Q1) mintzbergs managerial roles- – A role is a set of specific tasks a person performs because

of the position they hold. Roles are directed inside as well as outside the [Link] are 3
broad role categories: 1. Interpersonal roles- Interpersonal Roles managers assume to
coordinate and interact with employees and provide direction to the organization. Figurehead
role: Symbolizes the organization and what it is trying to achieve. Leader role: Train, counsel,
mentor and encourage high employee [Link] role: Link and coordinate people
inside and outside the organization to help achieve goals.2) Informational Roles- Associated
with the tasks needed to obtain and transmit information for management of the
[Link] role: Analyses information from both the internal and external
[Link] role: Manager transmits information to influence attitudes and
behaviour of [Link] role: Use of information to positively influence the way
peoplein and out of the organization respond to it.3)Decisional Roles- Associated with the
methods managers use to plan strategy and utilize resources to achieve [Link] Role:
Deciding upon new projects or programs to initiate and [Link] Handler Role:
Assume responsibility for handling an unexpected event or crisis. Resource Allocator Role:
Assign resources between functions and divisions, set budgets of lower [Link]
Role: Seeks to negotiate solutions between other managers, unions, customers, or shareholders.
Q2) approaches to management- 1)Classical approach-Focuses on efficiency and productivity,
and includes scientific management and administrative management. 2)Behavioral approach-
Focuses on human behavior and motivation in the workplace. 3)Quantitative approach-Uses
mathematical and statistical methods to help with managerial decision making. 4)Systems
approach- Views an organization as a system, with its departments as sub-systems that work
together to achieve the organization's goals. 5)Contingency approach-An action-oriented
approach that recognizes there is no single best way to manage. It suggests that managerial
choices should be made based on environmental factors. Other approaches to management
include:1)Scientific management: Uses scientific methods to develop organizational principles
that suit mass production needs. 2)Administrative management: Focuses on organizational
structure and hierarchy. 3)Human relations: Highlights the importance of social and
psychological factors in employee performance and motivation. 4)Maslow's hierarchy of needs:
Helps explain employe motivation.
Q3)Chain of command - A clear chain of command is a fundamental management concept that
helps establish a clear structure and reporting connections within an organization: 1)Clarity- A
clear chain of command helps employees understand who they report to and who to ask for
guidance.2)Efficient decision-making A chain of command allows each level of management to
make decisions within their scope, which can lead to faster reaction times and eliminate
bottlenecks.3)Accountability-A chain of command establishes an accountability system where
employees report to their immediate supervisor, who then reports to higher-level management.5)
Delegation and specialization- A chain of command allows managers to assign specialized
responsibilities to their subordinates, which can increase [Link] management
fundamentals include:1)Unity of command: The principle that employees should receive orders
from only one manager. 2)Centralization: A concept that gives leaders the ultimate control over
decision-making processes. 3)Discipline: A core value for any project or management. 4)
Authority and responsibility: The principle that there should be a proper balance between
authority and responsibility. 5)Remuneration: The price paid for services, or how much an
employee is paid to work for an organization.
Q4) how is the managers job changing importance customers to the- The role of a manager
is changing in many ways, including:1)Prioritizing ESG-Managers are now expected to balance
profit-making with environmental, social, and governance (ESG) goals. This impacts strategic
planning and day-to-day decision-making. 2)Building relationships-Managers are shifting from a
focus on oversight to developing and facilitating relationships across the workplace. This
includes creating a team environment where employees feel connected and supported.
3)Coaching employees-Managers coach employees throughout change, providing training,
information, and support. They may also address barrier points that inhibit successful change.
4)Collaborating internally-The need for direct supervision has decreased, but there is a greater
demand for internal collaboration. 5)Adapting to flexible models-Modern organizations are
embracing more flexible, dynamic models, and managers are shifting from being supervisors to
facilitators. Some areas of improvement for managers include: 1)Communication
skills2)Motivational strategies 3)Setting and achieving goals 4)Employee appreciation
5)Individual support 6)Personal growth 7)Strategic delegation 8)Proactive problem-
solving*Importance-Customers are a vital part of a business's success, and are central to its
growth and sustainability: 1)Revenue-Customers are the source of a business's revenue, and
without them, a business cannot survive. 2)Competitive advantage-Businesses can differentiate
themselves from competitors by providing exceptional customer experiences. 3)Customer
loyalty-Happy customers are more likely to repeat business with a company that meets or
exceeds their needs. 4)Brand awareness-Satisfied customers can help build a business's
reputation and improve brand awareness. 5)Word-of-mouth advertising-Customers can become
brand promoters, sharing their experiences with friends and colleagues. Businesses can get to
know their customers by: Putting themselves in their place, Using Customer Relationship
Management (CRM) tools, and Asking for feedback. Businesses can also use metrics like Net
Promoter Score (NPS), Customer Satisfaction Score (CSAT), or Customer Effort Score (CES) to
measure customer satisfaction and track the outcomes of feedback implementation.

Q5) types of goals :1) Goal setting-Goals are a measurable way to measure progress towards a
final product. They can help organize a to-do list and prioritize tasks. 2) Planning-Planning is a
forward-looking process that involves setting objectives, developing strategies, and determining
actions to achieve goals. It helps managers anticipate future challenges and opportunities. 3)
Communication skills-Clear communication is important for success, but people communicate
differently. Being able to adapt to and manage different communication styles can lead to better
team performance and employee engagement. 4) Decision-making-Managers are expected to
make decisions, either alone or as part of a team. The decision-making process involves defining
a problem, analyzing possible solutions, and choosing the best outcome. 5) Time management-
Effective time management is a key skill for managers. It helps them balance priorities and
ensure that important tasks are completed efficiently.6) Continuous feedback-Continuous
feedback involves regular discussions about progress, performance, and areas for improvement.
It should be a part of regular one-on-one meetings and project evaluations. Other management
fundamentals include organizing, leading, and controlling.
Q6)What is Management by Objectives (MBO)- Management by Objectives (MBO) is a
strategic approach to enhance the performance of an organization. It is a process where the goals
of the organization are defined and conveyed by the management to the members of the
organization with the intention to achieve each objective. Steps in Management by Objectives
Process1. Define organization goals- Setting objectives is not only critical to the success of any
company, but it also serves a variety of purposes. It needs to include several different types of
managers in setting goals. The objectives set by the supervisors are provisional, based on an
interpretation and evaluation of what the company can and should achieve within a specified
time.2. Define employee objectives-Once the employees are briefed about the general objectives,
plan, and the strategies to follow, the managers can start working with their subordinates on
establishing their personal objectives. 3. Continuous monitoring performance and progress-
Though the management by objectives approach is necessary for increasing the effectiveness of
managers, it is equally essential for monitoring the performance and progress of each employee
in the organization.4. Performance evaluation-Within the MBO framework, the performance
review is achieved by the participation of the managers concerned.5. Providing feedback-In the
management by objectives approach, the most essential step is the continuous feedback on the
results and objectives, as it enables the employees to track and make corrections to their actions.
The ongoing feedback is complemented by frequent formal evaluation meetings in which
superiors and subordinates may discuss progress towards objectives, leading to more
[Link] of Management by Objectives-Management by objectives helps employees
appreciate their on-the-job roles and responsibilities. The Key Result Areas (KRAs) planned are
specific to each employee, depending on their interest, educational qualification, and
specialization. The MBO approach usually results in better teamwork and [Link]
provides the employees with a clear understanding of what is expected of them. The supervisors
set goals for every member of the team, and every employee is provided with a list of unique
tasks. Every employee is assigned unique goals. Hence, each employee feels indispensable to the
organization and eventually develops a sense of loyalty to the organization. Managers help
ensure that subordinates’ goals are related to the objectives of the [Link] of
Management by Objectives- Management by objectives often ignores the organization’s
existing ethos and working conditions. More emphasis is given on goals and targets. The
managers put constant pressure on the employees to accomplish their goals and forget about the
use of MBO for involvement, willingness to contribute, and growth of [Link]
managers sometimes over-emphasize the target setting, as compared to operational issues, as a
generator of success. The MBO approach does not emphasize the significance of the context
wherein the goals are set. The context encompasses everything from resource availability and
efficiency to relative buy-in from the leadership and stakeholders.

Q7)Managerial control -is a process that involves setting performance standards, monitoring
performance, and taking corrective action when needed. The decision-making process for
managerial control includes the following steps: Define the problem, Identify limiting factors,
Develop potential alternatives, Analyze and select the best alternatives, and Implement the
decision1)Reframe the problem2)Make evidence-based decisions 3)Challenge the status quo
4)Get an outside perspective 5)Develop an eye for risk 6)Let go of past mistakes 7)Be honest
with yourselfGroup decision-making can be a good approach when making complex or high-
stakes decisions. Techniques like the Delphi method, nominal group technique, and consensus
decision-making can help facilitate group collaboration and decision-making.
Q.8)types of plans- 1)Strategic planning-Top management creates plans to define the
organization's long-term goals, such as increasing profitability or productivity. These plans serve
as a framework for lower-level planning. 2)Tactical planning-Middle management focuses on
tactical planning to achieve the goals set by strategic planning. Tactical planning involves
integrating organizational units and using resources to achieve strategic goals. 3)Operational
planning-This type of planning deals with day-to-day activities and processes. It includes
developing plans, schedules, and procedures to ensure tasks are executed efficiently.
4)Contingency planning-This plan is used in special circumstances when there are unexpected
changes. 5)Budgeting-Budgets are plans that express expected results in numerical terms. For
example, an income budget shows expected financial results and profits. 6)Change management-
This plan outlines the process for handling changes to the project scope, schedule, or budget.
Planning is an ongoing step that can be specialized based on organizational, division,
departmental, and team goals.

Q.9)Setting goals and developing -plans are important in management because they help with:
1) Performance management: Goals help managers focus their efforts and motivate themselves.
2) Learning: Goal setting and planning help managers understand what their organization is
trying to do. 3) Change management: Managers who are adept at change management can seize
opportunities and stay ahead of the competition. Here are some tips for setting goals and
developing plans:1)Set SMART goals: SMART goals are specific, measurable, attainable,
relevant, and timely. 2)Write down your goals: According to a 2015 study, people who write
down their goals are 33% more likely to achieve them. 3)Create a timeline: Set challenging but
achievable deadlines. Unrealistic deadlines can lead to burnout, while overly generous deadlines
can lead to complacency. 4)Create an action plan: An action plan outlines the steps needed to
achieve your goals. This could include attending training sessions, taking on more
responsibilities, or finding a mentor. 5)Monitor and control your plan: Your plan needs to be
monitored and controlled to measure its performance. 6) Share your plan: Distribute your plan to
everyone involved in the planning process.

Q10)Span of control- is the number of employees that a manager is responsible for, and it's a
key factor in organizational structure. It can affect productivity and efficiency, and the ideal span
of control varies by company and team. Here are some things to know about span of
control:1)Calculation-The span of control ratio is calculated by dividing the number of
employees by the number of managers. For example, if a company has 50 employees and 5
managers, the span of control is 10:1. 2)Factors-Many factors can influence a company's span of
control, including the nature of the work, the organization's culture, and the skills and experience
of the employees. 3)Ideal span-The ideal span of control depends on the work being done, and
there's no perfect number of employees for each person to manage. 4)Concept-The concept of
span of control was developed in the UK in 1922 by Sir Ian Hamilton. It was based on the idea
that managers have limited time, energy, and attention to devote to their jobs. 5)Types-There are
two types of span of control: wide and narrow. A wide span of control implies tighter
supervision, while a narrow span leads to more direct supervision and control.
Q1)Factors affecting structural choice- The choice of an organizational structure is affected
by many factors, including:1)Size-Larger organizations tend to have more complicated
structures. For example, a small business with 10 employees might have a simple structure,
while a business with 1,000 employees might have a top-down structure. 2)Strategy-An
organization's structure should be closely linked to its strategy. For example, an innovative
strategy might support an organic structure. 3)Technology-The degree of routine-ness of the
technology an organization uses can correlate with its structure. For example, organizations that
use low or high-complexity technology tend to have an organic structure, while organizations
that use medium-complexity technology tend to have a mechanistic structure. 4)Environment-
The degree of complexity and dynamism of the environment can affect the organization's
structure. 5)Life cycle-The age of the organization can affect its structure.
Q2)Traditional Organizational design - ppt video online downloadA traditional organizational
structure is a hierarchical structure with a clear chain of command where power flows from the
top down. In this structure, employees have defined roles and receive instructions from their
supervisors. Here are some characteristics of a traditional organizational structure:1)Decision-
making-Decision-making power is centralized at the top of the organization, with the CEO
having the most power. 2)Communication-Communication flows top-down, with a group of
people responsible for strategy and others responsible for implementation. 3)Departments-
Departments or functional groups are often referred to as "silos". Managers focus on making
their departments efficient, without much regard for other departments. 4)Chart-A traditional
organizational structure is often depicted as a pyramid, with the CEO and senior management at
the top, middle managers in the middle, and employees at the base. Some say that traditional
organizations can be successful for large companies, but they may be less able to adapt to
changing market demands and technological innovations
Q3)Biases And Errors In Decision-Making -Let’s look at some common decision-making
biases and errors that have a powerful influence on how we think, feel, and behave.1.
Confirmation Bias-We tend to favor information that conforms to previously held beliefs. We
don’t want to change our opinions and rethinking something is uncomfortable and difficult. For
example, a hiring manager wants to hire employees only from premier institutes of the country
because they’re considered to have the smartest and most talented candidates.2. Availability
Heuristic-We estimate the probability of something happening by placing importance on the first
thing that comes to our minds. We judge something by how we remember certain information.
For example, you may be afraid of speaking up in group meetings because your suggestions were
heavily criticized in the previous one. 3. Hindsight Bias-One of the most common decision-
making biases, hindsight bias is the tendency to look back at past events and say “I knew it all
along”. For example, if a manager is uncertain about an employee’s ability to meet a deadline but
the employee manages to do so, the manager is likely to behave as if they had faith in the
employee all along.4. Optimism Bias-This psychological bias is rooted in the availability
heuristic. The tendency to be extremely optimistic and overestimate the likelihood of good things
happening is known as optimism bias. For example, many of us procrastinate because we’re
certain of finishing our projects just on time. While it may not be necessarily bad, optimism bias
can give us a false sense of hope—affecting our mental and emotional well-being in the absence
of desirable outcomes. 5. Halo Effect-Human brains get lazy sometimes and rely on the first
impression they have of others. The halo effect bias encourages us to focus on certain attributes
(mostly outward appearance) to form the initial impression about a person.
Q4)decision-making process steps-Though there are many slight variations of the decision-
making framework floating around on the Internet, in business textbooks, and in leadership
presentations, professionals most commonly use these seven steps. 1. Identify the decision- To
make a decision, you must first identify the problem you need to solve or the question you need
to answer. Clearly define your decision. If you misidentify the problem to solve, or if the
problem you’ve chosen is too broad, you’ll knock the decision train off the track before it even
leaves the station. If you need to achieve a specific goal from your decision, make it measurable
and timely.2. Gather relevant information-Once you have identified your decision, it’s time to
gather the information relevant to that choice. Do an internal assessment, seeing where your
organization has succeeded and failed in areas related to your decision. Also, seek information
from external sources, including studies, market research, and, in some cases, evaluation from
paid consultants. Keep in mind, you can become bogged down by too much information and that
might only complicate the process.3. Identify the alternatives- With relevant information now at
your fingertips, identify possible solutions to your problem. There is usually more than one
option to consider when trying to meet a goal. For example, if your company is trying to gain
more engagement on social media, your alternatives could include paid social advertisements, a
change in your organic social media strategy, or a combination of the two.4. Weigh the evidence-
Once you have identified multiple alternatives, weigh the evidence for or against said
alternatives. See what companies have done in the past to succeed in these areas, and take a good
look at your organization’s own wins and losses. Identify potential pitfalls for each of your
alternatives, and weigh those against the possible rewards.5. Choose among alternatives-Here is
the part of the decision-making process where you actually make the decision. Hopefully, you’ve
identified and clarified what decision needs to be made, gathered all relevant information, and
developed and considered the potential paths to take. You should be prepared to choose.6. Take
action-Once you’ve made your decision, act on it! Develop a plan to make your decision tangible
and achievable. Develop a project plan related to your decision, and then assign tasks to your
team. 7. Review your decision- After a predetermined amount of time—which you defined in
step one of the decision-making process—take an honest look back at your decision. Did you
solve the problem? Did you answer the question? Did you meet your goals?
Q5)EFFECIVE decision making in todays word-Step 1: Identify the decision You realize that
you need to make a decision. Try to clearly dene the nature of the decision you mustmake. This
rst step is very important. Step 2: Gather relevant information Collect some pertinent information
before you make your decision: what information is needed, the best sources of information, and
how to get it. This step involves both internal and external “work.” Some information is internal:
you’ll seek it through a process of self-assessment. Other information is external:you’ll nd it
online, in books, from other people, and from other sources. Step 3: Identify the alternatives As
you collect information, you will probably identify several possible paths of action, or
alternatives. You can also use your imagination and additional information to construct new
alternatives. In this step,you will list all possible and desirable alternatives. Step 4: Weigh the
evidence Draw on your information and emotions to imagine what it would be like if you carried
out each of the alternatives to the end. Evaluate whether the need identied in Step 1 would be
met or resolved through the use of each alternative. As you go through this di-cult internal
process, you’ll begin to favor certain alternatives: those that seem to have a higher potential for
reaching your goal. Finally, place the alternatives in a priority order, based upon your own value
system. Step 5: Choose among alternatives Once you have weighed all the evidence, you are
ready to select the alternative that seems to be the best one for you.
Q6) Linear thinking- is a process of thought following known cycles or step-by-step
progression where a response to a step must be elicited before another step is [Link]
of linear thinkers: Linear thinkers are often very logical. Those who prefer linear thinking and
the linear world cite information that they have found useful in the past to solve current
problems. Linear thinkers are pragmatic and often excel in the fields of mathematics, accounting
and other technical fields. A linear thinker will likely prefer consistency and be predictable,
which makes her excel in jobs that involve processes that are repeated regularly. You will be
able to count on the linear thinker to get her work done when it is supposed to be done.
Proficiency with the linear thought process is also useful in conducting scientific research where
objectivity is imperativeDisadvantages of linear thinkers: A major disadvantage of linear
thinking is that the linear thought process does not always account for new variables in a
situation. Linear thinking can be a disadvantage in the business world, especially during hiring.
For example, a hiring manager might be more comfortable hiring someone who has been in the
industry for many years over someone who has experience in a different industry. The linear
thinker would assume the experienced candidate would be the best choice, without stopping to
think that the second, less experienced candidate might be able to contribute fresh, innovative
ideas. Linear thinking can also be a problem when it comes to large groups, as people in groups
will vote to stick with what they know over new [Link]-Linear Thinking is human thought
characterized by expansion in multiple directions, rather than in one direction, and based on the
concept that there are multiple starting points from which one can apply logic to a
[Link] of non-linear thinkers: Nonlinear thinkers are creative, visionary thinkers
who like to test the limits of what is known and possible in the linear world. They will think of
different ways to do things and come up with new, innovative ideas. Nonlinear thinkers can use
their passion for originality to produce transformational products or services. If you run a
business that's looking for fresh ideas that will break established patterns and challenge
competitors, consider a nonlinear [Link] of non-linear thinkers: Being a
nonlinear thinker has some downsides. Some nonlinear thinkers have learning challenges such as
Attention Deficit Disorder, Attention Deficit Hyperactivity Disorder or Asperger's Syndrome.
People diagnosed with these disorders tend to relate in a nonlinear way, so much so that they can
be difficult to keep on track, are easily distracted and may need special accommodations. In a
classroom or office setting, they may be disruptive or unfocused if not supervised properly or
challenged sufficiently. Nonlinear thinkers may miss an easy solution to a problem because they
are looking too far beyond the perimeters of the box.
Q7)A virtual organization (VO) is a group of people or organizations that work together
remotely to achieve a common goal, using technology to collaborate despite being
geographically dispersed. VOs can be temporary or permanent, and can include individuals,
groups, or entire organizations. Here are some characteristics of virtual
organizations:Collaboration: VOs use technology to allow employees to work together in real-
time, regardless of location. Flexible structure: VOs have permeable boundaries and flexible
structures. Distributed decision-making: VOs challenge traditional power structures by
distributing decision-making more evenly among team members. Knowledge sharing: VOs rely
heavily on knowledge sharing and collaboration. Speed: VOs can operate more quickly and
efficiently than traditional organizations. However, VOs also have some disadvantages,
including: No in-person connection: Face-to-face interactions are reduced, which can impact
team cohesion and [Link] challenges: Time zone differences and reliance
Q8)Control [Link] controlling Process consists of five steps: 1)Setting the
standards.2)Measuring the performance.3)Comparing the performance to the set standards
4)Determining the reasons for any such deviations which is required to be paid heed to. 5)Take
corrective action as required. Correction can be made in regards to changing the standards by
setting them higher or lower or identifying new or additional standards in the department.
Elements and Steps of Control ProcessEstablishing Performance Measuring Standards and
Methods-1)Standards are, by definition, nothing more than performance criteria. They are the
predetermined moments in a planning program where performance is measured so that managers
may receive indications about how things are doing and so avoid having to monitor every stage
of the plan's [Link] simply means setting up the target which needs to be achieved to
meet the organizational goals. These standards set the criteria for checking performance. The
control standards are required in this case. 2)Measuring the Performance-Performance against
standards should be measured on a forward-looking basis so that deviations can be discovered
and avoided before they happen. Appraising actual or predicted performance is relatively simple
if criteria are properly drawn and methods for determining exactly what subordinates are doing
are available. The actual performance of the employee is then measured against the set standards.
With the increase in levels of management, the measurement of performance becomes quite
difficult.3)Determining if the Performance is up to par with the Standard-In the control process,
determining if performance meets the standard is a simple but crucial step. It entails comparing
the measured results to previously established norms. Managers may assume that "all is under
control" if performance meets the benchmark. Comparing the degree of difference between the
actual performance and the set standard.4)Developing and Implementing a Corrective Action
Plan-This phase becomes essential if performance falls short of expectations and the analysis
reveals that corrective action is required. The remedial measure could include a change in one or
more of the organization's functions. This is being initiated by the manager who corrects any
sorts of defects in the actual [Link] of Control-There are five different types of
control:1)Feedback Control: This process involves collecting the information on which the task
is being finished, then assessing that information and improvising the same tasks in the
future.2)Concurrent control (also known as real-time control): It investigates and corrects any
problems before any losses arising. An example is a control chart. 3)This is the real-time control,
which checks any problem and examines the same to take action before any loss has been
caused. 4)Predictive/ feedforward control: This type of control assists in the early detection of
problems. As a result, proactive efforts can be done to avoid a situation like this in the future.
Predictive control foresees the problem ahead of its occurrence. 5)Behavioral control: This is a
direct assessment of managerial and staff decision-making rather than the consequences of those
decisions. Behavioral control, for example, sets incentives for a wide range of criteria in a
balanced scorecard.6)Financial and non-financial controls: Financial controls refer to how a firm
manages its costs and spending to stay within budgetary limits. Non-financial controls refer to
how a company manages its costs and expenses to stay within budgetary constraints.

Q.5)importance of decision making- Increased Productivity and Efficiency:Good decisions

can lead to improved productivity, cost savings, and streamlined operations, ultimately
contributing to organizational success. Leadership and Career Advancement:Effective
decision-making is a key indicator of leadership potential and can help individuals advance
their careers by demonstrating their ability to guide teams and make informed choices.
Q9)Financial Controls?-Financial controls are the procedures, policies, and means by which an
organization monitors and controls the direction, allocation, and usage of its financial resources.
Financial controls are at the very core of resource management and operational efficiency in any
[Link] of Financial Controls 1. Cash flow maintenance-Efficient financial
control measures contribute significantly to the cash flow maintenance of an organization. When
an effective control mechanism is in place, the overall cash inflows and outflows are monitored
and planned, which results in efficient operations.2. Resource management-The financial
resources of an organization are at the very core of any organization’s operational efficiency.
Financial resources make available all other resources needed for operating a business. Hence,
financial resource management is crucial in order to manage all other resources. Effective
financial control measures hence are crucial to ensure resource management in an organization.3.
Operational efficiency-An effective financial control mechanism ensures overall operational
efficiency in an organization.4. Profitability-Ensuring an organization’s overall operational
efficiency leads to the smooth functioning of every organizational department. It, in turn,
increases productivity, which comes with a direct, positive relationship with profitability. Hence,
establishing effective financial control measures ensures the improved profitability of any
business.5. Fraud prevention-Financial control serves as a preventative measure against
fraudulent activities in an organization. It can help prevent any undesirable activities such as
employee fraud, online theft, and many others by monitoring the inflow and outflow of financial
resources.
Q10)Information control- refers to the management and regulation of the dissemination,
access, and use of information within an organization or society. It encompasses various
strategies and practices aimed at ensuring that information is shared appropriately, securely, and
in alignment with organizational or governmental policies. Key aspects of information control
include:Access Control: Limiting who can view or use specific information based on roles,
responsibilities, or security [Link] Governance: Establishing policies and standards for
managing data quality, integrity, and compliance with [Link] Security:
Protecting information from unauthorized access, breaches, or cyber threats through encryption,
firewalls, and other security [Link] Management: Organizing and maintaining
information in a way that makes it easily accessible and retrievable for authorized
[Link] and Regulation: In some contexts, information control may involve restricting
or censoring information to manage public perception or maintain social [Link]
Policies: Setting guidelines for how information is shared within and outside an organization,
including social media use and public [Link] information control is crucial for
protecting sensitive data, maintaining privacy, ensuring compliance with laws, and enhancing
operational efficiency. However, it can also raise ethical concerns regarding transparency,
freedom of expression, and the potential for misuse of power.
Q1)[Link]-Father of Administrative Management Fayolís PrinciplesHenri Fayol,
developed a set of 14 principles:1. Division of Labor: allows for job specialization. Fayol noted
firms can have too much specialization leading to poor quality and worker involvement.2.
Authority and Responsibility: Fayol included both formal and informal authority resulting from
special expertise.3. Unity of Command: Employees should have only one boss.4. Line of
Authority: a clear chain from top to bottom of the firm.5. Centralization: The degree to which
authority rests at the very top.6. Unity of Direction: One plan of action to guide the
organization.7. Equity: Treat all employees fairly in justice and respect.8. Order: Each employee
is put where they have the most value.9. Initiative: Encourage innovation.
Q2)The role of technology in changing the working structure of organization-Technology
has changed the working structure of organizations in many ways, including:1)Collaboration and
innovation-Technology enables more flexible and agile structures, which can lead to greater
collaboration and innovation. 2)Communication-Technology has made it easier for employees at
all levels to communicate in real-time. 3)Efficiency-Technology can help streamline processes
and optimize workflows. For example, project management software can help improve the
quality and quantity of work. 4)Remote work-Technology has made it possible for employees to
work remotely, which can lead to improved employee satisfaction and retention. 5)Recruitment-
Technology has made it easier for organizations to recruit and hire employees from around the
world. 6)Training-Technology allows for online training and development, which can help
employees complete training on their own time. 7)Adaptability-Technology can help
organizations adapt to changing market dynamics and anticipate customer needs. 8)Automation-
Technology can help organizations become more efficient and profitable by complementing
human labor. For example, machines can help employees in high-skilled jobs focus their
attention and be more productive.
Q3) Planning-Planning is ascertaining prior to what to do and how to do. It is one of the primary
managerial duties. Before doing something, the manager must form an opinion on how to work
on a specific job. Hence, planning is firmly correlated with discovery and creativity. But the
manager would first have to set goals. Planning is an essential step what managers at all levels
take. It requires making decisions since it includes selecting a choice from alternative ways of
performance What is the Importance of Planning? Planning Process(1) Setting Objectives-
This is the primary step in the process of planning which specifies the objective of an
organisation, i.e. what an organisation wants to [Link] planning process begins with the
setting of objectives. Objectives are end results which the management wants to achieve by its
[Link] are specific and are measurable in terms of [Link] are set for the
organisation as a whole for all departments, and then departments set their own objectives within
the framework of organisational [Link]: A mobile phone company sets the objective
to sell 2,00,000 units next year, which is double the current sales.(2) Developing Planning
Premises-Planning is essentially focused on the future, and there are certain events which are
expected to affect the policy [Link] events are external in nature and affect the planning
adversely if [Link] understanding and fair assessment are necessary for effective
[Link] events are the assumptions on the basis of which plans are drawn and are known
as planning [Link]: The mobile phone company has set the objective of 2,00,000
units sale on the basis of forecast done on the premises of favourable Government policies
towards digitisation of transactions.(3) Identifying Alternative Courses of Action-Once
objectives are set, assumptions are [Link] the next step is to act upon [Link] may be
many ways to act and achieve [Link] the alternative courses of action should be
identified.(4) Evaluating Alternative Course of Action-In this step, the positive and negative
aspects of each alternative need to be evaluated in the light of objectives to be [Link]
alternative is evaluated in terms of lower cost, lower risks, and higher returns, within the
planning premises and within the availability of [Link]: The mobile phone company
will evaluate all the alternatives and check its pros and cons.(5) Selecting One Best Alternative-
The best plan, which is the most profitable plan and with minimum negative effects, is adopted
and [Link] such cases, the manager’s experience and judgement play an important role
in selecting the best [Link]: Mobile phone company selects more T.V
advertisements and online marketing with great after sales service.
Q.1)the importance of controlling:Achieving Organizational Goals:Controlling helps ensure
that the organization's goals are met by comparing actual performance with planned standards
and taking corrective action if necessary. Efficient Resource Use:By monitoring resource
utilization, controlling helps identify areas where resources are being wasted and allows for
more efficient allocation. Maintaining Discipline and Order:Controlling creates
anatmosphere of order and discipline by clearly outlining expectations and monitoring
performance, which can help minimize undesirable behavior. Improving Employee
Motivation:A good control system clarifies expectations and performance standards,
motivating employees to perform better. Facilitating Coordination:Controlling ensures that
different departments and employees are working towards the same goals by coordinating their
actions. Supporting Better Decisions:By providing data on actual performance, controlling
helps managers make more informed decisions about resource allocation, strategy adjustments,
and other critical areas. Adapting to Changes:Controlling allows organizations to quickly
identify and respond to changes in the external environment or internal operations, ensuring
that they remain on track to achieve their goals.

Q.2)SMART goals- are a framework for setting objectives that are Specific, Measurable,
Achievable, Relevant, and Time-bound. This framework helps individuals and teams create goals
that are clear, attainable, and trackable, increasing the likelihood of success. Here's a breakdown
of each element:Specific:The goal should be well-defined, clear, and focused, leaving no room
for ambiguity. Measurable:It should be possible to track progress towards the goal and
determine when it's been achieved, using specific metrics or indicators. Achievable:The goal
should be realistic and within reach, considering the available resources and constraints
Relevant:The goal should align with your overall objectives and priorities, making it
meaningful and impactful. Time-bound:A clear deadline should be set to create a sense of
urgency and help you stay on track. Example-Vague Goal: "I want to improve my work
performance." SMART Goal: "By the end of Q3, I will increase my sales by 15% by
implementing a new lead generation strategy and consistently following up on all leads, tracking
my progress weekly."

Q.4)Benchmark-A benchmark is a standard used to measure, evaluate, or compare something

against a reference point. It can be a standard of excellence, a reference point for measurements,
or a standardized test for assessing performance. In business, benchmarking is the process of
comparing performance or processes to industry bests or competitors. In computing, benchmarks
are tests used to evaluate the performance of systems or software.

Q5)Grid analysis- is a decision-making tool that helps evaluate different options by considering
multiple criteria and their relative importance. It involves creating a grid where options are listed
as rows and criteria are listed as columns. Each criterion is assigned a weight reflecting its
importance, and each option is scored for each criterion. By multiplying the scores by the
weights and summing the results, a total weighted score is calculated for each option, allowing
for a comparative analysis of the options.

Q6)Planning -is the process of setting goals, developing strategies to achieve those goals, and
outlining the steps needed to carry out those strategies. It involves anticipating future needs and
circumstances, making decisions about the best course of action, and preparing for potential
challenges or opportunities.

Q.5)characteristics of good decision-making:1. Timely and Efficient: Making decisions

quickly and efficiently is crucial for seizing opportunities and avoiding delays that can hinder
progress. 2. Informed and Data-Driven: Good decisions are based on thorough research, analysis
of relevant data, and a clear understanding of the situation. 3. Collaborative and Inclusive:
Involving stakeholders, seeking diverse perspectives, and considering alternative viewpoints can
lead to more robust and effective decisions. 4. Goal-Oriented and Strategic: Decisions should
align with organizational goals and contribute to the overall strategic direction of the business or
project. 5. Logical Reasoning and Critical Thinking: Analyzing situations, identifying potential
problems and solutions, and evaluating risks and rewards are essential for making sound
decisions. 6. Emotional Intelligence and Self-Awareness: Managing emotions, understanding
their impact on decision-making, and being self-aware of one's own biases are crucial for
objectivity and fairness. 7. Open-Mindedness and Adaptability: Being willing to consider
different options, embrace new information, and adapt to changing circumstances is important
for navigating uncertainty and making informed choices. 8. Creativity and Innovation: Thinking
outside the box, generating novel solutions, and embracing innovation can lead to more effective
and impactful decisions. 9. Confidence and Decisiveness: Having confidence in one's judgment
and being able to make decisions confidently without hesitation is important for moving
forward. 10. Accountability and Follow-Through: Taking responsibility for decisions, ensuring
they are implemented effectively, and monitoring the results are essential for successful
decision-making
Q.7)roles of planning in todays organization-In today's organizations, planning plays a crucial
role in setting direction, facilitating decision-making, and ensuring resource allocation for
achieving strategic goals. It helps organizations manage uncertainty, improve performance, and
stay competitive in a dynamic environment. the roles of planning:[Link] Direction
and Objectives:Setting Clear Goals:Planning helps organizations define specific, measurable,
achievable, relevant, and time-bound (SMART) goals, ensuring everyone understands the
desired outcomes. Providing a Roadmap:A well-defined plan provides a roadmap for the
organization, guiding it towards its objectives and ensuring that all efforts are aligned. Creating
a Shared Vision:Planning helps to create a shared vision and understanding of the
organization's future direction, fostering a sense of purpose and direction among employees.
2. Improving Decision-Making:Analyzing Alternatives:Planning involves analyzing different
courses of action, evaluating their potential impact, and choosing the most effective strategy.
Reducing Uncertainty:By anticipating future scenarios and developing contingency plans,
planning can help organizations mitigate risks and reduce the impact of unforeseen events.
Facilitating Informed Decisions:Planning provides a framework for making informed
decisions, ensuring that choices are aligned with organizational goals and resources. 3.
Optimizing Resource Allocation:Efficient Resource Use:Planning helps organizations
identify and allocate resources effectively, ensuring that they are used in the most efficient and
productive manner. Budgeting and Financial Planning:Planning involves creating budgets
and financial plans, ensuring that the organization has the necessary resources to achieve its
objectives. 4. Enhancing Performance and Competitive Advantage:Improving
Performance:By providing direction, facilitating decision-making, and optimizing resource
allocation, planning can significantly improve organizational performance. Creating
Competitive Advantages:Effective planning can help organizations stay ahead of the
competition by anticipating market trends, developing innovative strategies, and adapting.

Q.3)span of control in government organisation and private oraganisation-Span of control,

which refers to the number of subordinates a manager effectively supervises, is a crucial aspect
of organizational structure in both government and private organizations. While the optimal span
of control can vary based on factors like the nature of work and employee skills, understanding
its implications is key to efficient and effective leadership. In Government
Organizations:Significance:Span of control is particularly important in public administration
as it impacts efficiency, accountability, and effective governance. Considerations:The number
of subordinates a government official can effectively direct depends on factors like the
complexity of the work, the skills and experience of employees, and the overall organizational
goals, Impact:A narrow span of control (fewer subordinates per manager) can lead to more
layers in the organizational structure, potentially slowing down decision-making and
increasing costs, Conversely, a wide span of control (more subordinates per manager) can
reduce costs and speed up decision-making, but may also lead to less individual attention and
support for subordinates, Factors:Geographical dispersion of government branches can also
impact span of control, making it more challenging for managers to effectively supervise
subordinates who are not physically present in the same location, In Private Organizations:
Significance:Span of control is a key factor in private organizations, as it directly impacts
communication flow, employee motivation, and overall productivity, ConsiderationsThe ideal
span of control in private organizations depends on factors like job complexity, the similarity
of subordinate tasks, and the abilities of both employees and the manager, Impact:A wide span
of control can be more cost-effective due to fewer managerial positions, but it can also lead to
less individual attention for subordinates, A narrow span of control can provide more
individual support and communication, but may increase costs due to more managerial levels,
Modern Model:The modern model of span of control suggests an average of 15 to 20
subordinates per manager, while the traditional model suggests 5 to 6 subordinates per
manager, according to Xpheno - Specialist Staffing.

Q.3)three types of traditional organizational design-The three traditional organizational

designs are Simple, Functional, and Divisional structures. Simple structures are basic, suitable
for small businesses with low departmentalization, while functional structures group employees
by job function. Divisional structures, on the other hand, divide the organization into semi-
autonomous units, each responsible for a specific product, market, or geographic area. Simple
Structure:This structure is the most basic, often found in small businesses or startups. It has a
low level of departmentalization, minimal work specialization, and a wide span of control,
meaning each manager oversees a large number of employees. Decision-making is typically
centralized with the owner or top management. Functional Structure:This structure groups
employees into departments based on their job functions, such as marketing, finance, or human
resources. It promotes specialization and efficiency within each department, but it can also lead
to communication silos and slower decision-making across departments due to its hierarchical
nature. Divisional Structure:In this structure, the organization is divided into smaller, self-
contained divisions, each responsible for a specific product line, market, or geographic
area. Each division operates as its own profit center and has the autonomy to make decisions
related to its specific area. This structure is often adopted as a company grows and expands
into multiple product lines or markets.