Q.

2
ESPIRIT DE CORPS' here means team spirit and team work. This principle
emphasizes on team work. 'UNITY IS STRENGTH' is the essence of this principle.
Fayol suggested that there should be a team spirit in the organisation and all the
employees must consider themselves as member of the organisation.
The organisation should be considered as a team and all the employees as its
member. When the employees are considered as member, it develops a feeling of
belongingness among them and thus each of them contributes to the achievement
of the organisational goal. This sense of togetherness helps the employees to
perform with greater efficiency and positive attitude towards the work.

This principle is based on two theories - Unity is strength and Unity of staff
is the foundation of success in any organisation. Thus, this principle states
that both the workers and management should work together to accomplish the
objectives. The reason behind this principle is that, team contribution is always
better then individual contribution.
This principle is very helpful in the organisation as well as in our daily life because
this brings a sense of belongingness and association wherever human beings are
involved.

Positive impacts of this principle:

Achievement of group goals.

Development of team spirit.

High morale of employees.

Cooperation and coordination in the organisation.

Non-achievement of the organisational objectives.

Conflicting environment in the organisation.

Lacks maximum participation from employees.

servicing and quality fixes are short-term solutions. These solutions set the stage for
addressing problems more comprehensively in the longer term.
Medium-Term
Medium-term planning applies more permanent solutions to short-term problems. If
training courses for employees solved problems in the short term, companies
schedule training programs for the medium term. If there are quality issues, the
medium-term response is to revise and strengthen the company's quality control
program. Where a short-term response to equipment failure is to repair the
machine, a medium-term solution is to arrange for a service contract. Medium-term
planning implements policies and procedures to ensure that short-term problems
don't recur.
Long-Term
In the long term, companies want to solve problems permanently and to reach their
overall targets. Long-term planning reacts to the competitive situation of the
company in its social, economic and political environment and develops strategies
for adapting and influencing its position to achieve long-term goals. It examines
major capital expenditures such as purchasing equipment and facilities, and
implements policies and procedures that shape the company's profile to match top
management's ideas. When short-term and medium-term planning is successful,
long-term planning builds on those achievements to preserve accomplishments and
ensure continued progress.

Q.5
1.

Correctness
At the time of encoding, if the encoder has comprehensive knowledge about the
decoder of message, it makes the communication an ease. The encoder should
know the status, knowledge and educational background of the
decoder. Correctness means:

Use the right level of language

Correct use of grammar, spelling and punctuation

Accuracy in stating facts and figures

2.

Clarity

Clarity demands the use of simple language and easy sentence structure in
composing the message. When there is clarity in presenting ideas, its easy for the
receiver/decoder to grasp the meaning being conveyed by the sender/encoder.
Clarity makes comprehension easier.
3.

Conciseness
A concise message saves time of both the sender and the receiver. Conciseness, in
a business message, can be achieved by avoiding wordy expressions and repetition.
Using brief and to the point sentences, including relevant material makes the
message concise. Achieving conciseness does not mean to loose completeness of
message.
Conciseness saves time.

4.

Completeness
By completeness means the message must bear all the necessary information to
bring the response you desire. The sender should answer all the questions and with
facts and figures. and when desirable, go for extra details.
Completeness brings the desired response.

5.

Consideration
Consideration demands to put oneself in the place of receiver while
composing a message. It refers to the use of You attitude, emphases positive
pleasant facts, visualizing readers problems, desires, emotions and his response.
Consideration means understanding of human nature.

6.

Concreteness
Being definite, vivid and specific rather than vague, obscure and general leads to
concreteness of the message. Facts and figures being presented in the message
should be specif.
Concreteness reinforces confidence.

7.

Courtesy
In business, almost everything starts and ends in courtesy. Courtesy means not
only thinking about receiver but also valuing his feelings. Much can be
achieved by using polite words and gestures, being appreciative, thoughtful, tactful,
and showing respect to the receiver. Courtesy builds goodwill.
Courtesy strengthen relations.

Q.6
Meaning of Management
According to Theo Heimann, management has three different meanings, viz.,
1.
Management as a Noun : refers to a Group of Managers.
2.
Management as a Process : refers to the Functions of Management i.e.
Planning, Organising, Directing, Controlling, etc.
3.
Management as a Discipline : refers to the Subject of Management.
Management is an individual or a group of individuals that accept responsibilities to
run an organisation. They Plan, Organise, Direct and Control all the essential
activities of the organisation. Managemnt does not do the work themselves. They
motivate others to do the work and co-ordinate (i.e. bring together) all the work for
achieving the objectives of the organisation.
Management brings together all Six Ms i.e. Men and Women, Money, Machines,
Materials, Methods and Markets. They use these resources for achieving the
objectives
of
the
organisation
such
as
high
sales,
maximum
profits, business expansion, etc.
The nature, main characteristics or features of management:
1.
Continuous and never ending process.
2.
Getting things done through people.
3.
Result oriented science and art.
4.
Multidisciplinary in nature.
5.
A group and not an individual activity.
6.
Follows established principles or rules.
7.
Aided but not replaced by computers.
8.
Situational in nature.
9.
Need not be an ownership.
10.
Both an art and science.
11.
Management is all pervasive.
12.
Management is intangible.
13.
Uses a professional approach in work.

14.

Dynamic in nature.

Definition: POSDCORB
POSDCORB is an acronym that was first coined in a paper on administrative
management that was written for the Brownlow Committee by Luther Gulick and
Lyndall Urwick.
This essentially refers to the various steps or stages involved in a typical
administrative process. POSDCORB stands for:
1. Planning: This essentially refers to establishing a broad sketch of the work to be
completed and the procedures incorporated to implement them.
2. Organizing: Organizing involves formally classifying, defining and synchronizing
the various sub-processes or subdivisions of the work to be done.
3. Staffing: This involves recruiting and selecting the right candidates for the job
and facilitating their orientation and training while maintaining a favorable work
environment.
4. Directing: This entails decision making and delegating structured instructions
and orders to execute them.
5. Coordinating: This basically refers to orchestrating and interlinking the various
components of the work.
6. Reporting: Reporting involves regularly updating the superior about the progress
or the work related activities. The information dissemination can be through records
or inspection.
7. Budgeting: Budgeting involves all the activities that under Auditing, Accounting,
Fiscal Planning and Control.