II. Very Short Answer Questions
Question 1.
What is Management?
Management is part and parcel of our day to day life. So management is goal oriented and it is an art of getting things done with and through others.
Question 2.
List out the management tools.
Answer:
Tools of management have been developed such as, accounting, business law, psychology, statistics, econometrics, data processing, etc.
Question 3.
Who is a manager?
Answer:
A manager is a dynamic and life giving element in every business. Without efficient management it cannot be possible to secure the best allocation and utilisation of human, material and financial resources.
Question 4.
State the meaning of Authority.
Answer:
Authority means the right of a superior to give the order to his subordinates. This is the issue of commands followed responsibility for their consequences.
Question 5.
What do you mean by Span of management?
Answer:
The Span of Management refers to the number of subordinates who can be managed efficiently by a superior. Simply, the manager having the group of subordinates who report him directly is called as the span of management.
III. Short Answer Questions
Question 1.
Define the term management.
Answer:
“To manage is to forecast, to plan, to organise, to command, to co-ordinate and to control.” -Henry Fayol. It attempts to describe management in terms of what a manager does, and not what management is.
Question 2.
Is management an Art or Science?
Answer:
Management is neither a science nor an art, but a combination of both requiring people holding managerial positions to apply the scientific management principles and displaying popular managerial skills to accomplish the organizational goals as efficiently and as quickly as possible so as to be competitive in the globalised environment of business.
Question 3.
Differentiate Management from Administration.
Answer:
| Basis for Comparison | Management | Administration |
| Meaning | An organised way of managing people and things of a business organisation is called the management. | The process of administrating an organisation by a group of people is known as the administration. |
| Authority | Middle and lower level. | Top level |
| Role | Executive | Decisive |
| Concerned with | Policy Implementation. | Policy formulation. |
| Area of operation | It works under administration. | It has .full control over the activities of the organisation. |
| Applicable for | Profit making organisations, i.e. business organisations. | Government offices, military clubs,business enterprises, hospitals, religious and educational organisations. |
Question 4.
What are the principles of Taylor?
Answer:
Principles of scientific management propounded by Taylor are:
- Science, Not Rule of Thumb
- Harmony, Not Discord
- Mental Revolution
- Cooperation, Not individualism
- Development of each and every person to his or her greatest efficiency and prosperity.
Question 5.
What determines the span of management?
Answer:
The Span of Management has two implications:
- Influences the complexities of the individual managers job.
- Determine the shape or configuration of the organisation.
- There is a wide and a narrow span of management.
IV. Long Answer Questions
Question 1.
Write about the contribution of Drucker to management.
Answer:
“Management is a multipurpose organ that manages a business and manages manager, and manages worker and work.”— Peter F. Drucker: The Practice of Management.
Drucker stresses three jobs of management:
- Managing a business;
- Managing manager; and
- Managing workers and work.
Even if one is omitted, It would not have management anymore and it also would not have a business enterprise or an industrial society. According to P. Drucker, the manager has” to balance and integrate three major jobs of a business enterprise as mentioned above.
Hence, a manager is a dynamic and life-giving element in every business. Without efficient management it cannot be possible to secure the best allocation and utilisation of human, ‘ material and financial resources.
Question 2.
Explain the management process in detail.
Answer:
The substance of management should be identified as a process. A process is something that what a person does in the context of his individual duties and responsibilities assigned by his or her immediate higher authority.
There are twin purposes of the management process:
- Maximum productivity or profitability
- Maximum human welfare and satisfaction.
There are five parts of management as a process:
- Co-ordination of resources: The manager of an enterprise must effectively coordinate all activities and resources of the organisation, namely, men, machines, materials and money, the fdur M’s of management.
- Management is a Process: The manager achieves proper coordination of resources by means of the managerial functions of planning, organising, staffing, directing (or leading and motivating) and controlling.
- Management is a Purposive Process: It is directed toward the achievement of predetennined goals or objectives. Without an objective, we have no destination to reach or a path to follow to arrive at our destination, i.e., a goal, both management and organisation must be purposive or goal-oriented.
- Management is a Social Process: It is the art of getting things done through other people.
- Management is a Cyclical Process: It represents planning-action-control-replanning cycle, i.e., an ongoing process to attain the planned goals.
Question 3.
Describe the principles of scientific management.
Answer:
Principles of scientific management propounded by Taylor are:
(i) Science, Not Rule of Thumb: Rule of Thumb means decisions taken by manager as per their personal judgments. According to Taylor, even a small production activity like loading iron sheets into box cars can be scientifically planned. This will help in saving time as well as human energy. Decisions should be based on scientific enquiry with cause and effect relationships.
(ii) Harmony, Not Discord: Taylor emphasized that there should be complete harmony between the workers and the management since if there is any conflict between the two, it will not be beneficial either for the workers or the management. Both the management and the workers should realize the importance of each other.
(iii) Mental Revolution: The technique of Mental Revolution involves a change in the attitude ‘ of workers and management towards each other. Both should realize the importance of each
other and should work with full cooperation. Management as well as the workers should aim to .increase the profits of the organisation.
(iv) Cooperation, Not Individualism: This principle is an extension of principle of ‘Harmony, ‘ . not discord’ and lays stress on mutual cooperation between workers and the management. Cooperation, mutual confidence, sense of goodwill should prevail among both, managers as well as workers. The intention is to replace internal competition with cooperation. Both ‘Management’ and ‘Workers’ should realize the importance of each other.
(v) Development of each and every person to his or her greatest efficiency and prosperity: Efficiency of any organisation also depends on the skills and capabilities of its employees to a great extent. Thus, providing training to the workers was considered essential in order to learn the best method developed through the use of scientific approach.
Question 4.
Explain the principles of modern management.
Answer:
The Father of Modem Management is Mr.Henry Fayol, and according to him there are 14 major principles of management which every manager has to practice for the success of the organization.
- Division of Work: According to this principle the whole work is divided into small tasks. This leads to specialization which increases the efficiency of labour.
- Authority and Responsibility: This is the issue of commands followed by responsibility for their consequences.
- Discipline: It is obedience, proper conduct in relation to others, respect of authority, etc. It is essential for the smooth functioning of all organizations.
- Unity of Command: This principle states that each subordinate should receive orders and be accountable to one and only one superior.
- Unity of Direction: All related activities should be put under one group, there should be one plan of action for them, and they should be under the control of one manager.
- Subordination of Individual Interest to Mutual Interest: The management must put aside personal considerations and put company objectives firstly.
- Remuneration: Workers must be paid sufficiently as this is a chief motivation of employees and therefore greatly influences productivity.
- The Degree of Centralization: The amount of power wielded with the central management depends on company size.
- Line of Authority/Scalar Chain: This refers to the chain of superiors ranging from top management to the lowest rank.
- Order: Social order ensures the fluid operation of a company through authoritative procedure.
- Equity: Employees must be treated kindly, and justice must be enacted to ensure a just workplace.
- Stability of Tenure of Personnel: Stability of tenure of personnel is a principle stating that in order for an organization to run smoothly, personnel (especially managerial personnel) must not frequently enter and exit the organization.
- Initiative: Using the initiative of employees can add strength and new ideas to an organization.
- Esprit de Corps/Team Spirit: This refers to the need of managers to ensure and develop morale in the Workplace; individually and communally.
Question 5.
Discuss the implications of span of management.
Answer:
The Span of Management has two implications:
- Influences the complexities of the individual manager’s job.
- Determine the shape or configuration of the Organization.
The span of management is related to the horizontal levels of the organization structure. There is a wide and a narrow span of management. With the wider span, there will be less hierarchical levels, and thus, the organizational structure would be flatter. Whereas, with the narrow span, the hierarchical levels increases, hence the organizational structure would be tall.
- Both these organizational structures have their advantages and the disadvantages. But however the tall organizational structure imposes more challenges.
- Since the span is narrow, which means less number of subordinates under one superior, requires more managers to be employed in the organization. Thus, it would be very expensive in terms of the salaries to be paid to each senior.
- With more levels in the hierarchy, the communication suffers drastically. It takes a lot of time to reach the appropriate points, and hence the actions get delayed.
- Lack of coordination and control because the operating staff is far. away from the top management.