1. What do you understand by the term “Level of Management”?

Briefly describe the different

levels of management.
Ans:
Level of Management :-
- Management levels are the divisions between degrees of authority and responsibility in a company.
- The typical management levels are top-level management, mid-level management and first-line
management.
- These levels determine the duties of various manager positions, including who they report to and who
reports to them.
- The chain of superior-subordinate relationship is also known as the level of management.
management is a group activity
- Which means that every organisation has a number of individuals placed at different positions.
- There are 3 levels of management :- 1. Top-level Management 2. Middle-level Management 3. Lower
level Management
1. Top-level management :-
- The senior most executives of the organization are found at the top level.
- Top level authority people means company president, board of director, executive vice president etc.
- The men who coordinate all the specialties and make a decision to determine the company goal.
- The top level management is generally occupied by the ownership group.
- The top level managers are accountable to the owner and responsible for overall management of the
organization.
2. Middle-level Management :-
- It includes sales, marketing manager, production manager and other departmental managers and
divisional heads & so on.
- They act as a link between top & low level.
- The activities of the middle level manager centre around determining department goals, preceding
recommendation to top management interpretation & policies.
3. Lower-level Management :-
- The lower group is made up of inspector, foreman supervisor, section office etc.
- They are in direct touch with the core groups of workers.
- The lower level managers are concerned with issuing orders and instruction, guiding and directing
employees. Educating them about the methods of doing work. and regulatory supervision of their
activities.

2. Briefly explain the Principle of Scientific Management by Tylor.

Ans:
- Scientific management concept was developed by F.W. Tylor who implemented the scientific techniques
such as observation, logic, analysis and combination to study the working conditions and management at
the floor level in the factors and production units.
- The concept of scientific management was given to improve the productivity, efficiency and
effectiveness in the organization through the application of the proposed technique.
- Taylor made observations regarding the inexcusable work methods in the companies.
- In the era, there was a scarcity of skilled labour in the industries.
- Taylor found that the organization and the managers failed to utilize the available human resources
effectively and also no contribution was made in the direction of enhancing the labours efficiency.
- Taylor identified the various factors leading to low productivity and efficiency in the organization.
Some of these are as follows :-
- The labour brought their poorly designed personal tools to be used in the workplace.
- Unorganized job training was provided to the workers and they tends to decide the speed of work.
- Instead of individual skills sets, the workers were hired according to the first-come first hired
basis.
- The managers used to work along with labourers leaving aside the essential planning and
organizing activities.
Principle Of Scientific Management by Taylor :-
1. Science not rule of thumb :-
- This concept is based on trial and error.
- Using this method workers get a specialized way of performing the task and wastage of a lot of time,
cost and resources can be avoided.
2. Harmony not discord :-
- There should be no conflict among the managers and workers.
- Conflicts only result in negativity.
3. Cooperation not individualism :-
- Business is all about teamwork and cooperation in the absence of which the organization may fail to
attain the desired results.
- The employees in an organization must work together.
4. Development of every person to his or her greatest efficiency and prosperity :-
- Using training and development improves the competency skills and learning of the workforce.

3. Differentiate between Unity of Command & Unity of Direction.

Ans:

Basis Unity of Command Unity of Direction

Unity of Command implies that Unity of Direction implies that there
each subordinate should receive should be one head and one person for
Meaning
orders and be accountable to only proof of activities having the same
the superior. objectives.
It aims to direct the efforts of all
Its aim is to avoid confusion and
Aim employees to achieve organizational
fix responsibility.
goals.
It is related to the functioning of It is related to the functioning of the
Implications
personnel. entire organization.
It improves efficiency and brings It ensures unity of action and
Significance
harmony and discipline. coordination of efforts.
Its absence or violation will create Its absence or violation will lead to
Consequence
confusion as to whose order a unnecessary duplication of efforts and
of Violation
subordinate has to comply with. wastage of resources.
Unity of Command suggests that
The concept of the unity of direction
subordinates should only report to
Concept suggests that all the members of an
and take commands from a single
organization that participates in the
superior, to whom they are
same activities ought to work together
answerable, and to whom they
to achieve a typical objective.
should also receive orders.
The single responsibility concept
In accordance with the "One Head One
Objective helps to make certain that the
Plan" guideline, the principle guides all
workers at each level of an
of an organization's members toward
organization's structure are able
achieving a shared objective.
to do their jobs effectively.
It places emphasis on the It places a strong emphasis on
Importance individual worker or employee by investigating the connections between
advocating that they report to only the many organizational activities that
a single supervisor at all times. are all working toward the same goal.
It removes the potential for any
It prevents wasting resources and
dispute to emerge as a result of
Benefits making unnecessary attempts at the
having dual or multiple commands
same time.
over the same authority.
4. Explain Contingency approach of Management.
Ans:
- It is also known as contigency theory.
- This approach is a management technique that emerged from the real life experience of managers. who
found that no single approach worked consistently in every situation.
- It is most effective management practices and strategy. depends on specific circumstances faced by an
organization the contigency theory is an organization theory that claims that there is no best way to
organize a corporation to lead a company or to make decision.
- Instead, the optimal course of action is dependent on the internal and external situation.
- A contigent leaders effectively applies his own style of leadership in the given situations.
- Basically, the theory asserts that when managers make a decision, they must take into account all
aspects of the current situation.
- Its approach is independent.

5. Explain Decision Making & Step involved in Decision Making.

Ans:
Decision Making :-
- Decision making is a process of identifying and choosing alternative courses of action in a manner
appropriate to the demand of the situation.
- The process of making decisions is a mental process, which is a thought process that is based on implicit
or explicit assumptions.
- Is an important part of the management function as decisions are used for planning and taking key
decisions
- Decisions making is an integral part of human lives where we make decisions every day consciously or
unconsciously for some reason or the other.
Step in Decision Making-
- Step - 1. Detect Problem :-
* The most crucial step in good decision-making is to recognize a decision needs to be made. It goes
without saying that if the need for a decision is not identified then an appropriate action cannot be taken.
Most decisions stem from two main causes a need to correct a problem and a desire to exploit a new
opportunity.
* Problems are situations where there has been a failure to meet established goals and it is easy to dismiss
failures on the basis that they are minor blips which should go away of their own accord.
* It is easy, and often justifiable, to claim that a failure is the result of someone else’s actions and should
be resolved by them.
- Step - 2. Diagnose Problem :-
* Once a problem has been recognized it must be defined and the nature of the problem diagnosed.
Sometimes a problem is diagnosed at a very superficial level and a decision is made to treat the symptoms
of the problem rather than its real cause.
- Step - 3. Establish Decision Criteria :-
* Establishing the criteria which a good decision should possess is a vital part of the diagnostic phase. It
is often overlooked. Many people do not develop decision criteria until after alternative solutions have
been identified.
* The decision criteria may be distorted to favour one of the alternatives instead of being thought out in a
logical way.
- Step- 4. Develop Alternatives :-
* The next stage is to develop alternative solutions. Often managers accept the first reasonable solution
that occurs. This is called satisficing and it is very common. Satisficing means accepting a solution which
meets minimum requirements.
* It is the opposite of optimizing which is the acceptance of the solution that provides the best possible
answer. Research suggests that most managers accept satisfactory rather than optimal solutions.
- Step - 5. Evaluate Alternatives :-
* The fifth stage of decision-making involves collecting and collating relevant information. The data
concerning reliability, productivity, delivery time and cost of photocopiers could be obtained from rival
manufacturers.
* The accuracy of the information is important. It makes sense to cross-check information from several
sources.
- Step -6. Implementation :-
* Even correct decisions are useless unless they are implemented. The first stage of implementation is to
communicate the decision to those who need to take action.
* This is much easier if these people have previously participated in making the decision. One specific
person should be made responsible for carrying a decision to fruition.
- Step - 7. Evaluation :-
* The implementation process should be monitored to check whether a decision produces good results.
Sometimes it may be necessary to adjust the way that the decision is implemented or it may be necessary
to adjust the decision itself in extreme circumstances it may even be necessary to abandon or reverse the
decision in the light of subsequent events. The lessons learned during evaluation should be used to
improve later decisions.

6. Define Organization and its needs.

Ans:
Organization :-
- It is a group of experts who work together to attain short term and long term objectives and achieve a
common goal.
- It refers to a structured group of people.
Needs of Organization :-
1. People First :-
- The company is focused on creating a productive and nurturing environment.
- Employees feel that the company cares, provides the support needed to be successful and takes care of
them.
2. Customer Satisfaction :-
- The company works to delight customers in a consistent repetitive manner creating fans.
3. Company Culture :-
- The processes are solidified and best practices are shared. Metrics are established and execution
discipline is installed. Employees are trained and the culture is adopted.
4. Continuous Improvement :-
- This includes analyzing metrics and methodically acting to improve results. Upon achieving
improvement, changes are standardized and propagated through the organization.
5. Innovating :-
- The organization can begin to look for the next product or service. The organization may become a
leader in industry, branch out into a different industry.

7. How can a manager make effective decisions?

Ans:
Step 1: Identify the decision :-
You realize that you need to make a decision. Try to clearly dene the nature of the decision you must
make. This first step is very important.
Step 2: Gather relevant information :-
Collect some pertinent information before you make your decision: what information is needed, the best
sources of information, and how to get it. This step involves both internal and external “work.”
- Some information is internal: you’ll seek it through a process of self-assessment.
- Other information is external: you’ll nd it online, in books, from other people, and from other sources.
Step 3: Identify the alternatives :-
As you collect information, you will probably identify several possible paths of action, or alternatives.
You can also use your imagination and additional information to construct new alternatives. In this step,
you will list all possible and desirable alternatives.
Step 4: Weigh the evidence :-
Draw on your information and emotions to imagine what it would be like if you carried out each of the
alternatives to the end. Evaluate whether the need identified in Step 1 would be met or resolved through
the use of each alternative. As you go through this difficult internal process, you’ll begin to favor certain
alternatives: those that seem to have a higher potential for reaching your goal. Finally, place the
alternatives in a priority order, based upon your own value system.
Step 5: Choose among alternatives :-
Once you have weighed all the evidence, you are ready to select the alternative that seems to be the best
one for you. You may even choose a combination of alternatives. Your choice in Step 5 may very likely
be the same or similar to the alternative you placed at the top of your list at the end of Step 4.
Step 6: Take action :-
You’re now ready to take some positive action by beginning to implement the alternative you chose in
Step 5.
Step 7: Review your decision & its consequences :-
In this final step, consider the results of your decision and evaluate whether or not it has resolved the need
you identified in Step 1. If the decision has not met the identified need, you may want to repeat certain
steps of the process to make a new decision. For example, you might want to gather more detailed or
somewhat different information or explore additional alternatives.

8. Explain Classification of Organization.

Ans:
Organizations are basically classified on the basis of relationships. There are two types of organizations
formed on the basis of relationships in an organization
1. Formal Organization :-
- This is one which refers to a structure of well defined jobs each bearing a measure of authority and
responsibility.
- It is a conscious determination by which people accomplish goals by adhering to the norms laid down
by the structure.
- This kind of organization is an arbitrary set up in which each person is responsible for his performance.
- Formal organization has a formal set up to achieve pre- determined goals.
2. Informal Organization :-
- It refers to a network of personal and social relationships which spontaneously originates within the
formal set up.
- Informal organizations develop relationships which are built on likes, dislikes, feelings and emotions.
- Therefore, the network of social groups based on friendships can be called informal organizations.
- There is no conscious effort made to have informal organization.
- It emerges from the formal organization and it is not based on any rules and regulations as in the case of
formal organization.

9. Explain Maslow’s need for Hierarchy theory.

Ans:
- This is one of the most popular theories on motivation.
- It is a theory of psychology that explains that humans are highly motivated in order to fulfil their needs,
which is based on hierarchical order.
- It was introduced by Maslow in 1943.
- This theory is arranged in a hierarchical manner.
- He identified five levels of needs such as (1) Physiological need, (2) Safety need, (3) Love need, (4)
Esteem need, (5) Need for self-actualization.
1. Physiological needs :-
- Physiological needs are the very basic needs for a person. These are needs that are very crucial for our
survival.
- Food, shelter, health, water, sleep, sex, hunger once these needs are satisfied. They are no longer
motivated.
2. Safely needs :-
- This group includes emotional as well as physical safety. It includes security and protection from
physical and emotional harm and need for a job and financial security.
3. Love needs :-
- These needs include affection, acceptance and friendship; they also include the need for identification
with a group.
4. Esteem needs :-
- This includes internal esteem factors such as status, recognition, attention and appreciation.
5. Need for Self-actualization :-
- This is the final level and highest level needed.
- It relates to the need of an individual to attain or realise the full potential of their ability.
Limitations of Maslow Theory :-
- This theory does not apply for all times in all places.
- Maslow provided no empirical substantiation, research faced the problem of measuring
self-actualization.
- This theory does not take into account the individual differences in the intensity of various needs.

10. What is team building? How do you build high performance teams?
Ans:
Team Building :-
A team is defined as a group of people working together to achieve common objectives or goals.
Build High Performance Teams :-
Building a high-performing team is a vital part of any business success. The characteristics of a
high-performing team can vary depending on the company’s objectives, but one thing is certain - a
high-performing team can help drive motivation, productivity and profitability.
1. Prioritise communication :-
- Effective communication is one of the most important characteristics of a high-performing team.
- By prioritising communication, managers can ensure improvements in motivation, productivity and
profitability.
- To promote effective communication, managers should encourage a strong focus on team
communication and prioritise the dissemination of information to their direct reports.
- It is important to help team members understand their own and others' preferred communication styles
and to establish the best approach when it comes to team briefings or formal team meetings.
2. Set SMART objectives :-
- Setting clear objectives at the outset is one of the best ways to ensure a high-performing team.
- Doing so will ensure the team knows exactly what they are working towards and how this contributes to
the overall success of the business.
- Managers should consider setting up a goals meeting with the team as a forum to discuss key priorities.
- This allows team members to have some input in the development of objectives, hopefully meaning they
are more committed to achieving them.
3. Tackle conflict :-
- Even the best high-performing team in the world will still experience conflict from time to time.
- While in certain cases limited conflict can be beneficial, the best way to approach this is to expect it and
be ready for it when it happens.
- Then, as soon as an issue arises, set about addressing it as a matter of urgency.
- By resolving the conflict quickly, managers can prevent it from spiralling out of control and causing a
deeper rift.
4. Understand your current and future dynamics :-
- To move a team forward, it is vital to understand the dynamics of how people are currently working.
-Do you know the strengths of the people working within your team?
- Are you aware of any limitations which need to be improved upon?
- What is the role of each person within the team?
5. Master emotional intelligence :-
- It is a powerful driver when it comes to teamwork.
- When mastered correctly, it can help transform understanding of the team’s ‘DNA’.
- EI can be described as “the capacity to harmonise thought and emotion”.
- It requires an individual to understand and control their own emotions while recognising and managing
those of other people.
- They will also be able to fine-tune their team working skills to push for further success.
6. Establish Trust :-
- Trust is at the heart of any successful team. Without it, teams will be unable to progress due to fear of
conflict or lack of commitment.
- Establishing trust between team members can help take the team from satisfactory performance levels to
outstanding results.
- Being open and honest about strengths and limitations in workplace behaviours is one way to help
generate trust between team members.
7. Feedback is a gift :-
- Remember to recognise the work and achievement of the team.
- Even if you are unable to offer financial incentives, saying ‘thank you’ often goes a long way in
showing your staff that they are valued.

11. Discuss the autocratic type of a Leader in an Organization with an example.

Ans:
Autocratic Leadership :-
- Autocratic leadership is the direct opposite of democratic leadership.
- In this case, the leader makes all decisions on behalf of the teams without taking any input or suggestion
from them.
- The leader holds all authority and responsibility. They have absolute power and dictate all tasks to be
undertaken.
- Autocratic leadership can be an effective approach in cases where the leader is experienced and
knowledgeable about the circumstance surrounding the decision needs to be made swifty.
Example :-
Bill Gates. The driving force behind Microsoft has a leadership style that’s a mix of authoritarian and
participative. He’s a master delegator of tasks but at the same time understands the value of harnessing
the skills of his team members to the fullest. This combination of styles led to the enormous success of
the company.

12. Define Management. Explain the Hierarchy of Management.

Ans:
Management :-
- According to the F.W. Taylor :- Management is the art of “knowing what you want to do” and then
seeing that it is done in the best and cheapest way.
- Management is the organisation and control of human activity and is directed towards specific ends.
- Management is a discipline.
- Management is also about people.
- Management is practice and its essence is not in knowing but doing.
Hierarchy of Management :-
- Management hierarchy is a workplace leadership structure where authority is given according to ranks,
and employees take direction from their superiors.
- This structure can vary depending on the business and company.
- Common management hierarchies include entry-level employees at the bottom, managerial employees
in the middle, and executive roles at the very top.
- Management hierarchy can also be broken in terms of pay, responsibility, role, and power.
- Most management hierarchies can be broken down even further into three different levels of
management.
-These include: (1) Top-level Management (2) Mid-level Management (3) First-line Management
13. Discuss State the System approach-with reference to management, organization and MIS.
Ans:
- The system approach is based on the generalization that all things are inter-related and
inter-dependent with one another.
- A system is made up of related and dependent elements that form a unique system. A system
is simply an assemblage of things to forming a single unit.
- One of the most significant characteristics is that it consists of a subsystem hierarchy.
- These are the components that form the main device, and so on. For instance, it is possible to
view the world as a system in which different national economies are sub-systems.
- System Approach as Planning, Organizing and Controllin.
1. System Approach in Planning :-
- Planning is an essential feature of management.
- Planning involves deciding what needs to be done, who needs to do it, when to do it, and how
to do it in advance.
- Two phases are part of the preparation process:
● Developing the strategic.
● Formulating the steps which are necessary to accomplish the plan, timing and expense.
2. System Approach in Organizing :-
- Organizing is important for managers because it leads to successful group action.
- It also helps to keep people working together.
- The good structure of the organization as outlined in the policies and procedure.
● Informal organizing.
● The individual as a device
● The method of organizational contact.
● The power chain.
● The functional method.
● The system for management process.
3. System Approach in Controlling :-
- Controlling is necessary because the outcome of the desire needs to be achieved.
- The most popular approach consists of a three-step procedure;
1. Setting a performance standard requires the quality of performance we need.
Quantitative or qualitative maybe these parameters.
2. Performance assessment against this standard is important to assess performance
against standards once a standard has been developed.
3. Deviation Control-we understand that the first comparison of the norm with real results is
made to calculate the deviation.

14. Explain Types of Corporate Culture.

Ans:
1. Advocacy culture
- Companies with an advocacy culture focus on change, risk and innovation.
- They value employees who think creatively and offer new ideas.
- These companies are always thinking ahead and developing new products.
- Strategy and brainstorming sessions are encouraged to share ideas and move the company forward.
- These companies with an advocacy culture are managed by effective leaders willing to work beyond the
status.
- They want to provide innovative services or products to the marketplace.
2. Clan culture
- Companies with a clan culture, also known as “family culture”.
- Team-oriented, action-oriented and embrace change.
- The happiness and job satisfaction of employees are the top priorities for organizations with a highly
collaborative work environment.
- These companies value each individual and seek feedback and open communication from employees.
3. Hierarchy culture
- Companies with a hierarchy culture follow traditional business practices with a clear line between
management and employees.
- The focus is on day-to-day operations rather than employee relations or feedback.
- Hierarchy culture adheres to traditional corporate structures with multiple management levels. All
decisions are made at the C-suite level.
4. Market culture
- Companies with a market culture make profitability and market share a priority.
- It is the most aggressive and competitive type of corporate culture.
- They are results-oriented organizations that focus on the bottom line and financial success rather than
employee satisfaction.
- Market culture requires all employees to share an objective of benefiting customers or shareholders.

15. Explain the need and process of Management.

Ans:
Management is the coordination of all resources through the process of planning, organising,
directing and controlling inorder to attain stated objectives.
Need of Management :-
- Direction, coordination and control of group efforts: In business, many persons work together. They
need proper direction and guidance for raising their efficiency.
- In the absence of guidance, people will work as per their desire for guiding employees in the right
direction and finally for coordinating their efforts for achieving best favourable results.
- Effective communication at all levels :- Management is needed for effective communication within and
outside the organisation.
- Motivation of employees :- Management is needed for motivating employees and also for coordination
efforts so as to achieve business objectives quickly.
- Success and stability of a business enterprise: Efficient management is needed for the success,
prosperity of a business enterprise.
Process of Management :-
- A process is a systematic way of executing tasks. It is concerned with the transformation of inputs into
outputs.
- An analysis of the management process will help us understand the functions that managers perform.
- However, before we analyse, we need to understand what the management process is all about.
- Process management system, sometimes referred to as the process performance measurement and
management system.

16. Define Henry Fayol’s principles of Management.

Ans:
- Henri Fayol was a French mining engineer, mining executive, author and director of mines.
- He is considered the father of the universal process of operational management or Administrative
management theory because he made universal generalisations about management based on his keen
insight and practical management.
Principles of Management-
1. Division of Work :-
- In practice, employees are specialized in different areas and they have different skills.
- Different levels of expertise can be distinguished within the knowledge areas from generalist to
specialist.
- Personal and professional developments support this. According to Henri Fayol, specialization promotes
efficiency of the workforce and increases productivity.
- In addition, the specialization of the workforce increases their accuracy and speed.
2. Authority and Responsibility :-
- In order to get things done in an organization, management has the authority to give orders to the
employees. Of course with this authority comes responsibility.
- According to Henri Fayol, the accompanying power or authority gives the management the right to give
orders to the subordinates.
3. Unity of Direction :-
- This management principle of the 14 principles of management is all about focus and unity.
- All employees deliver the same activities that can be linked to the same objectives.
- All activities must be carried out by one group that forms a team. These activities must be described in a
plan of action.
- The manager is ultimately responsible for this plan and he monitors the progress of the defined and
planned activities.
4. Subordination of Individual Interest :-
- There are always all kinds of interests in an organization.
- In order to have an organization function well, Henri Fayol indicated that personal interests are
subordinate to the interests of the organization ethics.
- The primary focus is on the organizational objectives and not on those of the individual.
5. Scalar Chain :-
- Hierarchy presents itself in any given organization.
- This varies from senior management (executive board) to the lowest levels in the organization.
- This can be seen as a type of management structure.
- Each employee can contact a manager or a superior in an emergency situation without challenging the
hierarchy.
6. Equity :-
- The management principle of equity often occurs in the core values of an organization. According to
Henri Fayol, employees must be treated kindly and equally.
- Employees must be in the right place in the organization to do things right.
- Managers should supervise and monitor this process and they should treat employees fairly and
impartially.

17. Explain the Nature and Characteristics of Management.

Ans:
Nature Of Management :-
1. Universal Process :-
A universal process of a process calculus is one that, given the Gödel index of a process of a certain type,
produces a process equivalent to the encoded process. This paper demonstrates how universal processes
can be formally defined and how a universal process of the value-passing calculus can be constructed.
2. Continuous Process :-
A continuous process is a process in which the product comes out without interruption and not in groups.
The paperboard product, once formed, can be collected on a roll in a continuous process and passed on
for further processing.
3. Social Process :-
Social progress is defined as the capacity of a society to meet the basic human needs of its citizens,
establish the building blocks that allow citizens and communities to enhance and sustain the quality of
their lives, and create the conditions for all individuals to reach their full potential.
4. Group Activity :-
Group Activity means any organized activity of ten or more individuals, whether recreational, non-profit,
commercial or otherwise, involving the use or planned use of District owned or operated property or
facilities.
5. Being Creative :-
Creativity allows us to view and solve problems more openly and with innovation. Creativity opens the
mind. A society that has lost touch with its creative side is an imprisoned society, in that generations of
people may be closed minded. It broadens our perspectives and can help us overcome prejudices.
Characteristics of Management :-
1. Planning :-
- Planning is concerned with the determination of the objectives to be achieved and the course of action to
be followed to achieve them. Before starting any action, one has to decide how the work will be
performed and where and how it has to be performed.
- Thus, planning implies decision-making as to what is to be done, how it is to be done, when it is to be
done and by whom it is to done.
- Planning helps in achieving the objectives efficiently and effectively.
- Planning involves selecting of objectives and strategies, policies and programmers and procedures for
achieving them.
2. Organising :-
- Organising function helps in increasing the efficiency of the enterprise. Further, by avoiding repetition
and duplication of activities, it reduces the operation cost of the enterprise.
- Organising function can be useful to the enterprise only when there are clear and verifiable objectives
and clear understanding of the activities needed to achieve the objectives and clear definition of the
authority assigned to the managers at every level.
3. Staffing :-
- Staffing function is performed by every manager of the enterprise as he is actively associated with the
recruitment, selection, training and appraisal of his subordinates.
- Staffing function is a difficult managerial function because it is concerned with the selection of persons
who are properly qualified and mentally well-adjusted to the situations.
4. Controlling :-
- Controlling is related to all other management functions. It is concerned with seeing whether the
activities have been or being performed in conformity with the plans.
- Control is the process that measures current performance and guides it towards some pre-determined
goal.
- The essence of control lies in checking existing actions against some desired results determined in the
planning process.
5. Leading :-
- This management function involves the use of influence to motivate employees to achieve
organizational goals.

18. What is Decision? Discuss different types of decisions.

Ans:
Decision :-
A decision is an act of selection or choice of one action from several alternatives.
Types of Decision:-
1. Structured Decision :-
- It refers to a systematic and organized approach to making choices or solving problems.
- It involves breaking down complex decisions into smaller manageable components and using a
predefined framework or methodology to analyze and evaluate various factors, options and outcomes.
Characteristics of Structured Decision :-
- Decision can be delegated
- The cost of taking such a decision is not as high as that of unstructured ones.
- These decisions can be made with the help of a computer system.
2. Unstructured Decision :-
- These types of decisions are occasional and unique in nature.
- There is no set process or model to follow and decisions are often based on personal judgement or past
experience rather than on a structured analysis of data and criterias.
- The top level managers are usually faced with more such unstructured decision making situations.
- Unstructured decisions are not simple.
- The risk involved in taking decisions to solve the problems is thus usually high.
Characteristics of Unstructured Decision :-
- These decision can not be delegated.
- The cost of taking such a decision is quite high compared to a structured decision.
3. Programmable Decision :-
- Programmable decisions that can be automated and executed through a predefined set of instructions or
rules.
- These decisions are typically repetitive and follow a well defined process.
- They are often made in predicated and routine situations where the inputs and outputs are known.
- Programmable decision includes :-
1. Simple calculation
2. Data processing
3. Rule-Based system
4. Work-flow automate.
4. Non- Programmable decision :-
- This decision cannot be fully automated or executed using a predefined set of instructions.
- This decision often involves complex ambiguous or uncertain situations where human judgement and
reasoning are necessary.
- Non-programmable decisions require analysis, evaluation and interpretation of various factors to arrive
at a conclusion.
- Non-programmable decision includes :-
1. Strategic Decision :- Making high level decisions that affect the long term direction and goals of
an organization.
2. Tactical Decision :- Decision that involves resources allocation, prioritization and planning to
achieve specific objectives.
3. Ethical Decision :- Assessing moral implication and making decisions based on ethical
consideration.
4. Creative Decision :- Making decisions that require imagination, innovation and artistic expression.

19. Discuss automatic and democratic decision-making style.

Ans:
1. Automatic decision-making :-
- Decision making style is faster.
- It involves predefined rules.
- The authority rests with the decision maker, who follows established rules.
- It does not involve active participation or input from others.
- It is suitable for simple and routine decisions.
- Decisions are taken by a single individual.
- Less Costly.
- They introduced one man control.
- No brainstorming session.
- Does not involve meeting and discussion.
2. Democratic decision-making :-
- Decision making style is slower.
- It involves discussion and gathering input from multiple individuals.
- The authority is shared among the participant and decision are made collectively.
- It involves active participation.
- Complex or important decision.
- Multiple individuals.
- More costly.
- They introduced self control.
- Brainstorming of ideas.
- It involves meeting and discussion.
20. State the difference between Individual and Group decision making.
Ans:

Individual decision Group decision

1. Decisions are taken by a single individual. 1. Decisions are taken by a group of persons.
2. Individual decisions are less costly. 2. Group decisions are costly in terms of time and
money.
3. They are based on limited information gathered 3. They are based on extensive information
by managers. collected by members of the group.
4. Individual decisions are taken in situations of 4. Group decisions are taken when there is
crisis or emergency. sufficient time to make decisions
5. They do not involve moral commitment on the 5. Group decisions are easier to implement as group
part of members to accept and implement them. members feel committed to them.
6. Individual decisions do not affect morale or job 6. Group decisions positively affect morale and job
satisfaction of employees. satisfaction of employees.
7. They introduce one-man control. 7. They introduce self-control.
​8. Individual decisions do not promote interaction 8. They promote superior-subordinate interaction
amongst superiors and subordinates. and healthy relationships amongst them.
9. Decisions are usually based on clear policy 9. Group decisions are taken when the problem
guidelines. requires creativity and expert knowledge of a
group.
10. Though decisions are based on individual 10. It usually results in high-quality decisions as
thinking, they are high-quality if the individual has they are based on extensive brainstorming. They
expertise and experience in making such decisions. provide the benefit of synergy.
11. Individual decisions are usually taken in 11. Group decisions are usually taken in supportive
competitive business situations where people are business situations where group members
not open to suggestions. encourage problem-solving together.

21. What is team building? How does it work?

Ans:
- A team is defined as a group of people working together to achieve common objectives or goals.
- Teamwork is the cumulative actions of the team during which each member of the team subordinates his
individual interests and opinions to fulfil the objectives or goals of the group.
- The objective or goal is a need to accomplish something, such as solve a problem and improve a
process.
- Managers who act as a key person at different levels have to coordinate and channelise the efforts of all
subordinates and followers in a positive ways.
- Leaders are responsible for not only to show the way to the subordinates to work as a team/group
towards the attainment of goals but they are supposed to lead the group/team as well.
- P.F. Drucker considers leadership as a human characteristic, which lifts a man’s vision to higher rights,
raises man’s performance to higher standards and builds a man’s personality beyond its normal limits.

22. What is Theory X and Theory Y? And how it is important.

Ans:
Theory X :-
- This theory believes that employees are naturally unmotivated and dislike working, and this encourages
an authoritarian style of management.
- According to this theory, management must firmly intervene to get things done.
- This style of management concludes that workers :-
● Disfavor working.
 ● Abstain responsibility and the need to be directed.
● Need to be controlled, forced, and warned to deliver what's needed.
● Demand to be supervised at each and every step, with controls put in place.
● Require to be attracted to produce results, else they have no ambition or incentive to work.
- McGregor observed that X-type workers are in fact mostly in minority, and yet in mass organizations,
such as large scale production environment, X Theory management may be needed and can be
unavoidable.
Theory Y :-
- This theory explains a participative style of management, that is, distributive in nature.
- It concludes that employees are happy to work, are self-motivated and creative, and enjoy working with
greater responsibility.
- It estimates that workers :-
● Take responsibility willingly and are encouraged to fulfill the goals they are given.
● Explore and accept responsibility and do not need much guidance.
● Assume work as a natural part of life and solve work issues imaginatively.
- In Y-type organizations, people at lower levels are engaged in decision making and have more
responsibility.
Important of Theory X :-
- Theory X can benefit a work place that utilizes an assembly line or manual labor.
- Using this theory in these types of work conditions allows employees to specialize in particular work
areas which in turn allows the company to mass-produce a higher quantity and quality of work.
Important of Theory Y :-
- Theory Y encourages decentralization of authority, teamwork and participative decision making in an
organization.
- Theory Y searches and discovers the ways in which an employee can make significant contributions in
an organization.
23. Explain the Concept as motivation and leadership.
Ans:
Concept of Motivation :-
- Motivation is a physiological and psychological process that controls our behaviour based on our needs
and desires which also energise behaviour
- One of the most fundamental concepts in psychology is motivation, which focuses on the different
forces that drive or encourage human behaviour
- The concept of motivation is understood using several different kinds of theories. Each theory offers an
explanation for why and how we are motivated.
Concept of Leadership :-
- Leadership concepts refer to factors that leaders consider when applying a leadership style and
overseeing a team of individuals.
- These principles focus on ideas and perceptions about the traits leaders should have and how they
should perform in a leadership role.
- Additionally, leadership concepts help professionals understand what kind of skills and character traits
to develop in order to advance in leadership roles.

24. What is conflict? Explain different types of conflicts.

Ans:
- Conflict refers to a struggle or disagreement between two or more parties that arises from incompatible
goals, interests, values or actions.
- Conflict can arise due to a variety of factors including difference in perspectives, competing interests,
and limited resources.
Types of conflicts :-
1. Interpersonal conflict :-
- Occurs between individuals or groups due to differences in personalities, values or goals. It may arise
from misunderstanding.
2. Intrapersonal conflict :-
- Refers to an integral struggle within an individual. It occurs when a person experiences conflicting
emotions or beliefs.
3. Intergroup conflict :-
- It takes place between different groups or teams.
- It can arise from competition or resources.
4. Organizational conflict :-
- It occurs within the context of a workplace or an organization.
- It may involve disagreement between employees and different departments.
OR
1. Goal or task conflict 2. Relationship conflict 3. Process conflict 4. Personality conflict

25. Describe version sources & types of stress.

Ans:
Types of Stress-
There are several kinds of stress, including:
1. Acute stress :-
- Everyone has experienced acute stress. It’s the body’s quick reaction to a new and challenging situation.
- It’s the kind of stress one may experience when escaping an accident.
- These incidents of acute stress don’t typically cause any harm. They may even prove to be suitable for a
person under certain circumstances.
- Stressful situations provide the body and brain with the practice of developing the best response to
future stressful scenarios.
- It’s important to know that severe acute stress is entirely different. This stress, like a life-threatening
situation, can lead to post-traumatic stress disorder or other mental health problems.
2. Episodic acute stress :-
- Episodic acute stress is when one has frequent episodes of acute stress.
- It may occur if a person is often anxious and worried about things they suspect may happen soon.
- As with severe acute stress, episodic acute stress can affect a person’s physical and mental health.
3. Chronic stress :-
- When one experiences high-stress levels for an extended period, they have chronic stress.
- Long-term stress can create a negative impact on a person’s health.
- Chronic stress may also lead to frequent ailments such as headaches, an upset stomach, and difficulties
sleeping.

26. Explain Johari window and is importance with example.

Ans:
- It is a psychological model.
- Developed by two American scientists in 1955.
- Johari window technique is used for improving self-awareness within an individual.
- It helps in understanding your relationship with yourself and others.
- There are four quadrants in Johari Windows
1. Open :-
- It is a public quadrant.
- You know about yourself and others also know about you.
- This quadrant shows behaviour, motives, attitude, and knowledge skill.
2. Blind :-
- You do not know about yourself but others know.
- Such as behaviour, feelings and motives.
- Any talent, like or dislike.
3. Hidden :-
- It is called a private quadrant.
- You know about yourself.
- But others do not know.
- Like secrets, past experiences, feelings etc.
4. Unknown :-
- Such behaviour, feelings and motives.
- You do not know about yourself.
- But others also do not know.
- Feeling, though, ideas go so deep down the individual that it becomes difficult for the individual as well
as for the other people to understand it.
The Importance Of The Johari Window Lies In Its Effectiveness As A Communication Tool To
Improve Understanding Within A [Link] Johari Window Consists Of A Grid With Four Squares Of A
Window With Four Panes. Each Person Is Represented Through The Four Panes. Two Sections Or Panes
Are Related To One’s Own Self.

27. Explain stages of conflict process and how it work in organization.

Ans:
There are five stages of conflict process;
1. Latent Conflict :-
- Latent conflict is the stage in which factors exist in the situation which could become potential conflict
inducing forces.
- Four basic types of latent conflict are:
(i) Competition for scarce resources
(ii) Drive for autonomy
(iii) Divergence of goals
(iv) Role conflict
2. Perceived Conflict :-
- Conflicts may sometimes arise even if no conditions of latent conflict exist.
- This is the stage when one party perceives the other to be likely to thwart or frustrate his or her goals.
- The case, in which conflict is perceived when no latent conflict arises, is said to result from the parties
misunderstanding each other’s true position. Such conflict can be resolved by improving communication
between the groups.
3. Felt Conflict :-
- Felt conflict is the stage when the conflict is not only perceived but actually felt and recognised.
- The personalization of conflict is the mechanism which causes many people to be concerned with
dysfunctions of conflict. In other words, it makes them feel the conflict.
4. Manifest Conflict :-
- Manifest conflict is the stage when the two parties engage in behaviours which evoke responses from
each other.
The most obvious of these responses are open aggression, apathy, sabotage, withdrawal and perfect
obedience to rules.
- Except for prison riots, political revolutions and extreme labour unrest, violence as a form of manifest
conflict is rare.
- The motives towards violence may remain but they tend to be expressed in less violent forms.
5. Conflict Aftermath :-
- The aftermath of a conflict may have positive or negative repercussions for the organisation depending
upon how the conflict is resolved.
- If the conflict is genuinely resolved to the satisfaction of all participants, the basis for a more
cooperative relationship may be laid; or the participants in their drive for a more ordered relationship may
focus on latent conflicts not previously perceived and dealt with.
28. Explain different functions of management.
Ans:
Planning :-
- Planning is concerned with the determination of the objectives to be achieved and the course of action to
be followed to achieve them. Before starting any action, one has to decide how the work will be
performed and where and how it has to be performed.
- Thus, planning implies decision-making as to what is to be done, how it is to be done, when it is to be
done and by whom it is to done.
- Planning helps in achieving the objectives efficiently and effectively.
- Planning involves selecting of objectives and strategies, policies and programmers and procedures for
achieving them.
Organising :-
- Organising function helps in increasing the efficiency of the enterprise. Further, by avoiding repetition
and duplication of activities, it reduces the operation cost of the enterprise.
- Organising function can be useful to the enterprise only when there are clear and verifiable objectives
and clear understanding of the activities needed to achieve the objectives and clear definition of the
authority assigned to the managers at every level.
Staffing :-
- Staffing function is performed by every manager of the enterprise as he is actively associated with the
recruitment, selection, training and appraisal of his subordinates.
- Staffing function is a difficult managerial function because it is concerned with the selection of persons
who are properly qualified and mentally well-adjusted to the situations.
Controlling :-
- Controlling is related to all other management functions. It is concerned with seeing whether the
activities have been or being performed in conformity with the plans.
- Control is the process that measures current performance and guides it towards some pre-determined
goal.
- The essence of control lies in checking existing actions against some desired results determined in the
planning process.
Leading :-
- This management function involves the use of influence to motivate employees to achieve
organizational goals.

29. What is corporate culture? Why is it important?

Ans:
Corporate culture :-
- Corporate culture is the collection of values, beliefs, ethics and attitudes that characterize an
organization and guide its practice.
- A company culture will be reflected in its dress code, business hours office setup, employee benefits,
turnover, hiring, decision treatment, client satisfaction etc.
Important of corporate culture :-
1. Provide for a positive workplace environment.
2. Create an engaged, enthusiastic and motivated workforce.
3. Attract high-value employees.
4. Reduce turnover.
5. Drive and improve performance quality and productivity.
6. Result in favourable business results.
7. Under pin a company longevity.
8. Clarify for employees the goal of their positions, departments and a company overall.
9. Contribute to the diversification of the workforce.
30. Explain the decision making process with suitable examples.
Ans:
- Step 1: Identify the decision :-
You realize that you need to make a decision. Try to clearly define the nature of the decision you must
make. This first step is very important.
- Step 2: Gather relevant information :-
Collect some pertinent information before you make your decision: what information is needed, the best
sources of information, and how to get it. This step involves both internal and external “work.” Some
information is internal: you’ll seek it through a process of self-assessment. Other information is external:
you’ll find it online, in books, from other people, and from other sources.
- Step 3: Identify the alternatives :-
As you collect information, you will probably identify several possible paths of action, or alternatives.
You can also use your imagination and additional information to construct new alternatives. In this step,
you will list all possible and desirable alternatives.
- Step 4: Weigh the evidence :-
Draw on your information and emotions to imagine what it would be like if you carried out each of the
alternatives to the end. Evaluate whether the need identified in Step 1 would be met or resolved through
the use of each alternative. As you go through this difficult internal process, you’ll begin to favor certain
alternatives: those that seem to have a higher potential for reaching your goal. Finally, place the
alternatives in a priority order, based upon your own value system.
- Step 5: Choose among alternatives :-
Once you have weighed all the evidence, you are ready to select the alternative that seems to be the best
one for you. You may even choose a combination of alternatives. Your choice in Step 5 may very likely
be the same or similar to the alternative you placed at the top of your list at the end of Step 4.
- Step 6: Take action :-
You’re now ready to take some positive action by beginning to implement the alternative you chose in
Step 5.
- Step 7: Review your decision & its consequences :-
In this final step, consider the results of your decision and evaluate whether or not it has resolved the need
you identified in Step 1. If the decision has not met the identified need, you may want to repeat certain
steps of the process to make a new decision. For example, you might want to gather more detailed or
somewhat different information or explore additional alternatives.

31. What is organization? Explain any two types of organizational structure.

Ans:
Organization :-
- It is a group of experts who work together to attain short term and long term objectives. and achieve a
common goal.
- I refer to a structured group of people.
- There are two types of organizational structure.
1. Hierarchical organizational structure :-
- The pyramid-shaped organizational chart we referred to earlier is known as a hierarchical org chart.
- It’s the most common type of organizational structure.
- The chain of command goes from the top down and each employee has a supervisor.
Pros :-
1. Better defines levels of authority and responsibility.
2. Shows who each person reports to or who to talk to about specific projects.
3. Motivates employees with clear career paths and chances for promotion.
4. Gives each employee a specialty.
5. Creates camaraderie between employees within the same department.
Cons :-
1. Can slow down innovation or important changes due to increased bureaucracy.
2. Can cause employees to act in the interest of the department instead of the company as a whole.
[Link] make lower-level employees feel like they have less ownership and can’t express their ideas for the
company.
2. Functional organizational structure :-
- Hierarchical organizational structure, a functional org structure starts with positions with the highest
levels of responsibility at the top and goes down from there.
- Primarily, though, employees are organized according to their specific skills and their corresponding
function in the company.
- Each separate department is managed independently.
Pros :-
1. Allows employees to focus on their role.
2. Encourages specialization.
3. Help teams and departments feel self-determined.
4. Is easily scalable in any sized company.
Cons
1. Can create silos within an organization.
2. Hampers interdepartmental communication.
3. Obscures processes and strategies for different markets or products in a company.

32. Explain different types of team in organization.

Ans:
1. Process Improvement Teams
- The members of the process improvement team represent each operation of the process or sub-process.
- Usually, the scope of the team’s activity is limited to the work unit.
- A team of labour six to ten members will come from the work unit and depending on the marketing
accounting location of the sub-process, an external or internal customer would be included on the team.
- During the course of the team’s life, additional expertise from other work areas may be added on a
permanent or temporary basis-it is disbanded when the objective has been obtained.
2. Cross Functional Teams
- A team of about six to ten members will represent a number of different functional areas, such as
engineering, marketing, accounting, production, quality and human resources.
- It may also include the customer and supplier.
- A design review team is a good example of a cross functional team.
- This type of team is usually temporary.
- An exception would be a product support team, which would be permanent and have as an objective to
serve a particular product line, service activity, or a particular customer.
3. Natural Work Teams
- This type of team is now voluntary—it is composed of all the members of the work unit.
- It differs from quality control circles because a manager is a part of the team and the projects to be
improved are selected by management.
- Some employees may not work in teams for various reasons and managers should anticipate this action
and be prepared to help employees become comfortable in the team environment or alternatively find
work in another unit that still performs work as individuals.
4. Self Directed/Self Management Teams
- They are an extension of natural work teams without the supervisor.
- Thus, they are the epitome of the empowered organization—they not only do the work but also manage
it.
- There is a wide direction to organize their work subject to organizational work flow requirements.
- There is a team coordinator to liaison with senior management that may rotate among members.
- The team meets daily to plan their activities, and decisions are usually by consensus.
- Additional responsibilities may include; hiring, dismissal, performance evaluation, customer relations,
supplier relations, recognition/reward and training.
33. Elaborate four different styles of leadership with example.
Ans:
1. Democratic Leadership :-
- In this style leaders make a decision based on input received from team members.
- Most popular effective leadership style because its ability to provide tower level employees a voice
makes it equally important in the organization.
- The democratic leadership style encourages creativity and engagement of their members.
- Which often leads to high job satisfaction and high productivity.
2. Autocratic Leadership :-
- Autocratic leadership is the direct opposite of democratic leadership.
- In this case, the leader makes all decisions on behalf of the teams without taking any input or suggestion
from them.
- The leader holds all authority and responsibility. They have absolute power and dictate all tasks to be
undertaken.
- Autocratic leadership can be an effective approach in cases where the leaders is experienced and
knowledgeable about the circumstance surrounding the decision needs to be made swifty.
3. Transformational Leadership :-
- Transformational leadership is all about transforming the business or groups by inspiring team members
to keep increasing their bar and achieve what they never thought they were capable of.
- Transformational leaders risk losing track of individual learning curves as some team members may not
receive appropriate coaching and guidance to get through challenging tasks.
- At the same time transformational leaders can leads to high productivity and engagement through shared
trust and vision between the leader and employees.
4. Transactional Leadership :-
- It is more short term and can best the describe as a “give and take” kind of transaction.
- Team members agree to follow their leaders on job acceptance, therefore its transaction involving
payment for services rendered.
- Transactional leadership establishes roles and responsibility for each team member and encourages the
work to be completed as schedule

34. Explain different states of ego with suitable example of a normal person.
Ans:
1. Parent ego state :-
- This is a set of feelings, thinking and behaviour that a person has copied from his parents and
significant others.
- The person behaves, feels and thinks in response to an unconscious copying of his/her parent's action.
2. Adult ego state :-
- In this state a person behaves, feels and thinks in response to what is going on here and now. The adult
is the thought concept, the adult starts taking shape at infancy.
- The adult processes the data of the parent and child, tests them in terms of reality and then makes
decisions.
3. Child ego state :-
- This state also emerges at the same time the parent is developing.
- This is a state in which a person goes back to thinking, feeling and behaving similarly to how they did in
childhood.
4. PAC(Parent, Adult, Child) and behaviour :-
- People lead their lives and behave in ways mostly determined by the intensity with which certain ego
states.
- Through ego states have their own boundaries.
35. Explain Herbert Simon’s Model.
Ans:

1. Intelligence :-
- Row data collected, processed and examined, identifies a problem, calling for a
decision.
- In this phase, MIS collects the data.
- The data is scanned, examined, checked and edited.
- The data is stored and merged with other data.
- In this process, the attention of the manager is drawn to all problem situations by highlighting the
difference between actual and expected result.
2. Design Phase :-
- The manager develops a model of the problem situation on which he can generate and test the different
alternatives.
- Inventing, developing and analyzing the different decision alternatives and testing the feasibility of
implementation assess the value of the decision outcomes.
3. Choice :-
- Select one alternative as a decision based on the selecting criteria.
- The manager develops a model of the problem situation on which he can generate and test the different
decisions he starts the process all over again and again. An ideal MIS is supposed to make a decision for
the manager.

36. Differentiate between leader and manager.

Ans:

Basic Leader Manager

Formal rights A leader has no formal rights. A manager has certain formal rights.
Followers /
A leader has followers. A manager has subordinates.
Subordinates
A leader is to guide and motivate A manager is to plan, organise staff,
Functions
his followers. direct, motivate and control.
Leadership is not a necessity for an Manager is a necessity for an
Necessity
organisation. organisation.
Leadership is a part of managerial
Manager is a wider term and includes
Scope functions. Thus, its scope is
leadership.
limited.
Mutual
All leaders are not managers. All managers are leaders.
Relationship
Manager is accountable for self and
Leaders have no well defined
Accountability subordinates behaviour and
accountability.
performance.
A leader's concern is group goals A manager's concern is organizational
Concern
and members' satisfaction. goals.
People follow them on voluntary People follow managers by virtue of
Followers
basis job description.
A leader can maintain his position A manager can continue in office till
Role Continuation through day to day wishes of the performs his duties satisfactorily in
followers. congruence with organizational goals.
A leader has command over
different sanctions and related task Manager has command over allocation
Sanctions
records. These sanctions are and distribution of sanctions.
essentially of informal nature.