2. Explain the process or the steps of planning.(09,10,11) According to Fayol - "The plan of action is, at one & the same time, the result envisaged, the line of action to be followed, the stages to go through, & the methods to use. It is a kind of future picture wherein proximate events are outlined with some distinctness....

The Planning process involves the following steps:1. Analysis of External Environment : The external environment covers uncontrollable & unpredictable factors such as technology, market, socioeconomic climate, political conditions etc., within which our plans will have to operate.2. Analysis of Internal Environment : The internal environment covers relatively controllable factors such as personnel resources, finance, facilities etc., at the disposal of the firm. Such an analysis will give an exact idea about the strengths & weakness of the enterprise.3. Determination of Mission : The "mission" should describe the fundamental reason for the existence of an organization. It will give firm direction & make out activities meaningful & interesting.4. Determination of Objectives : The organizational objectives must be spelled out in key areas of operations & should be divided according to various departments & sections. The objectives must be clearly specified & measurable as far as possible. Every member of the organization should be familiar with its objectives.5. Forecasting: Forecasting is a systematic attempt to probe into the future by inference from known facts relating to the past & the present. Intelligent forecasting is essential for planning. The management should have no stone unturned Functions of Management in reducing the element of guesswork in preparing forecasts by collecting relevant data using the scientific techniques of analysis & inference.6. Determining Alternative course of Action : It is a common experience of all thinkers that an action can be performed in several ways, but there is a particular way which is the most suitable for the organization. The management should try to find out these alternatives & examine them carefully in the light of planning premises.7. Evaluating Alternative Courses : Having sought out alternative courses & examined their strong & weak points, the next step is to evaluate them by weighing the various factors.8. Selecting the Best: The next step - selecting the course of action is the point at which the plan is adopted. It is the real point of decision-making.9. Establishing the sequence of activities : After the best programme is decided upon, the next task is to work out its details & formulate the steps in full sequences.10. Formulation of Action Programmes : There are three important constituents of an action plan: The time-limit of performance. The allocation of tasks to individual employees. The time-table or schedule of work so that the functional objectives are Achieved within the predetermined period.

11. Reviewing the planning process :through feedback mechanism, an attempt is Made to secure that which was originally planned. To do this we have to compare the actual performance with the plan & then we have to take necessary corrective action to ensure that actual performance is as per the plan.

3. 4. Explain the importance of planning.(09,10,11)

Importance of Planning: As a managerial function planning is important due to the following reasons:-1. To manage by objectives : All the activities of an organization are designed to Achieve certain specified objectives. However, planning makes the objectives more concrete by focusing attention on them.2. To offset uncertainty and change : Future is always full of uncertainties and Changes. Planning foresees the future and makes the necessary provisions for it.3. To secure economy in operation : Planning involves, the selection of most profitable course of action that would lead to the best result at the minimum costs.4. To help in co-ordination : Co-ordination is, indeed, the essence of management, the planning is the base of it. Without planning it is not possible to co-ordinate the Different activities of an organization.5. To make control effective : The controlling function of management relates to the comparison of the planned performance with the actual performance. In the absence of plans, a management will have no standards for controlling other's performance.

6. To increase organizational effectiveness: Mere efficiency in the organization is not important; it should also lead to productivity and effectiveness. Planning enables the manager to measure the organizational effectiveness in the context of the stated objectives and take further actions in this direction.

5. What is planning & explain the steps involved in planning?(08,10) Samuel Certo says: “Planning is the systematic development of the action programmers aimed at reaching agreed business objective by the process of analyzing, evaluating & selecting among the opportunities which are foreseen.” Steps in Planning-

a) Establishing objectives -The first step in the planning is to establish or determine in the definite term the objectives. Objective indicate basically what is to be accomplished & where the primary emphasis is to be placed & what the police & procedures should be planning is to be the work out in the details what is to the accomplished.b) Communicably objectives -In the designing an the environment for the effective performance of the work groups it is the imperative that people must know what they are expected to the describe their personal business goals it is the likely that they have no objectives at all.c) Establishing planning premises -The third step in the planner is to determine the relevant information that will be needed by the planner in the establishing & estimating the plan. Planning premises provide a background on which all the attention of the planner continuous to provide the boundary wall with in which the attention remains diverted

IMPORTANT QUESTION & ANSWERSd) Listing Alternation ways of the Reaching Objectives -Under this step managers should list is many available alternation as possible are the reaching the pre-planned the objectives. In this connective the planner must reduce by the preliminary examination the number of the alternation to those missing the most fruitful possibilities or by the mathematically eliminating the least promising ones.e) Evaluating Alternative Cases -Having sought out alternative courses & examined their strong & the weak points the fifth step is the evaluate them by the weighting the various factors in the right of the promises & goals.f) Establish Policies -Policies might be viewed as a board pathway with in which the worked moves towards on the objectives when considering alternatives a worker can the automatically exclude those matters that are outside the area designed as the acceptable by organization policyg) Selecting A Courses of the Action -The seventh step-selecting the coursed of the action is the point at which a plan is the adopted the real point of the decision-making occasionally an analysis & evolution of the alternation courses against objectives.

h) Putting plans into the action -Once place have been developed they are ready to be put into the action. The plans should furnish the organization with the both long range & short the range direction of the activity.i) Establishing Budgets -The important step to give the plans a meaning is to the number them by the converting them to the budgets are the expression of the expected in the numerical terms. If done well budgets become a means of the auditing to getter the various plans & also important stand against which planning progress can be measured.j) Establishing Time Tables -Completion dates are the most important part of the any schedule. Millipore’s are the created for the convenient intervals throughout the life of the project so that the manager dose not suddenly realize at the manager that he major objectives are only half realized.k) Deciding on Standards -As a final step in the planning procures. It is important for the manager to realize that the plan performance is measured. Consequently plans should be stated in a measurable manner.6. Write a note on :- (08,10,11,12) Span of control - One of the basic doctrines in the theory of the organization is the principal of the span of management. The ability capability & the time of the managers are the necessarily restricted by the biological & physical factors hence a manager cannot look after manage or the control unlimited number of the people working under him. Consequently if the someone wants effective management, than the number of the subordinates working under the manager must be such which he can effectively handle. The theoretical justification for the restricted Span of the Management was developed by A.G Gracie, the famous French mathematician & the management consultant. He proved through a mathematical formula the relationships between a manager & sub-ordinate working under him. This repaid increase in relationship is so much fast that we call it in a geometrical progression Graciousness’ theory explains that there is not one relationship between a manger & sub-ordinates that is - controlled. Rather there are three different relationships that require proper attention of a manager. Social responsibilities of Managemen t-The social responsibility of Management: The social responsibility of business refers to such decisions & activities of a business firm which provides for the welfare of the society as a whole along with the earning profit for the firm. On the other h& social responsibility refers to the obligations & duties of the business to the society. The theme of social responsibility is that A business firm should not ignore the welfare of the society. Policies & the business enterprise should focus on the values of the society. Earning profit by honoring values of the society & finally assists the promotion of welfare of the society.

IMPORTANT QUESTION & ANSWERS7. Explain the importance organizing. Importance of Organizing : Performance of the organizing function can pave the way for a smooth transition of the enterprise in Accordance with the dynamic business environment. The significance o8. Explain the Maslow’s heriechey needs.(09,10,11,12) Hierarchy of needs theory It is developed by Abraham Maslow. Maslow hypothesized that within every human being, there exists a hierarchy of five needs:1. Physiological : Includes hunger, thirst, shelter etc.2. Safety : Security and protection from physical and emotional harm.3. Social : Affection, belongingness, acceptance and friendship.4. Esteem : Internal factors such as self-respect, autonomy, achievement and external factors such as status, recognition and attention.5. Self-actualization : Drive to become what one is capable of becoming includes growth, achieving one’s potential and self-fulfillment.As each of this needs becomes substantially satisfied, the next needs becomes dominant. Maslow divide this five needs into higher and lower order needs. Lower-order needs – Physiological, safety, and social needs.

Desires for physical and social well being.

IMPORTANT QUESTION & ANSWERS

Higher-order needs – Esteem and self-actualization needs. Desire for psychological growth and development

9. Differentiate between Administration & Management(08,09,11)

Points of Destination Administration Management1.Nature of work Thinking function or

its primarily concerned with the determination of objectives & broad policies.

It’s a doing function. It involves the implementation of plans & policies

2.Scope It takes major decisions & is a wider term than management.

It takes the decision within the frame work of administration.

3.Level of Authority It is a top management function.

It is a lower level management function

4.Status It consists the owner of the enterprise.

It consists of the managerial personnel with specialized knlowdeged who may be the employee.

5.Nature of Organization

Generally it is used in relation to government, military, educational &religious organization.

Used in mainly business firms which have economic motives.

6.Influence Its decisions are generally influenced by external factors such as social political legal etc.

Its decisions are influenced by internal factors such as values, beliefs &opinions.

10. Explain the Difference between formal & informal organization(09) 11.12.13.

Informal organisation

IMPORTANT QUESTION & ANSWERS

12. Define Organization and Types of Organization.(09,10,11,12) A

IMPORTANT QUESTION & ANSWERS(V.) Matrix organization: It is referred to as the “multiple command system” has two chains of command. One chain of command is functional, in which the flow of authority is vertical. The second chain is horizontal depicted by a project team which is led by the project or group manager who is an expert in team’s assigned area of specialization.(VI.) Committee organization: A committee means a group of persons formed for a stated purpose. It may be a standing committee, or convened for a special purpose.

13. Briefly explain the control processes. Or Define Steps in the Control Process. & explain the essentials of good control system.(09,11)

Steps in the control process. 1. Establish Standards

a. Control standard —a target against which subsequent performance will be compared.i. Control standards should be expressed in measurable terms.

ii. Control standards should be consistent with organizational goals.iii. Control standards should be identifiable indicators of

performance. 2. Measure Performance a. Performance measurement is an ongoing process.

3. Compare Performance Against Standards a. Define what a permissible deviation from the performance standard is.

b. Utilize the appropriate timetable for measurement. 4. Consider Corrective Action

a. Maintain the status quo (do nothing).b. Correct the deviation to bring operations into compliance with the standard.c. Change the standard if it was set too high or too.

IMPORTANT QUESTION & ANSWERS14. Is ‘Management is both a Science as well as an Art’ Discuss.(09,10,11) Science may be described- "as a systematic body of knowledge Pertaining to an area of study & contains some general truths Explaining past events or phenomena".Management as Science Management uses principles, concepts of laws, economics, psychology etc. Concepts & meanings should be clear in science and the same applies for mgt. No empirical conformation like science. Like science taking a factor as static is not possible in mgt. 'Art' refers to "the way of doing specific things; it indicates how an Objective is to be achieved." Management like any other operational activity has to be an art. Most of the managerial acts have to be Cultivated as arts of attaining mastery to secure action & results. Management as Art. Like arts, mgt involves the use of know-how & skills. Both are directed towards achieving concrete results. Mgt is creative like arts. Mgt is personalized like arts. Therefore Management is both a science as well as an art. The science of management provides certain general principles which can guide theManagers in their professional effort. The art of management consists in tackling every situation in an effective manner. As a matter of fact, neither science should be over-emphasized nor art should be discounted; the science & the art of management go together & are both mutually interdependent & complimentary. Management is thus a science as well as an art. It can be said that-"the art of management is as old as human history, but the science of management is an event of the recent past."

15. What is decentralization? What are the various factors influencing the centralization and decentralization?(08,09,10) Decentralization -Decentralization is the policy of delegating decision making authority throughout the organization, relatively away from central authority.Factors- Centralization - • Stable environment.• Low capability of lower level managers to take decision as top level managers.• Decisions are significant.

IMPORTANT QUESTION & ANSWERS• Company is large.• Organization is facing a crises or the risk of company failure. Decentralization - • Environment is complex, uncertain.• Lower-level managers are capable and experienced at making decisions.• Decisions are relatively minor.• Corporate culture is open to allowing.• Company is geographical dispersed.

16. Explain the roles of a Manger (or) Explain the Managerial roles.(09,11) Managerial Roles are:A role is a set of specific tasks a person performs because of the position they hold. Roles are directed inside as well as outside the organization.There are 3 broad role categories:1. Interpersonal2. Informational3. Decisional1. Interpersonal Roles - Roles managers assume to coordinate and interact with employees and provide direction to the organization.• Figurehead role : symbolizes the organization and what it is trying to achieve.• Leader role : train, counsel, mentor and encourage high employee performance.• Liaison role: link and coordinate people inside and outside the organization

to help achieve goals.2. Informational Roles - Associated with the tasks needed to obtain and transmit information for management of the organization.• Monitor role: analyzes information from both the internal and external environment.• Disseminator role : manager transmits information to influence attitudes and behavior of employees. • Spokesperson role: use of information to positively influence the way people in and out of the organization respond to it.3. . Decisional Roles - Associated with the methods managers use to plan strategy and utilize resources to achieve goals. • Entrepreneur role : deciding upon new projects or programs to initiate and invest.• Disturbance handler role : assume responsibility for handling an unexpected event or crisis.• Resource allocator role: assign resources between functions and divisions, set budgets of lower managers.• Negotiator role : seeks to negotiate solutions between other managers, unions, customers, or shareholders.

17. What is MBO? Explain its features, process and types. Management by objectives (MBO)-Management by objectives term was first popularized by Peter Ducker in 1954. Management by objectives is a process whereby the superior & subordinates managers of an organization jointly identify its common goals.

According to George S. Ordiorne - “MBO is a process whereby the superior and subordinate manager of an organization jointly identifies its common goals. Define each individual’s major areas of responsibility. In terms of result expected of him, and use these measures as guides for operating the unit and assessing the contribution of each of its members”.Features of MBO –a) MBO is concerned with goal & planning for individual managers & their units.b) The essence of MBO is a process of joint goal between a supervisor and a subordinate.c) Managers work with their subordinates to establish the performance goals that are consistent with higher organizational objectives.

IMPORTANT QUESTION & ANSWERSd) MBO focuses attention on appropriate goals & plans.e) MBO facilitates control through the periodic development & subsequent evaluation of individual goals and plans.Process of MBO –1. Preliminary setting of objectives at the top management level2. Clarification of organizational roles3. Setting the individual objectives4. Matching goals with resources5. Performance appraisalTypes of Objectives -a) Strategic objectives - set by and for top management of the organization that address broad, general issues.b) Tactical objectives - set by and for middle managers; their focus is on how to operationalize actions to meet strategic objectives.c) Operational objectives - set by and for lower-level managers to address issues associated with tactical objectives.

18. Discuss line and staff concept and explain the ways to avoid line and staff conflict Line and Staff Organization is one, in which there is basic departmentation for primary business functions, operated on the concept of the scalar chain; and there is a provision for specialized activities performed through staff officers, the latter acting ordinarily in an advisory capacity. Line and staff conflict - Generally staff people are relatively young, better educated and more sophisticated in appearance. They also suffer the notion that their ideas, if implemented, will produce miraculous result. Complaints of line against staff .• Line personnel view their staff counterparts as a source of irritation because the advice and recommendations may involve change in the status.• The ideas, suggestions or recommendations by the staff are theoretical and Impractical.• Many a times, staff officials render untimely advice• Staff people steal the credit for the successful ideas while blame for the failure against line.• There is lack of authority, for the staff.• Line people resist new ideas of the staff.• Line officials consult the staff only as a matter of last resort Suggestions for resolving line-staff conflict. There must be clear definition of the authority, responsibility, areas and manners of functioning of line and staff officials. Staff must appreciate the problem of line and line must be made to listen to the staff. There must be open channels of communication between the line and staff for transmission of understanding and betterment of human relations. Proper use of the staff—line officers are dependent on staff officers for solving the problems which require expertise knowledge and the skill. Setting congenial organizational climate—congenial organizational climate full of mutual trust, respect, Self-restrain and control, coordinated approach and mutual help is another important factor for successful operation of line and a staff personnel.

19. “Communication is the essence of management”. Discuss . (10,11,12)Yes management is the art of getting thing done through or with people. Because other resources that are money, material, machinery, methods etc. can’t fulfill the purpose of organizational objectives, until and unless the main resources can’t be dealt well so management.

Nature – 1. It is purposive activity - management is always aimed at achieving certain specified objectives. It is a tool which helps efficient use of human and physical resources to accomplish the predetermined goals.

IMPORTANT QUESTION & ANSWERS2. Management is pervasive i.e. primary in nature - Its activities aren’t restricted to business units alone but in every kind of organization. Its procedure is compulsory whenever more than one person is required or engaged in working for a common.3. It is a continuous process - No day can come when organization can say that it doesn’t need management. As business in dynamic in nature so the problems arises every day management is required for solution of day to day affairs of business.4. It is universal activity - It is neither confined to any geographical boundaries not to any establishment not to any establishment ate business organization.

Directing is dynamic and continuing functions. It initiates organized & planned action. It provides a link between various managerial functions of planning, organizing and

controlling. It’s a universal function. It is considered with human relationship. It motivatvates commands, communicate, supervises the staff and controls the

organization.20. Explain the different sources of recruitments .(10,11)

a) Internal sources -the employees already working in the organization may be more suitable for higher jobs than these recruitments from outside. Internal sources are discussed as follows-

I. Transfers: -it involves shifting of persons from present jobs to other similar places. These do not involve any change in rank, responsibility & prestige.

II. Promotions: - it refers to shifting of persons to positions carrying better prestige , higher responsibility , & more salaries. The higher positions falling vacant may be filled up from within the organization.

III. Present employees :-the present employees’ off an organization may be informed about likely vacant positions. The employees recommend their relations or persons intimately known to them.

b) External sources: - every enterprise has to use external sources for recruitments to higher positions when existing employees are not suitable.

I. Advertisement -through newspapers, magazine, poster, internet, and the ads will be given to evaluate themselves against the recruitments of jobs.

II. Employment exchanges: it is run by the government unemployed persons get themselves register with these exchanges; the vacancies may be notified with the exchange’s whenever there is a need. The exchange supplies a list of candidates fulfilling required qualifications.

III. Educational intuitions’ - the jobs in trade industry are becoming technical and complex. these jobs require certain amount of educational & technical qualification . the employees exchange information with universities & technical intuitions .the students are spotted during the course of their studies.

IV. Unassociated applicants - person in search of employment may contact employers through telephone, by post or in person. Generally employer with good reputation gets un-solicited applications. If an opening is therefore is likely to be there then these persons are considered for such jobs.

V. Labor contractor s- it is quite common to engage contractors for the supply of labor. When workers are require for short period & are hired without going through the full procedure of selection etc. contractors or jobbers are the best source of getting them.

21. Explain any 5 characteristics of management.(08,09,10,11,12) CHARACTERISTICS OF MANAGEMENTAn analysis of the various definitions of management indicates that Management has certain characteristics. The following are the salient Characteristics of management.1. Management aims at reaping rich results in economic terms: Manager's primary task is to secure the productive performance through Planning, direction and control. It is expected of the management to Bring into being the desire results. Rational

IMPORTANT QUESTION & ANSWERSutilization of available Resources to maximize the profit is the economic function of a manager. Professional manager can prove his administrative talent only by economizing the resources and enhancing profit2. Management also implies skill and experience in getting things done through people: Management involves doing the job through people. The economic function of earning profitable return cannot beperformed without enlisting co-operation and securing positive response from "people". Getting the suitable type of people to execute the operations is the significant aspect of management.3. Management is a process : Management is a process, function or activity. This process continues till the objectives set by administration are actually achieved. "Management is a social process involving co-ordination of human and material resources through the functions of planning, organizing, Staffing, leading and controlling in order to accomplish stated objectives".4. Management is a universal activity : Management is not applicable to business undertakings only. It is applicable to political, social, religious and educational institutions also. Management is necessary when group effort is required.5. Management is a Science as well as an Art : Management is an art because there are definite principles of management. It is also a science because by the application of these principles predetermined objectives can be achieved.

22. Explain the nature /characteristics of Direction .(11) a) It is a dynamic function- a manager has to continuously direct ,m guide , motivate & lead his

subordinates. With change in plans & organsational relationships, he will have to change the methods and directions & techniques

b) It initiates actions.-directing initiates organized & planned action & ensures effective performance by sub-ordinates towards the accomplishment of group activities. It is regarded as the essence of management in action.

c) It provides necessary link between various managerial function-directing link to the various managerial functions of planning , organizing, staffing, & controlling. Without directing the function of controlling will never arise & the other preparatory functions of management will become meaningless.”Nothing happens until the bus automobile is put into gear & the accelerator pressed”.

d) It is universal function-all managers have to guide , motivate , lead, supervise & communicate with their sub-ordinates.

e) Its concerned with human relationship-directing creates co-operations among the members of the group. It seeks to achieve orderly arrangement of group effort to provide unity of action in the pursuit of common objectives.

23. Explain Leader, Qualities of a Leader,& Types- leader- is an individual who will be instrumental in guiding the efforts of group of the worker. To the achievement of goals & objectives both of the individual of the organization

I. Quality of a good leader a) good personality-punctual, knlowdgeable.b) Emotional stability-concern, feeling towards workers.c) Sound education & professional competence.d) Initiates & creative thinking-innovate idease) Sense of purpose and responsibility.f) Ability to guide and teach.g) Good understanding and sound judgments.h) Communicating skillsi) Social able- mingle, helping nature, positive attitude.j) Objective & flexible approach.k) Honesty & integrity of character.

IMPORTANT QUESTION & ANSWERSl) Self-confidence.m) Courage to accept responsibility-to face un-certainty.

II. Leadership types- a) Autocratic leader -the leader expect complete obedience from his subordinates and all

decision making is centralized in the leader. All decision major or small are taken by the leader & sub-ordinates are forced to obey them without questioning.

b) Laissez leader- under this type of leadership maximum freedom is allowed to sub- ordinates they are given free hand in deciding their own policies & methods & take there own decision. The leader provides help only when required by the sub-ordinates otherwise he does not interfere in there work.

c) Democratic leader -under this type the leader act according to the mutual consent & the decision are reached often consulting the sub-ordinates.

d) Bureaucratic leader -in this style everything is influenced by the rules regulations and procedures. The leader setup a procedure ordering to the rule book. All the decision are taken on the basis on the rules & regulation. The employees are not encouraged to take the initiatives.

e) Manipulative leader -the employees are exploted through different means for extract in more & more work from them & not compensating them for there additional efforts.

When the co-operation of employees is needed urgently for specific task. When the projects are of short duration. When long term relationship may not be required.

f) Paternalistic leader -it is based upon the sentiments and emotions of people. A paternalistic leader is like a father figure to the sub-ordinates . the leader looks after the needs & aspirations of sub-ordinates. He helps guides & protects all of his sub- ordinates.