QUESTION BANK (AY: 2025-2026) EVEN SEMESTER

Department : CSE Subject Code : GE3751

Year/ Sem : IV / VII Subject : PRINCIPLES OF MANAGEMENT
Regulation : 2021 Staff In charge : Mr. Sunil Earnest V / AP / CSE

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.
PART-A (2 Marks)
S.No Question K CO
Level
1 Define management. K1 CO1
2 List the functions of management. K1 CO1
3 Distinguish between management and administration. K2 CO1
4 Write some characteristics of management. K2 CO1
5 What are the stages in the evolution of management thought? K1 CO1
6 What are the roles of managers to perform? K1 CO1
7 What is system approach to management? K1 CO1
8 What is the relation between art and science of management? K1 CO1
9 What is scientific management? K2 CO1
10 What is time & motion study? K1 CO1
11 What is unity of direction? K1 CO1
12 Define authority and responsibility. K1 CO1
13 What are centralisation and decentralisation? K1 CO1
14 What is scalar chain? K1 CO1
15 What is meant by Espirit De Corps? K1 CO1
16 Name the different levels of management. K2 CO1
17 List the essential skills needed for the Managers. K1 CO1
18 Define joint sector company. K1 CO1
19 Differentiate effectiveness and efficiency. K1 CO1
20 Define organisation. K1 CO1
21 What is globalization? K1 CO1
22 Specify any two effects of globalisation. K1 CO1
23 What is multinational corporation (MNC)? K1 CO1
24 List few strategies for international business. K1 CO1
25 List the types of co-operatives. K1 CO1
 PART-B (13 Marks)

S.No Question K CO
Level
1 a) Discuss the sope and nature of management. (7) K3 CO1
b) Discuss the various functions of management. (6)
2 Is management a science or art? Discuss K2 CO1
3 Elaborate the different roles played by a manager. K2 CO1
4 Describe about the evolution of management thought. K2 CO1
5 Mention the Scientific principles of Management and also specify the features of K2 CO1
scientific management.
6 Explain the fourteen principles of management as advocated by Henry Fayol. K2 CO1
7 Explain the major contributions of Hawthorne experiment towards the development of K2 CO1
Management thought.
8 Discuss the various management approaches. K2 CO1
9 Briefly explain about the types of business organization. K2 CO1
10 What are the environmental factors that affect business? Explain. K2 CO1
11 Explain the characteristics of Sole trader and Partnership. K2 CO1
12 a) Enumerate the differences between partnership and sole traders. (7) K2 CO1
b) List and explain the different kinds of partners. (6)
13 Describe the characteristics of joint stock company and-operative societies. K2 CO1
14 Enumerate the trends and challenges of management in globalised era. K2 CO1
15 Explain about the major tendencies favoring the development of a unified global theory K2 CO1
of management.
16 "Present global environment leads to the success of business" - Comment. K2 CO1
17 Discuss the characteristics, advantages and disadvantages of MNC's. K2 CO1

PART-C (15 Marks)

S.No Question K CO
Level
1 Discuss the effects of globalization and liberalization in improving organizational K2 CO1
growth.
2 Macro and micro environment affects business. Discuss. K3 CO1
3 Mr. Shyam was a young officer in a nationalized bank in Chennai. He was approached K2 CO1
by Mr. Datta, owner of a small textile plant for a loan to renovate his plant. Shyam
gave him a loan of Rs. 50,000. The bank’s branch manager, who saw no future in
textiles, was shocked at the loan transaction. He told Shyam to stay close to Datta
until money was paid back. Shyam stuck so close that he became Datta’s financial
adviser. The loan was paid. But Shyam became Datta’s partner and resigned his bank
job. Shyam collected information about the textile industry there was huge scope for
the industry. Within six years, Shyam set up another textile plant to his employees
Shyam was friendly and highly flexible boss. He preferred to lead by example rather
than tell people how to do their jobs. However, Shyam committed a big mistake of
not grooming a successor. Therefore, there was a vacuum at the top when he had a
severe heart attack and died. Answer the following questions:
i) What were the qualities of Shyam as a Manager?
ii) Discuss the roles played by managers according to Mintzberg. What roles of
the manager did
Shyam play?
iii) Do you think Shyam was successful Manager?
4 Evaluate the challenges in managing workforce diversity in the IT sector. K3 CO1
5 Explain a unified global theory of management? K2 CO1
 UNIT II PLANNING

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

PART-A (2 Marks)
S.No Question K CO2
Level
1 Define planning. K1 CO2
2 What are the objectives of planning? K1 CO2
3 List out the features of planning. K2 CO2
4 What are the different types of planning? K2 CO2
5 Define "Mission". K1 CO2
6 Define an objective. K1 CO2
7 What is meant by strategy? K1 CO2
8 What are the factors to be considered while formulating strategies? K1 CO2
9 Define "Policies"? K2 CO2
10 Mention the required reasons for the need of policies. K1 CO2
11 What is procedure? K1 CO2
12 Define rules. K1 CO2
13 What is programme? K1 CO2
14 What is the importance of setting oganisational objectives in a modern complex K1 CO2
organisation?
15 List down the any four guidelines for objectives Setting. K2 CO2
16 Define MBO in planning. K2 CO2
17 Define corporate planning. K1 CO2
18 What is strategic planning? K1 CO2
19 Classify policies. K1 CO2
20 Define planning premises. K1 CO2
21 Mention the three approaches generally adopted by managers in selecting an K1 CO2
alternative.
22 List down the various conditions under which the decision- making are normally K1 CO2
taken.
23 Mention the characteristics of 'programmed' and 'non- programmed' decisions. K1 CO2
24 Write down the different decision - making criteria proposed under uncertainty K1 CO2
conditions.
25 What is relationship of planning and controlling? K1 CO2

PART-B (13 Marks)

S.No Question K CO
Level
1 a) Explain the nature of planning. K2 CO2
b) Explain the purpose of panning.
2 Explain the various steps involved in planning. K2 CO2
3 Mention the advantages and limitations of planning. K3 CO2
 4 Briefly discuss about the different types of planning. K2 CO2
5 Explain the process of management by objectives (MBO). K2 CO2
6 Describe the benefits and weakness of MBA and ways to overcome them. K2 CO2
7 (i) What are the principles of formulating policies in modern organisation? K2 CO2
(ii) Explain the essentials of formulating Policies.
8 List and explain the different types of policies. K2 CO2
9 Describe the steps involved in strategic planning. K2 CO2
10 Discuss the major strategies that give an overall direction to operations. K2 CO2
11 State and explain the eight recommendations that should considered by managers for K2 CO2
successful implementation of strategies.
12 Explain the process of decision - making with the help of an example. K2 CO2
13 Explain the techniques used while evaluating alternatives. K2 CO2
14 Describe the various types of decision. K2 CO2
15 Discuss how decision making under different conditions are made. K2 CO2
16 "Practices that are helpful in achieving more effective premises" - Comment K2 CO2
17 Distinguish between programmed and non-programmed decisions. K2 CO2

PART-C (15 Marks)

S.No Question K CO
Level
1 Explain the concept of Doctrine of Bounded Rationality in decision making. K2 CO2
2 Policy making is guide to action in organization– demonstrate with K3 CO2
examples.
3 Rana group has set its objectives of doubling its objectives of doubling profit every
three years and sales revenue every four years. Answer the following questions:
i) What do you think would be the employee’s reaction to this objective?
ii) Give your comment on objectives of Rana group.
iii) Give guidelines for objective settings.
4 MBO aims at joint goal setting of superior and subordinate managers. In an
MNC, Japanese managers involve Indian subordinate managers in goal settings.
Indians feel this practice different because they are used to traditional objectives
settings where in the managers dictate objectives to subordinates. When Japanese
managers try to involvethe Indian subordinate anagers in goal
setting, Indian Managers feel that Japanese managers are not capable of
setting objectives by themselves. Answer the following
questions:
i) Discuss the problems faced by Japanese Managers & Indian subordinate managers.
ii) How can Japanese managers solve the problem?
iii) Discuss the features of MBO.
5
How can Japanese managers solve the problem?

UNIT III ORGANISING

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.

PART-A (2 Marks)
S.No Question K CO3
Level
1 Define organisation. K1 CO3
2 What is the necessity of organisation? K2 CO3
3 Define organizing. K1 CO3
4 What do you understand by effective organizing? K1 CO3
5 Mention any four characteristics of an Organisation. K2 CO3
6 State the kinds of organizational charts. K1 CO3
7 Classify organisation based on the formation of departments. K1 CO3
8 What is a matrix structure? K2 CO3
9 Define team structure. K1 CO3
10 Define the term "scalar chain". K1 CO3
11 What is meant by formal communication? K1 CO3
12 What is meant by informal communication? K1 CO3
13 Why is informal organisation needed? K1 CO3
14 What is span of control? K1 CO3
15 Mention the three categories of span of management. K1 CO3
16 State the important factors in determining an effective span. K2 CO3
17 Define authority. K1 CO3
18 What is meant by delegation? K1 CO3
19 Define power. K1 CO3
20 Compare line and staff authority. K2 CO3
21 What are the types of departmentation? K1 CO3
22 List down the different types of training. K1 CO3
23 What is stress interview? K1 CO3
24 What is performance management? K2 CO3
25 What are the main functions of staff? K2 CO3

PART-B (13 Marks)

S.No Question K CO
Level
1 i) Explain the nature of organisation. (7) K2 CO3
ii) Explain the purpose of organisation. (6)
2 Describe the process of Organizing. K2 CO3
3 Explain the characteristics and limitations of formal organisation. K3 CO3
4 Mention the factors which are responsible for the emergence of informal organizations K2 CO3
and also state the advantages and disadvantages of informal organisation.
5 Explain how formal organisation is different from informal organisation. Illustrate. K2 CO3
6 Describe about the various types of departmentation by different strategies. K2 CO3
7 Write a detailed note on organisation structure. K2 CO3
8 Why matrix organisation is used? Discuss the advantages and limitations of matrix K2 CO3
organisation.
9 Explain the line and functional organizational structures with their advantages and K2 CO3
limitations.
10 Explain the factors which influence the effective span of management. K2 CO3
11 (i)"Delegation is the ability to get result through others" - Discuss. K2 CO3
(ii) Explain the steps and guidelines to be followed while delegating authority.
12 Bring out the factors affecting centralisation. Also highlight the merits and demerits of K2 CO3
centralisation with examples.
13 Evaluate the external factors affecting staffing. K2 CO3
14 Explain the procedure involved in the selection process K2 CO3
15 Discuss the various types of selection interviews. K2 CO3
16 Discuss the need and importance of performance appraisal in an organisation. K2 CO3
17 Elaborate the different methods of performance appraisal. K2 CO3

PART-C (15 Marks)

S.No Question K CO
Level
1 A MNC company setting shop in India is in a dilemma to decide whether to adopt a K3 CO3
line or a line and staff organisation structure. Highlight the advantages of line and line
and staff organisation structure. According to you, which structure would be suitable
for a huge MNC?
2 Singhania Group of Industries has various strategic business units such as Textiles, Info K3 CO3
Tech, pharma and electronics. Write about the different forms of departmentation.
Which form of departmentation is suitable?
3 Analyse the factors affecting span of management in an organisation. K2 CO3
4 Enumerate in detail about the selection process which is widely followed in selecting K2 CO3
IT professionals. Also highlight the different techniques used in selection process.
5 Suggest a scheme of Departmentation for a large marketing Organisation with a field K2 CO3
network all over the country.

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.

PART-A (2 Marks)

S.No Question K CO
Level
1 What is meant by directing? K1 CO4
2 List down the human factors in managing. K1 CO4
3 Define creativity K2 CO4
4 What is meant by reframing matrix? K2 CO4
5 State the functions of mind mapping tool. K1 CO4
6 Define "multiplicity of roles" K1 CO4
7 What is meant by brain storming? K1 CO4
8 Define Motivation. K1 CO4
9 What are the types of motivation? K2 CO4
10 Distinguish motivators and hygiene factors. K1 CO4
11 List the hierarchy of needs. K1 CO4
12 Mention the various factors involved in using motivational techniques. K1 CO4
13 Compare Theory X and Theory Y. K1 CO4
14 Give the meaning of social needs. K1 CO4
15 List the different motivational theories. K1 CO4
16 What is power motive? K2 CO4
17 What is communication? K1 CO4
18 What is horizontal communication? K1 CO4
19 Mention the various elements in the process of communication. K1 CO4
20 Name the various types of communication. K1 CO4
21 What do you understand by non-verbal communication? K1 CO4
22 What are the barriers involved in effective communication? K1 CO4
23 Define noise in communication. K1 CO4
24 State the important rules for effective communication. K1 CO4
25 What are the functions of leaders? K1 CO4

PART-B (13 Marks)

S.No Question K CO
Level
1 i) Why Motivation is done? (6) K2 CO4
ii) Substantiate the necessity of Motivation with a suitable theory. (7)
2 “Managers should have an understanding of the human factors in managing" - Comment. K2 CO4
3 Explain four traditional theories of Motivation. K2 CO4
4 Describe Theory X and Theory Y. K2 CO4
5 Discuss the Maslow's need hierarchy theory. Compare and contrast the Maslow and K2 CO4
Herzberg theory of Motivation.
6 Explain Porter and Lawler theory of Motivation and Adam's equity theory of K2 CO4
Motivation.
7 Explain the flow of communication in the organization. K2 CO4
8 Explain the process of communication. K2 CO4
9 Why management by wandering around considered as effective communication. K2 CO4
10 What are the barriers to effective communication? K2 CO4
11 K2 CO4
Explain the various steps involved in creative process.
12 K2 CO4
List the characteristics people. Explain each in detail.
13 Give a detailed note on the guidelines for effective Communication. K2 CO4
14 Discuss about the motivational techniques used by managers to improve both K2 CO4
worker productivity and job satisfaction.
15 Explain formal and informal communication. K2 CO4
16 "Communication is classified into several categories"- Discuss K2 CO4
17 Describe in detail about the effect of electronic media in communication process. K2 CO4

PART-C (15 Marks)

S.No Question K CO
Level
1 XYZ Corporation has a lot of barriers to communication. List the possibility of the K3 CO4
various barriers. Also suggest the ways to overcome them.
2 Explain how managers can successfully motivate people taking clue from Vroom’s K2 CO4
valence and expectancy model. How does this model differ from that of Porter and
Lawler?
3 “Money holds the key to work motivation in modern business organizations”. Discuss. K1 CO4
How can managers use money to motivate employees?
4 The country head of Z InfoTech finds it difficult to communicate to his boss in K2 CO4
California. Sometimes it is due to difference in timings, sometimes due to difference
in meanings of words. Phone lines are noisy and signal breaks sometimes. What do
you think would be the type of barriers faced by him while communication takes place
 between people of different countries?
5 Explain how Motivation helps an Organisation to improve Productivity? K2 CO4

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.

PART-A (2 Marks)
S.No Question K CO
Level
1 Define control. K1 CO5
2 List down the various managerial controls. K1 CO5
3 State the limitations of controlling. K2 CO5
4 What is critical point control? K2 CO5
5 Analyse some critical point standards of control. K1 CO5
6 What is the inter-relationship between planning and control? K1 CO5
7 List any four types of control. K1 CO5
8 What is feedback control? K1 CO5
9 What is concurrent control? K2 CO5
10 What are the requirements for effective Control? K1 CO5
11 Define budget and what are the merits of budgets? K1 CO5
12 Define budgetary control. K1 CO5
13 What are the essentials of effective budgetary control? K1 CO5
14 List the different types of budget. K2 CO5
15 What are the three potential pitfalls of budgets? K1 CO5
16 Name few specialised budgetary control techniques. K2 CO5
17 What is Zero base budgeting? K1 CO5
18 What is the use of break-even analysis? K1 CO5
19 Analyse the tools and techniques available for making operations more productive. K2 CO5
20 What is PERT? K1 CO5
21 Define productivity. K1 CO5
22 What is quality control? K1 CO5
23 What is reporting? K1 CO5
24 Mention the various types of reports. K1 CO5
25 What is MBE? K1 CO5

PART-B (13 Marks)

S.No Question K CO
Level
1 i) Describe the importance of control in organization. (7) K2 CO5
ii) Explain the objectives of controlling. (6)
2 Explain the steps involved in the process of controlling. K2 CO5
3 Explain in detail the various managerial control tools. K2 CO5
4 What are the requirements for effective control? K2 CO5
5 Explain in detail the different techniques to control budget. K2 CO5
6 Explain the significance of budgetary control. K2 CO5
7 Discuss the various types of budgets in detail. K2 CO5
8 Explain different budgetary and non-budgetary control techniques. K2 CO5
 9 Explain the factors influencing productivity. K2 CO5
10 Discuss in brief the tools and techniques of improving productivity. K2 CO5
11 Give the functions of production and operations management. Also state the problems K2 CO5
faced in production and operations management.
12 Discuss in detail about the designing process of cost control system and also the K2 CO5
importance of cost control.
13 What is purchase control? Also highlight the importance of purchase control. K2 CO5
14 Give a detailed note on maintenance control. K2 CO5
15 Define quality control. Also explain the importance of quality control system. K2 CO5
16 Write a detailed note on reporting. K2 CO5
17 Analyse the various types of reports. K2 CO5

PART-C (15 Marks)

S.No Question K CO
Level
1 Mr. Prakash argues with Mr. Rakesh expressing his views on implementing preventive K2 CO5
control system. Mr. Rakesh emphasises his views that the organisation must continue
with feedback control. Mr. Rakesh fears that the preventive control system would be
costly. Justify the
views of Rakesh and Prakash.
2 Mr. Rajan has run a business for the past 5 years but is not familiar with marginal costing. K2 CO5
By experience, He knows that his business makes profit, but is not sure of concepts like
break even. He finds it difficult to estimate sales required for a particular profit. Explain
the concepts related to breakeven analysis and draw a break-even chart. Also highlight
some ratios which would help to understand the performance of the business.
3 Mention the different type of non – budgetary control techniques that organization K2 CO5
follows.
4 Assume you are a budget officer and try to orient a trainee on steps to be followed for K2 CO5
implementing a budgetary control system. Also highlight the advantages and limitations
of budgetary control system.
5 'Controlling is the measuring and correcting of activities of subordinates to ensure that K2 CO5
events conform to plans', Comment.
6 Mr. Prakash argues with Mr. Rakesh expressing his views on implementing preventive K1 CO5
control system. Mr. Rakesh emphasises his views that the organisation must continue
with feedback control. Mr. Rakesh fears that the preventive control system would be
costly. Justify the
views of Rakesh and Prakash.
7 Mr. Rajan has run a business for the past 5 years but is not familiar with marginal costing. K1 CO5
By experience, He knows that his business makes profit, but is not sure of concepts like
break even. He finds it difficult to estimate sales required for a particular profit. Explain
the concepts related to breakeven analysis and draw a break-even chart. Also highlight
some ratios which would help to understand the performance of the business.
8 Mention the different type of non – budgetary control techniques that organization K1 CO5
follows.

COURSE OUTCOMES:
Upon completion of the course, the students will be able to

CO1 : The learners will gain managerial competence to run the business efficiently.

CO2 : The learners are able to undertake businesses in the management environment.

CO3 : The learners are capable of preparing business plans and undertake feasible projects.

CO4 : The learners are efficient in launching and develop their business ventures successfully

CO5 : The learners shall monitor the business effectively towards growth and development...

STAFF INCHARGE HOD