UNIT-I

Part -B
1. Explain briefly about the various functions of Management.
Management has been described as a social process involving responsibility
for economical and effective planning & regulation of operation of an enterprise
in the fulfillment of given purposes. It is a dynamic process consisting of various
elements and activities. Some of the functions of managements are briefly
discussed below
1. Planning
2. Organizing
3. Staffing
4. Directing
5. Co-coordinating
6. Motivating
7. Controlling
8. Innovation
9. Representation
10. Decision-making
11. Communication
2. What are the Henry Fayols 14 principles of management? Explain.
Henry fayol has set forth the principles of management on the basis of his own
experience in the mining company:
1. Division of work.
2. Authority and responsibility
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interest to group
7. Remuneration of personnel
8. Centralization
9. Scalar chain
10.Order
11.Equity
12.Stability of tenure of personnel.
13.Inititative
14.Esprit de corps.
3. Explain briefly about the different factors affecting the organizational
environment.
In an organization, every action of management body is influenced by the
environment.
1. External Environment
2. Internal Environment

External Environment of Organization

Organizations are the elements of external environment. Organization has no
control of how the external environment elements will shape up. The external
environment can be subdivided in 2 layers: the general environment and the
task environment.
1. General Environment
2. Task Environment
General Environment of Organization
The general environment consists of factors that may have an immediate
direct effect on operations but nevertheless influences the activities of the
firm. The dimensions of the general environment are broad and non-specific
whereas the dimensions of the task environment are composedof specific
organization.
Lets see the elements or dimensions of the general environment.
1. Economic Dimension:
2. Technological Dimension
3. Socio-cultural dimension:
4. Political-Legal Dimension:
5. International Dimension:
Task Environment of Organization
The task environment consists of factors that directly affect and are affected
by the organizations operations. These factors include suppliers, customers,
competitors, regulators and so on. The different elements of task
environment may be discussed as under:
1. Competitors
2. Customers:
3. Suppliers:

4. Regulators:
5. Strategic Partners:
Internal Environment of Organization
The internal environment consists mainly of the organizations owners, board of
directors, employees and culture.
1. Owners:
2. Board of Directors:
3. Employees:
4. Culture:
4. Explain the overall development of management thought.
The schools of management thought are theoretical frameworks for the study
of management. Each of the schools of management thought are based on
somewhat different assumptions about human beings and the organizations for
which they work.
Different writers have identified as few as three and as many as twelve.
Those discussed below include (1) the classical school, (2) the behavioral school, (3)
the quantitative or management science school, (4) the systems school, (5) and the
contingency school. The formal study of management is largely a twentieth-century
phenomenon, and to some degree the relatively large numbers of management
schools of thought reflect a lack of consensus among management scholars about
basic questions of theory and practice.

Five Major Schools of Management Thought

MANAGEMENT SCHOOLS

Beginning Dates

Managing workers and

organizations more
efficiently.

CLASSICAL SCHOOL

SCIENTIFIC MANAGEMENT 1880s

ADMINISTRATIVE
MANAGEMENT

Emphasis

1940s

MANAGEMENT SCHOOLS

Beginning Dates

BUREAUCRATIC
MANAGEMENT

1920s
Understanding human
behavior in the
organization.

BEHAVIORAL SCHOOL

HUMAN RELATIONS

1930s

BEHAVIORAL SCIENCE

1950s

QUANTITATIVE SCHOOL

MANAGEMENT SCIENCE

Emphasis

1940s

OPERATIONS
MANAGEMENT

1940s

MANAGEMENT
INFORMATION SYSTEMS

1950s1970s

SYSTEMS SCHOOL

1950s

CONTINGENCY SCHOOL

1960s

Increasing quality of
managerial decision-making
through the application of
mathematical and
statistical methods.

Understanding the
organization as a system
that transforms inputs into
outputs while in constant
interaction with its'
environment.
Applying management
principles and processes as
dictated by the unique
characteristics of each
situation

5. Management: Science or Art Discuss.

Management is the oldest of arts and the youngest of sciences. This explains
the changing nature of management.
As a science,
1. Management is a systematized body of knowledge and its principles have
evolved on the basis of observation.

2. The kind of experimentation (as in natural sciences) cannot be

accompanied in the area of management since management deals with the
human element.
3. In management, it is not possible to define, analyse and measure
phenomena by repeating the same conditions over and over again to obtain a
proof.
As an Art, management has the following characteristics,
1. Management while performing the activities of getting things done by
others is required to apply the knowledge of certain underlying principles
which are necessary for every art.
2. Management gets perfection in the art of managing only through
continuous practice.
3. Management implies capacity to apply accurately the knowledge to solve
the problems, to face the situation and to realize the objectives fully and
timely.
6. Compare Management and administration.
Management
Administration
Art of getting things done
through
others
by Formulation
of
broad
Definition
directing
their
efforts objectives,
plans
&
towards achievement of policies.
pre-determined goals.
executing function, doing decision-making function,
Nature
function
thinking function
Decisions
within
the
Major decisions of an
Scope
framework set by the
enterprise as a whole.
administration.
Level of authority
Middle level activity
Top level activity
Group
of
managerial
Consists of owners who
personnel who use their
invest capital in and
Status
specialized knowledge to
receive profits from an
fulfill the objectives of an
enterprise.
enterprise.
Popular with government,
Used
in
business
Usage
military, educational, and
enterprises.
religious organizations.
Decisions are influenced
Influenced
by
public
by the values, opinions,
Influence
opinion,
government
beliefs and decisions of
policies, customs etc.
the managers.
Main functions
Motivating and controlling Planning and organizing
Handles
the
business
Abilities
Handles the employees.
aspects such as finance.

7. Explain in detail about the different types of business organization.

All managers must bear that there are two organizations they must deal withone formal and the other informal.
Formal organisational structures are categorised as:
(i) Line organizational structure.
(ii) Staff or functional authority organizational structure.
(iii) Line and staff organisational structure.
(iv) Committee organisational structure.
(v) Divisional organisational structure.
(vi) Project organisational structure.
(vii) Matrix organisational structure and
(viii) Hybrid organisational structure.
These organisational structures are briefly described in the following
paragraphs:
1. Line Organisational Structure:
A line organisation has only direct, vertical relationships between different
levels in the firm.

(i) A line structure tends to simplify and clarify responsibility, authority and
accountability relationships. The levels of responsibility and authority are
likely to be precise and understandable.
(ii) A line structure promotes fast decision making and flexibility.
(iii) Because line organisations are usually small, managements and
employees have greater closeness.
2. Staff or Functional Authority Organizational Structure
The jobs or positions in an organization can be categorized as:
(i) Line position:

A position in the direct chain of command that is responsible for the

achievement of an organizations goals and
(ii) Staff position:
A position intended to provide expertise, advice and support for the line
positions.

3. Line and Staff Organizational Structure:

Most large organizations belong to this type of organizational structure. These
organizations have direct, vertical relationships between different levels and also
specialists responsible for advising and assisting line managers

Three types of specialized staffs can be identified:

(i) Advising,
(ii) Service and
(
iii) Control.
4. Divisional Organizational Structure:
In this type of structure, the organization can have different basis on which
departments are formed. They are:
(i) Function,
(ii) Product,
(iii) Geographic territory,
(iv) Project and
(iv) Combination approach.

5. Project Organisational Structure:

A project organisation is a temporary organisation designed to achieve
specific results by using teams of specialists from different functional areas in
the organisation. Some of the examples of projects are: research and

development projects, product development, construction of a new plant,

housing complex, shopping complex, bridge etc.
Exhibit 10.7 illustrates a project organisational structure.

6. Matrix Organisational Structure:

It is a permanent organisation designed to achieve specific results by using
teams of specialists from different functional areas in the organisation. The
matrix organisation is illustrated in

7. Hybrid Organisational Structure:

Exhibit 10.9 (b) illustrates a combination structure

The Informal Organization:

An informal organization is the set of evolving relationships and patterns of
human interaction within an organization which are not officially presented.
Alongside the formal organization, an informal organization structure exists
which consists of informal relationships created not by officially designated
managers but by organizational members at every level. Since managers
cannot avoid these informal relationships, they must be trained to cope with
it

The informal organization has the following characteristics

(i) Its members are joined together to satisfy their personal needs (needs for
affiliation, friendship etc.)
(ii) It is continuously changing:
The informal organization is dynamic.
(iii) It involves members from various organizational levels.
(iv) It is affected by relationship outside the firm.
(v) It has a pecking order: certain people are assigned greater importance
than others by the informal group.
Even though an informal organizational structure does not have its own
formal organisational chart, it has its own chain of command:
8. Write the characteristics and limitations of classical approach.
Characteristics of classical approach:
1. Scalar chain
2. Unity of command
3. Exception.
4. Span of control.
5. Specialization
6. Scientific method
Limitations of classical approach:
1. Does not give much attention
2. Does not adequately take into account the effect of conflict.
3. It does not give many thoughts to the capacity of the individual
workers to process information.
4. It takes for granted the mangers right to manage without
visualizing situations in which this right may be challenged.
9. What are the different responsibilities of managers in effective
management? Explain.
Mangers must have in organization for effective management and effective
processing.
1. Staffing
2. Proper communication
3. Proper training
4. Business growth
5. Effective supervising
6. Effective controlling
7. Effective tracking of process
8. Friendly relationship
9. Research and development
10.Innovation.

10. Discuss in detail about the recent trends in management concepts.

Trends in Management means movement of management thought in

particular direction. Management thought developed gradually, from past to
present t and passed through various distinct phases.
1. The classical theory. It mainly consists of 3 theories
- Bureaucratic theory.
- Scientific management theory
- Administrative theory.
.
2. The neoclassical theory
- Human classical theory
- Behavioral theory.
2. Modern organizations theory (The system theory and contingency theory)
The system theory- concerned with to tal picture of in terdependence
and environmental influences.
Contingency theory concerned with inquires of each situation for
managerial practice The modern organizational theory is regarded as
recent development in management theory.
11.Discus the management functions as related to trends and
challenges in management of global scenario
1. High competition
2. Supply and demand
3. Manpower
4. Effective planning
5. Technology
6. Changes in government rules and regulations.
7.sudden outbreak of war, political instability

UNIT-II
Part - B
1. Explain the overall decision making process.

Decision making processes are

1. Identification of problem
2. Diagonising the problem
3. Collect and analyze the relevant information
4. Discovery of alternative course of action
5. Analysing the alternatives
6. Screening the alternatives
7. Slection of best alternatives
8 .conversion of decision into action
9. Implementation
10. Verifying the decision.
2. Explain in detail about the various forecasting methods.
1. Qualitative vs. quantitative methods
2. Average approach
3. Nave approach
4. Drift method
5. Seasonal nave approach
6. Time series methods
7. Causal / econometric forecasting methods
8. Judgmental methods
9. Artificial intelligence methods
3. Explain the process of MBO.
1. Defining organizational objectives.
2. Goals of each section
3. Fixing key result area
4. Targeting
5. Matching resources with objectives
6. Periodical review
7. Appraisal reappraisal of objectives.
4. Explain in detail about the TOWS matrix and SWOT analysis.
Business managers are responsible for setting a company's mission and
goals and creating a strategic plan to guide the company to achieve its
goals. Managers use a variety of tools and methods to inform decisions
during the planning process including SWOT analysis and TOWS analysis,
which are closely related brainstorming exercises.
SWOT Analysis?
A SWOT analysis is a strategic planning tool that involves listing a
company's strengths, weaknesses, opportunities and threats, or SWOT.
Strengths are things a business does well or advantages it has, such as
dedicated workers, an innovative product design or a good retail location,
while weakness are things a business does poorly or disadvantages it has.
Threats or external factors that might affects the business, such as
competitors and unfavorable government regulations, while opportunities
are external factors that the company might benefit the company,
including untapped markets or favorable regulations. After creating a list

of strengths, weaknesses, opportunities and threats, managers think of

ways the business can maximize strengths and use them to reduce
weaknesses; take advantage of opportunities; and avoid or minimize
threats
TOWS Analysis?
A TOWS analysis involves the same basic process of listing strengths,
weaknesses, opportunities and threats as a SWOT analysis, but with a
TOWS analysis, threats and opportunities are examined first and
weaknesses and strengths are examined last. After creating a list of
threats, opportunistic, weaknesses and strengths, managers examine
ways the company can take advantage of opportunities and minimize
threats by exploiting strengths and overcoming weaknesses.

SWOT vs. TOWS

SWOT and TOWS analysis involve the same basic steps and likely
produce similar results. The order in which managers think about
strengths, weaknesses, threats and opportunities may, however, have
an impact on the direction of the analysis. Michael Watkins of the
"Harvard Business Review" says that focusing on threats and
opportunities first helps lead to productive discussions about what is
going on in the external environment rather than getting bogged down
in abstract discussions about what a company is good at or bad at.
Considerations
SWOT and TOWS use the same factors for analysis, and the terms are
sometimes used interchangeably without regard to the order that
strengths, weaknesses, threats and opportunities are examined.

5. Define policies with its types. Explain the planning premises with types.
Types of Planning Premises are briefly explained as follows:1. Internal and External Premises
(a).Internal Premises come from the business itself. It includes
skills of the workers, capital investment policies, philosophy of
management, sales forecasts, etc.
(b).External Premises come from the external environment. That
is, economic, social, political, cultural and technological
environment. External premises cannot be controlled by the
business.
2. Controllable, Semi-controllable and Uncontrollable Premises
(a).Controllable Premises are those which are fully controlled by
the management. They include factors like materials, machines
and money.
(b).Semi-controllable Premises are partly controllable. They
include marketing strategy.

(c).Uncontrollable Premises are those over which the

management has
absolutely no control. They include weather
conditions, consumers' behaviour, government policy, natural
calamities, wars, etc.
3. Tangible and Intangible Premises
(a).Tangible Premises can be measured in quantitative terms.
They include units of production and sale, money, time, hours of
work, etc.
(b).Intangible Premises cannot be measured in quantitative
terms. They include goodwill of the business, employee's
morale, employee's attitude and public relations.
4. Constant and Variable Premises
(a).Constant Premises do not change. They remain the same,
even if there is a change in the course of action. They include
men, money and machines.
(b).Variable Premises are subject to change.
They change according to the course of action. They include
union- management relations.
5. Explain the relationship of planning and controlling.
Planning and Controlling are inter-related within any organization.
Planning sets the goals for the organization and controlling ensures its
accomplishment. Planning decides the control process and controlling
provides sound basis for planning. In simple words, planning and
controlling are basically dependent on each other.
The relationship between them is explained as under:
1. Planning Originates Controlling:
In planning process, the objectives or targets are to be set, and to
achieve those goals, control process is required. So we can say that
Planning precedes control.
2. Control sustains planning:
Controlling directs the course of planning. Controlling spots the
areas where planning is required.
3. Controlling provides information for planning:
In controlling, the performance is compared with standards and
deviations, if any, are to be recorded. The information collected
during any type of control, is used for planning also.
4. Planning and control are inter-related:
Planning is the initial step and controlling is in the process and
required at every step. For the same both are dependent upon each
other and inter-related.
5. Both are forward looking:
Planning is always for the future and control is forward looking. No
one has the control on past, it is only the future, which can be
controlled.

.
7. Discuss in detail about the performance appraisal.
Performance Appraisals
1. Promotions
2. Confirmations
3. Training and Development
4. Compensation reviews
5. Competency building
6. Improve communication
7. Evaluation of HR Programs
8. Feedback & Grievances
8. Name the classifications of planning practices.
There are four types of planning which used by managers, including
strategic, tactical, operational and contingency planning. Terms, such as
single-use plans, continuing plans, policy, procedure and rule.
9. Discuss the various factors affecting the decision making process.
1. Tangible factorsLike sales, cost, purchases, production, inventory, financial,
personal, logistics.
2. Intangible factorsLike prestige of enterprise, consumer behavior, employee morale.
10. Explain briefly about the major kinds of strategies.
1.
2.
3.
4.
5.

Growth strategy
Production strategy
Product differentiation strategy
Price skimming strategy
Aquitation strategy.

UNIT-III
Part - B
1. Explain briefly about the various types of Departmentation.
1. Departmentation by functions
2. Departmentation by product or service.
3. Departmentation by regions.
4. Departmentation by customers
5. Departmentation by process.

6. Departmentation by time.
7. Departmentation by numbers
8. Departmentation by marketing channels.
2. Explain briefly about the various types of Organizational structures.
Organizational structures are categorised as:
(i) Line organizational structure.
(ii) Staff or functional authority organizational structure.
(iii) Line and staff organizational structure.
(iv) Committee organizational structure.
(v) Divisional organizational structure.
(vi) Project organizational structure.
(vii) Matrix organizational structure and
(viii) Hybrid organizational structure.
3. Discuss the span of management/managerial effectiveness.
Span of Control means the number of subordinates that can be managed
efficiently and effectively by a superior in an organization. It suggests how
the relations are designed between a superior and a subordinate in an
organization. Span of control is of two types:
Narrow span of control:
Narrow Span of control means a single manager or supervisor oversees few
subordinates. This gives rise to a tall organizational structure.
Wide span of control:
Wide span of control means a single manager or supervisor oversees a large
number of subordinates. This gives rise to a flat organizational structure.
The ideal span of control depends upon various factors, such as:
1. Nature of an organization
2. Nature of job
3. Skills and competencies of manager
4. Employees skills and abilities
4. Explain briefly about the overall selection process.
1. Receipt and scrutiny of application.
2. Preliminary interview.
3. Filling application
4. Tests
5. Interviews
6. Checking references.
7. Preliminary and final selections
8. Medical examinations
9. Placement.
5. Discuss briefly the various steps involved in organizing.
In order to complete the organizing function of management, following steps
are taken:
(1) Identification and Division of Work (2) Departmentalization (3) Assignment
of Duties (4) Establishing Reporting Relations
6. List out the difference between Formal and Informal organization.
FORMAL MENTORING
1. Tied to business objectives
2. Goals are established
3. Results are measured

4. Access is open to all who meet criteria

5. Mentors and Mentorees are matched
6. Matching is based on compatibility
7. Mentoree Manager is involved
8. Mentoring is time-limited
9. Training in mentoring is provided
10. Program Manager is a resource
INFORMAL MENTORING
1. No direct link to business objectives.
2. Goals are unspecified
3. Results are not always clear
4. Access is limited and may exclude some
5. Mentors and Mentorees self-select
6. Matching is based on chemistry
7. Mentoree Manager is not involved
8. Mentoring may last for years
9. No training is provided
10. No Program Manager is involved
7. List out the basic activities of human resource development.
HR activities for which a brief overview follows are:
-HR Planning and Analysis
-Equal Employment Opportunity
-Staffing
-HR Development
-Compensation and Benefits
-Health, Safety, and Security
-Employee and Labor/Management Relations
8. Name
1.
2.
3.

the types of centralization.

Centralization of performance.
Departmental centralization
Centralization of management

9. Explain about the organizational culture.

1. Innovation
2. Attention to Detail
3. Emphasis on Outcome
4. Emphasis on People
5. Teamwork
6. Aggressiveness
7. Stability
10. Explain about the human resource planning
1.
2.
3.
4.
5.

Assessing Human Resources

Demand forecasting
Supply forecasting
Matching demand and supply.
Action plan

UNIT-IV
Part B
1.Explain briefly about three theories of Motivation.
Some of the most important theories of motivation are as follows:
1. Maslows Need Hierarchy Theory
2. Herzbergs Motivation Hygiene Theory
3. McGregors Participation Theory(X AND Y THEORY)
2. Explain in detail about the various functions of Leader.
1. To act as a representative of the work-group
2. To develop team spirit
3. To act as a counselor of the people at work,
4. Proper use of Power
5. Time Management
6. Secure effectiveness of group-effort:
3. Discuss in detail about the Creativity and Innovation.
Creativity is state of doing, creating new things, it has two fundamental
stages
(1) Generating ideas
(2) Evaluating ideas.
Innovation is doing new things, it creates new values and increase efficiency.
Processes of innovations are
1. Idea generation (making)
2. Idea screening (testing)
3. Feasibility (Practically)
4. Implementation (complete)
4. Explain the various types of Leadership with its different styles.
1. Laissez-Faire
2. Autocratic
3. Participative
4. Transactional
5. Transformational
5. Discuss in detail about the process and types of Motivation.
1. Intrinsic Motivation
Intrinsic motivation means that the individual's motivational stimuli are
coming from within. Our deep-rooted desires have the highest motivational
power.
Below are some examples:
Acceptance
Curiosity
Honor
Independence
Order

Power
Social contact
Social Status
2.Extrinsic Motivation
Extrinsic motivation means that the individual's motivational stimuli are
coming from outside.
Employee of the month award
Benefit package
Bonuses
Organized activities
6. Explain the different characteristics of a Leader.
1. Empathy
2. Uniformity
3. Honesty
4. Direction
5. Communication
6. Flexibility
7. Confidence
7. List the tools and techniques used in operating management system.

Business Planning
Product Development
Marketing
Supply Chain Management
Customer Relationship Management

8. Explain briefly about MIS.

In a management information system, modern, computerized systems
continuously gather relevant data, both from inside and outside an
organization. This data is then processed, integrated, and stored in a
centralized database (or data warehouse) where it is constantly updated and
made available to all who have the authority to access it, in a form that suits
their purpose.
9. Explain the different barriers and breakdowns of communication process.
Barriers of communications are
1. Noise
2. Missing information
3. Alteration of information
4. Overloading
5. Lack of facility
6. Inadequate policies, rules, procedures
7. Status patterns.
To break down the barriers of communication some of the methods can be
followed.
1. clear defining the policies
2. proper system set ups
3. share of responsibilities
4. adequate facilities

5. building confidence
6. proper language known
10. Explain in detail about the different types of Budgets.
1. Master budget
2. Operating budget
3. cash-flow budget
4. Financial budget
5. Static budget
11. Difference between Motivation and Satisfaction.

1. Motivation is what is believed to be behind the behavior or employees. It also regulates

the performance levels.
2. Satisfaction is joy or pleasure of working and it is the sense of accomplishment after
having done a job in a flawless manner.
3. Motivation can be extrinsic as well as intrinsic. While salary, promotion, incentives,
perks and rewards are examples of extrinsic motivation, job satisfaction is a type of
intrinsic motivation
4. People continue with their jobs even when they have no job satisfaction as long as
there is motivation in the form of good salary and perks