Introduction to Management
Coordination is ______.
(a) The essence of management.
(b) An objective of management.
(c) A social objective.
(d) A management function.
(a)The essence of Management
In which step of the planning process, the best and most feasible plan will be chosen to be implemented.
a) Selecting an alternative
b) Evaluating alternative course of action
c) Setting up objective
d) Developing Premises
a) Selecting an alternative
Which of the following is not a part of the organising process?
a) Assignment of responsibilities
b) Establishing reporting relationship
c) Specialisation
d) Division of work
c) Specialisation
Identify the style of leadership in which the superior uses file forces from within the groups in order to establish control.
(a) Autocratic leadership
(b) Democratic leadership
(c) Laissez-faire leadership
(d) Authoritarian leadership
(b) Democratic leadership
The need for the controlling function is felt in _____.
(a) Business organisations
(b) Political organisations
(c) Social organisations
(d) All of the above
d) All of the above
Which one of the following statements is not correct?
(a) Management is a continuous process.
(b) Management is a dynamic process.
(c) Management is a rigid process.
(d) Management is a goal-oriented process.
(c) Management is a rigid process.
Planning is the ______.
a) Primary/First function of the manager
b) Both a) and d)
c) None of the options are correct
d)The last function of the manager
a) Primary/First function of the manager
Grouping the activities on the basis of the product line is a part of _______.
a) Formal organisation
b) Divisional structure
c) Informal organisation
d) Functional Structure
b) Divisional structure
Which of the following is not a type of communication barrier?
(a) Semantic barriers
(b) Psychological barriers
(c) Rational barriers
(d) Organisational barriers
(c) Rational barriers
Which of the following is not important for controlling function?
(a) It ensures order and discipline.
(b) It restricts coordination in action.
(c) It helps in judging the accuracy of standards.
(d) It improves employee motivation.
b) It restricts coordination in action.
Management is a ____ directed process as it aims at achieving specific goals.
(a) Future
(b) Goal
(c) Deliberately
(d) Continuously
(b) Goal
The plan which includes objective, policy, procedure, and rule, is called ______.
a) Budget
b) All of the options are correct
c) Programme
d) Strategy
c) Programme
The form of organisation known for giving rise to rumours is called_______.
a) Decentralised organisation
b) Formal organisation
c) Centralized organisation
d) Informal organisation
d) Informal organisation
_____ is the process of influencing the behaviour of people by making them strive voluntarily towards the achievement of organisational goals.
(a) Supervision
(b) Communication
(c) Leadership
(d) Motivation
(c) Leadership
When the deviations between the actual performance and the planned performance are within the limits ________.
(a) A limited corrective action is required
(b) No corrective action is required
(c) A major corrective action is required
(d) None of the above
b) No corrective action is required
Mention any 5 functions of Management.
Planning
Organising
Staffing
Directing
Control/ Co-ordination
Budgeting
Which of the following defines a problem in the decision-making process?
A) a discrepancy between what exists and what the decision maker desires to exist
B) a discrepancy between the ideal and the practical
C) something that causes irritation
D) something that calls for attention
A) a discrepancy between what exists and what the decision maker desires to exist
Mention the types of Formal Organisations.
Formal Organisation
Informal Organisation
Departmental Organisation
Matrics Organisation
Mention Maslow's theory of needs.
Physiological needs
Safety needs
Social needs
Esteem needs
Self Actualisation
This concept of Control Management is based on the belief that if you try to control everything, you may end up controlling nothing.
(a) Critical point control
(b) Key result areas
(c) Management by exception
(d) Deviations
c) Management by exception
Mention any 10 Henry Fayol's Principles of Management.
Division of work
Authority and Responsibility
Disipline
Unity of Command
Unity of Direction
Subordination of individual interest to general interest
Remuneration
Centralisation and Decentralisation
Scalar Chain
Order
Equity
Stability of Staff
Initiative
Espirt-de-corps
Expand MBO and MBE.
MBO ---> Management by Objectives
MBE ---> Management by Exception
Identify the correct sequence of the steps involved in the staffing process.
(a) Recruitment, Estimating the Manpower Requirements, Placement, and Orientation, Selection
(b) Estimating the Manpower Requirements, Selection, Placement, and Orientation, Recruitment
(c) Selection, Estimating the Manpower Requirements, Recruitment, Placement, and Orientation
(d) Estimating the Manpower Requirements, Recruitment, Selection, Placement, and Orientation
d) Estimating the Manpower Requirements, Recruitment, Selection, Placement, and Orientation
Identify the correct sequence of steps involved in the communication process.
(a) Sender, Message, Encoding, Media, Decoding, Feedback, Receiver
(b) Sender, Decoding, Receiver, Feedback, Message, Encoding, Media
(c) Sender, Message, Encoding, Media, Decoding, Receiver, Feedback
(d) Sender, Media, Decoding, Receiver, Message, Encoding, Feedback
(c) Sender, Message, Encoding, Media, Decoding, Receiver, Feedback
Identify the correct sequence of the steps involved in the controlling process.
(a) Measurement of actual performance, Taking corrective action, Setting performance standards, Comparison of actual performance with standards, Analysing deviations
(b) Comparison of actual performance with standards, Setting performance standards. Measurement of actual performance, Analysing deviations, Taking corrective action
(c) Setting performance standards, Measurement of actual performance, Comparison of actual performance with standards, Analysing deviations, Taking corrective action
(d) Taking corrective action, Measurement of actual performance, Comparison of actual performance with standards, Analysing deviations, Setting performance standards
c) Setting performance standards, Measurement of actual performance, Comparison of actual performance with standards, Analysing deviations, Taking corrective action