SOFT CORE – MANAGEMENT

GE3751 PRINCIPLES OF MANAGEMENT COURSE

OBJECTIVES:
 Sketch the Evolution of Management.
 Extract the functions and principles of management.
 Learn the application of the principles in an organization.
 Study the various HR related activities.
 Analyze the position of self and company goals towards business.

UNIT I INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS 9

Definition of Management – Science or Art – Manager Vs Entrepreneur- types of
managersmanagerial 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

COURSE OUTCOMES:
 CO1: Upon completion of the course, students will be able to have clear understanding of
managerial functions like planning, organizing, staffing, leading & controlling.
CO2: Have same basic knowledge on international aspect of management.
CO3: Ability to understand management concept of organizing.
CO4: Ability to understand management concept of directing.
CO5: Ability to understand management concept of controlling.

TEXT BOOKS:
1. Harold Koontz and Heinz Weihrich “Essentials of management” Tata McGraw Hill,1998.
2. Stephen P. Robbins and Mary Coulter, “ Management”, Prentice Hall (India)Pvt. Ltd., 10th
Edition, 2009.

REFERENCES:
1. Robert Kreitner and MamataMohapatra, “ Management”, Biztantra, 2008.
2. Stephen A. Robbins and David A. Decenzo and Mary Coulter, “Fundamentals of
Management” Pearson Education, 7th Edition, 2011.
3. Tripathy PC and Reddy PN, “Principles of Management”, Tata Mcgraw Hill, 1999.

Mapping of Course Outcomes with Programme Outcomes and Programme Specific Outcomes
(1/2/3/- indicates strength of correlation) 3-High, 2-Medium, 1-Low, - no correlation
POs PSOs
COs P P P P
P P P P P P P P PSO
O1 O1 O1 PSO2 PSO3
O1 O2 O3 O4 O5 O6 O7 O8 O9 1
0 1 2
CO 3 - - - 1 - - - - - - 2 1 1
1
CO - 1 1 - - - - - - 3 3 3 2 1 -
2
CO 1 - 2 - - 1 - 2 1 1 2 - - 2
3
CO - 1 1 1 2 - - 1 2 2 3 3 1 1 1
4
CO 1 - - 1 1 - - - 3 3 1 1 - 1
5
1.6 1 1 1.5 1.5 1 1 1 2 2 2 2 1.5 1 1.25
Avg
6

UNIT I INTRODUCTION TO MANAGEMENT AND ORGANIZATION

 PART A
1. Define Management
Management is the process of designing and maintaining an environment in which
individuals, working together in groups efficiently to accomplish selected aims.
2. List out the various objectives of Management.
Getting Maximum Results with Minimum Efforts. Increasing the Efficiency of factors of
Production . Maximum Prosperity for Employer & Employees . Human betterment & Social
Justice . Reduces Costs . Establishes Equilibrium .Establishes Sound Organization
3. List out the importance of Management. Improves Understanding . Direction for
Training of Managers .Guide to Research in Management
4. List out the characteristics of Management Management is an activity . It applies
economic principles . It is an integrating process  It is an interdisciplinary approach . It is
dynamic not static
5. Distinguish between Management and Administration Attributes Management
Administration Definition Art of getting things done through others by directing their efforts
towards achievement of pre-determined goals. Formulation of broad objectives, plans &
policies. Nature executing function, doing function decision-making function, thinking
function Usage Used in business enterprises. Popular with government, military, educational,
and religious organizations. Influence Decisions are influenced by the values, opinions,
beliefs and decisions of the managers. Influenced by public opinion, government policies,
customs etc. Abilities Handles the employees. Handles the business aspects such as finance.
6. List out the various levels of Management.
Top-Level Management ,Middle-Level Management ,Lower – Level Management
7. Explain the part of Top Management Top management lays down the objectives and
broad policies of the enterprise . The top management is also responsible towards the
shareholders for the performance of the enterprise. Controls & coordinates the activities of
all the departments . Prepares strategic plans & policies for the enterprise
8. List down the functions of Middle Level Management They execute the plans of the
organization in accordance with the policies and directives of the top management. They
make plans for the sub-units of the organization. They participate in employment & training
of lower level management. They evaluate performance of junior managers. They are also
responsible for inspiring lower level managers towards better performance.
9. What are the functions of Lower Level Management? Assigning of jobs and tasks to
various workers. They guide and instruct workers for day to day activities. They are
responsible for the quality as well as quantity of production. They prepare periodical reports
about the performance of the workers. They ensure discipline in the enterprise. They
motivate workers.
10. What are the functions of Management? Planning Organizing Staffing Directing
Controlling
11. List out the types of Managers Authoritarian Manager Democratic Manager
Paternalistic manager Laissez Faire Manager
12. Define Authoritarian Manager Authoritarian Manager is one who is the sole decision
maker for his management unit and prefers his subordinates to perform their tasks exactly as
outlined by him. This type of manager makes work easier for the employee as the latter
knows exactly what is expected of him/her and the way in which the task is to be performed.
13. Define Democratic Manager Democratic Manager is that person who believes in
majority consensus and takes any decision only after consulting his/her subordinates. This
type of manager displays participative management style by allowing his subordinates'
participation in the decision-making process.
14. Define Paternalistic Manager Paternalistic manager is the one who acts like a parent
figure to his subordinates and makes sure to regularly bond with his subordinates to listen to
their professional issues and lend a helping hand to ease their operational difficulties.
15. Define Laissez Faire Manager Laissez Faire Manager communicates the tasks to be
performed by his subordinates and sets targets and deadlines for the completion of such tasks.
16. List down the Role of Managers
Interpersonal Roles, Informational Roles ,Decision Roles
17. List out the evolution of Management Thoughts
Pre-Scientific Management Era (before 1880) Classical management Era (1880-1930) 
Neo-classical Management Era (1930-1950)  Modern Management era(1950-on word)
18. What is Scientific Management? Scientific Management is an art of knowing exactly
what you want your men to do and seeing that they do it in the best and cheapest way.
19. What are techniques of Scientific Management? Time Study Motion Study
Standardization Differential Piece Wage Plan
20. What is Time Study? It is a technique which enables the manager to ascertain standard
time taken for performing a specified job. This technique is based on the study of an average
worker having reasonable skill and ability.
21. What is Motion Study? Motion Study observes movement of body and limbs required to
perform a job are closely observed. It refers to the study of movement of an operator on
machine involved in a particular task. Motion study increases the efficiency and productivity
of workers by cutting down all wasteful motions.
22. What is Differential Wage Plan? This system is a source of incentive to workers who
improving their efficiency in order to get more wages. It also encourages inefficient workers
to improve their performance and achieve their standards. It leads to mass production which
minimizes cost and maximizes profits.
23. What is Bureaucratic Organization? There is a high degree of Division of Labor and
Specialization. There is a well-defined Hierarchy of Authority. It follows the principle of
Rationality, Objectively and Consistency. There are Formal and Impersonal relations among
the member of the organization. Interpersonal relations are based on positions and not on
personalities.
24. Define Sole Proprietorship Business is owned and run by one person only. Even though
he can employ people, he is still the sole traderof the business.
25. List out the Merits and Demerits of Partnership Merits: More capital than a sole
trader. Responsibilities are split. Any losses are shared between partners. Demerits:
Unlimited liability. No continuity, no legal identity. Partners can disagree on decisions,
slowing down decision making. If one partner is inefficient or dishonest, everybody loses.
26. What is Private Limited Company? Private Limited Companies have separate legal
identities to their owners, and thus their owners have limited liability. The company has
continuity, and can sell shares to friends or family.
27. What is Organization Culture? Organizational culture is the behavior of humans within
an organization and the meaning that people attach to those behaviors. Culture includes the
organization's vision values, norms, systems, symbols, language, assumptions, beliefs, and
habits.
28. List out the importance of Organization Culture. The culture decides the way
employees interact at their workplace The culture of an organization represents certain
predefined policies which guide the employees and give them a sense of direction at the
workplace Work culture goes a long way in creating the brand image of the organization.
Work culture unites the employees who are otherwise from different back grounds The work
culture promotes healthy relationship amongst the employees Culture of the organization
which extracts the best out of each team member
29. List down the types of Organization Culture Clan culture Adhocracy culture Market
oriented culture Hierarchy culture
30. Outline the fourteen principles of Henry Fayol. Division of Labor Party of Authority
& Responsibility , Unity of command , Unity of Direction , Equity Order ,Discipline
Initiative , Fair Remuneration ,Stability of Tenure ,Scalar Chain , Sub-Ordination of
Individual Interest to General Interest , Espirit De’ Corps , Centralization & De-
Centralization
31. What is Scalar Chain? The chain of superiors ranging from the ultimate authority to
the lowest. Every orders, instructions, messages, requests, explanation etc. has to pass
through Scalar chain.
32. What is Espirit De’ Crops?  It refers to team spirit i.e. harmony in the work groups and
mutual understanding among the members.  Spirit De’ Corps inspires workers to work
harder.
33. What is centralization? Centralization means concentration of authority at the top level.
 It is a situation in which top management retains most of the decision making authority.
34. What is De-Centralization? Decentralization means disposal of decision making
authority to all the levels of the organization. It means sharing authority downwards from top
to bottom management.
35. List down the types of Business Firms. Sole Proprietorship , Public Limited Company ,
Private Limited Company , Partnership
36. What is meant by Organization Values? Organization values may be guiding
principles of behavior for all members in the organization. Values reflect what is important in
the organization .It may be stated on the organization's website.
37. List out the visible elements of organization culture. Artifacts Stories, histories,
myths, legends, jokes  Rituals, rites, ceremonies, celebrations  Heroes  Symbols and
symbolic action  Beliefs, assumptions and mental models  Attitudes  Rules, norms, ethical
codes, values
38. List down the invisible elements of organization culture.  Organizational Values 
Organizational Beliefs  Organizational Norms
39. What is Organization Environment? Organizational environment is a set of forces and
conditions, such as technology and competition, that are outside the organization’s
boundaries and have the potential to affect the way the organization operates and the way
managers engage in planning and organizing.

PART – B
1. Analyze the various management functions in detail.
2. Explain in detail about Henry Fayol’s contribution towards classical approach in
management. (Nov/Dec 2006), (April/May 2013), (May/June 2016) (Nov/Dec 2018)
(MG8951) (Reg. 2017)
3. Discuss the principles and techniques of scientific management formulated by F.W.
Taylor.
4. Distinguish between administration and management.
5. Discuss – Is management science or art. (Nov/Dec 2006), (April/May 2007), (May/June
2016) (MG6851) (Reg. 2013)(MG 8591) (Nov/Dec 2019)
6. Explain the roles and social responsibility of a manager.
7. Discuss the relative importance of each type of the skills to lower, middle and upper level
managers.
ASSIGNMENT TOPICS
1. Discuss why it’s important to study management.
2. Analyze the rewards and challenges of being a manager.
3. Elaborate an organization using the systems approach.
4. Explain how the contingency approach is appropriate for studying management.
5. Identify the seven dimensions of organizational culture.
UNIT II PLANNING
 PART-A
1. Define Planning. Planning is a process to develop a strategy to achieve desired objectives,
to solve problems, and to facilitate action.
2. List out the Features of Planning Focuses on Achieving Objectives , It is Primary
Function of Management , It is Pervasive , It is Continuous , It is Futuristic , Involves
Decision Making , It is a Mental Exercise
3. List out the types of Planning  Corporate Planning  Strategic Planning  Operational or
Tactical Planning  Proactive Planning  Reactive Planning  Formal and Informal Planning
 Automated Planning
5. What is Strategic Planning? Strategic Planning is process of deciding on the objectives
of the organization, on changes on these objectives and on the policies that are to govern the
acquisition, use and disposition of these resources.
6. What is Operational Planning? Operational planning is the process of deciding, the most
effective use of the resources already allocated and to develop a control mechanism to assure
effective implementation of the actions so that organizational objectives are achieved.
7. Distinguish between formal and informal planning.  Formal Planning exists in the
formal hierarchy of the organization and is always carried out in the stepwise process 
Informal Planning is usually carried out in very small organizations where the formal
organization structure may or may not exist.
8. List out the Steps in Planning Process.  Determination of the objectives  Collection
and forecasting of Information  Development of planning premises  Discovering
alternative courses of action  Selection of best alternative  Formulation of derivative plans
 Communicating the plan  Follow up measures
9. Define Objectives.  Objectives may be defined as the goals which an organization tries to
achieve.  Objective is a term commonly used to indicate the point of a management program
 Objectives are the goals, aims or purposes that organizations wish to achieve over varying
periods of times  Objectives decide where we want to go, what we want to achieve and next
what is our destination.
10. What is meant by MBO? Management by Objectives (MBO) is a process in which a
manager and an employee agree upon a set of specific performance goals, or objectives, and
jointly develop a plan for reaching them.
11. List down the Features of MBO.  Superior-subordinate participation  Joint goal-
setting  Joint decision on methodology  Makes way to attain maximum result  Support
from superior 12. Outline the Steps in MBO.  Collectively fixing objectives  Collectively
making a plan  Subordinates implements the plan  Collectively monitoring performance
13. Define Policy  Policies are general statements or understandings which guide or channel
thinking in decision-making of subordinates.  Policies are guides to action. They provide
abroad guideline as to how the objectives of an organization are to be achieved.
14. Policy is formulated through the various steps in the decision-making process.  Policy
can be interpreted from the behavior of the top management.  Policy provides guidelines to
the members of the organization for choosing a particular course of action.
15. Classification of Policies. Top management policies , Upper middle management
policies , Middle management policies , Foremen policies , Sales policies , Production
Policies , Research policies
16. Outline the Steps in Policy Formulation Establish need for a policy , Develop policy
content , Draft the policy, Write the procedure , Review of the policy by key parties ,
Approve the policy , Implement the policy , Policy review and update , Communication of
changes to the policy
17. Distinguish between Objectives and Policies Objectives Policies Objective decide what
to do Policy decides how to do. Objectives determine the final goal of the enterprise Policies
are framed to achieve the objective efficiently. Objectives decide the specific job to be done
Policies decide the procedures to be adopted for completion of the job Objectives are the
target and aims planning. Policies are the means and manner of achieving objectives.
18. Define Procedure A ‘Procedure’ is a standing plan describing a customary method of
handling a future activity. Procedures are meant to standardize and routinize the pattern and,
pace, of work flow at the operational level.
19. Distinguish between Policies and Procedures Policies guide top management in
decision making, while procedures guide employees into action. Policies leave some room
for managerial discretion, while procedures are detailed and rigid Policies are an integral part
of organizational strategies, while procedures are tactical tools Policies are generally
formulated by top management, while procedures are laid down at lower organizational
levels in line with policies
20. Define Program. A ‘Program’ may be defined as single-use comprehensive plan
designed to implement the policies and accomplish the objectives. It gives a step by- step
approach to guide the action necessary to reach a pre-determined goal.
21. List out the features of Program It is a single-use but comprehensive plan. It lays down
the principal steps for accomplishing a mission. It gives a step-by-step approach to guide the
action plan. It is guided by the objectives and strategies and covers many other types of plans
it is a time-table of the future action.
22. Define Strategy. Strategy is the pattern of objectives, purposes or goals and major
policies and plans for achieving these goals, stated in such a way as to define what business
the company is in or is to be and the kind of company it is or is to be.
23. List out the characteristics of Strategy. Strategy is forward looking Strategy is an
action to meet a particular challenge, to solve particular problems or to attain a desired
objective Strategy relates the business organization to its environment Strategy is a means to
an end and not an end in itself.
24. What are levels of Strategy? Business Level Strategy , Corporate Level Strategy,
Functional Level Strategy
25. What is meant by Corporate Level Strategy? Corporate-level strategy seeks to
determine what businesses a corporation should be in or wants to be in . Corporate-level
strategy is developed by top-level management and the board of directors
26. What is Business Level Strategy? Business-level strategies are generally developed by
upper and middle-level business unit managers, in negotiation on key targets with the top
corporate managers, and are intended to help the organization achieve its corporate level
strategy.
27. What is meant by Functional Level Strategy? Functional or business process strategies
address issues usually faced by lower-level managers and deal with strategies for the major
organizational functions such as marketing, finance, production, and research, which are
considered important to achieving the business strategies and enabling the corporate-level
strategy.
28. List out the types of Strategies  Integration Strategies  Intensive Strategies 
Diversification Strategies  Defensive Strategies
29. What is Diversification? Diversification entails effecting growth through the
development of new areas that are clearly distinct from current businesses
30. Classify the Diversification Strategies  Concentric Diversification: Adding new but
related products or services is called concentric diversification.  Horizontal Diversification:
Adding new unrelated products or services for present customers is called horizontal
diversification. Conglomerate Diversification: Adding new but unrelated products or services
is called conglomerate Diversification.
31. What is Planning Premises?
Planning premises are identified as the anticipated environment in which plans are expected
to operate. Planning premises are the critical factors which lay down the boundary for
planning
32. Classify Planning Premises.
Internal and external premises Controllable, semi-controllable and non-controllable premises
Tangible and Intangible premises
33. What is Strategic Management? Strategic management is that set of managerial
decisions and actions that determines the longrun performance of an organization. It entails
all of the basic management functions--planning, organizing, leading, and controlling.
35. List out the tools and techniques to measure Strategic Management.
SWOT Analysis BCG Matrix ,Porter’s Five Force Model Gap Analysis , Balance Score
36. Outline the SWOT Analysis A scan of the internal and external environment is an
important part of the strategic planning process. Environmental factors internal to the firm
usually can be classified as strengths (S) or weaknesses (W), and those external to the firm
can be classified as opportunities (O) or threats (T).
37. What is BCG Matrix? The BCG matrix, developed by the Boston Consulting Group, is
a strategy tool to guide resource allocation decisions based on market share and growth of
SBUs (Small Business Units).
38. Outline the Porter’s Five Force Model
Threat of new entrants
Bargaining power of suppliers
Bargaining power of customers
Competitive Rivalry
Threat of Substitutes
.
PART – B
1. Discuss the steps involved in planning. (April/May 2017) (MG8951) (Reg. 2017) (13)
2. Analyze the various steps to perform decision making process. (May/June 2016) (Nov/Dec
2016) (April/May 2017) (MG8951) (Reg. 2017)
3. Explain the importance and purpose of decision making.
4. Classify the types of decisions.
5. Explain the features and importance of planning.
6. Explain in detail about MBO.
7. Classify the types of planning in detail.
8. Discuss the features of objectives and guidelines for objective setting.
9. Classify the different types of strategies.
10. Discuss in detail about policy, procedure, rules and method, program, projects, schedule
and budgets.
11. Analyze the planning tools and techniques for strategic management.
ASSIGNMENT TOPICS
1. Discuss the types of goals organizations might have.
2. Analyze how managers can effectively plan in today’s dynamic environment.
3. Discuss how traditional goal setting and MBO work
4. Discuss the approaches to planning.
 UNIT III ORGANIZING
PART-A
1. Define Organization Organization is harmonious adjustment of the specialized parts for
the accomplishment of some common purpose or purposes .An identifiable group of people
contributing their efforts for the attainment of the common goals is called organization.
Organization is the establishment of authority and relationships with provision for
coordination between them, both vertically and horizontally in the enterprise structure.
2. List down the importance of organizing function. Co-ordination . Delegating
authority . Sense of security . Job definition . Management growth . Personal growth
3. List out the steps in the process of organizing function. Division of
work .Departmentation . Linking departments . Assigning Duties . Defining hierarchal
structure
4. What are the purposes of organizing? Helps to achieve organizational goal . Optimum
use of resources . To perform managerial function . Facilitates growth and diversification .
Humane treatment of employees
5. What is a formal organization? An organization is formal when the activities are
coordinated towards a common objective.A formal organization has a specific set of
commands to direct employees in achieving its goals.
6. List out the Objectives of formal organization. To facilitate the accomplishment of the
goals of the organization To facilitate the co-ordination of various activities To aid the
establishment of logical authority relationship To aid the establishment of division of labor
Create group cohesiveness
7. List down the Features of formal organization. It is absolutely non-individual. It is
predetermined and deliberately created. It is created on the basis of delegation of authority. It
does not consider the emotional aspect. Division of labor and specialization becomes
possible. Organization charts are followed.
8. What is an informal organization? Informal organization is any human group
interactions that occur spontaneously and naturally over long period of time. Informal
organizations are formed on the basis of individual relations, communication, general
knowledge.
9. List down the importance of informal organization. It serves as a very useful channel
of communication in the organization. The informal communication is very fast.It blends
with the formal organization to make it more effective. It gives support to the formal
organization. The presence of informal organization encourages the manager to plan and act
carefully. Informal organization supports and supplements the formal organization.
10. List out the features of informal organization. It is supplement to the formal
organization. The informal relationships are established spontaneously. These organizations
are found at each level of management.
11. Distinguish between formal and informal organization. Formal Organization Informal
Organization It is originated with delegation of authority. It originates automatically due to
social relations. These are formed for organizational objectives. These are formed for social
satisfaction. Members of these organizations have formal relations. Members of these
organizations have personal relations. It has a well-defined structure. It does not have a well-
defined and clear cut structure. Authority flows from top to bottom. Authority flows from
down to top or horizontally.
12. What is an organization structure? Organization structure is a pattern of relationship
among the various positions in a firm and among the various people occupying the positions.
Organization structure deals with the overall organizational arrangements in an enterprise.
13. Explain the objectives of organization structure. To develop coordination among the
different activities performed by the various departments in the enterprise. To avoid
duplication of the efforts at the time of execution of the necessary activities. To execute all
necessary activities and undue activity avoided.
14. List out the types of organization structure. Line organization structure. Functional
organization structure. Line and staff organization structure.  Product organization
structure. Committee and Matrix organization structure.
15. What is line organization structure? In line organization, the line of authority moves
directly from the top level to the lowest level in a step-by-step manner. Here the top-level
management takes all major decisions and issues directions for actual execution.
16. In function organization structure the job of management is divided according to
specialization. There will be separation of planning of work and execution of the plan
prepared.
17. What is product organization structure? A product structure is based on organizing
employees and work on the basis of the different products. Product structure groups
employees together based upon specific products produced by the company.
18. What is matrix organization structure? A matrix organizational structure is a
company structure in which the reporting relationships are set up as a grid, or matrix, rather
than in the traditional hierarchy. It focuses on hierarchy with multiple levels of
communication responsibilities in a company. Employees may develop their own projects
and assemble a team to work on them.
19. What is Departmentation? Grouping of activities into departments or other
homogeneous unit is known as departmentation. Departmentalisation is the process of
grouping tasks into jobs, the combining of jobs into effective work groups and the combining
of groups into identifiable groups or departments.
20. List down the types or bases of Departmentation. Departmentation by
function ,Departmentation by product , Departmentation by process , Departmentation by
geography ,Departmentation by customer ,Departmentation by time , Departmentation by
number
21. What is span of control? Span of Control in management and administration thus refers
to the total number of people whom a manager or an administrator can effectively control and
supervise. Span of control means the number of subordinates whom a superior (manager or
administrator) can effectively supervise.
22. Distinguish between tall vs flat structure. Tall - A management structure characterized
by an overall narrow span of management and a relatively large number of hierarchical
levels. Tight control. Flat - A management structure characterized by a wide span of control
and relatively few hierarchical levels. Lose control. Facilitates delegation
23. List out the factors influencing span of control. Work performed by subordinates is
stable and routine. Subordinates perform similar work tasks. Subordinates are concentrated in
a single location. Subordinates are highly trained and need little direction in performing
tasks. Rules and procedures defining task activities are available.
24. What is centralization? Centralization is the systematic and consistent reservation of
authority at central points within an organization In centralization all the important decision
and actions at the lower level, all subjects and actions at the lower level are subject to the
approval of top management.
25. What are the advantages of centralization? Effective utilization of talents of the top
management. It reduces co-ordination problems as a unifying force integrates all operations.
It allows the development of a strong co-ordinates top management team.
26. What is decentralization?Decentralization denotes the transfer of authority from the
higher level to the lower level. Decentralization of authority means dispersal of decision-
making power to the lower level of the organization.
27. List down the features of decentralization. Decentralization is concerned with the
attitude and philosophy of organization and management Decentralization is the result of
effective delegation of authority. Decentralization transfers authorities to the subordinates.
28. Distinguish between centralization and decentralization. Centralization
Decentralization Environment is stable Environment is complex, uncertain Lower-level
managers are not as capable or experienced at making decisions as upper-level managers.
Lower-level managers are capable and experienced at making decisions. Lower-level
managers do not want to have say in decisions Lower-level managers want a voice in
decisions. Decisions are significant. Decisions are relatively minor.
29. What is delegation of authority? Delegation of authority is meant by assigning jobs to
others and giving rights to execute them. Delegation of authority merely means the granting
of authority to subordinates to operate within prescribed limits.
30. List down the features of delegation of authority. The degree of delegation prescribes
the limits within which a manager has to decide the things. Delegation of authority is made
for getting cooperation from the subordinates. With the delegation of authority, the
subordinate gets the authority but at the same time superior retains his own authority.
31. List out the elements of delegation of authority. Responsibility .Authority
Accountability .
32. What is responsibility? Responsibility may be defined as the obligation of a subordinate
to whom the duty has been assigned to perform. Responsibility is the obligation of a
subordinate to perform the duty as required by his superior
33. What is authority? Authority is the right to give orders to and the power to extract
obedience from the subordinates. Authority is the sum of powers and rights entrusted to make
possible the performance of the work delegated.
34. What is accountability? Accountability denotes answerability for the accomplishment of
the task assigned by the superior to his subordinates. Accountability is the obligation of an
individual to keep his superior informed of his use of authority and accomplishment of the
assigned task.
35. Distinguish between authority and responsibility. Authority Responsibility It is the
right of the manager to command his subordinates. It is the obligation of the subordinate to
complete the assigned work. It arises due to the position of superior. It arises due to superior-
subordinate relationship. It flows from top to bottom. It flows from bottom to top. It has
longer period as compared to responsibility. It gets completed with the completion of the task
so has the shorter period.
36. Distinguish between responsibility and accountability. Responsibility Accountability
It is the obligation of the subordinate to complete the assigned work. It is the answerability to
the superior for the performance of the work. With delegation of the authority, the new
responsibility is created at each level. With delegation of the authority, the new responsibility
is not created at any level. It arises due to superior-subordinate relationship. It originates with
the delegation of authority.
37. Outline the Process of delegation. Determination of expected results , Assignment of
job and duties to sub-ordinates , Delegation of Authority ,Fixation of
Responsibility ,Evaluation of Performance
38. Distinguish between Delegation of authority and decentralization. Delegation of
Authority decentralization Delegation is individual. It usually involves two persons, i.e.,
supervisor and subordinate. Decentralization is totalistic in nature. It involves delegation
from top management to the department or the division of sectional level. The purpose of
delegation is the multiplication of manager. The purpose of the decentralization is to increase
subordinate's role in the organization. It is suitable to all organizations. It is suitable to only
big organizations.
39. What is Job Design? Job Design is the process of deciding on the contents of a job in
terms of its duties and responsibilities. Job Design aims at outlining and organizing tasks,
duties and responsibilities into a single unit of work for the achievement of certain objectives.
Job design is a continuous and ever evolving process that is aimed at helping employees
make adjustments with the changes in the workplace.
40. What is human resource management? Human Resource Management (HRM) is the
function within an organization that focuses on recruitment of, management of, and providing
direction for the people who work in the organization.
41. List out the Objectives of human resource management. To create and utilize an able
and motivated workforce, to accomplish the basic organizational goals. To attain an effective
utilization of human resources in the achievement of organizational goals. To strengthen and
appreciate the human assets continuously by providing training and development programs.
42. List down the Importance of human resource management. Owns the overall talent
management processes  Responsible for the over all recruiting of a superior workforce
Recommends market-based salaries and develops an overall strategic compensation plan
Responsible for recommending and instituting strategies for people and the organization that
further the attainment of the organization's strategic goals
43. List out the Functions of human resource management. Human resource,
planning ,Job Analysis, Staffing , Training and Development ,Orientation ,Career planning
44. What is meant by Human resource planning? Human resource planning is a process of
assessing an organization’s human resources needs in the light of organizational goals and
changing condition and making plans to ensure that a competent, stable workforce is
employed.
45. List down the objectives of human resource planning. Forecasting human resource
requirements , Effective management of change , Realizing the organizational
goals ,Promoting employees , Effective utilization of HR.
46. Classify the need for human resource planning. Employment-Unemployment
situation , Technological change, Organizational change, Demographic change ,
Governmental change , Governmental influences
PART – B
1. Explain in detail importance, process, nature and purpose of organizing.
2. Discuss the objectives and features of formal and informal organization with merits and
demerits.
3. Distinguish between formal and informal organization. (Nov/Dec 2013), (May/June 2016)
(MG6851) (Reg. 2013) (16 Marks) Classify the different types of organization charts. .
(Nov/Dec 2016) (MG6851) (Reg. 2013) (13 Marks)
4. Outline the different types of organization structure with their advantages and
disadvantages.
5. Classify the types of departmentation and explain its importance. (Nov/Dec 2016)
(MG6851)
6. Discuss in detail about span of control. Analyze the factors affecting
centralization/Decentralization. Also highlight the merits and demerits of
centralization/Decentralization. (Nov/Dec 2016) (MG6851) (Reg. 2013) (8 Marks)
8. Define delegation of authority. Discuss in detail about importance, types, elements and
process of delegation of authority. Give suggestion for making delegation effective.
9. Discuss in detail about job design.
10. Explain in detail about job analysis.
11. Classify the functions of human resource management in detail. 12. Explain in detail
about human resource planning.
13. Analyze the various sources of recruitment.
 ASSIGNMENT TOPICS
1. Explain how centralization-decentralization and formalization are used in organizational
design.
2. Discuss each of the five forms of departmentalization
3. Contrast mechanistic and organic organization.
4. Explain the contingency factors that affect organization design. 5. Discuss the
organizational design challenges that managers face today. 6. Analyze the contemporary
organizational designs.
7. Discuss the environment factors that most directly affect the HRM process. 8. Explain
why the HRM process is important. 9. Discuss the major sources of potential job candidates.
UNIT IV DIRECTING
PART-A
1. List down the elements of individual behavior. Biographical characteristics ,
Ability ,Personality , Learning
2. What is personality? Personality is a set of distinct characteristics of an individual.
Some people tend to be emotional, others intellectual, bold or timid, hesitant or confident,
reserved or social, etc. Personality is shaped from heredity and culture and environment,
which lead to personality traits.
3. What is heredity? Heredity refers to those factors that were determined at conception
(expectancy time of a female), for instance, physical stature/ structure, facial attractiveness,
skin color, hair color, muscles composition, energy level, height, built, sex/ gender,
temperament, and so on.
4. List down the five Big personality traits.
Extraversion,Agreeableness,Conscientiousness , Emotional stability ,Openness to experience
5. What is locus of control? Some people believe they are masters of their own fate/
destiny, and other believes in luck or chance. Individuals who believe that they control what
happens to them are called “internals” and the individuals who believe that what happens to
them is controlled by outside forces, such as luck or chance are called “externals”.
6. What is Self-Esteem? It is the individual’s degree of liking or disliking of oneself.
7. What is meant by Self-Monitoring? It is the ability to measure one’s own performance
against some performance standards or benchmarks. Such people offer better results.
8. What is meant by Learning? Learning is defined as many permanent change in behavior
as a result of observation and experience.
9. What is Operant Conditioning? It’s a type of conditioning in which desired behavior
leads to a reward or prevents a punishment.
10. List out the methods of shaping behavior.
Positive reinforcement , Negative reinforcement , Punishment, Extinction
11. What is Punishment?
Punishment for undesired behavior can result in verbal or written reprimands, pay cuts, loss
of privileges, lay offs, and termination.
12. What is meant by extinction? Extinction is the withdrawal of reinforcement or the
behavior that was rewarded earlier or reinforced in any way becomes extinguished.
13. What is meant by positive reinforcement? Managers reward desired behavior or
performance
14. What is negative reinforcement? Managers show resentment or anger on undesired
behavior or performance.
15. What is Continuous Reinforcement? Continuous reinforcement is rewarding behavior/
performance every time it occurs. Fixed interval is rewarding behavior/ performance at fixed
intervals like, quarterly, biannually, and annually.
16. Define Group. A group is defined as two or more individuals, interacting and
interdependent, who have come together to achieve particular objectives.
17. Classify the groups. Formal group ,Informal group ,Command group ,Task
group ,Interest group
18. What is Group structure? Group structure is a pattern of relationships among members
that hold the group together and help it achieve assigned goals.
19. What is meant by group cohesiveness? Cohesiveness refers to the bonding of group
members and their desire to remain part of the group.
20. What is group Dynamics? Group dynamics deals with the attitudes and behavioral
patterns of a group. Group dynamics concern how groups are formed, what is their structure
and which processes are followed in their functioning. Thus, it is concerned with the
interactions and forces operating between groups.
21. Outline the stages of Group Development.
Forming, Storming, Norming, Performing ,Adjourning
22. What is conflict? Conflict is a process in which one party perceives that its interests are
being opposed or adversely affected by one or more other parties.
23. What is motivation? Motivation is the set of forces that cause people to choose certain
behaviors from among the many alternatives open to them. Motivation is defined as the
incentive that is given for inspiration to accomplish something. Motivation is what drives a
person to participate in an organization.
24. Why motivation is important for individuals? Motivation will help him achieve his
personal goals. If an individual is motivated, he will have job satisfaction. Motivation will
help in self-development of individual. An individual would always gain by working with a
dynamic team.
25. List out the motivation theories. Maslow Hierarchy need theory Hertzberg Motivation
– Hygiene Theory (Two Factor Model McClelland’s Needs Theory of Motivation
Expectancy Theory of Motivation  Equity theory Reinforcement theory of motivation
Alderfer’s ERG theory of motivation
26. Who is Theory X Manager Theory X managers don't trust employees. They think
people need firm controls, coercion, and threats to get them to be productive. These
managers adopt a more dictatorial style They adopt 'Tough" management practices aim at
achieving organizational goals by using fear tactics
27. Who is Theory Y Manager? Theory Y managers believe employees really want to like
to work and would love to have their work be meaningful.
Theory Y presents an optimistic view of the employees’ nature and behavior at work.
28. What are the Maslow pyramids of human needs?
Physiological Needs ,Security / Safety Needs ,Social Needs ,Esteem Needs ,Self-
actualization Needs
29. List out the McClelland’s Needs
Theory of Motivation ,Need for Power (n/PWR) , Need for Affiliation (n/AFF) ,Need for
Achievement (n/ACH)
30. What is Valency? Refers to emotional orientations which people hold with respect to
outcomes (rewards) – the value the person attaches to first and second order outcomes. 31.
What is meant by Expectancy? Refers to employees’ different expectations and levels of
confidence about what they are capable of doing – the belief that effort will lead to first order
outcomes.
32. What is instrumentality? Refers to the perception of employees whether they will
actually receive what they desire, even if it has been promised by a manager – the perceived
link between first order and second order outcomes.
33. Explain Intrinsic and extrinsic reward
Intrinsic rewards are the positive feelings that the individual experiences from completing
the task e.g. satisfaction, sense of achievement. Extrinsic rewards are rewards emanating
from outside the individual such as bonus, commission and pay increases.
34. What is meant by Morale? Morale can be defined as the total satisfaction derived by an
individual from his job, his workgroup, his superior, the organization he works for and the
environment. It generally relates to the feeling of individual’s comfort, happiness and
satisfaction.
PART – B
1. Discuss in detail about individual and group behavior.
2. Explain in detail about motivation.
3. Classify the motivation theories in detail. (Nov/Dec 2012), (May/June 2016) (MG6851)
(Reg. 2013) Analyze your view about Maslow’s hierarchy of need theory. (April/May 2011),
(May/June 2016) (MG6851) (Reg. 2013) (8 Marks)
 4. Discuss two-factor theory of motivation.
5. Explain Porter and Lawler theory of motivation and Adam’s equity theory of motivation.
6. Explain any one motivation theory and suggest how the motivation theory might aid in
getting managers to motivate their staff. Explain how job enrichment helps organizations to
maintain competitiveness. (Nov/Dec 2016) (MG6851) (Reg. 2013) (8 Marks)
7. Discuss in detail about job satisfaction.
8. Discuss the obstacles to the leadership flexibility and leader styles based on them.
9. Classify the types and theories of leadership in detail. Nov/Dec 2017) (MG8951) (Reg.
2017) (13 Marks)
10. Discuss in detail about creativity.
11. Discuss the essential qualities of a good leader.
12. Explain the different barriers of communication. What steps can be taken to overcome
such barriers? (Nov/Dec 2016) (MG6851) (Reg. 2013) (16 Marks)
13. Classify the types of formal and informal organizational communication in detail
ASSIGNMENT TOPICS
1. Analyze why the concept of an organization as an iceberg is important.
2. Discuss how individuals reconcile inconsistencies between attitudes and behavior.
3. Analyze the four job-related attitudes.
4. Explain the impact job satisfaction has on employee behavior.
5. Analyze how emotions and emotional intelligence affect behavior.
6. Name three shortcuts used in judging others.
7. Interpret how an understanding of perception can help managers better understand
individual behavior.
.
UNIT V CONTROLLING
PART-A
1. Define Controlling. Controlling is a systematic exercise which is called as a process of
checking actual performance against the standards or plans with a view to ensure adequate
progress and also recording such experience as is gained as a contribution to possible future
needs.
2. List out the importance of Controlling. Helps in achieving organizational goals 
Judging accuracy of standards . Making efficient use of resources  Improving employee
motivation  Ensures order and discipline
3. What are the Features of controlling? It is an end-function . It is a pervasive function. It
is forward looking . It is dynamic process . It is related with planning
4. List down the types of Controls . Feed-Forward Controls . Concurrent Controls .
Feedback Controls
5. List out the various non-budgetary control techniques  Observation  Statistical report
 Break-Even Point  Operational Audit
6. List down the various modern control techniques  Financial statements  Management
information systems  Management Audit  Return of Investment  Responsibility
Accounting  Network techniques
7. Define Budget  A budget is a quantitative expression of a plan for a defined period of
time.  It expresses strategic plans of business units, organizations, activities or events in
measurable terms
8. List down the types of budget  Sales Budget  Production Budget  Production Cost
Budget  Raw Materials Budget  Purchases Budget
9. What is Budgetary Control? Budgetary control is the process of developing a spending
plan and periodically comparing actual expenditures against that plan to determine if it or the
spending patterns need adjustment to stay on track.
10. What is Zero-based Budgeting?  Zero-based Budgeting requires managers to start at
zero for each budget period and justify every input and output when developing the budget. 
Zero Based Budgeting is a cost-benefit analysis for all decision-making in an organization.
11. What is meant by Performance based budgeting?  Performance based budgeting
focus on the strategic planning or determines development measures.  It also provides
quantifiable data to determine success.  Many government organizations use performance
based budgeting.
12. What is Break-even Point?  Break-even analysis is a useful tool to study the
relationship between fixed costs, variable costs and returns.  Break-even analysis computes
the volume of production at a given price necessary to cover all costs.
13. Define productivity  Productivity is a relationship between output and input. It is
expressed or measured as a ratio of output and input. In other words, it equals output divided
by input
14. List down the benefits of productivity.  Higher profit  Employee welfare  Good
credit rating  Goodwill  Better credit terms  Low Turnover
15. What is production control? Production control refers to ensuring that all which occurs
is in accordance with the rules established and instructions issued.
16. What are the elements of production planning  Planning  Routing  Scheduling 
Dispatching  Follow Up and Expediting  Inspection

17. What is Cost Control? Cost control, also known as cost management or cost
containment, is a broad set of cost accounting methods and management techniques with the
common goal of improving business cost-efficiency by reducing costs, or at least restricting
their rate of growth.
18. List out the objectives of purchasing  To support company operations with an
uninterrupted flow of materials and services  To buy competitively and wisely  To develop
reliable alternate sources of supply  To develop good vendor relationship and a good
continuing supplier relationship  To achieve maximum integration with the other
departments of the firm
19. List out the methods of purchasing control  Hand-to-mouth purchasing  Scheduled
Purchasing  Tender Purchasing  Group Purchasing  Speculative Purchasing
PART – B
1. Explain the different budgetary and non-budgetary control techniques.
2. Outline the steps in implementation of budgetary control.
3. Discuss the potential barriers to successful controlling.
4. Discuss the steps in controlling process
. 5. Classify the different types of control in detail.
6. Analyze the requirements of effective control.
7. Classify the different types of budgets.
8. Explain the role of IT in controlling. (May/June 2016) (MG6851) (Reg. 2013) (8 Marks)
9. Discuss in detail about MIS concept. (May/June 2016) (MG6851) (Reg. 2013) (8 Marks)
10. Discuss in detail about break even analysis and budget as tools for organizational control.
(Nov/Dec 2016) (MG6851) (Reg. 2013) (16 Marks)
11. Discuss in detail about Gant chart.

ASSIGNMENT TOPICS
1. Analyze the reasons control is important in an organization.
2. Interpret how balanced scorecards and benchmarking are used in controlling.
3. Discuss why control is important to customer interactions.
4. Examine how managers may have to adjust controls for cross-cultural differences.
5. Interpret workplace concerns and how they might be controlled.
6. Analyze the manager’s role in improving productivity.