[FREE] Principles Of Management Exam Questions And Answers
Retirement Benefits 56 Give an example of negative motivation. Ans: Management plans, organizes, co-ordinates, directs and controls the group efforts so as to achieve organisational goals efficiently and effectively. Taylor 62 Which concept of...
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Test: Principles Of Management - 2
Show Solution The following are the 14 principles of management suggested by Fayol: i. Division of work - It means that a given task should be divided into small groups or units so that it can be performed in a more competent manner. This principle focuses on work specialisation. According to the principle, managers should strike a balance between power and obligation. Discipline - The principle says that every organisation should follow certain rules and regulations and ensure conformity to the set rules and policies.
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The management and the workers should honour their commitments and make fair agreements. Unity of command - According to the principle of unity of command, an employee should be answerable to only one boss. If an employee receives commands and directions from two or more superiors, then there will be chaos and conflict. Unity of direction - Unity of direction means that each unit of an organisation should work towards the accomplishment of one goal. According to the principle, different units sharing common goals should have a single head and should frame plans and carry out tasks accordingly. This system ensures elimination of overlapping and duplication of work.
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Subordination of individual interest to general interest - Organisational goals should enjoy priority over personal interests of any individual. The individuals of an organisation should make sure that their personal interests do not affect the organisational interests in any manner. Remuneration of employees - Compensation should be fair for the employees and the management. This implies that employees should get fair wages and salaries so that they can have a reasonable and decent standard of living. Centralisation and decentralisation - Centralisation refers to the consolidation of power and authority in few hands. On the other hand, decentralisation refers to the delegation of authority to more than one level. As per the principle, the management must strike a balance between the areas that need to be decentralised and the responsibilities that need to be retained at the top-level management.
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Scalar chain - Scalar chain refers to a pre-defined, formal path of authority and communication in the line of order from the highest rank to the lowest rank. Every individual in an organisation follows this chain of authority for communication. Order - The principle focuses on the right arrangement of things at their respective places, i. Order helps in carrying out tasks smoothly, and violation of this principle leads to chaos and delays in work. Equity - The principle focuses on treating each employee fairly and equally. According to the principle, all employees should be equal in the eyes of the management. All workers should be regarded as equal, irrespective of their religion, language, caste, etc.
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Stability of personnel - The principle suggests that the management should follow a rigorous procedure for the selection of potential candidates and work towards retaining employees for as long as possible. This ensures stability of personnel over a longer period. Initiative - The principle suggests that workers should be given enough motivation and incentives to work. They should be inspired to come up with suggestions regarding their work, but those suggestions should be in line with the practices and rules of the organisation. Espirit de corps - Espirit de corps is a concept that recommends that all employees should work in unity with one another. In other words, team spirit should be promoted by the managers and each employee should feel a sense of belongingness with the organisation.
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Question Define Organizing? Answer : Identification of required activities, grouping of related activities together and forming departments and coordinating various departments with the established goals and objectives. Answer : Maximizing the results of a decision is an ideal stage. Normally it is an impossible thing. The reason is our decisions are disturbed by lot of constraints, to reduce the effect of these constraints some of our efforts become waste. So we can't reach maximum. What Is Strategic Planning? Answer : Formulation of business plans with the due consideration of environmental analysis and organizational appraisal is know as strategic planning. What Is Sensitivity Training? Answer : It is an informal gathering of all employees and freely express their feeling and opinions about themselves and others.
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Answer : Career development is the programmes designed by the organizations for the Growth in Job Position and Personal Life of the employees.
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Question Define Organizing? Answer : Identification of required activities, grouping of related activities together and forming departments and coordinating various departments with the established goals and objectives. Answer : Maximizing the results of a decision is an ideal stage. Normally it is an impossible thing. The reason is our decisions are disturbed by lot of constraints, to reduce the effect of these constraints some of our efforts become waste. So we can't reach maximum. What Is Strategic Planning? Answer : Formulation of business plans with the due consideration of environmental analysis and organizational appraisal is know as strategic planning.
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What Is Sensitivity Training? Answer : It is an informal gathering of all employees and freely express their feeling and opinions about themselves and others. Answer : Career development is the programmes designed by the organizations for the Growth in Job Position and Personal Life of the employees.
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An effective training programme can : improve efficiency and morale; provide for succession, enabling qualified replacements to be available; raise the standard of unskilled personnel, thus helping over-come labour shortages; develop supervisors and decrease the amount of supervision needed; lead to a reduction in scrap rates and improve machine utiliza-tion. Before discussing methods of training, the concept of the learning curve can be considered. This curve seeks to present in diagrammatic form the progress of an individual. It ascends quickly, showing increasing profi-ciency, then levels out later. There are various plateaux in the curve, where a person is consolidating and developing his knowledge. Where a group of persons is being trained can be considered as the creation of learning opportunities.
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The required needs of managers and supervisors can be said to consist of : Knowledge. Basic knowledge for the job; this usually comes from education early in his work, or before employment. Reading assign-ments, seminar discussions aid the post-experience manager, espe-cially drawing examples from the working environment. A senior colleague could act as tutor, or programmed learning could be used to teach specific techniques. Skill and experience. These are related closely to the job content. Preparation for new jobs can be made by giving a person assign-ments, case studies, decision-making exercises and management games to simulate real conditions. Group projects and role playing can supplement planned work experience to enable a person to increase his effectiveness. The development and conditioning of attitudes and pat-terns of behavior depend more upon learning experiences.
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The development of attitudes can be quickened by organisational development training. These methods, briefly, teach a group to monitor its own performance, identify and agree problems and their resolution. Other business exercises can be operated under condi-tions of stress to improve the effectiveness of the individual, the group and the company. Managers learn better when they see the relevance of what they are learning in relation to their own jobs. In everyday work, there is no time to conceptualise. A person should be given an opportunity to try out his ideas in situation as near as possible to real life life conditions and practices.
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Therefore training that is relevant and provides persons or groups with an oppor-tunity to use the ideas learnt will be preferred. Question What Is Leadership? What Are Its Different Types? Answer : Leadership is a means of directing. Leadership is the ability of management to induce subordinates to work towards group goals with confidence and keenness. Leadership also implies that the leader accepts responsibility for the achievement of the group objective and it is, there-fore, essential for trust and cooperation from both sides to be in evidence — all the time.
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It must be noted that leadership is not synonymous with administrative ability and that numerous attempts have been made to analyse the nature of leadership. One is to contrast authoritarian and democratic leadership. The authoritarian leader gets others to do things by giving them little scope to influence decisions. He uses fear, threats, rewards, and his authority and personality to get his way. The democratic leader seeks to persuade and considers the feelings of persons and encourages their participation in decision-making.
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Studies have shown that the democratic method gives followers greater job satisfaction and enables them to cooperate better, but there is doubt as to whether decisions taken, under this sort of leadership are better. Recent studies are more doubtful about democratic leadership because outside influences, e. Leadership can be formal i. Informal leaders can initiate action, but do not have the same authority. The choice of leader, therefore, should be based on an accurate diagnosis of the environment, i. Answer : Organization theory is the study of structure and design of organizations. It explains how organizations are designed and how can they be constituted to improve organizational effectiveness. On the other hand organizational behavior is he study of the behavior of the individuals and groups in organizational setting.
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The main points of difference between organization theory and organizational behavior are as follows : Nature : Organization theory is descriptive and predictive about a particular state of affairs in the organization. On the contrary, organization behavior provides ways of influencing human behavior in desired direction on the basis of such description and prediction. Purpose : Organization theory attempts to analyse and improve the design of organizations. Organization behavior attempts to explain and predict the behavior of individuals and group in organizations. Scope of analysis : Organization theory is a macro analysis of organizations designed to integrate people with the organization.
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On the other hand, organization behavior deals with micro aspects of the organization, i. Focus : In organization theory focus is on the sociology of organization whereas organization behavior stresses upon applied psychology of organizations. There is, however, a close interrelationship between organization theory and organization behavior. It is not possible that an organization be structured and designed without regard to the people and their needs, feelings, behavioural process, etc. Similarly, one can rarely study and understand behavior in organizations without understanding the structure within which the behavior takes place. Differentiate Between Objectives And Goals? Answer : Objectives are ends which the organization seeks to achieve by its existence and operation. Objectives may be classified into two categories viz.
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External institutional objectives are those which define the impact of the organization on its environment. External objectives are those which define how much is expected to be achieved with the available resources. Goals are targets. Goals emerge from a coalition of interest and individuals who bargain with each other over objectives using money, status and power to press their views. Goal formation is a process wherein individuals seek to expert power to attain acceptable to them. What Is Morale? How Can It Be Maintained? Answer : Morale can be a combination of many factors. In a more military sense, it is the quality that exists in a group of people, which arises from faith in their efficiency and discipline, and in the competent and fair way with which they are led.
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A rather broader meaning is given when it is used in business management — it is the collective attitude of workers towards each other, their work and man-agement. When morale is high, work is done willingly, and with less supervision; when it is low, work is of poor quality and problems arise, e. When groups emerge in industry, each person must sacrifice some part of his individuality, as he, in effect, joins the group to serve the group purpose, thereby impliedly or other-wise agreeing to obey those who are in charge. Craftsmen often adopt this attitude over non-craftsmen. If a group can constantly work towards the common purpose, morale can be maintained. The purpose of the group, e. Individual interests, though, must be subordinated to the group interest and, if this can be done, morale will be high.
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If morale is good, team spirit should be good as this arises where all members of the group know every member is working to achieve the group goal and obeys internal author-ity. But, if some members are aware that others are more interested in personal success, morale will be low and team spirit will be low. In industry, for example, the manufacturing department may not achieve its target because of lack of material, and the planning department may be blamed. Many similar cases occur daily, in business — morale may be high as everyone is trying to achieve the desired goal , but team spirit may be low because people rightly or wrongly are aware that some members are not pulling their weight. Answer : A basis for effective discipline is good motivation and sound, clearly-given instructions.
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It is essential for good communications to be used in order to let staff know what they are required to do. Ideally, discipline should be based upon cooperation and a high morale, which will ensure that rules and conditions are obeyed willingly. By virtue of his position, a superior has the right to command and enforce obedience, if necessary. Discipline can be obtained by rewards as well as by punishment, but, usually, punishment is expected if accepted norms of behavior are not upheld. Disciplinary action should contribute towards improved behavior, but certain matters must be noted : behavior expected must be made known and this is best done in the period of induction; discipline should be exercised fairly, with no favoritism or excessive penalties and as soon after the breach as possible.
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Some methods of disciplining are by reprimand, downgrad-ing, suspension, refusing a wage increase, transfer or dismissal. A good example is essential; the quality of discipline can vary with the type of leadership and the understanding of the common purpose of the organization. Answer : Planning, both at management level and at operational level, looks to the future and lays down what has to be achieved: control checks whether the plans are being realised and puts into effect corrective measures where deviation or shortfall is occurring. Without effective controls an enterprise will be at the mercy of all the internal and external forces that can disrupt its efficiency and will be unaware of, and therefore unable to combat such forces. Effective control ensures that efforts produced at all levels are commen-surate with those required to achieve the goals and objectives of manage-ment and of the different functions throughout the organization.
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There is, in fact, a considerable difference between the two. Cooperation signifies the desire or willingness of people within the organisation to help one another. It is largely the result of voluntary attitudes and spirit of fellow-feeling on the part of organis-ational people or groups of people. By contrast, coordination cannot be achieved voluntarily by the participation of a group of people within the organisation. It requires something more than the willingness or the desire of the persons extending cooperation to one another. More inclusive term embaracing the idea of coopera-tion. Cooperation is mere willingness of individuals to help each other. It cannot be a satisfactory substitute for coordination. Cooperation is for the most part the result of voluntary attitudes on the part of people in an Coordination, on the other hand, cannot be voluntarily ensured by a number of cooperating persons.
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Coordination is a state of affairs which an executive brings about through deliberate action on his part. Cooperation is a valuable element in coordination but cannot substitute for it. Answer : In order to improve the quality of decisions it is important to evaluate them at the time of deciding. One approach, advocated by Norman Maier, is to decide. What is the objective quality of the decision?
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Procurement b. Chapter Question 1 of Ans: Henry Fayol. Oral and written communication b. Verbal and written communication c. Verbal and non-verbal communication d. Oral and non-verbal communication Five b. Answer Key 1. Management information systems MIS 1. All the individuals who are currently preparing for some exam or even just want to improve their general knowledge can attempt this online quiz for free to do so. The following quiz includes important questions and answers related to information technology.
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Financial Management - MCQs with answers 1. More specifically, it entails an examination of factors, methods and principles that enable a business to function as efficiently and productively as possible in order to maximise its profits. Every business entity that has built its Big Data database system should also have its own information security management system stored in Big Data database systems. One of the following is a required field in the Debit note Inward Freight. Inward Freight. Dear Mr Jacobs, Thank you very much for your letter 1 5 March. Private capital b. Page 1. We have structured it by set, each set contain 10 no of questions and answers. Fixed Asset Voucher. Development c. Organizing d. The two broad areas of communication are: a. If you are interested to read the first 25 MCQs, then click here.
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Strategies in International Contexts. Fill in the blank 1. Six c. Seven d. Four Foreign trade - MCQs with answers 1. The scope of human resource management includes a. With approximately one … Human resource management quiz questions and answers PDF covers viva, interview and competitive exam questions for certification. These questions may occur in recruitment exams. Practice these MCQ questions and answers for preparation of various competitive and entrance exams. Planning b. Organising c. Procurement d. Controlling 3. These project management quiz are from measures of project success, principals of project management, project management tools and techniques. Knowledge, Learning, and Innovation. MCQs-Business Communication a. Ans: Management Information System. Strategies in Profit-making Contexts. All the above Capital account is classified into 3 parts in India- private, banking and official capital.
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Identify the managerial function out of the following functions of HR managers. This will provide you an idea that what type of questions in introduction to business management paper can be ask in exam. Important Basic Introduction to Accounting solved mcqs with answers and exaplanation for test preparation. Which of the following is an example of operative function of HR managers? Banking capital c. Official capital d. Computer General. MCQs for Introduction to management Management Principals also can be known as introduction to business management with Answers and explanation.
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