TOPIC 2: MANAGEMENT PROCESS

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1 TOPIC 2: MANAGEMENT PROCESS Sr. No. 1 Statement Option (a) Option (b) Option (c) Option () Ans "Management is getting the things one by others"- is sai by 2 Management is not An economic resource Henry Gantt Drucker Mary Parker Henry Fayol c A system of authority A class or elite All are wrong 3 Management is not. Methoology Team activity Social science All are wrong 4 Getting the things one from others is calle as Management Ajustment Organization Direction a Accoring to, "Management is the art of getting things one through an with people in formally organize groups". writes, "Management is a multipurpose organ that manages a business, manages managers an manages workers an work". Management is not irectly visible instea; its presence is observe in the form of results. Rather than feeling the presence of managers (goo or ba), it focuses more on the results which is measure in terms of higher prouctivity, higher efficiency, iscipline work force, etc. Hence is. 8 Which are the important features of? It is process 9 Which of the following is the uty of : (1) Facilitates Optimum Utilization of Resources (2) Generates Efficiency (3) Motivates Personnel (4) Encourages Initiative (5) Development of Team Spirit (6) Facilitates Innovation Harol Koontz Henry Fayol George Terry Mary Follet a Harol Koontz Henry Fayol George Terry Peter Drucker Tangible Intangible Concrete None of above b It is Art as well as Science It follows Professional Approach All of above (1), (2), (3) (4), (5), (6) (1), (3), (5) All of above Designe & Develope by S. K. Rawat 2.1

2 10 As the manager s uses systematic knowlege of principles an laws along with his jugment, skills an efforts in orer to accomplish the goals of the organization, hence has characteristics of as well as. 11 Top level inclues goo, ba right, wrong art, science commerce, science c Managing Directors (MD) Chief Executive Officers (CEO) Presient All of above 12 Levels of are Strategical Level Tactical level Operational level All of above 13 The functions of top level are Defining goals, mission an vision of organization an making ifferent long term policies for an organization is the function of level of. Level is concerne with (1) etermination of company goals (2) framing of corporate policy (3) mobilization of resources (4) monitoring performance an (5) shoulering financial responsibilities. The top level plans an views the company business for years from present. 17 The functions of mile level are Monitoring an controlling the operations, cooperation with other epartments an to select, train an motivate employees is the function of level of. Level is concerne with (1) giving recommenations (2) interpreting policy (3) framing rules an regulations Defining goal of an organization or business Defining mission an vision Making ifferent long term policies for an organization All of above top mile lower None of above a Top Mile Lower None of above a 5 to to to 20 None of above b Giving recommenations to top Interpretation of policies frame by top Framing rules an regulations to be followe by lower level All of above top mile lower None of above b Top Mile Lower None of above c Designe & Develope by S. K. Rawat 2.2

3 () monitoring an controlling operations an (e) selecting, training an motivating employees. The mile level plans an views the company from the perio of years from present. To conuct ay to ay activities, monitor aily progress an reporting to mile level is the function of level of. Level is concerne with (1) guiing, irecting an motivating the employees (2) eveloping moral (3) supervision of workers an (4) acting as link between & employees The lower level plans for aily activities for a perio of. The number of people working on lower level are larger than On only few people work as mile level managers. Top level is known as because all important ecision relate to whole organization is taken by top Mile level of inclues people who are esignate as a top mile lower None of above c Top Mile Lower None of above c ay month year None of above b Strategical Level Tactical level Operational level All of above b Strategical Level Tactical level Operational level All of above b Strategical Level Tactical level Operational level All of above a Senior Managers Junior Managers Supervisors All of above 28 Mile level is known as of. Strategical Level Tactical level Operational level All of above b 29 The managers working at the mile level manages the whole organization an reach to the goal efine by top Strategically Tactically Operationally All of above b 30 Lower level known as Strategical level Tactical level Operational level All of above c 31 Lower level inclues people like Clerks Supervisors Data entry operators All of above 32 The lower level operations coul be ay to ay Prouction Payments Purchase All of above Designe & Develope by S. K. Rawat 2.3

4 33 34 "Aministration is concerne with the etermination or planning of corporate policy whereas is concerne with the execution or implementation of policy within the limits set" is state by. state that "Aministration is use for executive functions in government epartments while Management is use for executive functions in business organizations" 35 Which uties come uner Aministration? Oliver Shelon Henry Fayol F. W. Taylor Peter Drucker a Oliver Shelon Henry Fayol F. W. Taylor Peter Drucker b Formulation of broa objectives, plans an policies Decision making function as to what is to be one an when 36 Aministration functions or uties are ecision making policy making 37 F.W Taylor has given his highest contribution in Scientific involves: (1) use of scientific methos to accomplish each an every element of work (2) scientific selection of workers (3) harmonious cooperation between workers an The theory of Scientific revolves roun the funamentals principles of F. W. Taylor. To promote equity an justice an to create atmosphere of amity an mutual cooperation is the objectives of Scientific Principles of Supervise an manage all ay to ay activities making necessary ajustments Functions of All of above All of above Economics an (1), (2) (2), (3) (1), (2), (3) None of above c two three four five c Traitional Classical Scientific Moern c 41 Principles of is the contribution of Aam Smith Henry Fayol Mary Parker F.W. Taylor c 42 Henry Fayol has given principles of a a 43 Following is not the principle of Initiative Scalar chain Staffing Responsibility c Designe & Develope by S. K. Rawat 2.4

5 44 Following is not the principle of Team Work Organizing Division of work Remuneration b 45 Following is not the principle of Centralization Authority Decentralization Esprit e corps c 46 Following is not the principle of Authority Discipline Equity Planning In which principle of an employee receive orers an report to only one superior rather than multiple bosses. If there is single manager an single plan for activities having the same objectives, then there will be. Scalar chain is the, which runs from top level to the lower level in the organization. Unity of Direction Unity of Comman Discipline Division of Work b Unity of Comman Discipline Division of Work Unity of Direction line of authority plane of authority path of authority authority a 50 Espirit e Corps means. Team Work Team activity Team spirit No Team c 51 Henry Fayol is calle as "Father of Management. Traitional Classical Scientific Moern 52 Position, esignation, seniority efines Centralization Initiative Authority Scalar chain c 53 Meaning of is right to comman Stability Authority Scalar chain Initiative b 54 What is the secon sie of coin of authority? position Power Responsibility Remuneration c 55 Discipline starts from Top to Bottom Bottom to Top From mile All are wrong a 56 When many functions are controlle by a central authority, it is calle as Authority Management Discipline Centralization 57 gives power in hans of centre. Discipline Centralization Authority Responsibility b 58 Accoring to "Planning is eciing in avance what to o, how to o it, when to o it an who is to o it." Harol Koontz Henry Fayol F. W. Taylor Davi Ewing a 59 To start with enthusiasm is calle Initiative Dynamism Leaership Management a Designe & Develope by S. K. Rawat 2.5

6 Out of the following which is not the function of Which is the appropriate reason of failure of goo plan? Out of the following reasons given below, which oes not imply to equity? What was the abbreviation given by Luther Gullick while efining the function of? Decision making Coorinating Reporting None of above Insufficient ata Lack of knowlege Over confience All of above Equal wages Dignity Fair Goo work culture a PODRBCO PODCORB PODRCOB PODBCOR b 64 Which is next step after planning? Controlling Directing Organizing Coorinating c Assigning each group accoring to the similar activities to be performe, to manager with the necessary authority to supervise them is calle. Remuneration of personnel is the principle base on principles. 67 Due to unity of irection, Work is ivie 68 The objectives of planning is is a function of which efines the steps of how an when work will be one effectively an efficiently. ensures that actual performance shoul be at par with the stanar efine an shoul not eviate from it. Mile level inclues people who are esignate as: Planning Organizing Controlling Decision making b F.W. Taylor Henry Fayol Peter Drucker Mary Follet b To increase prouctivity Authority is elegate To ecrease overloa of work Teams are forme To maintain stanars Deviation from plans All of above Planning Organizing Directing Controlling a Planning Organizing Controlling Bugeting c Senior Managers Junior Managers Supervisors All of above 72 Lower level inclues: Clerks Supervisors Data entry operators All of above 73 major contribution to the theory in his 14 principles of that are base on his thoughts an experiences. HenryFayol HenryGantt F. W. Taylor Lillian Gilbreth a 74 is the principle of Authority an that allows everyone to o their job as per their skills Division of work responsibility or specialization. Discipline All of above a Designe & Develope by S. K. Rawat 2.6

7 Goo or salaries motivate people to work efficiently an satisfies them to be loyal to the organization. Accoring to, "Planning is to a large extent, is the job of making things happen that woul not otherwise occur." In the wors of planning is eciing in avance what to o, how to o it, when to o it an who is to o it. Analyzing internal environment is step in the process of planning. Review of plan is the step in the process of planning. The steps involve in Planning are given below. Choose the steps in orer of process of planning: (1) analyze internal environment (2) analyze external environment (3) efine an set objectives (4) etermine plan (5) frame alternative plan (6) selection of appropriate plan (7) implement of suitable plan (8) review of plan is the preparation for action that gives sense of irection to business activities. Which one of the following is the avantage of effective ecision making? 83 SMART stan for Unity of Direction Remuneration Discipline Unity of Comman b Davi Ewing Mary Follet Henry Fayol Harol Koontz a Oliver Shelon Mary Follet Henry Fayol Harol Koontz first secon thir last a first secon thir last 1,2,3,4,5,6,7,8 1,2,4,3,5,6,7,8 7,8,6,5,3,4,2,1 8,7,6,5,4,3,2,1 a Planning Organizing Directing Controlling a Quick actions No elays No confusion All of above specific, measurable, achievable, realistic, timely 84 Organizing ensures coorination 85 Organizing facilitates effective specific, measurable, accountable, realistic, timely optimum utilization of resources elegation of authority specific, moveable, achievable, realistic, timely specific, moveable, accountable, realistic, timely (A) an (B) None of above c performance of employees All of above a Designe & Develope by S. K. Rawat 2.7

8 In the wors of Organization is a process of combining the work which iniviual or groups have to perform with the facilities necessary for its execution, that the uties so performe provie the best channels for the efficient, systematic, positive an coorinate application of the available effort. Determine objectives an goals are step in the process of organizing. Provision of coorination is the step in the process of organizing. Organizing process follows the steps in which orer from the following: (1) etermine objectives an goals (2) ientify activities to achieve goals (3) creation of epartment (4) arrangement of resources (5) assignment of uties (6) granting of authority (7) evelop superior suborinate relationship (8) provision of coorination is the process in which the managers instruct, guie an oversee the performance of the workers to achieve preetermine goals. Comparing actual performance with the stanar is steps in process of irecting. Fining out eviations come after in the process of irecting. In the process of irecting, after establishing ifferent stanar for activities, iniviuals an epartments, the managers nee to ientify the stanar an them as per the requirement or on the basis of task to be performe. Directing process follows the steps in which orer from the following: (1) establishing stanar Oliver Shelon Mary Follet Henry Fayol Claue George Jr a first secon thir last a first secon thir last 1,2,3,4,5,6,7,8 1,2,4,3,5,6,7,8 7,8,6,5,3,4,2,1 8,7,6,5,4,3,2,1 a Planning Organizing Directing Controlling c first secon thir last c Establishment of stanar fixation of stanar comparing actual performance with stanar correcting the eviation fix hol use unertake a 1,2,3,4,5,6 1,2,4,3,5,6 6,5,3,4,2,1 6,5,4,3,2,1 a c Designe & Develope by S. K. Rawat 2.8

9 (2) fixation of stanar (3) comparing actual performance with stanar (4) fining out eviation (5) correcting the eviation (6) follow-up Managers can easily measure the performance of supervisors an suborinates as per the stanar plan an provie them necessary feeback for appraisal. Thus, proper facilitates employee s appraisal. efines Controlling is etermining what is being accomplishe, that is, evaluating the performance, an if necessary, applying corrective measures so that the performance takes place accoring to the plans. In the wors of Controlling is the process of ensuring that actual activities conform to the planne activities. Controlling process follows the steps in which orer from the following steps: (1) setting of stanars (2) implementation of tasks (3) measurement of actual performance (4) compare actual performance with plans (5) fining out eviations (6) list out various corrective measures (7) select appropriate corrective measures (8) follow-up Measuring actual performance is the steps involve in the process of controlling. coorinating irecting cooperating controlling George Terry Oliver Shelon James Stoner Henry Fayol a Oliver Shelon James Stoner Henry Fayol F.W. Taylor b 1,2,3,4,5,6,7,8 1,2,4,3,5,6,7,8 8,7,6,5,3,4,2,1 8,7,6,5,4,3,2,1 a first secon thir last c 100 Which steps in controlling process implement tasks? first secon thir last b 101 Decision making is not linke with function of. planning organizing staffing reporting Designe & Develope by S. K. Rawat 2.9

10 Evaluation of alternative is one in which step of ecision making process. Which steps in ecision making process evelops alternative solutions Effective helps employees to eliminate wastages an achieve better results. Managers must evelop a team spirit among the suborinates by the activities of everyone to achieve the team objectives. Coorination refers to the integration of activities or actions an is calle of efines Decision making as "The process of ientifying an selecting a course of action to solve a specific problem." is the process of ientifying a set of feasible alternatives an from these selecte alternatives the best course of action. Which is the first step in the process of ecision making? Which is the last step in the process of ecision making? Decision making process follows the steps in which orer from the following steps (1) Follow-up (2) implementation of chosen alternative (3) selection of alternatives (4) evaluation of alternatives (5) evelopment of alternatives (6) recognition of problems Management theories are interpretive an evolve with organizational changes because first secon thir last c first secon thir last b coorination ecision making planning irecting a organizing cooperating coorinating planning c presence interaction essence absence c James Stoner George Terry Oliver Shelon Claue George Jr a Planning Organizing Controlling Decision making recognition of problem recognition of problem evaluation of alternative solutions evaluation of alternative solutions implementation of chosen alternative implementation of chosen alternative follow-up follow-up 1,2,3,4,5,6 1,2,4,3,5,6 6,5,3,4,2,1 6,5,4,3,2,1 it is scientific it helps ecision making 113 Planning means thinking before oing thinking after oing both a an b None of these c thinking uring oing no thinking only oing a a Designe & Develope by S. K. Rawat 2.10

114 Policy making in an inustry is role of Management Aministration Workers Public b From the figure below, select the proper orer of functions of : 115 1-4-3-2 1-2-3-4 4-3-2-1 1-3-4-2 a In an

11 114 Policy making in an inustry is role of Management Aministration Workers Public b From the figure below, select the proper orer of functions of : a In an eucation institute, the people who belongs to the three ifferent levels of are: (1) Boar of Trustees (2) Principal of college (3) Teachers (1) Boar of Trustees (2) HOD (3) Teachers (1) Boar of Trustees (2) Principals, HOD's (3) Teachers (1) Principal (2) HOD's (3) Teachers c 116 Ientify the levels of with respect to the position hel by the ifferent persons in organization Top, 2- Mile, 3- Lower 1- Vertical, 2- Mile, 3- Horizontal 1- High, 2- Centre, 3- Low 1- Up, 2- Centre, 3- Down a Designe & Develope by S. K. Rawat 2.11

12 Ientify the type of organization? Line organization Line an Staff organization Functional organization Project organization c Which of the following is true concerning technical an managerial skills? Which is not the principle of, accoring to Henry Fayol? Which of the following best escribe by F. W. Taylor principles? In the figure of ecision making process, ientify the six steps Human skills an technical skills remain equally important as manager s move to higher levels Technical-skill nees remain necessary an human skills ecrease as manager s move to higher levels Human skills remain necessary an technical-skill nees ecrease as manager s move to higher levels Both human-skill an technical-skill nees ecrease as managers move to higher Team work Organizing Division of work Remuneration B Concern for workplace efficiency 1- Define the opportunity or problem 2- Develop satisfying criteria 3- Generate a few alternatives 4- Select the first suitable alternative 5- Repeat if none are suitable 6- Monitor progress Concern for control over the workforce 1- Develop satisfying criteria 2- Repeat if none are suitable 3- Generate a few alternatives 4- Select the first suitable alternative 5- Define the opportunity or problem 6- Monitor progress Concern for work life balance 1- Generate a few alternatives 2- Repeat if none are suitable 3- Define the opportunity or problem 4- Develop satisfying criteria 5- Select the first suitable alternative 6- Monitor progress Concern for working conition 1- Select the first suitable alternative 2- Repeat if none are suitable 3- Define the opportunity or problem 4- Develop satisfying criteria 5- Generate a few alternatives 6- Monitor progress c B A Designe & Develope by S. K. Rawat 2.12

123 124 125 126 Proper, facilitates employees appraisal, as managers can easily measure the performance of supervisors as per the stanar an provie them necessary feeback for appraisal.

13 Proper, facilitates employees appraisal, as managers can easily measure the performance of supervisors as per the stanar an provie them necessary feeback for appraisal. Directing function of embraces activities of: A supervisor who organizes the plant by separating engineering, accounting, manufacturing, personnel an purchasing into epartments is practicing functional epartmentation an the supervisor who carry out this function is calle Suresh has been hire by a consultant to provie training to the workers of a firm where he nees to monitor, compare an correct the tasks or activities performe by the workers. So what is the actual line of function of he is concentrating on? coorination irection cooperation control issuing orers to suborinates supervising suborinates guiing an teaching the suborinates none of above team leaers mile managers first-line managers top managers c Controlling Coorinating Reporting Organizing a 127 Position, esignation, seniority efines centralization irecting organizing coorinating c 128 Which of the following pair is true for triangle Top level strategic ecision CEO Mile level Tactical ecision Manager Lower level Operational ecision Foreman All of these D D Designe & Develope by S. K. Rawat 2.13

14 Designe & Develope by S. K. Rawat 2.14

SUBJECT : PRINCIPLES OF MANAGEMENT Important Question Unit 1&2

SUBJECT : PRINCIPLES OF MANAGEMENT Important Question Unit 1&2 ANSWER ALL THE QUESTIONS 1. Point put the qualities of a good manager Tactical person Problem solver Better communicator Good liaison officers