision at the
shop floor.

Reason (R): Under Functional Foremanship, one manager supervises all aspects of planning and execution.

Q.2 Assertion (A): The objective of Time Study is to determine standard time taken by a worker of average skill and
efficiency to complete a job.

Reason (R): Time Study is used to determine standard quality benchmarks.

Q.3 Assertion (A): Simplification of work leads to reduced inventories and cost savings.

Reason (R): Simplification eliminates unnecessary diversity of products and standardises components.

Q.4 Assertion (A): Fatigue study seeks to identify rest intervals for enhancing worker productivity.
Reason (R): Rest reduces both physical and mental exhaustion, improving work output.

Statements Based MCQS

(a) Statement I is correct and Statement II is not correct

(b) Statement II is correct and Statement I is not correct

(c) Both the Statements I and II are correct. (d) Both the Statements I and II are not correct.

Q.1 Statement I: Taylor believed in the equal division of work and responsibility between management and workers.

Statement II: Simplification of work increases the number of product varieties available in the market.

Q.2 Statement I: Differential Piece Wage System motivates inefficient workers to improve performance. Statement II:
Taylor's Mental Revolution advocates replacement of machines with human labour.

Q.3 Statement I: Time Study helps decide the number of workers to be employed.

Statement II: Motion Study is useful in deciding which worker should be assigned which department.

CASE Based MCQS

Q.1 Krishna works as a foreman at Precision Tools Ltd. His supervisor noticed that Krishna was assigning different tasks
to workers based on their unique abilities-some were great at operating machines, while others excelled at quality
checks. This led to better results in less time. Which principle of Taylor is being followed here?

(a) Science, not Rule of Thumb (b) Functional Foremanship

(c) Development of Each and Every Person to his/her greatest efficiency and prosperity

(d) Harmony, not Discord

Q.2 Ravi, a factory manager, observed that his workers took different amounts of time to complete the same task. To
resolve this, he used a stopwatch and took multiple readings to set a standard time for the task. Which technique of
scientific management is being applied?

(a) Motion Study (b) Method Study (c) Time Study (d) Fatigue Study

Q.3 At Bharat Textiles, the manager redesigned the shop floor after observing that many worker movements were
repetitive and unproductive. This helped reduce wasted motion and increased output. Identify the technique used:

(a) Standardisation (b) Fatigue Study (c) Motion Study (d) Time Study

Q.4 An industrial engineer at an automobile factory conducted a study to determine the most efficient process for
assembling car engines. He created process charts and analysed every step-from material procurement to delivery.
The technique used in the scenario is:

(a) Motion Study (b) Fatigue Study (c) Method Study (d) Functional Foremanship

Q.5 During a managerial training session, employees were taught that instead of working against each other,
management and workers should focus on shared goals. They were encouraged to view each other as partners. Which
principle is being promoted here?

(a) Harmony, not Discord (b) Scientific Task Setting

(c) Standardisation (d) Simplification

Q.6 Shalini was hired to redesign a workshop layout. She examined the sequence of operations, identified
redundancies, and placed materials and machines in logical order to streamline production. Which technique is this
an example of?

(a) Method Study (b) Time Study (c) Motion Study (d) Simplification

Q.7 An apparel company decided to use fewer styles and sizes of a particular shirt to reduce inventory and cost. They
retained only the fast-moving variants and discarded the rest. This reflects which technique?

(a) Standardization (b) Method Study (c) Simplification of Work (d) Fatigue Study

Q.8 A supervisor at Jet Forge Pvt Ltd. noticed that the workers became tired during long shifts and their productivity
dropped. He introduced short rest breaks after every two hours. Which technique of scientific management is
illustrated?

(a) Fatigue Study (b) Time Study (c) Motion Study (d) Cooperation, not Individualism

Q.9 To improve shop floor efficiency, the factory divided planning and execution into separate roles. Eight foremen
were appointed, each handling a specific function such as discipline, speed, repairs, or quality control. Which concept
is applied here?

(a) Simplification of Work (b) Motion Study (c) Functional Foremanship (d) Differential Wage System

MATCH THE COLUMNS BASED MCQS

Q.1 Match the following elements of Taylor's scientific management with their relevant
objectives:

Column A Column B

A. Time Study (i) Determining rest intervals for improved

stamina

B. Fatigue Study (ii) Determining standard time for a task

C. Motion Study (iii) Eliminating wasteful movements

D. Method Study (iv) Finding the best way of doing a job

(a) A-(ii), B-(i), C-(iii), D-(iv) (b) A-(iv), B-(ii), C-(i), D-(iii)

(c) A-(iii), B-(iv), C-(ii), D-(i) (d) A-(i), B-(iii), C-(iv), D-(ii)

Q.2 Match the following principles of Taylor with their real-world applications:

Column A Column B
A. Harmony, not Discord (i) Dividing tasks as per individual's capability

B. Development of each person (ii) Use of process charts to identify best method

C. Method Study (iii) Mutual respect and shared responsibility

D. Cooperation, not Individualism (iv) Workers participate in decision-making

(a) A-(iii), B-(i), C-(ii), D-(iv) (b) A-(iv), B-(ii), C-(i), D-(iii) (c) A-(ii), B-(iv), C-(iii), D-(i) (d) A-(i), B-(iii), C-(iv), D-(ii)

Q.3 Match the following employees under functional foremanship with their specific
responsibilities:

Column A Column B

A. Speed Boss (i) Maintaining discipline

B. Gang Boss (ii) Ensuring proper tools and materials are ready

C. Repair Boss (iii) Ensuring timely and accurate completion

D. Disciplinarian (iv) Ensuring machines are in working condition

Options: (a) A-(ii), B-(iii), C-(iv), D-(i) (b) A-(iv), B-(i), C-(ii), D-(iii)

(c) A-(i), B-(ii), C-(iii), D-(iv) (d) A-(iii), B-(iv), C-(ii), D-(i)

Q.4 Match the techniques of scientific management with their key focus areas:

Column A Column B

A. Standardisation (i) Determining rest timings for workers

B. Fatigue Study (ii) Establishing benchmarks for quality and time

C. Motion Study (iii) Identifying unnecessary physical movements

D. Differential Piece Wage (iv) Providing higher incentives to efficient
workers

Options:

(a) A-(ii), B-(i), C-(iii), D-(iv) (b) A-(iii), B-(ii), C-(i), D-(iv) (c) A-(i), B-(iv), C-(ii), D-(iii) (d) A-(iv), B-(iii), C-(ii), D-(i)

Q.5 Match the following employees under planning incharge with their specific responsibilities:

Column A Column B

A. Instruction Card Clerk (i) Drafting instructions for workers

B. Route Clerk (ii) Ensuring discipline on the shop floor

C. Time and Cost Clerk (iii) Preparing cost and time sheets

D. Inspector (iv) Checking the quality of output

Options: (a) A-(i), B-(ii), C-(iii), D-(iv) (b) A-(ii), B-(i), C-(iv), D-(iii)

(c) A-(i), B-(iii), C-(iv), D-(ii) (d) A-(iii), B-(ii), C-(i), D-(iv)

Competency Based Questions

Q.1 A factory's output remained stagnant despite employees putting in extra hours. On detailed observation, the
manager found that workers were using outdated techniques and methods to complete their tasks. The manager
replaced these with standardised procedures and retrained the staff using stopwatches and demonstration models.
Identify and explain the two techniques of scientific management used by the manager.

Q.2 An auto-manufacturing unit designed an assembly line after studying and documenting the best process from
material intake to vehicle delivery. This drastically reduced the cost of production and improved the quality. Identify
and explain the technique of scientific management used in this case.

Q.3 At Precision Plastics, employees began to tire quickly and made frequent mistakes during long shifts. Management
consulted experts and decided to provide small breaks every two hours to recharge the workers. Identify and explain
the technique of scientific management applied here.

Q.4 A manufacturing company classified workers based on their output. Employees producing more than 100 units
per day were paid ₹60 per unit, while those producing less got ₹45. Name the technique used and explain how it helps
the organisation.

Q.5 In a fabric company, the manager studied the physical movements of employees while cutting cloth. Some
movements were unnecessary and caused delay. He redesigned workstations to eliminate wasteful steps. Identify and
explain the technique used.
Q.6 In a factory setup, workers and management often disagreed on work methods. The manager organised joint
sessions where both parties discussed ways to increase productivity and agreed to work together. Identify and explain
the principle of scientific management applied here.

Q.7 A company operating in a highly competitive Industry realised that each employee must be selected based on
their skills and then trained. After proper training, workers achieved higher productivity. Which principle of Taylor's
scientific management is being applied?

Q.8 A mobile phone manufacturer created fixed types and sizes of phone batteries that could be used across various
models. This reduced production cost and simplified operations. Name and explain the technique being followed.

Q.9 In a company using Taylor's principles, a manager encouraged workers to give suggestions for reducing wastage.
A worker suggested a new packaging method, which was implemented and saved costs. Which principle is reflected
here?

Q.10 Rajesh, the production manager of a textile factory, noticed that workers performed the same task in different
ways, leading to inefficiency and delays. He studied the process, timed each step, and identified the best and most
time-efficient way of stitching garments. This new method was adopted across the unit, and productivity increased
significantly.

(1) Identify the technique of scientific management used by Rajesh. (ii) Explain three benefits of using this technique.

Q.11 An automobile company noticed frequent delays and errors in the engine assembly section. Management
decided to redesign worker stations by observing body movements and eliminating unnecessary motions like excessive
bending, reaching, and walking. Tools were rearranged for easy access.

(1) Which technique of scientific management was applied? (ii) Describe three advantages of this technique.

Q.12 A manufacturing company faced resistance from workers after introducing modern machinery. To overcome this,
management encouraged open discussions, valued worker suggestions and even implemented a few cost-saving ideas
shared by them.

(i) Identify the principle of Taylor's Scientific Management followed here.

(ii) State three advantages of applying this principle.

Q.13 At Orion Ltd., the manager introduced a system of rewarding workers differently based on their output. Those
who met or exceeded the standard output earned ₹60 per unit, while those below received only ₹40. This led to
increased output and a competitive spirit among workers.

(i) Name the technique used. (ii) How does this technique contribute to the success of the organisation?

Q.14 Ajay, the head of operations, noticed that different workers completed the same task at different speeds. He
studied this variation and found the average time required for a worker to complete the job efficiently. This
information was then used to create incentive plans and to decide how many workers should be assigned for future
orders.

(i) Identify the technique of scientific management used.

(ii) Discuss three ways in which this technique helps management.

Q.15 Navdeep is the production head of an electronics company. He noticed that production workers were taking
longer to complete a task. To address this, he used stopwatches to time each step of the task and noted unnecessary
movements. He then removed all wasteful steps and fixed a standard time for the task. Based on this data, he
introduced an incentive plan where workers achieving the standard or above received ₹100 per unit, while those below
standard earned ₹70. This motivated many underperformers to improve, and production levels rose. Identify and
explain three techniques of Scientific Management applied by Navdeep in the above case.
Q.16 Madhuri works at GreenLite Industries, a company that manufactures solar panels. She observed frequent
breakdowns in machines due to improper usage. She decided to train workers to handle equipment properly. Workers
who learned quickly were promoted as section leaders. Also, workers began to share ideas on how to make the process
smoother. Madhuri praised the best ideas and had them implemented. Gradually, the workplace environment
improved and so did productivity. Identify and explain three principles of Scientific Management highlighted in the
case.

Q.17 Tara is the factory manager at a packaging plant. She found that during long shifts, workers were getting tired
and making mistakes. She conducted a study to determine how often and how long rest intervals should be given. She
also analysed the total time taken to pack each box and fixed the standard number of boxes per shift. Workers who
performed well were praised and offered extra benefits. Those who underperformed were given more training.
Identify and explain any three techniques of Scientific Management Tara used in this situation.

Q.18 At SwiftTech Pvt. Ltd., the management observed that several operations were being done using outdated
practices. They appointed a special team to study all methods in use and develop a new standardised process. They
then ensured all workers were trained to follow the same method. Some workers resisted initially but were convinced
through open dialogue. The firm also began using interchangeable parts for various devices to reduce production
delays. Identify and explain two techniques or principles of Scientific Management used by SwiftTech.

IMAGE BASED QUESTIONS :

Q.1 Which technique of scientific management is best Illustrated here .

(a) Time Study (b) Standardisation (c) Differential Piece Wage System (d) Cooperation, Not Individualism

Ans. (c) Differential Piece Wage System EXPLANATION: This scenario reflects Taylor's idea of paying different rates to
efficient and inefficient workers. The technique motivates workers to exceed the standard output to earn higher
wages, thus improving overall productivity.
Q.2 The picture given below depicts one of the principles of scientific management. Identify it.

(a) Science, not rule of thumb (b) Harmony, not discord

(c) Cooperation, not individualism

(d) Development of each and every person to his/her greatest efficiency and prosperity

Q.3 The diagram given below depicts one of techniques of scientific management. Identify it. Factory Manager
Planning Incharge Production Incharge Instruction Card Clerk Route Clerk Time and Cost Clerk Speed Boss Gang Boss
Repairs Boss Disciplinarian Workman

(a) Cooperation, not individualism (b) Functional foremanship

(c) Unity of Direction (d) Standardisation and Simplification of work

Q.4 Identify the scientific management technique being applied.

STAND ALONE MCQS

Q.1 Principle of cooperation, not individualism is an extension of which principle given by Taylor?

(a) Science, not rule of thumb (b) Harmony, not discord

(c) Development of each and every person (d) Functional foremanship

Ans. (b) Harmony, not discord

EXPLANATION: The principle of cooperation is directly derived from Taylor's broader principle of "Harmony, not
discord", which emphasizes mutual understanding between workers and management.

Q.2 Which principle of Taylor advocates scientific inquiry as opposed to trial and error method?

(a) Mental revolution (b) Development of personnel (c) Science, not rule of thumb (d) Functional foremanship

Ans. (c) Science, not rule of thumb

Q.3 Management should find 'One best way' to perform a task. Which technique of Scientific management is defined
in this sentence?

(a) Time study (b) Motion study (c) Fatigue study (d) Method study

Ans. (d) Method study

Q.4 Name the technique of scientific management which helps in establishing an interchangeability of manufactured
parts and products.

(a) Simplification (b) Functional foremanship (c) Standardisation of work (d) Motion study

Ans. (c) Standardisation of work

Q.5 Which concept of management is the basis of principles and techniques of scientific management?

(a) Science, not rule of thumb (b) Mental revolution (c) Development of efficiency (d) Motion study

Ans. (b) Mental revolution

Q.6 Name the technique of scientific management which focuses on separation of planning and execution functions.

(a) Time study (b) Functional foremanship (c) Method study (d) Simplification

Ans. (b) Functional foremanship.

Q.7 To motivate the workers 'Differential Piece Wage System' should be implemented. True/False? Give reason.

(a) False: It demoralises inefficient workers

(b) False: It reduces overall productivity (c) True: It encourages average performance

(d) True: It motivates by offering better pay to efficient workers

Ans. (d) True: It motivates by offering better pay to efficient workers EXPLANATION: This system rewards high with
better wages, motivating others to in ormers Ove

Q.8 Which technique of scientific management aims at elimination of superfluous varieties, sizes and dimensions of
the product?

(a) Motion study (b) Simplification of work (c) Time study (d) Functional foremanship

Ans. (b) Simplification of work

Q.9 Which technique of scientific management seeks to find out one best way of doing a job?

(a) Time study (b) Method study (c) Motion study (d) Fatigue study

Ans. (b) Method study

Q.10 What is meant by 'mental revolution', according to Taylor?

(a) Frequent strikes by workers (b) Replacement of workers with machines

(c) Change in attitude from competition to cooperation (d) Strict discipline at the workplace

Ans. (c) Change in attitude from competition to cooperation

Q.11 What is the difference between Standardisation and Simplification of work?

(a) Standardisation adds variety, Simplification reduces variety

(b) Standardisation eliminates waste; Simplification enhances quality

(c) Standardisation rewards efficiency; Simplification improves wages

(d) Standardisation implies new varieties; Simplification removes superfluous ones

Ans. (d) Standardisation implies new varieties; Simplification removes superfluous ones

Q.12 On which principle of management, Taylor's technique of functional foremanship is based?

(a) Unity of direction (b) Centralisation (c) Discipline (d) Division of work and specialization

Ans. (d) Division of work and specialisation EXPLANATION: Functional foremanship divides work among specialists for
efficiency.

Q.13 Name the four personnel who work under the planning incharge.

(a) Inspector, Repair Boss, Gang Boss, Speed Boss (b) Route Clerk, Speed Boss, Disciplinarian, Inspector

(c) Instruction Card Clerk, Route Clerk, Time and Cost Clerk, Disciplinarian

(d) Time and Cost Clerk, Gang Boss, Repair Boss, Route Clerk

Ans. (c) Instruction Card Clerk, Route Clerk, Time and Cost Clerk, Disciplinarian

Q.14 Name the personnel who work under the production incharge.

(a) Gang Boss, Speed Boss, Inspector, Repair Boss (b) Route Clerk, Inspector, Speed Boss, Disciplinarian

(c) Instruction Clerk, Gang Boss, Repair Boss, Route Clerk

(d) Time Clerk, Inspector, Gang Boss, Route Clerk

Ans. (a) Gang Boss, Speed Boss, Inspector, Repair Boss

Q.15 Name any two causes for fatigue of workers, according to Taylor.

(a) Untrained staff and supervision (b) Long working hours and bad working conditions

(c) Frequent appraisals and promotions (d) Multiple breaks and extended rest time

Ans. (b) Long working hours and bad working conditions

Q.16 Name the technique of scientific management which differentiates between efficient and inefficient workers.

(a) Time study (b) Functional foremanship (c) Differential piece wage system (d) Simplification

Ans. (c) Differential piece wage system EXPLANATION: This system pays higher wages to efficient workers,
distinguishing them from others.

Q.17 Why did Taylor introduce Differential piece wage system?

(a) To reduce labour costs (b) To classify managers

(c) To differentiate and reward efficient workers (d) To encourage work-life balance

Ans. (c) To differentiate and reward efficient workers

Q.18 Which principle of scientific management suggests the introduction of scientific investigation and analysis of
management practices?

(a) Science, not rule of thumb (b) Mental revolution (c) Harmony, not discord (d) Development of personnel

Ans. (a) Science, not rule of thumb

Q.19 Which principle of general management does the scientific technique of functional foremanship violate?

(a) Unity of direction (b) Unity of command (c) Discipline (d) Scalar chain

Ans. (b) Unity of command EXPLANATION: In functional foremanship, a worker receives orders from multiple
specialists, violating unity of command.

Q.20 Which technique of scientific management is an extension of the principle of division of work and specialisation
on the shop floor?

(a) Method study (b) Motion study (c) Functional foremanship (d) Time study

Ans. (c) Functional foremanship EXPLANATION: It applies specialisation directly at the worker's level by assigning
specific roles to experts.

Q.21 One of Taylor's techniques is 'Fatigue Study'. What is the objective of this study?

(a) To calculate wage difference (b) To check machine performance

(c) To find the best way to perform a task (d) To determine rest intervals for workers
Ans. (d) To determine rest intervals for workers

Q.22 What is the objective of 'Time Study'?

(a) To find rest periods (b) To classify job roles

(c) To determine workforce requirements and frame incentive plans (d) To analyse product motion

Ans. (c) To determine workforce requirements and frame incentive plans EXPLANATION: Time study calculates the
standard time for tasks to plan workforce and incentives

Q.23 Which principle of Taylor advocates scientific inquiry as opposed to hit and trial?

(a) Mental revolution (b) Harmony, not discord

(c) Science, not Rule of Thumb (d) Cooperation, not individualism

Ans. (c) Science, not Rule of Thumb

Q.24 What is the objective of 'Method Study' as a technique of scientific management?

(a) To find productive body movements (b) To determine number of rest intervals

(c) To identify the best way to do a task (d) To measure fatigue levels

Ans. (c) To identify the best way to do a task

Q.25 Name the technique of scientific management which is the strongest motivator for a worker to reach standard
performance.

(a) Time study (b) Simplification (c) Functional foremanship (d) Differential piece wage system

Ans. (d) Differential piece wage system EXPLANATION: It provides financial motivation by rewarding efficiency.

Q.26 Identify the principle of management which emphasises that worker training is essential to learn the 'best
method'.

(a) Cooperation, not individualism

(b) Development of each and every person to his/her greatest efficiency and prosperity

(c) Harmony, not discord (d) Science, not rule of thumb

Ans. (b) Development of each and every person to his/her greatest efficiency and prosperity EXPLANATION: This
principle stresses on worker training and development for maximum output.

Q.27 Identify the technique of scientific management which helps in eliminating unnecessary diversity of products
and thus results in saving cost.

(a) Motion study (b) Simplification of work (c) Standardisation (d) Time study

Ans. (b) Simplification of work

Q.28 Taylor suggested that the management and workers should transform their thinking from competition to
cooperation. What did he term this transformation as?

(a) Mental agility (b) Organisational restructuring (c) Mental revolution (d) Scientific attitude

Ans. (c) Mental revolution

Q.29 Which of the following is not a correct pairing regarding the roles under Functional Foremanship?

(a) Route Clerk - Specifies the path of production (b) Gang Boss - Ensures quality of output (c) Time and Cost Clerk -
Maintains time and cost records (d) Speed Boss - Responsible for timely and accurate job completion

Ans. (b) Gang Boss - Ensures quality of output EXPLANATION: Quality of output is checked by the Inspector, not the
Gang Boss.

Q.30 Which of the following combinations of techniques was used by Taylor for developing the 'one best way' to
perform a task?

(a) Time study, motion study, and fatigue study

(b) Functional foremanship, time study, and budgetary control

(c) Work-study, lean management, and benchmarking (d) Kaizen, cost accounting, and inventory control

Ans. (a) Time study, motion study, and fatigue study

Q.31 Why did Taylor advocate for a differential piece wage system?

(a) To reduce the payroll cost of the company (b) To discourage overworking and encourage quality

(c) To motivate inefficient workers by showing higher earning potential

(d) To standardize the pay across departments

Ans. (c) To motivate inefficient workers by showing higher earning potential

Q.32 Which principle of Taylor is best exemplified by the Japanese practice of workers wearing black badges during
strikes but continuing to work overtime?

(a) Development of each person (b) Harmony, not discord

(c) Science, not rule of thumb (d) Simplification of work

Ans. (b) Harmony, not discord

Q.33 A car manufacturing company rearranges its plant layout based on flow charts and operations research to
optimise production. This is an example of:

(a) Motion Study (c) Method Study (d) Time Study (b) Fatigue Study

Ans. (c) Method Study

Assertion-Reasoning Based MCQS

(a) Both A and R are true, and R is the correct explanation of A. (b) Both A and R are true, but R is not the correct
explanation of A (c) A is true, but R is false. (d) A is false, but R is true.

Q.1 Assertion (A): Taylor proposed the concept of Functional Foremanship to improve managerial supervision at the
shop floor.

Reason (R): Under Functional Foremanship, one manager supervises all aspects of planning and execution.

Ans. (c) A is true, but R is false. EXPLANATION: Functional foremanship introduces eight specialists, not a single
manager, thereby separating planning and execution functions for better efficiency.
Q.2 Assertion (A): The objective of Time Study is to determine standard time taken by a worker of average skill and
efficiency to complete a job.

Reason (R): Time Study is used to determine standard quality benchmarks.

Ans. (c) A is true, but R is false. EXPLANATION: Time Study determines time standards, while quality benchmarks are
determined by inspection or standardisation, not time study.

Q.3 Assertion (A): Simplification of work leads to reduced inventories and cost savings.

Reason (R): Simplification eliminates unnecessary diversity of products and standardises components.

Ans. (a) Both A and R are true and R is the correct explanation of A.

Q.4 Assertion (A): Fatigue study seeks to identify rest intervals for enhancing worker productivity.

Reason (R): Rest reduces both physical and mental exhaustion, improving work output.

Ans. (a) Both A and R are true and R is the correct explanation of A EXPLANATION: Fatigue study is meant to determine
the amount and timing of rest needed to optimise performance.

Statements Based MCQS

(a) Statement I is correct and Statement II is not correct

(b) Statement II is correct and Statement I is not correct

(c) Both the Statements I and II are correct. (d) Both the Statements I and II are not correct.

Q.1 Statement I: Taylor believed in the equal division of work and responsibility between management and workers.

Statement II: Simplification of work increases the number of product varieties available in the market.

Ans. (a) Statement I is correct and Statement II is not correct. EXPLANATION: Simplification aims to eliminate
superfluous varieties-not increase them.

Q.2 Statement I: Differential Piece Wage System motivates inefficient workers to improve performance. Statement II:
Taylor's Mental Revolution advocates replacement of machines with human labour.

Ans. (a) Statement I is correct and Statement II is not correct. EXPLANATION: Mental revolution promotes cooperation,
not replacement of machines with labour.

Q.3 Statement I: Time Study helps decide the number of workers to be employed.

Statement II: Motion Study is useful in deciding which worker should be assigned which department.

Ans. (a) Statement I is correct and Statement II is not correct. EXPLANATION: Motion Study focuses on body
movements, not department allocation.

CASE Based MCQS

Q.1 Krishna works as a foreman at Precision Tools Ltd. His supervisor noticed that Krishna was assigning different tasks
to workers based on their unique abilities-some were great at operating machines, while others excelled at quality
checks. This led to better results in less time. Which principle of Taylor is being followed here?

(a) Science, not Rule of Thumb (b) Functional Foremanship

(c) Development of Each and Every Person to his/her greatest efficiency and prosperity
(d) Harmony, not Discord

Ans. (c) Development of Each and Every Person to his/her greatest efficiency and prosperity

Q.2 Ravi, a factory manager, observed that his workers took different amounts of time to complete the same task. To
resolve this, he used a stopwatch and took multiple readings to set a standard time for the task. Which technique of
scientific management is being applied?

(a) Motion Study (b) Method Study (c) Time Study (d) Fatigue Study

Ans. (c) Time Study

Q.3 At Bharat Textiles, the manager redesigned the shop floor after observing that many worker movements were
repetitive and unproductive. This helped reduce wasted motion and increased output. Identify the technique used:

(a) Standardisation (b) Fatigue Study (c) Motion Study (d) Time Study

Ans. (c) Motion Study

Q.4 An industrial engineer at an automobile factory conducted a study to determine the most efficient process for
assembling car engines. He created process charts and analysed every step-from material procurement to delivery.
The technique used in the scenario is:

(a) Motion Study (b) Fatigue Study (c) Method Study (d) Functional Foremanship

Ans. (c) Method Study EXPLANATION: This is about designing the best method, sequence, and layout for performing
a task.

Q.5 During a managerial training session, employees were taught that instead of working against each other,
management and workers should focus on shared goals. They were encouraged to view each other as partners. Which
principle is being promoted here?

(a) Harmony, not Discord (b) Scientific Task Setting

(c) Standardisation (d) Simplification

Ans. (a) Harmony, not Discord EXPLANATION; Taylor emphasised that mutual respect and harmony lead to better
industrial relations.

Q.6 Shalini was hired to redesign a workshop layout. She examined the sequence of operations, identified
redundancies, and placed materials and machines in logical order to streamline production. Which technique is this
an example of?

(a) Method Study (b) Time Study (c) Motion Study (d) Simplification

Q.7 An apparel company decided to use fewer styles and sizes of a particular shirt to reduce inventory and cost. They
retained only the fast-moving variants and discarded the rest. This reflects which technique?

(a) Standardization (b) Method Study (c) Simplification of Work (d) Fatigue Study

Ans. (c) Simplification of Work EXPLANATION: Simplification aims at reducing unnecessary variety to improve efficiency
and reduce cost.
Q.8 A supervisor at JetForge Pvt Ltd. noticed that the workers became tired during long shifts and their productivity
dropped. He introduced short rest breaks after every two hours. Which technique of scientific management is
illustrated?

(a) Fatigue Study (b) Time Study (c) Motion Study (d) Cooperation, not Individualism

Ans. (a) Fatigue Study

Q.9 To improve shop floor efficiency, the factory divided planning and execution into separate roles. Eight foremen
were appointed, each handling a specific function such as discipline, speed, repairs, or quality control. Which concept
is applied here?

(a) Simplification of Work (b) Motion Study (c) Functional Foremanship (d) Differential Wage System

Ans. (c) Functional Foremanship

MATCH THE COLUMNS BASED MCQS

Q.1 Match the following elements of Taylor's scientific management with their relevant
objectives:

Column A Column B

A. Time Study (i) Determining rest intervals for improved

stamina

B. Fatigue Study (ii) Determining standard time for a task

C. Motion Study (iii) Eliminating wasteful movements

D. Method Study (iv) Finding the best way of doing a job

(a) A-(ii), B-(i), C-(iii), D-(iv) (b) A-(iv), B-(ii), C-(i), D-(iii)

(c) A-(iii), B-(iv), C-(ii), D-(i) (d) A-(i), B-(iii), C-(iv), D-(ii)

Ans. (a) A-(ii), B-(i), C-(iii), D-(iv)

Q.2 Match the following principles of Taylor with their real-world applications:

Column A Column B
A. Harmony, not Discord (i) Dividing tasks as per individual's capability

B. Development of each person (ii) Use of process charts to identify best method

C. Method Study (iii) Mutual respect and shared responsibility

D. Cooperation, not Individualism (iv) Workers participate in decision-making

(a) A-(iii), B-(i), C-(ii), D-(iv) (b) A-(iv), B-(ii), C-(i), D-(iii) (c) A-(ii), B-(iv), C-(iii), D-(i) (d) A-(i), B-(iii), C-(iv), D-(ii)

Ans. (a) A-(iii), B-(i), C-(ii), D-(iv)

Q.3 Match the following employees under functional foremanship with their specific
responsibilities:

Column A Column B

A. Speed Boss (i) Maintaining discipline

B. Gang Boss (ii) Ensuring proper tools and materials are ready

C. Repair Boss (iii) Ensuring timely and accurate completion

D. Disciplinarian (iv) Ensuring machines are in working condition

Options: (a) A-(ii), B-(iii), C-(iv), D-(i) (b) A-(iv), B-(i), C-(ii), D-(iii)

(c) A-(i), B-(ii), C-(iii), D-(iv) (d) A-(iii), B-(iv), C-(ii), D-(i)

Q.4 Match the techniques of scientific management with their key focus areas:

Column A Column B

A. Standardisation (i) Determining rest timings for workers

B. Fatigue Study (ii) Establishing benchmarks for quality and time

C. Motion Study (iii) Identifying unnecessary physical movements

D. Differential Piece Wage (iv) Providing higher incentives to efficient

workers

Options:

(a) A-(ii), B-(i), C-(iii), D-(iv) (b) A-(iii), B-(ii), C-(i), D-(iv) (c) A-(i), B-(iv), C-(ii), D-(iii) (d) A-(iv), B-(iii), C-(ii), D-(i)

Q.5 Match the following employees under planning incharge with their specific responsibilities:

Column A Column B

A. Instruction Card Clerk (i) Drafting instructions for workers

B. Route Clerk (ii) Ensuring discipline on the shop floor

C. Time and Cost Clerk (iii) Preparing cost and time sheets

D. Inspector (iv) Checking the quality of output

Options: (a) A-(i), B-(ii), C-(iii), D-(iv) (b) A-(ii), B-(i), C-(iv), D-(iii)

(c) A-(i), B-(iii), C-(iv), D-(ii) (d) A-(iii), B-(ii), C-(i), D-(iv)

Competency Based Questions

Q.1 A factory's output remained stagnant despite employees putting in extra hours. On detailed observation, the
manager found that workers were using outdated techniques and methods to complete their tasks. The manager
replaced these with standardised procedures and retrained the staff using stopwatches and demonstration models.
Identify and explain the two techniques of scientific management used by the manager.

Ans. (i) Standardisation: "...replaced these with standardised procedures." Setting uniform methods for efficiency and
quality. (ii) Time Study: "...using stopwatches..." Used to set standard time for task completion to improve productivity.

Q.2 An auto-manufacturing unit designed an assembly line after studying and documenting the best process from
material intake to vehicle delivery. This drastically reduced the cost of production and improved the quality. Identify
and explain the technique of scientific management used in this case.

Ans. Method Study is used: "...designed an assembly line after studying... the best process..." This technique finds the
one best way to perform a job. It helps reduce cost, time, and waste while enhancing quality and efficiency.
Q.3 At Precision Plastics, employees began to tire quickly and made frequent mistakes during long shifts. Management
consulted experts and decided to provide small breaks every two hours to recharge the workers. Identify and explain
the technique of scientific management applied here.

Ans. Fatigue Study is used here: "...decided to provide small breaks every two hours..." This technique determines the
frequency and duration of rest intervals to prevent physical and mental exhaustion and increase efficiency.

Q.4 A manufacturing company classified workers based on their output. Employees producing more than 100 units
per day were paid ₹60 per unit, while those producing less got ₹45. Name the technique used and explain how it helps
the organisation.

Ans. Differential Piece Wage System: It rewards efficiency by offering higher wages to productive workers. This creates
motivation among underperformers to work harder, thus enhancing overall productivity and output.

Q.5 In a fabric company, the manager studied the physical movements of employees while cutting cloth. Some
movements were unnecessary and caused delay. He redesigned workstations to eliminate wasteful steps. Identify and
explain the technique used.

Ans. Motion Study is applied: "...eliminate wasteful steps..." This technique identifies productive, incidental, and
unproductive motions and aims to eliminate unnecessary movements to improve speed and accuracy.

Q.6 In a factory setup, workers and management often disagreed on work methods. The manager organised joint
sessions where both parties discussed ways to increase productivity and agreed to work together. Identify and explain
the principle of scientific management applied here.

Ans. Cooperation, not Individualism: "...joint sessions where both parties discussed..." This principle promotes
partnership and harmony over conflict, encouraging open communication and team-based problem-solving.

Q.7 A company operating in a highly competitive Industry realised that each employee must be selected based on
their skills and then trained. After proper training, workers achieved higher productivity. Which principle of Taylor's
scientific management is being applied?

Ans. Development of Each and Every Person to His/Her Greatest Efficiency and Prosperity: Scientific selection,
followed by proper training, ensures that employees work to their full potential, leading to organisational and personal
growth.

Q.8 A mobile phone manufacturer created fixed types and sizes of phone batteries that could be used across various
models. This reduced production cost and simplified operations. Name and explain the technique being followed.

Ans. Standardisation: "...fixed types and sizes..." This technique involves setting uniform standards for parts, tools, and
procedures to reduce variety, enhance efficiency, and ensure consistent quality.

Q.9 In a company using Taylor's principles, a manager encouraged workers to give suggestions for reducing wastage.
A worker suggested a new packaging method, which was implemented and saved costs. Which principle is reflected
here?

Ans. Cooperation, not Individualism: "...workers to give suggestions..." Taylor emphasized involving workers in
decision-making and rewarding useful ideas, thus replacing competition with collaboration for mutual benefit.

Q.10 Rajesh, the production manager of a textile factory, noticed that workers performed the same task in different
ways, leading to inefficiency and delays. He studied the process, timed each step, and identified the best and most
time-efficient way of stitching garments. This new method was adopted across the unit, and productivity increased
significantly.

(1) Identify the technique of scientific management used by Rajesh. (ii) Explain three benefits of using this technique.
Ans. (i) Method Study (ii) Method study involves identifying the most efficient way to perform a job. Its key benefits
Include: Reduction in Waste: It eliminates unnecessary steps, reducing wastage of time and resources. Increased
Productivity: By standardising. the best method, output improves without Increasing input. Improved Workflow:
Ensures a smooth sequence of operations and better use of space, tools, and manpower, leading to enhanced overall
efficiency in production.

Q.11 An automobile company noticed frequent delays and errors in the engine assembly section. Management
decided to redesign worker stations by observing body movements and eliminating unnecessary motions like excessive
bending, reaching, and walking. Tools were rearranged for easy access.

(1) Which technique of scientific management was applied? (ii) Describe three advantages of this technique.

Ans. (1) Motion Study (ii) Motion study analyses body movements to eliminate unproductive actions. Advantages
include: Time-Saving: Reduces the time taken to complete a task by streamlining body motions. Less Fatigue: By
removing physically taxing or repetitive movements, it conserves workers' energy. Increased Accuracy: Organized and
standardised movement improves precision and reduces errors, leading to higher product quality.

Q.12 A manufacturing company faced resistance from workers after introducing modern machinery. To overcome this,
management encouraged open discussions, valued worker suggestions and even implemented a few cost-saving ideas
shared by them.

(i) Identify the principle of Taylor's Scientific Management followed here.

(ii) State three advantages of applying this principle.

Ans. (i) Cooperation, not Individualism (ii) This principle emphasizes working together over working in isolation. Its
advantages are: Improved Industrial Relations: Open communication builds trust and mutual respect. Increased
Morale: Workers feel valued when their ideas are considered, boosting motivation. Reduced Resistance to Change:
Involving workers in decision-making creates a sense of ownership, reducing fear or opposition to new systems.

Q.13 At Orion Ltd., the manager introduced a system of rewarding workers differently based on their output. Those
who met or exceeded the standard output earned ₹60 per unit, while those below received only ₹40. This led to
increased output and a competitive spirit among workers.

(i) Name the technique used. (ii) How does this technique contribute to the success of the organisation?

Ans. (i) Differential Piece Wage System (ii) This system pays higher wages to efficient workers. Its contributions include:
• Motivation to Perform Better: Workers are incentivised to exceed minimum performance standards. • Increased
Productivity: With rewards tied to output, workers aim to produce more. • Cost Efficiency: Even with higher payments,
the overall cost per unit often reduces due to increased volumes and lower wastage.

Q.14 Ajay, the head of operations, noticed that different workers completed the same task at different speeds. He
studied this variation and found the average time required for a worker to complete the job efficiently. This
information was then used to create incentive plans and to decide how many workers should be assigned for future
orders.

(i) Identify the technique of scientific management used.

(ii) Discuss three ways in which this technique helps management.

Ans. (i) Time Study (ii) Time Study involves determining the standard time needed to complete a task. It helps
management by: • Planning Workforce Needs: Helps estimate how many workers are required for a specific task. •
Designing Incentive Schemes: Used to set targets and rewards based on realistic time standards. • Improving
Efficiency: By setting benchmarks, it helps reduce time wastage and standardise output across workers.

Q.15 Navdeep is the production head of an electronics company. He noticed that production workers were taking
longer to complete a task. To address this, he used stopwatches to time each step of the task and noted unnecessary
movements. He then removed all wasteful steps and fixed a standard time for the task. Based on this data, he
introduced an incentive plan where workers achieving the standard or above received ₹100 per unit, while those below
standard earned ₹70. This motivated many underperformers to improve, and production levels rose. Identify and
explain three techniques of Scientific Management applied by Navdeep in the above case.

Ans. Navdeep applied the following techniques of scientific management: • Time Study - "...used stopwatches to time
each step..." shows how he determined the standard time needed to complete a task efficiently. • Motion Study -
"...noted unnecessary movements..." refers to identifying unproductive movements and eliminating them to improve
speed. • Differential Piece Wage System - "...₹100 per unit to efficient workers and ₹70 to others..." shows differential
wages used to motivate higher output.

Q.16 Madhuri works at GreenLite Industries, a company that manufactures solar panels. She observed frequent
breakdowns in machines due to improper usage. She decided to train workers to handle equipment properly. Workers
who learned quickly were promoted as section leaders. Also, workers began to share ideas on how to make the process
smoother. Madhuri praised the best ideas and had them implemented. Gradually, the workplace environment
improved and so did productivity. Identify and explain three principles of Scientific Management highlighted in the
case.

Ans. The case highlights the following principles of Scientific Management: • Development of Each Person to Their
Greatest Efficiency - "...decided to train workers..." shows that Madhuri focused on training workers to increase
individual efficiency. • Cooperation, not Individualism - "...workers began to share ideas..." and "...praised the best
ideas..." shows collaborative efforts between workers and management. • Harmony, not Discord - "...the workplace
environment improved..." reflects the importance of mutual trust and harmony to ensure organisational success.

Q.17 Tara is the factory manager at a packaging plant. She found that during long shifts, workers were getting tired
and making mistakes. She conducted a study to determine how often and how long rest intervals should be given. She
also analysed the total time taken to pack each box and fixed the standard number of boxes per shift. Workers who
performed well were praised and offered extra benefits. Those who underperformed were given more training.
Identify and explain any three techniques of Scientific Management Tara used in this situation.

Ans. Tara applied the following techniques: • Fatigue Study - "...study to determine how often and how long rest
intervals should be given..." is a ..fatigue study which identifies the ideal rest periods to reduce physical
strain.

● Time Study - "...analysed total time taken to pack each box..." shows a time study used to fix a standard task
time.
● Differential Piece Wage System - "...praised and offered extra benefits..." indicates rewarding efficient workers
more, motivating others to improve.

Q.18 At SwiftTech Pvt. Ltd., the management observed that several operations were being done using outdated
practices. They appointed a special team to study all methods in use and develop a new standardised process. They
then ensured all workers were trained to follow the same method. Some workers resisted initially but were convinced
through open dialogue. The firm also began using interchangeable parts for various devices to reduce production
delays. Identify and explain two techniques or principles of Scientific Management used by SwiftTech.

Ans. SwiftTech applied the following:

● Science, not Rule of Thumb - "...develop a new standardised process..." shows replacement of outdated
practices with scientific methods after thorough analysis.
● Standardisation of Work "...interchangeable parts for various devices..." is an example of standardising tools
and components to increase efficiency and reduce time.

IMAGE BASED QUESTIONS :

Q.1 Which technique of scientific management

(a) Time Study (b) Standardisation (c) Differential Piece Wage System (d) Cooperation, Not Individualism

Ans. (c) Differential Piece Wage System EXPLANATION: This scenario reflects Taylor's idea of paying different rates to
efficient and inefficient workers. The technique motivates workers to exceed the standard output to earn higher
wages, thus improving overall productivity.

Q.2 The picture given below depicts one of the principles of scientific management. Identify it. PRODUCTION BONUS
Sharing of gains between management and workers

(a) Science, not rule of thumb (b) Harmony, not discord

(c) Cooperation, not individualism

(d) Development of each and every person to his/her greatest efficiency and prosperity

Ans. (b)

Q.3 The diagram given below depicts one of techniques of scientific management. Identify it. Factory Manager
Planning Incharge Production Incharge Instruction Card Clerk Route Clerk Time and Cost Clerk Speed Boss Gang Boss
Repairs Boss Disciplinarian Workman
(a) Cooperation, not individualism (b) Functional foremanship

(c) Unity of Direction (d) Standardisation and Simplification of work

Ans. (b)

Q.4 Identify the scientific management technique being applied.

Ans. The technique being applied is Motion Study. Taylor used this method to identify and eliminate unnecessary
movements to enhance efficiency. By analysing body motions and redesigning tasks, productivity can be significantly
improved. This leads to reduced fatigue, faster work completion, and better use of time and energy on the shop floor.