MG8591-Principles of Management Common to Mech/ECE/ICE 2022- 2023

MG8591 PRINCIPLES OF MANAGEMENT LT P C

3003
OBJECTIVES:
To enable the students to study the evolution of Management, study the functions and principles of management,
and learn the application of the principles in an organization.
UNIT I INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS 9
Definition of Management – Science or Art – Manager Vs Entrepreneur – types of managers -
managerial roles and skills – Evolution of Management – Scientific, human relations, system and contingency
approaches – Types of Business organization – Sole proprietorship, partnership, company-public and private
sector enterprises – Organization culture and Environment – Current trends and issues in Management.
UNIT II PLANNING 9
Nature and purpose of planning – planning process – types of planning – objectives – setting objectives
– policies – Planning premises – Strategic Management – Planning Tools and Techniques – Decision making
steps and process.
UNIT III ORGANISING 9
Nature and purpose – Formal and informal organization – organization chart organization structure –
types – Line and staff authority – departmentalization – delegation of authority – centralization and
decentralization – Job Design - Human Resource Management – HR Planning, Recruitment, selection,
Training and Development, Performance Management, Career planning and management.
UNIT IV DIRECTING 9
Foundations of individual and group behaviour – motivation – motivation theories – motivational
techniques – job satisfaction – job enrichment – leadership – types and theories of leadership – communication
– process of communication – barrier in communication – effective communication – communication and IT.
UNIT V CONTROLLING 9
System and process of controlling – budgetary and non-budgetary control techniques – use of
computers and IT in Management control – Productivity problems and management – control and performance
– direct and preventive control – reporting.
TOTAL: 45 PERIODS
TEXTBOOKS:
1. Stephen P. Robbins & Mary Coulter, “Management”, Prentice Hall (India) Pvt. Ltd., 10th Edition,
2009.
2. JAF Stoner, Freeman R.E and Daniel R Gilbert “Management”, 6th Edition, Pearson Education,
2004.
REFERENCES:
1. Stephen A. Robbins & David A. Decenzo & Mary Coulter, “Fundamentals of Management” 7th
Edition, Pearson Education, 2011.
2. Robert Kreitner & Mamata Mohapatra, “Management”, Biztantra, 2008.
3. Harold Koontz & Heinz Weihrich, “Essentials of Management”, Tata McGraw Hill, 1998.
4. Tripathy PC & Reddy PN, “Principles of Management”, Tata Mcgraw Hill, 1999.

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COURSE OUTCOMES
On completion of this course, the student will be able;
To understand management, Roles of managers, environmental Factors for an organization,
C410.1 Strategies for international business
C410.2 To get an idea about planning, MBO, Decision Making, and Policy making.
Gain knowledge about organization structure, Formal and Informal groups, Line and staff
C410.3 authority, Span of control, Centralization and decentralization, Staffing, Recruitment, Career
Development, Training, and personal Appraisal
To understand Creativity and Innovation, Motivation and satisfaction, Leadership theories,
C410.4
communication, Elements, and types of Culture.
Gain knowledge about the controlling process, types of control (Budgetary and non-
C410.5
budgetary control, Cost control, purchase control, Maintenance control, quality control)
MAPPING BETWEEN CO, PO AND PSO WITH CORRELATION LEVEL 1/2/3

PSO 1

PSO 2

PSO 3
PO10

PO11

PO12
MG8591
PO1

PO2

PO3

PO4

PO5

PO6

PO7

PO8

PO9
C410.1 - - - - 1 1 1 1 2 1 1 1 - 3 1
C410.2 - - - - - - 1 1 2 1 1 1 - 3 1
C410.3 - - - - - - 1 1 2 1 1 1 - 3 1
C410.4 - - - - - - 1 1 2 3 2 1 - 3 1
C410.5 1 1 2 1 - 2 3 3 2 1 3 1 - 3 1
1 : Low ; 2: Medium; 3: High ; “-“ : No Correlations

RELATION BETWEEN COURSE CONTENT WITH COs

UNIT I: INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS
Knowledge Course
[Link] Course Content
level Outcomes
Definition of management & natural management
1. R
techniques, current issues & Trends in Management
2. Science or Art, management Vs. Administration An,Ap
3. Manager Vs. Entrepreneur, Functions of management R,An,Ap
Types of Managers, top-level Management, lower-level
4. R,U
management techniques
Managerial rules and skills, Importance of partnership,
5. R,U,Ap C410.1
and features of partnership
Evolution of management- Scientific, Human relation,
6. U,An
system, and contingency approaches
Types of business organization-Sole trading, Sole
7. R,U
proprietorship, partnership
8. Public and private sector entrepreneur R
9. Organization culture and environment R,U

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UNIT II: PLANNING

[Link] Knowledge Course
Course Content
level Outcomes
1. Nature and purpose of planning R, U
2. Planning process and objectives of planning U,An
3. Types of planning-Tactical planning R, U
4. Objectives, goals, strategic Planning R, U
Strategies and policies, Rules, procedures, programs, smart
5. R,U,Ap
objectives
6. Planning premises, policy formulation process R,U,Ap C410.2
7. Strategic Management effective implementation U,Ap
8. Planning tools and techniques, Forecasting R Ap
9. Decision making steps & process, EVS scanning R,Ap
10. Creativity& innovation, Qualitative method Ap,C
Creative manager, Evaluation of alternatives, Quantitative
11. U,An
method, Decision Tree analysis

UNIT III: ORGANISING

[Link] Knowledge Course
Course Content
level Outcomes
1. Nature and purpose of organization, processing analysis U,An,
2. Formal and informal organization and differences U, An
3. Organization chart, Types, Advantages and disadvantages R, U
4. Organization structure and types R, U
5. Line and staff authority, functional authority U
6. Departmentalization, Needs and Types U,An
C410.3
7. Delegation of authority, features and importance U,An
8. Centralization and decentralization U
9. Job design, Staffing and human resource delegation U,Ap,An,
10. Human resource management, HR planning U
Recruitment, selection, training and development,
11. U,Ap
performance management and career planning

UNIT IV: DIRECTING

[Link] Knowledge level Course
Course Content
Outcomes
Foundation of individual and group behavior-Nature and its
1. U,An,
importance
Motivation and motivation theories, Trait approach and behavioral
2. U,An
theory
3. Motivational techniques, factors and measurement U,An,Ap C410.4
4. Job satisfaction, effects and measures U,An,Ap
5. Job enrichment and procedures U,An
6. Leadership-Types and theories of leadership R,U
7. Communication and barriers of effective communication U

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UNIT V: CONTROLLING
[Link] Knowledge Course
Course Content
level Outcomes
1. System and process of controlling U,An
2. Budgetary and non-budgetary control techniques U,Ap
3. Use of computers and IT in management control U,An,Ap
4. Productivity problem and factors affecting management An C410.5
5. Quality control, Cast control, and performance U
6. Direct and preventive control objectives An,Ap
7. Reporting essentials and classification R, U
Ap – Apply; An – Analyze; U – Understand, E- Evaluate, C-Create

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UNIT – I: INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS

Part A
1. • Define Management. (April 2008) (May 2016) (April 2017) (Nov 2018) (May 2019)
According to Koontz and Weilhrich "Management is a process of designing and maintaining
an environment in which individuals work together in groups effectively and efficiently to attain
the organizational goals."
2. • Write the function of management. (May 2016) (Nov 2017)
Planning; Organizing; Staffing; Coordinating and Controlling.
3. State the Functions/role of the Manager. (May 2010 and May 2014, Nov 2016, 2018)
P – Planning; O – Organizing; S – Staffing; D – Directing; CO – Coordinating; R – Reporting;
B – Budgeting. By using the above functions, managers work to increase the efficiency and
effectiveness of their employees, processes, projects, and the organization.
4. • What are the various skills required by a manager? (Nov 2018)
Managers require three kinds of skills
1. Technical Skill – Knowledge of and proficiency in activities involving methods and
procedures; 2. Human Skill – Ability to work with people; 3. Conceptual Skill – Ability to
recognize important elements in a situation and understand their relationship among those
elements
5. • Write some characteristics of Management.
Management is a continuous process. Managers use the resources of the organization both
physical as well as human to achieve the goals. Management aims at achieving the
organization’s goals by ensuring the effective use of resources.
6. • Define Productivity. (May 2009 and May 2014)
Productivity is a measure of how efficiently a process runs and how effectively it uses
resources. Productivity is defined as the total output per one unit of a total input.
Output
Productivity =
Inputs
7. • What is Effectiveness &Efficiency? (Dec 2010)
Effectiveness in Management refers to the capability of the management to achieve the desired
targets in the specified time and Efficiency means performing activities with the minimum
wastage of resources which also refers to the optimum utilization of resources so that the
organization can maximize the profit. Effectiveness is doing the right things & efficiency is
doing things rightly.
8. • What are management levels?
1) Top-level management. 2) Middle-level management. 3) Lower-level management.
9. • Write some important functions of top-level management. (May 2007)
• To Formulate goals (long-term and short-term) and policies (quality policy and
management policy) of the organization
• To formulate budgets (financial and operational)
• To appoint top functional administrative executives.
10.• What is social responsibility?
Social responsibility is the part of the management to initiate actions to protect the interest of
society. Managing here implies monitoring natural resources (preservation, adopting
biodegradation technologies, green concepts, and recycling initiatives) and initiative towards
green manufacturing.
11. Write Fayol’s fourteen principles of management. (Dec 2020)
1) Division of work. 2) Authority and Responsibility. 3) Discipline. 4) Unity of command. 5)
Unity of direction. 6) Subordination of Individual interest to the general interest. 7)

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Remuneration. 8) Centralization 9) Scalar chain. 10) Order. 11) Equity. 12) Stability of
Tenure. 13) Initiative. 14) Esprit de Corps.
12. What is a scalar chain?
The instructions and orders should be sent from the top management to the lower management.
The directions for the financial year are communicated effectively using the chain of
command such that the entire organization travels with the same or common vision and
mission toward achieving excellence
13. Explain: Management is both —a science and an art. (April/May 2022)
Management is a science because it contains general principles. It is also an art because it
requires certain personal skills to achieve desired results. Management is a science because of
several reasons—it has universally accepted principles, it has cause and effect relationships,
etc., and at the same time, it is an art as it requires perfection through practice, practical
knowledge, creativity, personal skills, etc. Hence Management is both an art and science.
14. What is Esprit-de-corps?
It means ‘Unity is strength. In an organization, among the employees, there should be
harmony and unity. The morale of the team will enhance teamwork and result in productivity
improvement in the organization.
15. What are the major contributions of Taylor?
The major contributions of F.W. Taylor are as follows; He developed the principle of division
of labor/work. He developed method study; He advocated time study; He developed certain
principles to break up each job into small independent elements; He developed the concept of
fair day’s work; He proposed the concept of functional organization
16. Define partnership.
Under the Indian Partnership Act of 1932, Partnership is defined as – “the agreed relation
between persons who have agreed to share the profits of a business carried on by all or by any
one of them acting for all”.
17. What do you mean by ‘unity of command’? (Dec 2010)
Unity of command’ is an important principle proposed by Henry Fayol. This implies that an
employee should receive orders from one superior only. This is referred to as the chain of
command and always the direction or flow of orders defines effective communication
practices in an organization.
18.• What is centralization? (Nov 2018)
Centralization refers to that organizational structure where decision-making power is confined
to the top management, and the subordinates need to follow the instructions of their seniors.
Centralization of authority is essential for small-scale organizations which lack resources and
finance.
19.• What is decentralization? (May 2016, April/May 2022)
Decentralization refers to a specific form of organizational structure where the top
management delegates decision-making responsibilities and daily operations to middle and
lower subordinates. The top management can thus concentrate on making major decisions
with greater time abundance.
20. What is an organizational culture? (April 2017)
Organizational culture is a system of shared assumptions, values, and beliefs, which governs
how people behave in organizations. These shared values have a strong influence on the
people in the organization and direct people on how they dress, act, and perform their jobs.
21. Give the current trends in management. (Nov 2016)
The current trends in management are globalization, technology, sustainability, and corporate
social responsibility, integrating psychology theory and research into management practice,
business ecosystems, and cross-functional teams.

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22. List out the roles played by managers in an organization. (May 2017) (April 2018)
1. Interpersonal-Figurehead, Leader Liaison
2. Informational – Monitor, Disseminator Spokesperson
3. Decisional- Entrepreneur, Negotiator, Resource Allocator Disturbance Handler
23. Distinguish between public and private limited companies. (April 2018)
[Link] PUBLIC COMPANY PRIVATE COMPANY
1 A Public Limited Company implies a A Private Limited Company refers to a
company that is listed on a recognized company that is not listed on a stock
stock exchange and whose shares are exchange and the shares are held
traded openly by the public. privately by the members concerned.
2 The shares of a public company The shares of a private company
are freely transferable, i.e., freely are not freely transferable, as there
traded in an open market called a are restrictions in the articles of
stock exchange. association.
3 One Director can be appointed by a Two or more directors can be appointed
single resolution. by a single resolution.
24. Write the meaning of Entrepreneur. (May 2019)
Entrepreneurship refers to the process of creating a new enterprise and bearing any of its risks,
with the view of making a profit. The person who creates a new enterprise and embraces every
challenge for its development and operation is known as an entrepreneur
25. How does an entrepreneur differ from a manager? (Dec 2019)
The main difference between Entrepreneur and Manager is their role in the organization.
An entrepreneur is a visionary that converts an idea into a business. He is the owner of the
business, so he bears all the financial and other risks. A manager, on the other hand, is an
employee, he works for a salary
26. Write any two points that favor management as a science. (Dec 2019)
(i) Systematized Body of Knowledge: It is necessary for science to be a systematized body of
knowledge. Management is also a systematized body of knowledge because it has its own
theories and principles which are developed by management experts after years of research.
(ii) Cause and Effect Relationship: Scientific principles always explain the relationship
between cause and effect. When it is applied to management, the principles of management
also deal with it.
27. What is middle-level management? And explain their roles. (Dec 2020)
Middle management is the intermediate leadership level of a hierarchical organization, being
subordinate to senior management but above the lowest levels of operational staff. A middle
manager’s role may emphasize:
Executing organizational plans in conformance with the company’s policies and the objectives
of the top management; Defining and discussing information and policies from top
management to lower management; most importantly, inspiring and providing guidance to
lower-level managers to assist them in performance improvement and accomplishment of
business objectives.
Part B
1. Explain the Functions of Management. (April 2017)
2. What are the managerial skills required at different levels of management? (May 2013)
3. Explain the importance of management. How to Differentiate management with
administration
4. Explain the Environmental factors affecting management policy making. (May2013)
5. Explain Henry Fayol’s principles of management. (Dec 2019)
6. Explain the contributions of FW Taylor. (April 2018) (April /May 2022)
7. Explain the role of managers in detail. (Nov 2012)

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8. Explain different types of business organizations. (April 2017, Nov 2016 &May 2019, Dec
2020)
9. Discuss the management functions as related to trends and challenges in the management of
the global scenario. (May 2014) (Nov 2017) (Dec 2019)
10. Elaborate on internal and external factors affecting the organization’s culture. (Dec 2020,
April/May 2022)
Part C
1. Enlighten the relevance of environmental factor that affects global business. (April 2022)
2. Explain the evolution of management and organization factors in detail. (May2016,Nov
2016 & Nov 2017)
3. Discuss whether Management is a Science or Art. (May 2016 &May 2019)
4. Davinder is a class twelfth commerce student in a reputed school in Punjab. Satinder is his
elder brother who is doing his master’s in hospital administration from Delhi after completing
his BSc course. During vacations when Satinder comes home, Davinder shows him the
business studies project that he is preparing on the topic of principles of management. Satinder
tells him that these principles are also a part of the MBA course curriculum at the beginner’s
level as they form the core of management in practice. But he finds these principles different
from those of pure science.
In the context of the above case:
(i) Outline the concept of principles of management
(ii) Why does Satinder find the principles of management different from those of pure
science?
(iii) Why do the principles of management form the core of management in practice?
Explain by giving any two points highlighting the importance of principles of
management. (May 2019)
5. “Management is the art of getting work done through people” Explain the various functions
of management in light of the statement. (Dec 2019)
UNIT – II: PLANNING
Part A
1. Definition of planning. (May 2008) (May 2016) (May 2019)
Planning is the function of management that involves setting objectives and determining a
course of action for achieving those objectives. Planning requires that managers be aware of
environmental conditions facing their organization and forecast future conditions. Planning is
the process of deciding the objectives to be achieved and selecting the ways and means of
achieving the pre-decided objectives.

2. What are the types of planning?

Operational Planning, Strategic Planning, Tactical Planning, Contingency Planning

3. What are the Qualities of a good plan?

• It should define objectives, it should be simple, it should be clear, it should be comprehensive,
and it should be flexible. It should be economical. It should establish standards.
4. What are the Rules?
Statement of expected results expressed in quantitative terms. Rules are framed based on the
management objectives; project target and customer requirements.
5. Define Procedure.
A procedure is a document that instructs workers on executing one or more activities of a
business process. It describes the sequence of steps and specifies for each step what needs to

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be done, often including when the procedure should be executed and by whom. The procedure
takes care of the project shortcomings and accommodates flexibility in executing the project
time plan.
6. Define Budget.
A budget is termed as a financial plan for the current financial year, prepared by an
organization based on the business forecast, customer demand, market fluctuations,
administrative, overhead expenses, and internal objectives. This will give directions to the
management to raise capital investment through various means to feed the project thus
aligning with the objectives and vision of the company.
7. Define Objectives. (Dec 2009)
Objectives are set of goals that align with the MBO (management by objective) communicated
across the organization to guide the efforts of the company and each of its components, which
will streamline the organization giving definitive and clear-cut directions with which the
organization moves forward.
8. What is MBO? (Nov 2016) (Nov 2017)
MBO- Management by Objective. It is a process whereby the superior (management/board of
directors) and subordinate of an organization jointly identify a common goal, define each
individual’s major areas of responsibility in terms of results expected of him, and use these
measures as guides for operating the unit /organization and assessing the contribution of each
of its members.
9. What is the TOWS matrix?
It is a conceptual framework for systematic analysis, which facilitates matching the external
threats and opportunities (SWOT-Strength; Weaknesses; Opportunities and Threats) with the
internal weakness and strength of the organization. This will facilitate check and balances that
an organization or the project team needs to initiate for hurdle free execution of the
project/goals.
10. Define Strategic Planning. (Dec 2010, April/May 2022)
Strategic planning is the art of creating specific business strategies, implementing them, and
evaluating the results of executing the plan, in regard to a company’s overall long-term goals
or desires. A company A company’s strategic plan consists of its vision, mission, goals and
objectives, directions, values, and actions plan to move in the right direction, which can be
business-centric, corporate-centric, and function centric.
11. What are Policies? (May 2007, May 2014, Nov 2016)
Policies are Verbal, written, or implied overall guides setting up boundaries that supply the
general limits and direction in which managerial action will take place. The company policy
is framed thinking on the vision statement and guided by definitive directions toward
achieving prime objectives like inclusive growth, financial stability, and market capitalization.
12. State different strategies of Porter’s generic strategy.
• Good research, development, and innovation.
• The ability to deliver high-quality products or services.
• Effective sales and marketing, so that the market understands the benefits offered by the
differentiated offerings.
13. Define Planning Premises. (May 2008) (April 2018)
Planning premises are anticipated environments in which plans are expected to operate. They
include assumptions or forecasts of the future and known conditions that will affect the
operation of plans. The environment here implies conducive which will promote businesses
and arena for new innovations that will bring brand equity and presence in the domestic and
international market

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14. Define MIS. (Dec 2009)

MIS (Management Information System) is an advanced technology for solving its basic
requirements. MIS is used for decision-making in the various functional areas of business.
MIS provides day-to-day operational data and schedules planned and achieved to the
management for taking rationalized decisions.
15. Explain the terms decision-making. (May 2016) (Nov 2018)
Decision-making is the process of making choices by identifying a decision, gathering
information, and assessing alternative resolutions. Using a step-by-step decision-making
process can help you make more deliberate, thoughtful decisions by organizing relevant
information and defining alternatives. This approach increases the chances that you will
choose the most satisfying alternative possible.
16. What are the classifications of budget?
Functional classification- sales, production, cash, capital, and master budget.
Time classification- short-term, current, and long-term budget.
Activity level- fixed and flexible budget.
17. What are zero base budgets?
Initially, the budget is designed from a zero base. The main element is ZBB is future objective
orientation. This ZBB would provide elementary capital/investment projection that the
management or board require to arrange (through own, funded agencies, financial institutions,
PSU and Banks) for supporting the business.
18. What is DSS? (Dec 2010)
DSS (Decision support system) –uses computers to facilitate the decision-making process of
semi-structured tasks. This will be like with MIS and thus warrants for actions to be taken
irrespective of priorities and will limit misunderstandings among employees in carrying out
the work based on priorities.
19. What are the Benefits of planning? (May 2008)
Emphasis on objectives minimizes uncertainty, facilitates control, improves coordination,
secures the economy and ensures a healthy environment, encourages innovation, and improves
competitive strength.
20. What is the purpose/Objective of planning? (April 2017) (Nov 2017)
To determine the direction (guidelines) of an organization; to minimize wastages; reduce risk
or uncertainty, to facilitate control over operations and finance of a company, manpower
utilization, and societal considerations.
21. What is intuitive decision-making? (April 2018)
Intuitive decision-making can be described as the process by which information acquired
through associated learning and stored in long-term memory is accessed unconsciously to
form the basis of a judgment or decision. This information can be transferred through effect
induced by exposure to available options, or through unconscious cognition. Intuition is based
on the implicit knowledge available to the decision-maker.
22. List the planning tools in business management. (April 2017)
• SWOT Analysis. The SWOT analysis is a strategic management tool used to identify your
business's place in the market.
• Gap Analysis. A gap analysis monitors your progress toward strategic goals
• PEST Analysis, Five Forces Analysis.
23. What is the meaning of Strategic management? (May 2019)
Strategic management is the ongoing planning, monitoring, analysis, and assessment of all
necessities an organization needs to meet its goals and objectives. Changes in business
environments will require organizations to constantly assess their strategies for success. The
strategic management process helps organizations take stock of their present situation, chalk

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out strategies, deploy them and analyze the effectiveness of the implemented management
strategies.
24. What are the techniques useful while evaluating alternatives (Dec 2019)?
Marginal Analysis:
To evaluate alternatives, a manager may use the marginal analysis technique. The marginal
analysis technique helps to compare additional revenues with additional costs.
Cost Effectiveness Analysis:
This technique is an improvement of the traditional marginal analysis. In this case, the
manager considers the cost-benefit analysis. The alternative that provides the maximum
benefits at the minimum cost is selected. The cost can be measured in terms of money, time,
risk, goodwill, etc.
25. Discuss the various conditions of decision-making2020)
Managers make problem-solving decisions under three different conditions: certainty, risk,
and uncertainty. Decisions are made under the condition of certainty when the manager has
perfect knowledge of all the information needed to make a decision. In a risk environment,
the manager lacks complete information. When information is so poor that managers can't
even assign probabilities to the likely outcomes of alternatives, the manager is making a
decision in an uncertain environment
26. Define strategies and give characteristics of strategy (Dec 2020)
A strategy is the direction and scope of an organization in the long run. It helps an
organization achieve an advantage over its competitors through an efficient configuration of
resources.
Characteristics:
• Specialized plan to outperform the competitors.
• Details about how managers must respond to any change in the business
environment. Redefines direction towards common goals.
• Reflects the concern to effectively mobilize resources.
• Maximizes the organization’s chances to achieve the set objectives.
1. Part B

1. Explain the Steps in Planning. (Nov 2012 and May 2014) (April 2017) (May 2019) (Dec
2019)
2. Explain in detail the classification of planning practices. (May 2013, Nov 2016)
3. Explain the TOW’s matrix with an example. (April/May 2022)
4. Explain the various techniques of decision-making. (May 2014, May 2016, Nov 2016 & April
2017)
5. Explain the steps involved in the strategy formulation and implementation process. (Nov
2012)
6. List out the features of planning. (May 2016)
7. What are the steps involved in the MBO process? (May 2013)
8. Define MBO. Explain the process of MBO. (April 2018)
9. Classify the types of goals organizations might have and the plans they use for
accomplishment. (April 2018)
10. Explain the Planning process and types of strategies. (Nov 2017)
11. Explain the various decision-making process in detail. (Nov 2017) (May 2019) (Dec 2020)
12. Explain the various tools and techniques in strategic planning (Dec 2019)
13. Give information about the classification of strategies according to Michel Porter and what
are the characteristics of strategy. (Dec 2020)

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Part C
14. What are the types and importance of planning? What are the types of decisions?
15. Explain the term “art of delegation” with an example.
16. Explain decision-making under various conditions and merits and demerits. (April/May 2022)
17. State & explain the eight recommendations that should be considered by managers for the
successful implementation of strategies.
UNIT III: ORGANIZING
Part A
1. 1. Define Organizing. (May 2016)
Organizing is the process of identifying activities required to attain objectives, delegating,
creating responsibility, and establishing relationships with people to work effectively.
2. 2. Mention any four characteristics of an organization. (Dec 2020)
Specialization or Division of Labour; Authority of structure; Huge Investment and
Complicated Technology; Co-Ordination of Various Activities; Interaction with Other
Systems.
3. 3. List out the steps involved in the organization process.
Knowledge of Objectives
Division of Work into Activities
Grouping the Activities
Defining and Assigning Activities to Jobs
Fitting Personnel into Jobs
Delegation of Required Authority
Creating Organizational Relationships.
4. 4. Mention the various principles involved in the organization.
• Principle of unity of objective,
• Principle of division of work or specialization,
• Principle of efficiency &
• Principle of span of control.
5. 5. Mention the three categories of relationships in span of management. (May 2014)
Direct single relationship; direct group relationships; Cross relationship
6. 6. State the important factors in determining an effective span of management.
7. The capacity of superior, Capacity of subordinates, Nature of work, Type of technology,
Delegation of authority and Organizational Structure.
7. 8. What are the types of departmentation? (May 2008)
Departmentation by function, departmentation by territory or geography, departmentation by
customers, departmentation by equipment or process and departmentation by product or
service.
8. 9. State the advantages of departmentation by function. (Dec 2009)
It is the most logical, scientific, time-proven, and natural method of departmentation. It
provides specialization of work, which makes maximum utilization of manpower and other
resources. It ensures proper performance control. It facilitates delegation of authority and
therefore, reduces the burden of top executives.
9. 10. State the disadvantages of departmentation by function. (May 2010)
There is a tendency for overspecialization - The department managers are experts in
handling the problems in their department alone. They may not be able to understand the
problem of other departments. Functional departmentation discourages communication across
functions so that the workers develop a narrow technical point of horizontal conflicts- It

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increases the workload and responsibility of the departmental heads- It does not offer
any scope for training for the overall development of manager
10. Give a note on departmentation by customers.
This type of departmentation is preferred when the needs of customers are different in nature.
Big organizations provide special services to different types of customers. Categorization of
customer needs based on domestic and international market/demand and service requirements
aided with knowledge-based awareness to the user community will be the fundamental basis
for departmentation by customers.
11. What is departmentation by product?
Departmentation by Product or Service: In this case, the units are formed according to the
product. It is more useful in multi-line corporations where expansion and diversification,
manufacturing, and mark characteristics of the product are of primary concern.
12. Define authority from the management perspective. (May 2009)
"Authority is the right to give orders and the power to exact obedience". It is termed as
destined responsibility by the management or board of directors to the top-level executives.
Authority is the right to give commands, order, and get things done.
13. List out the sources of authority.
Bureaucratic authority, psychological authority, technical rational authority, professional
authority, and moral authority
14. Define recruitment.
According to Filippo recruitment is defined as “the process of searching for prospective
employees and stimulating for jobs in the organization”. Recruitment refers to the process of
identifying, attracting, interviewing, selecting, hiring, and onboarding employees.
15. What is staff authority?
A staff person assists the line people in attaining their objectives. Staff authority is purely
advisory. Types of staff authority are a) Advisory staff authority, b) Compulsory staff
authority and c) Concurrent staff authority.
16. What is Performance Appraisal? What are the different methods/techniques of
Performance appraisal? (May 2012, Nov 2016, April 2017, Nov 2017& April 2018)
Performance Appraisal is evaluating the actual performance of the employee for determining
the compensation and identifying the potential of the employee. Methods/Techniques of
Performance Appraisal:(i) Trait-based appraisal; Graphic scale method, ranking method,
grading system, forced distribution method, checklist method, Critical incident method, group
appraisal (ii)Appraisal by results: MBO, Behaviorally Anchored Rating (BARS), Assessment
Centre, 360-degree performance appraisal.
17. State the types of organizational charts.
Vertical or Top-to-Bottom chart; Horizontal or Left-to-right chart; Circular or concentric
chart. The organization structure reveals the chain of command added with the authorization
or power destined to the individual member base on the job profile and company directions.
18.16. Define “Departmentation”. (Nov 2016)
Departmentation is the foundation of organizational structure. It means the division of work
into smaller units and then regrouping into bigger units (Departments) on the basis of the
similarity of features. Each department is headed by a person known as a departmental
manager. Division of work into depts. This leads to specialization as people of one department
perform activities related to that department only.
19. What is delegation of authority? (April 2017)
The Delegation of Authority is an organizational process wherein, the manager divides his
work among the subordinates and gives them the responsibility to accomplish the respective
tasks.

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20. Define Job design. (April 2018)

It is the process of Work arrangement (or rearrangement) aimed at reducing or overcoming
job dissatisfaction and employee alienation arising from repetitive and mechanistic tasks.
Through job design, organizations try to raise productivity levels by offering non-monetary
rewards such as greater satisfaction from a sense of personal achievement in meeting the
increased challenge and responsibility of one's work.
21. State the purpose of Organizing. (Nov 2017)
(1) Increase in Managerial Efficiency
(2) Proper Utilization of Resources
(3) Sound Communication Possible
(4) Facilitates Coordination
(5) Increase in Specialization
(6) Helpful in Expansion
22. What is the meaning of formal organization? (May 2019)
A formal organization is a well-defined structure of authority and responsibility that defines
the delegation of authority and relationships among the organizational members. It works with
a predefined set of policies, plans, procedures, schedules, and programs.
23. What is line authority? (Dec 2019)
Line authority is the direct authority that the superior exercises over a number of subordinates
to carry out orders and instructions. In an organizing process, authority is delegated to the
individuals to perform the activities.
24. Distinguish between authority and Power? (April 2018)
BASIS FOR COMPARISON POWER AUTHORITY
Meaning Power means the ability or The legal and formal right to
potential of an individual give orders and commands,
to influence others and and take decisions is known
control their actions. as authority.
What is it? It is a personal trait. It is a formal right, given to
high officials.
Source Knowledge and expertise. Position & office
Hierarchy Power does not follow any Authority follows the
hierarchy. hierarchy.
Resides with Person Designation
Legitimate No Yes
25. What are the principles of organizational structure? (Dec 2020)
The key principle of an organizational structure is how authority is passed down and around
the company. Understanding everyone’s roles and responsibilities are helping to create
accountability for individuals, teams, and departments. A clearly outlined hierarchy with
specified roles leads to efficiency and productivity within the organization.
26. What are the various stages of the staffing process?
The various stages / steps of staffing process includes
• Step 1: Manpower Planning (HR Planning)
• Step 2: Recruitment
• Step 3: Selection
• Step 4: Placement
• Step 5: Orientation
• Step 6: Training and Development
• Step 7: Performance Appraisal
• Step 8: Transfer, Promotion, and Demotion

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Part B
1. Discuss the art of delegation of authority. (Nov 2012)
2. List the steps involved in recruiting a graduate engineer trainee. (May 2014)
3. Discuss the purpose and process of training (May 2012) (Dec 2020)
1. What4. are the types of organizational structure? Explain line and staff organization. List down
its merits and demerits. (May 2016) (April 2017) (Nov 2017) (May 2019) (Dec 2019)
5. What are the types of departmentation? Explain in detail. (April/May 2022)
6. Explain different methods of appraisal systems. (Nov 2011)
7. Illustrate the steps involved in the recruitment process. (Dec 2020) (April/May 2022)
8. Discuss the staffing procedure and career development in detail. (Nov 2017)
9. 2. (i) Discuss the types of centralization. (8)
3. (ii) Explain the organizational culture. (8) (Nov2016)
10. Explain human resource management activities in a business organization. (April 2017)
11. Describe six key elements in organizational design. (April 2018)
12. Discuss the tasks associated with identifying and selecting competent employees. (April 2018)
13. Explain the process of selection with a neat sketch. (Dec 2019)
Part C
14. Mention the factors which are responsible for the emergence of informal organizations.
15. Give a brief account of at least six mistakes in organizing.
16. How does a leader influence organizational culture?
17. Explain the ten steps in formulating a career strategy.
Assume you are posted as an HR manager in a leading organization. How will you conduct
the recruitment drive for your company? Give details. (May 2019)
18. As a consultant hired for the new startup company going to launch varied aeronautical
accessories, suggest your considerations in the following arena:
• Possible organizational structure; Styles to be adopted in motivating the employees.
• Activities to be carried out for the launch of the product in terms of planning and
organizing functions; Dimensions of control including quality control. (Dec 2019)
19. The concentration of power OR Delegation of Authority – which one is better for the effective/
successful functioning of the organization – Justify your answer. (Dec 2020)

UNIT – IV: DIRECTING

Part A
1. 1. Define Leading.
It is a process of influencing people so that they will contribute to the organization and group
goals. Leading by example and directing the subordinates to be focused and aligned with the
organizational goals and objectives.
2. Define Motivation. (May 2008) (May 2019) (Dec 2020)
It is a process of stimulating people to achieve/ accomplish desired goals. Motivation is
defined as “those forces operating within the individual employee or subordinate which impel
him to act or not or to act in certain ways. Motivation is mainly psychological. It acts as a
driving force for the successful implementation of management objectives eradicating
psychological barriers.
3. 2. What is the role of a Democratic leader? (Dec 2010)
He consults with subordinates on proposed actions and decisions and encourages participation
in them. A democratic leader listens to his subordinate’s viewpoints and give opportunity for
inclusive growth and will lead the team from behind being a motivator and leading by
example.

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4. Define Job Enrichment. (April 2017) (Dec 2019)

Job enrichment is a process that is characterized by adding dimensions to existing jobs to make
them more motivating. Examples of job enrichment include adding extra tasks (also called job
enlargement), increasing skill variety, adding meaning to jobs, creating autonomy, and giving
feedback. The goal of job enrichment is to create a motivating job. This can be done, for
example, by taking a regular, ‘boring’ job and adding extra responsibilities that make the job
more meaningful for the worker. Job enrichment is, therefore, part of job design and job
redesign.
5. 3. What is QWL?
QWL stands for quality of work life. The objective of QWL will be increasing productivity
and reducing inflation, in a way of obtaining industrial democracy and minimizing labor
disputes. QWL can be defined as the total quality of an employee's work-life at an
organization. When the quality of work-life is stable, productivity is bound to increase
6. 4. Define Leadership as an Art.
Leadership is the art of motivating a group of people to act toward achieving a common goal.
In a business setting, this can mean directing workers and colleagues with a strategy to meet
the company's needs. It is the art of achieving progress through the involvement and actions
of others. Successful great leaders apply the skills of adaptability, motivation, coaching,
focus, collaboration, decision-making, communications, and personal development to both
themselves and the people they lead
7. 5. What are the Styles of Leadership? (May 2016)
Autocratic leadership; Democratic leadership and Free-reign leadership
8. 6. Define Communication.
Communication is the process of transmitting ideas, facts, opinions, and feelings to others.
Communication is a mutual interchange process that occurs between two or more persons.
Communication is the conveying of messages by exchanging thoughts or information via
speech, visuals, signals, writing, or behavior.
9. 7. What are the various types of communication? (Dec 2009) (Dec 2019)
Formal, informal, vertical, horizontal, grapevine, written, and oral communication.
10. What are the types of needs?
Primary Needs: Physiological requirements such as food, sleep, water, and shelter.
Secondary needs: Self-esteem status, affection, accomplishment, and affiliation with others.
11.8. Write down the elements of Maslow’s hierarchy of needs. (May 2010) (May 2010)
Maslow's hierarchy of needs is a theory of motivation that states that five categories of human
needs dictate an individual's behavior. Those needs are physiological needs, safety needs, love
and belonging needs, esteem needs, and self-actualization needs.
12. Define Incentives.
An incentive is something that stimulates a person towards some determination. Incentives
are a way of motivation and are termed as monetary benefits appraised for the best or the
better-performing employees by the organization.
13. What are Job content factors?
They are the factors that are internally controlled that the individual is responsible for. They
include growth, achievement, responsibility, advancement, recognition, and the quality
of work itself. Achievement, advancement, responsibility, Respect, growth, and development.
14. Define Expectancy theory.
The expectancy theory says that individuals have different sets of goals and can be motivated
if they have certain expectations. This theory is about choice, it explains the processes that an
individual undergoes to make choices
Force=Valance * Expectancy

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15. What is an Equity theory? (April/May 2022)

Equity theory focuses on determining whether the distribution of resources is fair to both
relational partners. Equity is measured by comparing the ratio of contributions (or costs) and
benefits (or rewards) for each person.
Outcomes by a person Outcomes by another person
------------------------------------ = -----------------------------------
Inputs by a person inputs by another person
16. Define Creativity.
Creativity can be defined as the generation of ideas, solutions, or processes that are novel and
useful. It is also the ability and the power to develop new ideas. This is a virtual idealization
of a system or concept and later develops into a workable product.
17.9. What is Innovation?
Innovation is termed as the generation of new ideas for existing products/problems and
simpler and modified ways of doing an existing method. Innovation is a strategy, that every
organization adopts for automation and control over its process/system. Innovation is key to
the successful branding of the company in the international market and being competitive.
Innovation helps in the upgradation, and integration of technologies example: Mobile phones
–Smart phone, where integration of functions is available in a single system.
18. Define Brainstorming. (April 2018)
Brainstorming is problem-solving. Improve problem-solving by finding new ideas and
unusual solutions. A team destined will sit and discuss a problem and find out different
solutions for solving it. The best optimum solution to a problem can be found when different
counterparts sit together and brainstorm on that problem so that remote issues will be
addressed and not missed out.
19. What is the importance of leadership?
Leadership involves establishing a clear vision, sharing the vision so others will follow
willingly, and providing the knowledge, information, and methods to realize the vision.
Simply, leadership is the ability of an individual or organization to lead or guide other
individuals or organizations. Securing cooperation, creating confidence in the minds of
employees, and providing a good working climate.
20. What is effective communication? (Nov 2016)
Effective communication is defined as verbal speech or other methods of relaying information
that get a point across. An example of effective communication is when you talk in clear and
simple terms.
21. What is personality? (April 2017)
Personality is the combination of characteristics or qualities that forms a person's unique
identity. It signifies the role which a person plays in public. Personality is usually defined as
the set of habitual behaviors, cognitions, and emotional patterns that evolve from biological
and environmental factors.
22. What are the advantages of democratic leadership styles? (April 2018)
• It fits almost every business.
• It often has solutions for complex problems.
• It promotes a creative environment.
It builds strong teams.
23. List the motivational theories (Nov 2017)
• McGregor’s Theory X and Theory Y
• Abraham Maslow’s “Need Hierarchy Theory”
• Frederick Herzberg’s motivation-hygiene theory
• Victor Vroom’s Expectancy theory

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• Clayton Alderfer’s ERG Theory

• McClelland’s Theory of Needs
• Stacey Adams’ Equity Theory
Skinner’s Reinforcement Theory
24. What are the barriers to effective communication? (Nov 2017)
• Physical barriers
• Semantic barriers
• Organizational barriers
• Psychological barriers and Mechanical barriers
25. What is the meaning of Leadership? (May 2019)
Leadership is a process by which an executive can direct, guide, and influence the behavior
and work of others toward the accomplishment of specific goals in a given situation.
Leadership is the art of motivating a group of people to act toward achieving a common goal.
In a business setting, this can mean directing workers and colleagues with a strategy to meet
the company's needs.
26. What is job design? And give details about its approaches. (Dec 2020)
Job design is a systematic approach to creating jobs that are both motivating for employees
and add value to the organization.
Approaches:
Job Enlargement
Job Enrichment
Job Rotation
Part B
1. What are the steps in the communication process? (May 2013)
2. Explain the motivation theories/ Methods of motivation (Nov 2012 and May 2014,May
2016, April 2017 & May 2019)
3. Explain the various types of leadership styles. (Nov 2016) (Nov 2017) (Dec 2020)
4. What are the barriers to communication? /Identify barriers to effective interpersonal
communication and how to overcome them. (May 2013, May 2014, Nov 2016, April 2017,
April 2018, May 2019 &Dec 2019)
5. Explain trait approaches to leadership/leadership theories. (Nov 2017)
6. Explain various methods/types/modes of communication. (May 2014 & Dec 2020)
7. List out the various communication networks in an organization.
8. What are computer-based communications in the modern business era? (May 2016)
9. 10. What are the essential qualities of a good leader?
10. Difference between motivation and satisfaction. (Nov 2016)
11. Compare and contrast early theories of motivation. (April 2018)
12. Discuss the organizational culture, types, and cultural diversity. (Nov 2017)
13. Describe the stages in the group development process. (Dec 2019)
Part C
1. Jacob, one of your assistants in a fire insurance company, is responsible for a group of clerical
workers who review changed policies, endorsements, and riders, calculate commissions and
maintain records. He is very meticulous, and everything coming out of his group is perfect.
He does not delegate authority and responsibility but rechecks in detail all the work turned out
by his faction. He keeps turning back to them careless and inaccurate work until it is perfect.
As a result, he is busy from early morning until late at night doing detail work and neglecting
his role as supervisor. His workers have figured him out and are taking it easy. They do slap-
dash work and correct it as often as he returns it. You are afraid of Jacob’s workaholic behavior

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and heading for a nervous breakdown. You have told him in general terms to delegate
authority and responsibility and to discipline his group. He says that you just can’t find people
anymore who have pride in their work or concern for the company and that if he fires any of
his people or they quit the replacements would most like to be terrible.
1) Why people do not delegate authority and responsibility?
2) What are Jacob’s responsibilities as a supervisor?
3) Which can he delegate and how?
4) What are the leadership characteristics that Jacob lacks?
5) How can you go about developing them in him?
To answer the above questions, follow the steps below:
First, study the case carefully, identifying the management principles involved, where
possible. Gains as sound an understanding as possible, within the time available, through
private study. Apply the systematic analysis methodology. Discuss your analysis and
conclusions. (April 2018)
2. Explain creativity tools used in industry with examples.
3. Explain the qualities required for effective leadership.
4. 11. Explain the importance of strong leadership in the creation of cohesive work in an industrial
organization.
Analyze the case and answer the questions: Mathew James was the manager at Health-Time,
a small but popular fitness club in a mid-sized college town. Health-Time had found a niche
in the local market, providing high-quality aerobics classes and lots of them. The instructors
at Health-Time were superior to those at other facilities around town, and Health-Time offered
high-impact low-impact, and step aerobics, and body sculpting classes. By offering more than
80 classes per week, Health-Time attracted members who wanted a variety of classes at all
times of the day. The Health Time also included exercise bikes, stair climbers, treadmills, and
a small weight room, but its ‘‘bread and butter’’ was clearly the aerobics program. Matt James
had recently taken over as manager after working at Health-Time for Five years as an aerobics
instructor. Matt’s classes were popular and he was justifiably proud of the aerobics program
and his part in making it a success. When he took the job as manager, however, Health-Time
was not in good shape financially. Membership was dropping slightly, and personnel costs
were too high In his first month as manager, worked to streamline the staff by eliminating the
positions of assistant manager and weight room supervisor and cutting the membership
coordinator position to half-time. Though there was unavoidable unhappiness surrounding
these changes, Matt was pleased that he had reduced the management staff to himself, Clarisse
(a half-time bookkeeper), and Mei-Chen (a half-time membership coordinator). After a short
month as manager, Matt felt that he had the ‘‘office side’’ of the club in order and he turned
his attention to receptionists and aerobics instructors. He had noticed that many receptionists
and aerobics instructors did not take their jobs as seriously as he would like. The receptionists
spent more time chatting with members than on job tasks (i.e., checking people in, writing
receipts, answering phones, and cleaning up during downtime). The aerobics instructors often
ran into their classes with little time to spare and had to rush to get their cassette tapes ready
for class. Instructors and receptionists were also accustomed to informally swapping shifts
and classes when the posted schedule conflicted with other plans. Almost all of the reception
staff and aerobics instructors were students at the local university. Receptionists were paid the
minimum wage and aerobics instructors were paid about $15.00 per class taught. Matt decided
to hold a general meeting to let the aerobics and reception staff know what he expected now
that he was manager. Though he had been their ‘‘buddy’’ when he taught aerobics, he knew
that his loyalty now had to be with the financial success of Health-Time. He truly cared about
the club and wanted to see it thrive for both professional and personal reasons. At the meeting,
Matt told the instructors and receptionists that they all had to pull together for the good of the

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Health-Time logo. He then explained why he thought they should shape up and change their
behaviors on the job. As his employees slumped in their chairs, he laid down the law. ‘‘I know
things have been lax around here, he said, ‘‘but the success of Health Time depends on
everyone pulling together to make this place work. I know you’re all used to the way things
used to be around here, but we have to change. There’ll be no more idle chatter on the job and
every instructor will be prepared for class at least 15 minutes ahead of time. All changes in
the schedule will go through me. When we do change and when this club is as successful as
it can be, you’ll feel proud to be a part of this place and what we’ve accomplished together!’’
Three weeks later, Matt was perplexed. Three of his receptionists had quit, telling him that
they could earn minimum wage elsewhere. Two aerobics instructors had decided to start
teaching at the University Athletic Club rather than at Health Time. Although the remaining
staff members were now following his rules regarding job behavior and scheduling, morale
seemed to be at an all-time low. ‘‘you know, i just can’t understand these people,” matt
complained to a friend. ‘‘We’ve got a great thing going with Health-Time. We’re the best
aerobics program in town and they should feel proud to be a part of it. i know i get a real bang
out of making that place the best it can be – I always have, even when i was just an instructor.
But these people just don’t seem to care and when I talk to them about the problem, it only
gets worse. i even gave them sweatshirts to get them motivated, but they still quit on me! is it
me, or is it them? and what should I do now?
Questions:
a) Describe the motivational problems of the staff at Health-Time using Maslow’s Needs
Hierarchy.
b) Describe the motivational problems of the staff at Health-Time using the expectancy theory
of motivation. Discuss the staff’s outcome valences, effort-to-performance (E-to-p), and
performance-to-outcome (p-to-E) expectancies.
c) Describe the motivational problems of the staff at Health-Time using the equity theory of
motivation.
Discuss whether the staff is in a situation of under-reward inequity or over-reward inequity
and how they are attempting to restore a feeling or sense of equity.
d) What strategies would you recommend to matt to deal with the problem? (Dec 2020)
UNIT – V: CONTROLLING
Part A
1. 1. What is control? (May 2010 & Dec 2020))
Control is the measurement and correction of performance in order to make sure the enterprise
objectives and the plans devised to attain them are accomplished. In a manufacturing company
we have different control like budgetary control, purchase control, quality control, vendor
quality control and customer quality control etc.
2. 2. What is concurrent control? (May 2011)
Concurrent control implies parallel monitoring and control over the process. This ensures
speedy and precise monitoring that eliminates rejections happening between stages and delay
in detecting failures in a system or a process. The concurrent control framework ensures
overall health monitoring of the system that takes care of the undue occurrences that hamper
the growth and development of the system.
3. State the difference between feedback and feed-forward control technique.
Feedback Feedforward
In feedback control, the variable being Feedforward control is a technique employed to
controlled is measured and compared prevent any deviation from the planned
with a target value. outcomes. The inputs are monitored, and a
response action is generated accordingly.

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It is a submissive approach It is an aggressive approach

3. Define Budget. (Dec 2011)
A Budget is a financial plan for the current financial year duly considering all aspects of
business that will foster the growth and development of the firm. It estimates the spending
plan and investment/capital required for the current financial year and projections for the next
to aid planning for capital investment by the management.
12. Define budgetary control. (May 2010) (Dec 2019)
A system that uses budgets as a means for planning and controlling all aspects of producing
and selling commodities and services. The CAPEX –capital expenditure is the term used in
the industrial circle.
1. 4. Write the objectives of budgetary control.
It aims at the maximization of profits; to plan and control the income and expenditure of the
organization. To provide adequate working capital. To ensure planning for the future by
setting up various budgets, the requirements and expected performance of the enterprise are
anticipated. To operate various cost centers and departments with efficiency and economy.
2. 5. Define productivity. (May 2014) (Nov 2017)
Productivity is a measure of how much input is required to produce a given output. The output
is derived from the inputs processed through a series of operations. Productivity is an average
measure of the efficiency of production. It can be expressed as the ratio of output to inputs
used in the production process, i.e., output per unit of input.
3. 6. What is Inventory Control?
Inventory control refers to the control of raw materials and purchased material in store and
regulation of investment in them. Inventory Control is the supervision of supply, storage and
accessibility of items in order to ensure an adequate supply without excessive oversupply. It
can also be referred as internal control - an accounting procedure or system designed to
promote efficiency or assure the implementation of a policy or safeguard assets or avoid fraud
and error etc.
4. 7. What is JIT? (May 2007)
Just in time inventory system, in this method the supplier delivers the materials to the
production shop just in time required to be assembled. This method reduces the cost of
inventory. JIT is also referred to as KANBAN/CARD system that maintains 3 cards, one with
end user, one with stores and one with supplier/vendor.
5. 8. What is MNC? (May 2008)
A multinational corporation is an enterprise that owns or controls production or service
facilities outside the country in which they are based. They have an international reputation
and recognition for their technology and brands.
6. 9. Write some advantages of MNCs. (Dec 2009)
It can promote the quality product at a low price; MNC leads to an increase in production,
aggregate employment, and balance in exports and imports of the required inputs (motivate
SMEs and domestic manufacturers) and it increases government revenues and contributes to
the state economy like GDP.
7. 10. What is work simplification?
It is the process of obtaining the participation of workers in simplifying their work through
time study, motion study, workflow analysis, and layout of work situations.
8. 11. Define quality circles.
Quality circles are groups of people, from the same organizational area, who meet regularly
to solve problems they experience at work. Members are trained in solving problems, in
applying statistical quality control, and working in groups.

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9. Define Purchase control.

Purchase by definition of function is the procurement of materials (domestic and import) to
cater to the needs of counter departments in an organization adhering to the MRP –materials
requirement plan from the MPS-Master production schedule. The purchase department sit
with Marketing and Vendor quality in negotiating price and quality with the vendors/suppliers
10. What is preventive control in management? (April 2017)
Preventative controls are designed to keep errors or irregularities from occurring in the first
place. They are built into internal control systems and require a major effort in the initial
design and implementation stages.
11. What are the uses of computers in management control? (Nov 2016)
The use of computers for management controls poses an entirely new set of requirements on
system designers. The computer, through the use of simulation models, provides the
capability of pretesting system designs and the basis for eventual real-time control.
12. Why controlling is important? (April 2017)
Control eliminates the risk of non-conformity of actual performance with the main goals of
the organization.
13. Discuss the productivity problems in management. (Nov 2016)
Productivity implies measurement, which in turn is an essential step in the control process.
The various factors include less-skilled workers with respect to the total labor force,
immediate results, the growing affluence of the people which makes them less ambitious,
breakdown in family structure, workers’ attitude, and government policies, and regulations.
14. What are the characteristics of the control function? (April 2018)
1. Accuracy 2. Timeliness, 3. Flexibility, 4. Acceptability,
5. Integration, 6. Economic feasibility, 7. Strategic placement,
8. Corrective action, 9. Emphasis on exception.
15. List out the maintenance control activities. (Nov 2017)
• The Course of Action
• Maintenance Planning
• Maintenance Scheduling
• Managing Maintenance Actions Execution
• Maintenance Assessment
• Ensuring Continuous Improvement and Considering Equipment Re-design
16. What is the meaning of controlling? (May 2019)
Controlling can be defined as that function of management that helps to seek planned results
from the subordinates, managers, and at all levels of an organization. Control is a function
of management that helps to check errors in order to take corrective actions
17. . Name at least four budgetary control techniques (May 2019)
i) Revenue and Expense Budgets
ii) Time, Space, Material, and Product Budgets
iii) Capital Expenditure Budgets and Cash Budgets
18. What is the purpose of PERT? (Dec 2019)
PERT is an acronym for Project (or Program) Evaluation and Review Technique. A PERT
chart allows managers to evaluate the time and resources necessary to manage a project. This
evaluation includes the ability to track required assets during any stage of production in the
course of the entire project.

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MG8591-Principles of Management Common to Mech/ECE/ICE 2022- 2023

19. What is operational planning? And what it must comprise? (Dec 2020)
An operational plan will include action items and milestones that each team or department
needs to complete in order to execute your strategic plan. An operational plan will include
action items and milestones that each team or department needs to complete in order to
execute your strategic plan.

Part B
1. Evaluate the process of controlling (May 2019 & Dec 2019)
2. Discuss the various budgetary and non-budgetary control techniques. (May 2013,
May 2014, Nov 2016, April/May 2022)
3. Discuss the process of control and the barriers to controlling in the organization with suitable
examples (April 2017, April 2018 &Dec 2020)
4. What is the importance of financial statements and the steps involved in quality control?
5. What are the steps involved in standard purchasing procedures? (Nov 2012)
6. Enumerate the techniques of controlling. (May 2019, April/May 2022)
7. 1. Explain the following: (i) Purchase control (ii) Maintenance Control and (iii) Quality Control.
(May 2014) (Nov 2017)
8. What is productivity? Explain the methods of improving productivity in the IT industry.
(May 2016)
9. List out the need and characteristics of MIS. (May 2016)
10.2. Write short notes on (May 2016)
3. (i) Control of productivity and management (ii)Direct and preventive control.
11. Explain the uses of computers and IT in management control. (April 2017, Nov 16)
12. Discuss the various types of tools used to monitor and measure organizational performance.
(April 2018)
13.4. Write short notes on modern methods of controlling in detail. (Dec 2019, April/May 2022)
Part C
1. Explain the role of operations research in business and management.
2. Explain in detail the various forms of international business.
3. Explain in detail the preventive control mechanism towards achieving a unified global
management theory.
4. Explain in detail about MNCs.
5. Discuss in detail the techniques used for improving productivity. (Or) What tools &
techniques have you suggested to improve productivity in an Indian organization?

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