MG 1351 - PPINCIPLES CF MANAGEMENT

20 Essay OuesI|cns and Answers
1. DeIlne Management. What are the Iunctlons managers perIorm to
attaln the set goa|s?
Management ls the art oI gettlng thlngs done through the peop|e
1. P|annlng 2. Crganlzlng 3. StaIIlng 4. Dlrectlng 5. Contro||lng
2. What are dlIIerent types oI P|ans? Exp|aln
1. Mlsslon or purpose 2. Coa|s and Cb|ectlves 3. Strategles 4.
Po|lcles, procedures, ru|es 5 Programmes and pro|ects 6. Budget.
A brleI dlscusslon about a|| types oI p|ans are requlred.
3. What ls P|annlng? Exp|aln the steps lnvo|ved ln P|annlng
Declslon maklng Ior the Iuture ls ca||ed P|annlng.
Steps ln P|annlng . 1. Belng avare oI opportunlty 2. Estab|lshlng goa|s
and ob|ectlves 3. conslderatlon oI P|annlng Premlses 4. ldentlIlcatlon
oI a|ternatlves 5. Eva|uatlon oI A|ternatlves 6. Se|ectlon oI the best
a|ternatlve 7. maklng supportlve p|ans 8. Number zlng the p|ans.
4. What ls MBC? Exp|aln the steps lnvo|ved ln MBC Comprehenslve
management Iunctlon lt has vlder app|lcatlons |lke p|annlng, motlvatlon,
perIormance eva|uatlon.
Steps ln MBC
1. Estab|lshlng enterprlse ob|ectlves 2. Conslderlng P|annlng Premlses
3. Key Pesu|t Areas 4. Approprlate Crganlzatlon 5. Settlng ob|ectlves
Ior superlors 6. superlors Pecommendatlon oI subordlnates ob|ectlves
7. subordlnates statement oI thelr ovn ob|ectlves 8. Matchlng vlth
resources. 9. Settlng subordlnates ob|ectlves 10. Actua| perIormance
11. PerIormance Pevlev 12. Correctlve Actlon.
5. Dlscuss ln detal| the "Se|ectlon Process"
1. Screenlng App|lcatlon Forms 2. Se|ectlon Tests 3. lntervlevs 4.
Checklng PeIerences 5. Physlca| Examlnatlon 6. Approva| By
apprroprlate authorlty 7. P|acement.
6. Exp|aln the concept oI Iunctlona| authorlty. Hov do you de|egate lt?
Departmenta| |eve| authorlty. lt shou|d be de|egated through proper
manner.
7. Dlscuss the merlts and demerlts oI centra|lzatlon and decentra|lzatlon
l. responslbl|lty ll. Communlcatlon lll. Declslon maklng lv.
lnvo|vement v. Motlvatlon.
8. What are dlIIerent types oI Declslons? Exp|aln ratlona| declslon maklng
process.
Patlona| declslon, emotlona|, |atera| programmed non programmed
declslons., etc.
1. experlntmentatlon 2. Experlence 3. Pesearch and ana|ysls
9. Dlscuss 14 prlnclp|es oI management
1. Dlvlslon oI Labour 2. Unlty oI Command 3. Authorlty and
Pesponslbl|lty 4. Dlsclp|lne 5. Unlty oI Dlrectlon 6. Centra|lzatlon 7.
Pemuneratlon 8. Sca|ar Chaln 9. Crder 10. Equlty 11. Stabl|lty ln
tenure 12. lnltlatlve ness 13. Esprlt decorps 14. Subordlnatlon oI
lndlvldua| lnterest to genera| lnterest.
10. Exp|aln the concept oI Forma| and lnIorma| organlzatlon
DlIIerences are arlses based on Purpose, I|ov oI Communlcatlon, Pu|es
and regu|atlon, term, Pe|atlonshlp
(ll) Dlscuss the merlts and demerlts oI Process based departmentatlon
more advantages and dlsadvantages are requlred.
11. What ls Se|ectlon? What are the dlIIerent se|ectlon tests?
Chooslng the best candldate among severa| app|lcants
1. Achlevement Test 2. lnte||lgence Test 3. Persona|lty Test 4.
Aptltude Test 5. lnterest test
12. Exp|aln the baslc contro| process
l. Estab|lshment oI standards
ll. Actua| PerIormance
lll. Measurement oI actua| PerIormance
lv. Comparlson betveen Actua| perIormance vlth standard
v. Maklng correctlve actlon.
13. Exp|aln hov does operatlons research he|ps to enhance Productlvlty
l. Pro|ect schedu|lng ll. Cptlmlzatlon Iunctlons lll. Asslgnment
Prob|ems lv. Llnear Programmlng v. Slmu|atlon Mode|s.
14. What do you understand by prlnclp|es oI Preventlve contro|? Exp|aln lts
advantages
l. Contlnulty ln operatlon ll. Attalnment oI Cua|lty lll. Less
malntenance cost lv. Job SatlsIactlon v. SaIety and Securlty.
15. What are the lmportant too|s and technlques aval|ab|e Ior system deslgn
and lmprovement?
l. Cperatlons research mode| ll. LPP lll. lnventory P|annlng and
Contro| lv. Dlstrlbutlon Loglstlcs v. Tlme-event Ana|ysls vl. C.C. vll.
CADlCAMlMAP etc.
16. Exp|aln dlIIerent sty|es oI |eadershlp based on authorlty?
Exp|anatlon on l. Autocratlc ll. Benevo|ent autocratlc lll. Democratlc
lv. Iree reln
17. What are the dlIIerent types oI Communlcatlon? Dlscuss ln detal| a||
the above methods?
l Based on organlzatlon Structure
1. upvard Communlcatlon 2. Dovnvard Communlcatlon 3.
Horlzonta| Communlcatlon 4. Dlagona| Communlcatlon
ll Based on Mode oI Communlcatlon
1. Wrltten Communlcatlon 2. Cra| Communlcatloln 3. Cesture 4.
Audlo Vlsua| Communlcatlon
18. What ls departmentatlon? What are the dlIIerent bases oI
departmentatlon? Crouplng re|ated actlvltles together ls ca||ed
departmentatlon.
1. Functlons 2. Terrltory 3. Customers 4. Process 6. Product 5.
Matrlx
19. Dlscuss ln detal| any Iour methods oI perIormance appralsa|
Panklng, Cradlng, Forced Cholce, Descrlptlve Wrltlng
20. What ls organlzlng? Exp|aln |lne and staII re|atlonshlp
ldentlIlcatlon oI actlvltles, grouplng re|ated actlvltles together, Iormlng
departments, provldlng authorlty and coordlnatlng departmenta|
actlvltles together
Vlev Polnt oI Llne Peop|e
Vlev Polnt oI StaII
Nature oI |lne and StaII Pe|atlonshlp
21. What ls |eadershlp? Exp|aln characterlstlcs oI dlIIerent |eadershlp sty|es

MG 1351 - PPINCIPLES CF MANAGEMENT
Twc mark quesI|cns and Answers
1. What do you understand by management sclence theory?
Management sclence theory utl|lses varlous quantltatlve technlques to
maxlmlse resources. Cuantltatlve Management, Cperatlons
Management, Tota| Cua|lty Management and Management lnIormatlon
System are comlng under Management Sclence Theory.
2. Why ls lt lmportant to study the varlous management theorles that have
been deve|oped?
l. To make a unlIled g|oba| theory oI management
ll. To utl|lse the experlences oI ploneers.
3. What are the Iunctlons oI managers?
P|annlng, organlslng, staIIlng, dlrectlng and contro||lng are the Iunctlons
oI management.
4. Mentlon the three approaches genera||y adopted by managers ln
se|ectlng an a|ternatlve.
Experlence, Experlmentatlon and Pesearch ana|ysls.
5. Exp|an chaln oI command.
Unbroken |lne oI authorlty ls knovn as chaln oI command. The |lne oI
authorlty I|ovs Irom top to bottom through teh chaln oI command.
6. What are the beneIlts oI management by ob|ectlves?
a. Emp|oyees can be motlvated because they partlclpate ln
the goa| settlng process.
b. PerIormance can be lmproved because MBC concentrates
on ob|ectlves.
c. Unnecessary eIIorts vl|| be mlnlmlsed because ob|ectlves
are set c|ear|y.
d. MBC he|ps managers to exerclse better contro| over
emp|oyees.
7. What do you mean by a strategy?
Strategy ls deIlned as the determlnatlon oI |ong-term ob|ectlves oI an
organlsatlon. Maklng the best cholces Ior the Iuture and a||ocatlng the
resources necessary to accomp|lsh the ob|ectlves.
8. What ls declslon maklng?
Declslon maklng ls deIlned as the se|ectlon oI a course oI actlon among
a|ternatlve courses oI actlon. Declslon maklng shou|d be ratlona|.
Declslon maklng lnvo|ves a cholce among a|ternatlves.
9. What ls the purpose oI p|annlng?
a. To determlne the dlrectlon oI an organlsatlon
b. To provlde a basls Ior team vork
c. to mlnlmlse vastages ln the Iuture
d. To Iacl|ltate declslon maklng
e. To lmprove mora|e oI the emp|oyees.
10. State any tvo declslon maklng strategles.
a. Declslon tree method
b. Cperatlons research
c. Break even ana|ysls
d. Slmu|atlon or stochastlc technlques
11. What are the ob|ectlves oI p|annlng
a. To determlne the dlrectlon oI an organlsatlon
b. To mlnlmlse vastages
c. To reduce the rlsk or uncertalnlty
d. To Iacl|ltate contro|
12. What do you term 'bounded ratlona|lty' ln declslon maklng?
lI peop|e are havlng tlme and congnltlve abl|lty Ior maklng declslon,s lt
ls sald to be bounded ratlona|lty.
13. What are the varlous types oI declslon maklng mode|s?
a. C|asslca| declslon maklng mode|s
b. Admlnlstratlve declslon maklng mode|s
c. Po|ltlca| declslon maklng mode|s.
14. DeIlne the term 'P|annlng Premlses'?
P|annlng premlses are deIlne as the antlclpated envlronment ln vhlch
p|ans are expected to operate. Premlses are the assumptlons on vhlch
p|ans are Iormu|ated.
15. What do you mean by p|annlng?
P|annlng ls a process by vhlch a manager |ooks to the Iuture and
dlscovers a|ternatlve courses oI actlon. ln other vords, p|annlng ls
antlclpatory declslon maklng. P|annlng ls the process used by managers
to ldentlIy and se|ect goa|s and courses oI actlon oI the organlsatlon.
16. Why ls lnIorma| organlsatlon needed?
The speed oI communlcatlon I|ov through the lnIorma| channe|s ls
Iaster than Iorma| channe|s. Many tasks vhlch cannot be accomp|lshed
by Iorma| organlsatlon can be comp|eted by lnIorma| organlsatlon.
lnIorma| orgtanlsatlon encourages cooperatlon betveen peop|e.
lnIorma| organlsatlon provldes |ob satlsIactlon, persona| attachment and
status to vorkers. Thus, lnIorma| orgtanlsatlon ls needed Ior any
organlsatlon.
17. Clve tvo examp|es Ior |lne organlsatlon.
a. Ml|ltary
b. Sma|| enterprlses
18. State the Mas|ov's hlerarchy oI needs.
Mas|ov vleved human needs ln the Iorm oI hlerarchy. The hlerarchy oI
needs are
l. Physlo|oglca| needs
ll. SaIety needs
lll. Socla| needs
lv. Esteem needs
v. Se|I actua|lsatlon needs
19. Dlstlngulsh betveen motlvatlon and satlsIactlon
McI|vaI|cn SaI|sIacI|cn
1. Motlvatlon ls the process oI 1. SatlsIactlon ls the end
lnsplrlng and actuatlng the resu|t oI motlvatlon.
vorkers to accomp|lsh the
ob|ectlves oI the organlsatlon.
2. Motlvatlon |eads to hlgher 2. SatlsIactlon makes
|eve|s oI productlvlty. changes ln the behavlous
oI emp|oyees.
20. Exp|aln |eadlng
Leadlng ls the process oI lnstructlng, counse||lng, guldlng and
motlvatlng the human Iactor to achleve organlsatlona| goa|s eIIectlve|y.
21. Mentlon the varlous types oI |eadershlp sty|es.
a. Autocratlc |eadershlp
b. Democratlc or partlclpatlve |eadershlp
c. Lalssez-Ialre |eadershlp
d. Benevo|ent autocratlc |eadershlp
e. Supportlve |eadershlp.
22. What are the dlIIerent bases oI departmentatlon?
Tlme 2. Functlona| 3. Product 4. Process 4. Ceography 5. Matrlx 6.
Customers etc.
23. What ls Le p|an?
ln France, A|| buslness unlts vl|| Io||ov the centra|lzed p|an oI the
government. Such p|ans are Iormu|ated vlth the vlev oI Maxlmlzatlon
oI natlona| resources and avoldance oI uneconomlca| areas.
24. What are the vay lnternatlona|lzatlon ls takes p|ace?
1. Exportlng 2. Llcenslng 3. Management contracts 4. Jolnt Ventures
5. Mu|tlnatlona| Companles.
25. What ls MNC Company?
MNC company ls accompany havlng buslness operatlons more than one
country but lts headquarters ls |ocated at lts home country.
26. What ls Economlc envlronment?
Varlous economlc actlvltles aIIectlng buslness oI a natlon ls knovn as
Economlc envlronment. Economlc envlronment lnc|udes economlc
condltlons, economlc system and economlc po|lcles.
27. Dlstlngulsh betveen goa|s and ob|ectlves
Coa|s are speclIlc and short term orlented one.
Cb|ectlves are genera| and |ong term orlented one.
28. What ls Budget?
Budget ls a type oI p|an vhlch ls expressed ln numerlca| data.
29. What are the dlIIerent types oI lnventorles?
1. Pav materla|s 2. Work ln Progress 3. Flnlshed Products 4.
Spares and components.
30. What ls Job enrlchment?
Maklng the |obs more lnterestlng and cha||englng one ls knovn as |ob
enrlchment. lt ls used to motlvate and satlsIy the vorkIorces ln the
vork p|ace.
31. Dlstlngulsh betveen declslon under rlsk and uncertalnty?
Maklng declslon Ior the unknovn state ls declslon under uncertalnty
Maklng declslons vlthout conslderlng the consequence ls declslon under
rlsk.
32. DeIlne . Leadershlp
Leadershlp ls the abl|lty to lnI|uence others and enthuslastlca||y maklng
them to achleve the deslred resu|ts.
33. What are the lmportance oI p|annlng?
To CIIset uncertalntles, To lntegrate Pesources & Achlevlng
Productlvlty.
34. What are the externa| Sources oI recrultment?
Advertlsement, Emp|oyment Agencles, Campus Pecrultment, Websltes.
35. DeIlne . Communlcatlon
communlcatlon ls the process oI exchanglng ldeas, oplnlons Iee|lngs
through an medlum and gettlng Ieed back Ior the same.
36. What ls MBC?
Comprehenslve management System. lt ls used Ior goa| settlng,
Motlvatlon and perIormance appralsa|.
37. What ls motlvatlon?
Motlvatlon ls the process oI lnductlng human eIIorts by a|terlng lnterna|
and externa| varlab|es vhlch are aIIectlng one's vorkabl|lty
Motlvatlon = Va|ence X Expectancy
38. What ls BCC Matrlx?
lt ls too| used Ior the strategy Iormu|atlon. lt ana|ysls lndustry grovth
rate and market share oI the company and lndlcates dlIIerent buslness
posltlons and strategles |lke cash cov, dog, Cuestlon mark, star.
39. What are the dlIIerent types oI declslon?
Loglca|, emotlona|, |atera|, Programmed, Non programmed etc.
40. Dlstlngulsh betveen Po|lcles and Procedures
Po|lcy ls the preval|lng condltlon and understatlng
Procedure ls the sequence oI a proposed actlvltles
41. DeIlne . Dlrectlng
lt ls the act oI lnstructlng, guldlng, lnsplrlng peop|e ln an organlzatlon to
achleve organlzatlona| resu|ts.
42. What ls Crganlzlng?
ldentlIlcatlon oI actlvltles, grouplng re|ated actlvltles together, Iormlng
departments, provldlng authorlty and coordlnatlng departmenta|
actlvltles together
43. What are the nature oI p|annlng?
Dynamlc, Coa| orlented one, Process, Prlmary to other management
Iunctlons
44. What are the lnterna| Sources oI recrultment?
Emp|oyees, Unlon, Cate Hlrlng, Deputatlon
45. What ls recrultment?
Pecrultment ls the process oI lnduclng potentla| candldates app|ylng Ior
a |ob posltlon ln an organlzatlon.
46. What ls Iorma| organlzatlon?
An organlzatlon ls created de|lberate|y vlth common goa| and purpose.
lt has a ve|| estab|lshed authorltatlve re|atlonshlp among members.
47. DeIlne . Declslon Maklng
Declslon maklng lnvo|ves se|ectlon oI best course oI actlon among
dlIIerent a|ternatlves courses oI actlon.
48. Dlstlngulsh betveen centra|lzatlon and decentra|lzatlon
Based on de|egatlon oI authorlty organlzatlons are c|asslIled lnto tvo
types Centra|lzatlon. Entlre Pover ls vested ln the hands oI Iev se|ected
persons, norma||y top managers are ho|dlng the pover oI the
organlzatlon.
Decentra|lzatlon. Crganlzatlona| authorlty ls shared one. A|| the
members are havlng some amount oI Ireedom ln thelr vork based on
thelr posltlon ln the organlzatlona| structure.
49. What ls Human resource Management?
P|annlng and executlng a|| those actlvltles are assoclated vlth
recrultment, se|ectlon, tralnlng, and PerIormance appralsa| and career
deve|opment ln knovn as human resource management.
50. What are the dlIIerent sources oI pover?
1. Legltlmate Pover 2. Expert Pover 3. PeIerent Pover 4. Pevard
Pover 5. Coerclve pover
51. What are the lmportance oI Decentra|lzatlon?
1. Work autonomy 2. Culck declslons 3. Se|I responslbl|lty 4.
Contlnuous lnvo|vement 5. Better contro|.
52. What you mean by organlzatlona| eIIectlveness?
Crganlzatlona| eIIectlveness ls measured ln terms oI structura| Iexlbl|lty,
productlvlty, Emp|oyee lnvo|vement, Job satlsIactlon etc.
53. What ls lnIorma| organlzatlon?
Crganlzatlon are created Ior persona| lnterest and satlsIactlon oI the
peop|e.
54. What are the lmportance oI Career deve|opment?
Job satlsIactlon, Contentlous lmprovement, Less emp|oyee turnover,
organlzatlona| deve|opment.
55. What ls de|egatlon oI authorlty?
Sharlng organlzatlona| authorlty to dlIIerent |eve|s and posltlons oI an
organlzatlon.
56. Dlstlngulsh betveen Pover and authorlty
Pover ls capaclty to command
Authorlty ls the rlght to command
57. What are the lnterna| Sources oI recrultment?
Emp|oyees, Unlon, Cate Hlrlng, Deputatlon
58. What ls socla| responslbl|lty?
Buslness has the responslbl|lty to Iu|Il|| lts stake ho|ders lnterest, such a
ob|lgatlon ls knov as socla| responslbl|lty oI buslness.
59. What are the dlIIerent technlques used to oIIset rlsk and uncertalnty ln
declslon maklng?
Declslon tree ana|ysls, Slmu|atlon, Came theory, Probabl|lstlc mode|s.
60. DeIlne . Crganlzlng
ldentlIlcatlon oI requlred actlvltles, grouplng oI re|ated actlvltles
together and Iormlng departments and coordlnatlng varlous departments
vlth the estab|lshed goa|s and ob|ectlves.
61. What do you mean by the term 'bounded ratlona|lty ln declslon
maklng'?
Maxlmlzlng the resu|ts oI a declslon ls an ldea| stage. Norma||y lt ls an
lmposslb|e thlng. The reason ls our declslons are dlsturbed by |ot oI
constralnts, to reduce the eIIect oI these constralnts some oI our
eIIorts become vaste. So ve can't reach maxlmum.
62. What ls strateglc p|annlng?
Formu|atlon oI buslness p|ans vlth the due conslderatlon oI
envlronmenta| ana|ysls and organlzatlona| appralsa| ls knov as strateglc
p|annlng.
63. What ls sensltlvlty tralnlng?
lt ls an lnIorma| gatherlng oI a|| emp|oyuees and Iree|y express thelr
Iee|lng and oplnlons about themse|ves and others.
64. What you mean by career deve|opment?
Career deve|opment ls the programmes deslgned by the organlzatlons
Ior the Crovth ln Job Posltlon and Persona| LlIe oI the emp|oyees.
65. What ls Productlvlty?
Patlo betveen lnput and output durlng a speclIled perlod vlth the due
conslderatlon oI qua|lty
66. What are the sources oI conI|lct?
1. Aurhorlty 2. Pesponslbl|lty 3. Crganlzatlona| Po|lcy 4. Status
Pe|atlonshlp etc.
67. DeIlne . Contro||lng
Contro||lng ls the process oI measurement and correctlon oI
perIormance ln order to achleve deslred resu|ts
68. What are the dangers ln Budgetlng?
1. Cver budgetlng 2. Devlatlon Irom the goa|s 3. Under estlmatlon
69. What ls span oI contro|?
Span oI contro| te||s the ratlo betveen superlors and subordlnates.
Usua||y organlzatlons are havlng tvo dlIIerent types oI spans. They are
1. Wlde Span 2. Narrov span
70. What are the dlIIerent types oI tranlng?
Crganlzatlons are used to glve tralnlng to thelr emp|oyees to enhance
thelr skl||s and abl|ltlcs. Those tralnlngs are broad|y c|asslIled lnto tvo
types. They are 1. Cn the |ob tralnlng 2. CII the |ob tralnlng.
71. What ls pa|nnlng Premlses?
Conslderatlon oI varlous envlronmenta| Iactors vhlch are aIIectlng the
perIormance oI Iormu|ated p|an.
72. What you mean by organlzatlona| Change?
Maklng modlIlcatlons ln the Iunctlons and practlces oI an organlzatlon ls
knovn as organlzatlona| change. Change resu|ts emp|oyee ve|| belng
and overa|| organlzatlona| eIIectlveness.
73. What are the lmportance oI Strateglc P|annlng?
lt ls used Ior taklng key buslness declslon |lke stabl|lty, grovth,
retrenchment and dlvestment declslons are arrlved. lt ls the top
management Iunctlon. These p|ans are used Ior |ong term declslon
maklng.
74. What ls Job Deslgn?
Maklng a |ob vlth lts detal|ed descrlptlon on dutles and authorltles are
knovn as |ob deslgn.
75. Dlstlngulsh betveen Strategles and tactlcs
Strategles ls the Baslc P|an
Tactlcs ls the vay to achleve the strategy
76. What are the Iunctlons oI management?
1. P|annlng 2. Crganlzlng 3. StaIIlng 4. Dlrectlng 5. Contro||lng
77. Dlstlngulsh betveen |lne and staII peop|e?
Llne peop|e are dlrect|y re|ated vlth teh achlevement oI organlzatlona|
goa|s. StaII peop|e are lndlrect|y re|ated vlth the achlvement oI
organlzatlona| goa|s.
78. What are dlIIerent types oI se|ectlon testes?
1. Achlevement test 2. lnte||lgence Test 3. Persona|lty Test 4.
lnterest Test 5. Aptltude test.
79. What are the dlIIerent types oI budgets?
1. Master Budget 2. Functlona| budget 3. F|exlb|e budget 4. Zero
based budgetlng.
80. DeIlne . Crganlzatlon
81. What are the prlnclp|es oI preventlve contro|?
1. ProIesslona| managers commlt mlnlmum erros 2. Managers
perIormance a|so undergoes eva|uatlon 3. Management Iundamenta|s
are utl|lzed.
82. What ls JlT?
JlT ls the Japanese ManuIacturlng techno|ogy. lt vorks based ln the
concept oI lnventory |ess operatlons.
83. What are the advantages oI preventlve contro|?
1. More productlvlty 2. Se|I contro| 3. Less managerla| burden 4.
Psycho|oglca| advantages.
84. DeIlne . Crganlzatlon
Croup oI peop|e dolng some purposeIu| and proIltab|e actlvltles. Such
actlvltles lnc|ude lndustrla|, tradlng and Commercla| Actlvltles and a|so
some charltab|e actlvltles.
85. What are the lmportance oI Motlvatlon?
1. lncrease Productlvlty 2. Peduce Absenteelsm 3. Peduces Lab our
turn over 4. lncreases mora|e oI the emp|oyees 5. lncreases |ob
satlsIactlon
86. What are the advantages oI vrltten communlcatlon?
1. Permanent Pecord 2. Lega| Va|ldlty 3. C|arlty 4. Better
understandlng etc.
87. Dlstlngulsh betveen Po|lcles and procedures
Po|lcles ls a baslc gtulde|lnes Ior actlons
Sequentla| arrangement oI an program
88. What ls bralnstormlng?
Thls klnd oI tralnlng are glven to lncrease peop|es creatlvlty and
declslona| abl|lty. Thls type oI tralnlng lndlvldua| partlclpants are
encouraged to glve thelr ovn ldeas to reso|ve the exlstlng prob|em.
89. What ls Theory Z?
Theory Z suggests lnterpersona| re|atlon ls vlta| Ior organlzatlona|
success.
90. What ls grapevlne Communlcatlon?
1. lt ls an lnIorma| unoIIlcla| I|ov oI communlcatlon betveen the
organlzatlona| members through rammers and gosslp.
91. What ls Managerla| grld?
B|ake and mo|ten exp|alned |eadershlp vlth the mangers concern on
peop|e and productlon. Cn the bases oI above crlterla they suggested
Ilve dlIIerent types oI |eaders. They are 1. Task |eader 2. Team |eader
3. Country c|ub 4. Mldd|e road 5. lmpoverlsehd.
92. What are the methods aval|ab|e to reso|ve conI|lct?
1. Prob|em so|vlng 2. Super ordlnate goa|s 3. expanslon oI resources
4. vlthdrava|s 5. Compromlse 6. Smoothlng 7. Uslng approprlate
authorlty 8. A|terlng human varlab|es 9. A|terlng structura| varlab|e.
93. What are the dlIIerent types Modern contro||lng technlques?
1. PEPTlCPM 2. Human resource Accountlng 3. Socla| audlt 4. PCl
Ana|ysls Wlde Span 5. Cua|lty Clrc|e etc.
94. What are the characterlstlcs oI good |lstenlng?
1. Stop ta|klng 2. Put the ta|ker at ease 3. Attentlon 4. Ho|d your
temper 4. Stop arguments 5. Avold crltlclsm etc.
95. What are the dlIIerent types conventlona| contro||lng technlques?
1. Budgetary contro| 2. Breakeven ana|ysls 3. Statlstlca| data
ana|ysls 4. Audltlng 5. Persona| observatlon etc.
96. What ls Unlty oI Command?
Unlty oI command te||s the reportlng re|atlonshlp betveen a superlor
and a subordlnate. A subordlnate ls a|vays havlng a on|y one superlor.
97. What ls perIormance Appralsa|?
PerIormance appralsa| ls the system oI measurlng Emp|oyee
perIormance and glvlng Ieedback to the emp|oyee regardlng hls
perIormance.
98. What are the advantages oI perIormance Appralsa|?
1. Cettlng perIormance Feedback 2. ldentlIylng tralnlng needs 3.
Motlvatlng Personne| 4. Promotlona| conslderatlon 5. Pay Ilxatlon.
99. What ls C|oba|lzatlon?
Dolng buslness vlthout geographlca| boundarles are knovn as
g|oba|lzatlon.
100. What ls Declslon tree ana|ysls?
Thls ls the method used Ior maklng declslons under uncertalnty and rlsk.
ln thls mode| beIore arrlvlng a declslon dlIIerent optlon are consldered and lts
probabl|lstlc mode|s are deve|oped and ana|yzed.

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