CaseStudi

es–( Chapt
er-
1)
Nat
ureandSi
gnif
icanceofManagement
 
Q.1.Dheerjiswor
kingas‘Operat
ionsManager
’inTi
fcoLtd.Namet
hemanageriall
evelatwhichhei
s
worki
ng. Stat
eanyfourf
uncti
onshewi l
lper
for
m as‘
Operati
onsManager
’int
hiscompany.  (
5marks)

Q.2.VolvoLt
d’stargeti
stopr oduce10000shirt
spermont hatacostofRs.100/ -pershir
t. The
Pr
oducti
onManagerachievedthistar
getatacostofRs.90/-pershir
t. Doyout
hinkthe‘Pr
oduct i
on
Manager
’ i
sef
fect
ive? Gi
veonereasoninsuppor
tofyouranswer.
  (
1mar k)

Q.3.YashLt d.isfaci
ngal otofpr oblemsthesedays. I
tmanuf actureselectr
onicgoodsl i
kewashi ng
machines,mi crowaveovens,r ef
rigerat
ionandai r
-condi
ti
oners. Thecompany’ smar ginsareunder
pressure and the pr
ofi
ts and mar ketmarketi
ng departmentbl ames pr oducti
on departmentf or
producing goods,which are notofgood qual ityto meetcust omer s’expectati
ons. The finance
departmentbl amesbothpr oducti
onandmar keti
ngdepar t
ment sf ordecli
ningreturnoni nvestment
andbadmar keti
ng.

1.Whatqual
it
yofmanagementdoy out
hinkthecompanyislacki
ng? Just
if
yyouranswer
.
2.St
atethei
mport
anceoftheconcepti
denti
fi
edin(a)
.   (
5mar ks)

Q.4.Aman,AhmadandAl l
yar epar tner
si naf ir
m engagedi nt hedi st
ributi
onofdai r
ypr oductsin
Mahar ashtrastate. Amani sahol derofSeni orSecondarySchoolCer ti
ficatefr
om Cent r
alBoar dof
Secondar yEducationwi t
hBusi nessSt udi
esasoneofhi selecti
vesubj ects. Ahmadhaddonehi spost
graduationinHi storyandAl lyi ndai r
yf ar
mi ng.
 Onedayt herewasaser i
ousdi scussionbet ween
Ahmad and Al lyr egarding the nature ofmanagement . Ahmad ar gued t hatmanagementwas a
professionwher easAllyarguedagai nsti
tsayi ngthatthelegalandmedi calprofessionsar etheonly
professionsbecauset heyfulfi
llallt
hecondi t
ionsofpr of
ession.
Amanont hebasi sofhisknowl edgeofbusi nessst udi
esexplainedt henat ureofmanagementasa
professiontoAhmadandAl ly.Explain,how Amanwoul dhavesat isf
iedbot hAhmadandAl l
y.     
(6
mar ks)

Q.5.To meett heobjecti

vesoft hefi
rm,t
hemanagementofBhavyaLt d.off
ersemploymentto
physi
cal
lychal
lengedper
sons. I
denti
fyt
heor
gani
zat
ionalobj
ect
ivei
tist
ryi
ngtoachi
eve.
 Giver
eason
i
nsupportofyouranswer.
     
(1mark)

Q.6.BLtd.wantstomodi f
yit
sexi
sti
ngproduct,CDpl
ayersint
hemar ketduetodecreasi
ngsales.
 
Whatdeci
sions/
stepsshoul
deachl
evelofmanagementtaket
ogiveef
forttothi
sdeci
sions? 
  
     
(6
marks)

Q.7.Sonaliisthemanagerofalargecompanymanuf actur
inggarmentsforkids.
 Shepl
ansherwi nter
col
lecti
onint hemont hofAugustitsel
f. Then,sheensur est
hatthereisadequat eworkf
orce. She
conti
nuouslymonitor
swhetherproductionisproceedingaccor
dingtoplans. Sheasksthemar keti
ng
depart
mentt oprepar
ethei
rpromotionalandadverti
singcampaignsalso.

1.I
dent
if
yandexpl
aint
heconceptofmanagementexpl
ainedi
ntheabov
epar
a.
2.Whatchar
act
eri
sti
cfeat
uredoest
heabov
epar
ahi
ghl
ight
? St
ate.
  
  
  
   
(5mar
ks)

Q.8.H.TechLt d.isacompanypr oducingITser vices. Thecompany’ spr ofit

sar eenoughf orthe
survi
valandgr owt h. Themanagementoft hecompanybel i
evesthatasat isfiedempl oyeecr eat
esa
sati
sfi
ed customer ,who int ur
n creates prof
itst hatl ead to sat
isfi
ed shar eholders.
 So,i tpays
competiti
vesal ari
esandper kst oitsallempl oyees. Al ltheempl oyeesar ehappywor ki
ng inthe
organi
zationbecauseofper sonalgrowthanddevel opment .
Thecompanyhasast rongsenseofsoci alresponsibili
ty.
 Ithassetupanengi neeri
ngcol l
egei nwhich
one-t
hir
doft hest udent sar
egi rl
stowhom t hecompanygi ves50%schol arship.
IsthemanagementofH.TechLt d.f
ulfi
ll
ingitsobjectives? Justi
fyyouranswerbygi vi
ngr easons.    
  (
6mar ks)

Q.9.Govi nda Ltd.i s a highlyreputed company.  Di f

ferentf unct
ions ar e per
for med bydi fferent
i
ndividual sinthiscompany,whoar eboundt ogetheri
nahi erar
chyofr el
at i
onships. Everyindivi
duali n
the hi erar
chy isr esponsiblef orsuccessf ulcompl et
ion ofa par ti
cul artask.Mr .Gaur anga i s
responsi blefort hewel fareandsur vivaloft heorganization. Hef ormul at
esover allorganizational
goals and st rategies fort hei
rachi evement . MR.Ni t
yanand ensur es t hatqual it
y ofout puti s
mai ntained,wast ageofmat eri
alsismi nimizedandsaf et ystandar
dsar emai ntained. Mr .Sanat an
assignsnecessar ydut i
esandr esponsibili
ti
est othepersonnelandmot ivatesthem t oachievedesi red
objectives
Atwhatl evelsofmanagementar eMR.Gaur anga,Mr .NityanandandMr .Sanatanwor kinginGovi nda
Ltd.? justi
fyyouranswer .    (3marks)

Q.10.ThemanagementofVr i
ndaLt d.stronglybeli
evest hatthemember sofanor ganizationshoul d
workt owardsfulfi
lli
ngthecommonor ganizationalgoals. Thisrequir
esteam wor kandi ntegr at
ionof
eff
orts ofalli ndivi
duals,depart
ment s and specialist
s. Thi sis because allthe individuals and
departments depend on each ot herf ori nf
ormat i
on and r esources t
o perform thei rr especti
ve
acti
viti
es. Manager sneedtoreconcil
edi f
ferencesinappr oach,timing,ef
fortorint
erest. Att hesame
ti
mei tshould enableallitsmember st o grow and devel op. Thus,thereisaneed t o har monize
i
ndividualgoalsandor gani
zati
onalgoals.

1.I
denti
fytheconceptofmanagementdiscussedabov
e.
2.St
ateanythreefeat
uresoft
heconceptidenti
fi
edin(
a).
3.I
denti
fyandexplai
nthecharact
eri
sti
cofmanagementwhichi
sref
lect
edf
rom t
heabov
epar
a.       
(6mar
ks)

Q.11.Sanj anai sthebr anchmanagerofABCHandi cr aftsPvt. Thecompany’ sobj ectiveistopr omot e

thesal esofI ndi
anhandl oom andhandicraftproduct s. Itssell
sf abri
cs,furni
shings,r eady-madesand
househol di temsar emadeoutoft radi
ti
onalIndianf abr i
cs. Sanjanadecidesquant i
ties,vari
ety,colour
andt ext ur eofal ltheabovei temsandt henal l
ocat esr esourcesf ortheirpur chasef orm di ff
er ent
suppliers.  Sheappoi ntsat eam ofdesi
gnersandcr af t
speopl eint hecompany,whodevel opedsome
print
sf orbedcover sinbr i
ghtcolouronsi l
k. Althought heylookedver yimpr essive,theywer emor e
expensi vet hant heyhadpl annedt osel
l.
 Aver agecust omercoul dnotaf fordtobuyi t.
 Praisingt heir
effor
t,Sanj aj asuggest edthattheyshouldkeept hesi lkbedcover sforspecialoccasi onsl i
keDi wal i
andChr istmasandof ferthecottonbedcoversonar egul arbasist okeepcostsundercont rol.
Identi
fyt hef unctionsofmanagementwhi chSanj ajaper f
ormsbyquot ingthelinest heabovepar a.    
  
(5mar ks)
 Q.12.XYZPowerLt d.setupaf act
oryf ormanuf acturingsolarl anter
nsinaremotevil
lageasthere
wasnor eli
ablesupplyofelectricityinruralareas. Ther evenueear nedbythecompanywassuffici
ent
tocoverthecost sandt her
isks.  Thedemandofl anternswasi ncreasi
ngdaybyday,sothecompany
deci
dedt oincreaseproducti
ont ogener atehighersales. Forthist heydeci
dedtoemploypeopl
ef r
om
thenearbyvi l
lagesasver yf ew j ob opportunit
ieswer eavailablei nthatar
ea. Thecompanyal so
deci
dedt oopenschool sandcr èchesf orthechi l
drenofi tsempl oyees.

1.I
denti
fyandexpl
aintheobject
ivesofmanagementdiscussedabove.
2.Thecompanyisful
fi
lli
ngtheorgani
zati
onalandsoci
alobject
ivesofmanagement
.      
 (
4mar
ks)

Q.13.Ni shthaisthemar ket

ingmanagerofacompanysel li
nglapt
ops.  Sheplanst hetargetsaleof
2000 laptopspermont h.
 Sheal locatesnecessaryresour cesto car r
youtt hepl an.
 Shehassi x
sal
esmenwor kingunderher.
 Shewor kswit
ht hem,guidingandmot ivatingthem toachievet hetar
get
sal
es. Att heendoft hemont h,af
tercompar i
sonofact ualsaleswitht hetargetsalesshef oundthat
actualsalesexceededthetargetsales.Sherewardstheef f
ici
entempl oyeestomot ivatethem.

1.HowdoesNisht
haprovethei
mport
anceofmanagement
? Expl
ain.
2.Al
sost
ateanytwovalueswhi
chshewantst
ocommunicatetot
hesoci
etybyherbehav
ior
.    
(5mar
ks)

Q.14.Soor ajwor ksasasal esmani nacompanysel li

ngpetaccessor iesandf ood. Hehasbeengi ven
atargetofsel l
ing1200uni t
soft hef oodpacketsinamont hbyof feri
ngamaxi mum of10%di scountto
hiscustomer s. Inor dert omeethi smont hl
ysalestarget,ont helasttwodaysoft hemont hs,heof f
ers
15%di scountt ohi scust omers.
Inthecontextoft heabovecase:
IsSoorajeffectivei nhiswor k? Explainbygivi
ngasui tablereasoni nsupportofyouranswer .
 
Q.15.Suj atawor ksasadesi gneri nnexpor thouse. Aspert het ermsofanor derr
eceivedbyt he
exporthouse,shehast oget100uni tsofdeni
mj acketsmadei n15days@ Rs.2000perj acket. Sheis
abletocompl etehert argetproduct i
onin20daysbecausei nor dertocompl eteitheorderin15days
shewoul dhavemadet hewor kerswor kovertime. Asar esul t
,thecostofpr oduct i
onperj acketmay
haveincreasedbyRs.100.
Inthecontextoft heabovecase:
IsSujataeffi
cienti nherwor k? Explainbygivi
ngasui t
abler easoni nsupportofyouranswer .

Q.16.Anj uandManj uaregoodf r

iends. Consideringt hecastt hatt heact iviti
esinvol vedinmanagi ng
an ent erpr i
se ar e common t o al lor gani
zations,af ter compl eti
ng t heir mast ersi n busi ness
management ,bot hoft hem t akeupaj obatmanager iallevelindi fferentor ganizationsaspert heir
indivi
dualar easofi nter
est. Anj utalesupamar ketingjobi nar etailcompanyandst ri
vestoi ncrease
saleswher easManj ujoinsanNGO andwor ksdi l
igent l
yt oreali
zei t sobj ecti
ver elatedtopr oviding
empl oymentt o speciall
yabl ed per sons. Both oft hem have t o per form a ser ies ofcont i
nuous,
composi te,butsepar at
ef unctions. Onsomedays,Anj umayspendmor et i
mei npl anni
ngaf uture
displaylayoutandonanot herday,shemayspendt i
mei nsort
ingoutanempl oyee’spr oblem.  Bot h
AnjuandManj umakeconsci ousef fortstobui ldaf eelingoft eam spi ritandcoor dinati
onamong
diversei ndividualswi thdifferentneedswhowor kundert hem. Theef fectoft hei rmanagementi s
noticeablei nt heirrespectivedepar tment sast het argetsar emetaccor dingt oplans,empl oyeesar e
happyandsat isfi
ed, andtherei sorderli
nessinitsf unct i
oningrathert hanchaos.
Incont extoft heabovecase:
 I
dent
ifyt
hevar
iousf
eat
uresofmanagementhi
ghl
ight
edi
ntheabovepar
agr
aphbyquot
ingl
inesf
orm
i
t.

Q.17.RealAlli
anceLt d.isawell-
knowncementcompanyi nIndia. Itisabletoear nadequaterevenues
to covercosts. It
s capi t
albase,numberofempl oyees and pr oduct i
on turnoverhas increased
manifoldsovertheyears. Therateofpr
ofit
abili
tyofthebusi nessi salsocr edi
table. Theemployeesof
thecompanyar ehappyandsat i
sfiedwit
ht heirremuner at
ion,wor ki
ngcondi ti
ons,pr omoti
onpol i
cy
etc.
 as a par tofi ts mor alobli
gati
on,t he company has t aken many i niti
at i
ves forprovidi
ng
employmentt ospeciall
yabledpersonsandpr omotinglit
eracyint hevi l
lagesadopt edbyit.
Inthecontextoftheabovecase:

1.Identi
fyandexpl
ainthevari
oust ypesofobject
ivesofmanagementbei
ngfulf
il
ledbyRealAl
li
anceLt
dby
quotingl
inesf
rom t
heparagr
aph.
2.Listanytwoval
uesthatr
ealAll
ianceLtd.wantst
ocommunicatetot
hesociet
y.

Q.18.Eshawor ksast hecostandr iskmanagementheadofacompanyi npowersect or.

 Asar esultof
herexcel lentmanager i
alcompet ence,t hecompanyi sabl etoreducecost sandi ncreaseproductivi
ty.
 
The company bel ongs t oinfrastruct ure sector,wher eisr egularamendment s are made i nt he
gover nmentr egulati
ons and pol i
ci es. She hol ds regul armeet ings to ensur
et hatpeoplei n her
depar tmentar enotonl yawar eoft her el
atedchangesbutar eal soablet oadaptt othesechanges
effectivel
y. Thishel pst hecompanyt omai ntainit
scompet i
ti
veedge.  Shemot i
vatesandl eadsher
team i nsuchamannert hati
ndividualmember sareabl et oachievepersonalgoalswhi lecontri
buting
tot heover allorganizationalobject ive. Int heprocessoff ulfi
lli
ngherdut iesfort hegrowthoft he
organi zat
ion,shehel psi nprovidingcompet i
ti
veser vices,adopt i
ngnew t echnology,creat
ingmor e
empl oymentoppor tuniti
esetc.fort hegr eat
ergoodoft hepeopl eatlarge.
Incont extoftheabovecase:
Identifythevar i
ousr easonst hathavemademanagementsoi mportantbyquot inglinesf r
om t he
paragr aph.

Q.19.Ramar junaj oinsanI Tfrom asasyst em analystaftercompleti

nghismast ersinComput er
Science. Ast henat ur eofhi swor kdemandshehast owor kinveryclosecoordi
nationwi t
hallthe
department alheadsi nt hef ir
m,ver ysoonRamar j
unar eal
izesthateachdepartmentalheadhasown
i
ndividualstyleofwor king. Theydiffergreat
lyintheirday-
to-dayapproachtowork.
 Theyt endtodeal
withagi vensi tuati
on,ani ssueorapr obl
em throughacombi nationofthei
rownexperience,creat
ivi
ty,
i
magi nation,initi
ativeandi nnovati
on.
Inthecont extoft heabovecase:
Identi
fyandexpl ainthenat ureofmanagementhi ghl
ightedintheabovecase.

Q.20.Dhar am isawel l-
knownbusinessmani nt hefiel
dofpubl i
shing. Heowest hesuccessofhi s
business to his own educati
on in business managementand hi st eam ofcer t
ifi
ed management
consultants. Theref
ore,hedecidestosendbot hhischildr
enDanushandDami niabroadt oacquir
ea
degreei nbusinessmanagementi ntheirindi
vidualareaofexper t
ise.
 Hef eel
st hatalloverthewor l
d
thereismar kedgr owthinmanagementsadi scipli
ne,butsti
lli
tisnotconsideredt obeaf ul
l-f
ledged
professionforcertai
nreasons.
Inthecont extoftheabovecase:
1.ExplainthereasonsbecauseofwhichDharam consi
dersmanagementasadisci
pli
ne.
2.Crit
icall
yexami net
hev ar
iousreasonsbecauseofwhichmanagementisnotconsider
edt
obeaf
ull
-f
ledged
profession.

Q.21.Kar ti
kjoinsagar mentf actoryasapl antsuper visorinLucknow.  Heobser vesthatt heout putof
somewor kersisver ylow ascompar edt othestandar dssetf ort heirperformance.  Onanal yzingthe
reasonsf ort hesame,hef indsoutt hatal otoft i
meoft hewor kersiswast edi nget ti
ngt her equisit
e
mat erial
si ssuedf ormt hest ore.
 Wher easonaski ng,thest or ekeepercompl ainsthatt her eisno
harmonyi nthewor kingoft heproduct i
ondepar tmentasawhol e. Everydayt hewor kersappr oachhi m
att hel eastmi nutet o pr ocuredi f
ferentki ndsoft hreads,laces,mi rrors,butt onset c. ifiti snot
availableinthest orethenhehast opl aceanor derwi t
ht hepur chaseof ficer
. Asar esult,alotoft ime
ofthewor kersiswast ed.  So,inordert ointegrat
et hevar i
ouspr oducti
onact ivit
ies,hencef orth,Karti
k
ensur esthatt hest orekeeperi sinformedwel lt
hreedaysi nadvanceaboutt her equisitemat erial
s. 
Consequent l
y,thest orekeeperi sabl etokeept hemat erial
sr eadyf ort hewor ker severymor ningin
accor dancewi ththeirrequi rements.
Incont extoft heabovecase:

1.I
dentif
yandexplainthequal
it
yofmanagementt hatKarti
khasi nt
roducedi
ntheworki
ngofthepr
oduct
ion
depart
mentasacor r
ecti
vemeasuretocont
rolt
heout putoft
hewor kers.
2.Stat
ebr i
efl
yandtwopoint
shighl
ight
ingt
heimportanceofquali
tyofmanagementi
denti
fi
edi
npart(
a).

Q.22.Sr
idhar
’sfat
heriswor
kingasasecti
onin-char
geinagovernmentoff
ice. I
dentif
ythelevelof
managementatwhichhei
sworki
ng? St
ateanyf
ivefunct
ionst
hathehastoperform att
hisl
evel.

Q.23.Geeti
kai sworkinginaprivatesectorbank. Oneofherkeyfuncti
onr el
atestothef
ormulat
ionof
theover
allorganizat
ionalgoal
sandst rategiesofthebank.
 Ident
ifythelevelofmanagementatwhich
sheisworking? Stat
eanyt hr
eeot herfuncti
onsthatshehastoperform atthisl
evel
.

Q.24.Ar undhatihasbeenpr omotedtothepostofMar keti

ngDivi
sionHeadofasof tdr
inkcompany. 
I
dentifythel evelofmanagementatwhi chshewi llbewor ki
nghenceforth.
 Stat
eanyf ourf
uncti
ons
thatshewi l
lhavet operf
orm atthi
slevel
.
 
Q.25.Bhuvanar guesthatmanagementi srequiredinallkindsoforganizati
onswhereasPiyushfeels
thatmanagementi snotr equi
redinnon-businessor ganizati
onssuchasschool ,cl
ub,hospi
tal
s,etc.
whoi scorrect?

Q.26.Mohanhasr
eti
redf
rom t
hepostofaf
oremani
naf
act
ory.
 Atwhatl
evelofmanagementi
she
worki
ng?

Q.27.‘ Sonu Nigam’t he f

amous pl aybacksi ngeralways spends ti
me f orpracti
ce and adds hi
s
cr
eati
vityinhissingi
ng.
Li
keSonuNi gam,Mr .Raji
v,managerofHeadl inesLtd.useshi screati
vit
yandpr acti
cemanagement
pri
nci
plesunderdi ff
erentsit
uationstomanaget hebusiness.
 Theempl oyeesar
ehappyandsat i
sfi
ed
asheever ydayrewardempl oyeesfortheirpunctual
it
yandef fi
ciency.

1.I
dent
if
ythenatur
eofmanagementhi
ghl
ight
edabove.
2.Nameothert
woaspect
sofnat
ureofmanagement
.
3.I
dent
if
ythev
aluesf
oll
owedbyMr
.Raj
iv
.

Q.28.BhuvanLt d.,agarmentmanuf act

uringCompanysett het
argetproducti
onof100gar ment sper
monthatt heest imatedcostofRs.200 pergar ment. Mohan,awor kerwor keddoubleshi f
tand
manufacturedar ound150gar ment
sbutatt heestimatedcostofRs.230pergar ment
. Ont heother
hand,Ravianot herworkerfocusoncostandhandl edresour
cesverycareful
lysothemanufact ur
ed90
garmentsbutatt heesti
mat edcostofRs.190pergar ment.
 Thi
rdworkermai ntai
nedthebalanceand
achi
evedt argetof100gar mentattheestimatedcostofRs.200pergarment.

1.I
denti
fyt
hequal i
typossessedbyRavi
,Mohanandwhatt
heyar
elacki
ng.
2.Whatqual
ityispossessedbythi
rdworker
?
3.Whichworkerispref
erredbymanagement?

Q.29.ManagementofAlphaLtd.hasinstal
ledaspecialrecycl
ingplantt
orecyclet
hewast
einsteadof
dumping t
hewastein ground. Iti
sal so provi
ding employmentoppor t
uni
tiestol
ocalresi
dents.
 
Companystart
edaschoolnearbyfort
hechi ldr
enoftheiremployees.

1.I
dent
if
ytheobj
ecti
vescompanyisful
fi
ll
ing.
2.(
ii
)Quotet
heli
nesfrom abov
eparawhichindi
cat
ethoseobj
ect
ive.

Q.30.Direct
orsofBhuvanLt d.assi
gnedthetaskofi
mplementingtheplansandpol i
ciesfr
amedbyt he
boardto allt he depart
mentalheads.
 Depar t
mentalhead appoint
ed super
visors,superi
ntendent
,
execut
ives,etc.sot hatwor
kcanbeassi gnedtoworker
saspert heplansupervisorskeptacheckon
worker
saspert heplan.

1.I
denti
fyt
hefeat
ureofmanagementhi
ghl
ight
edi
nabov
epar
a.
2.Expl
aint
hatf
eatur
e.

Q.31.Al phaLtd.isaCompanythatmanuf act

urer
smobi l
ephonesandaccessor i
es.
 It
sprofi
tsare
decli
ning nowadays.
 The sal
es depart
mentbl ames pr
oducti
on depart
mentf orlow qual
it
y,the
producti
ondepartmentbl
amespurchasedepart
mentfornotsuppl
yinggoodqual
it
yparts.

1.Whatquali
tyofmanagementislacki
ngi
ntheabov
ecase?
2.Expl
aint
henatureoftheconcept.

Q.32.Agroupofpeopl
ebel
ievest
hatmanagementi sasyst
emat
icbodyofknowl
edget
hatexpl
ain
cer
tai
ngeneralt
rut
handi
sbasedonlogi
calobser
vat
ion.

 I
dent
if
yandexpl
aint
henat
ureofmanagementdi
scussedi
nabov
ecase.

Q.33.Uni
queenterpr
isesi
sabletoachi
evethet ar
getproducti
onof5,000uni
tswi
thi
nthepr
escr
ibed
ti
me;howevertoachievethi
star
gettheyhiredextraworkersonadhocandspentaroundi
s40,000
extr
atopaytheadhocworker
ssotthatt
argetproduct
ioncanbeachievedonti
me.

1.Doyouthi
nkuniqueent
erpr
isei
seff
ecti
veoreff
ici
ent
?
2.Wasthei
rdeci
siontohi
readhocworker
stoachi
evethet
argetwascor
rect
?
3.Expl
aint
heconceptofmanagementhi
ghl
ight
edabov
e.

Q.34.Inanor gani
zati
onsalesdepart
mentwant stoincreasethesaleby20% sosal
esdepar
tment
pl
annedtoofferext
radiscount
stocustomer
s. Fi
nancedepar t
mentrai
sedobj
ect
iononitast
heysati
t
wi
llr
esulti
nlossofrevenueandcompanymayf aceli
quidi
typrobl
em.

1.Namethei
mpor
tanceofcoor
dinat
ionref
err
edher
e.
2.St
ateot
hert
woi
mpor t
anceofcoordi
nati
on.

Q.35.Mr .RajivandAr unar er esponsiblef orwel fareoft hewhol eorganizati

on. Thei rjobi sver y
compl extheyhavet odevelopl ongt erm objectives,pol
iciesandreviewt heworkofdi fferentheadsat
diff
erentlevel
.Mr.JohnandMr .Singhar eresponsi blefortheworkingofdepar t
mentt heyar eheadi ng,
theyformulateshortterm department alobjectivesinaccor dancewithorgani
zationalobjectives.
Mr .Phil
ip,Mr s.Archana,Mr s.Kaml eshand Mr s.Kavitaar eindirectcontactwi t
ht hewor kf
or ce
consisti
ngofvar i
ousempl oyeesandwor ker s.
 Theyar er esponsi
bleforqualit
yofwor kandpr ovi
ding
goodwor kingconditi
onstowor kers.

1.St
atet
hethreelevelofmanagement
.
2.Namethepersonswhoar ei
nvolv
edindi
ff
erentl
evelf
rom t
heabov
epar
a.

Q.36.ThemanagerofAl phaLtd.isver
yeffi
cientandeffecti
veandmakessur ealltheemployeesand
workersinhisteam performt hetaskonti
mewi thminimum cost .
 Hismainfocusisoncostcut ti
ngso
heneverl i
stenstot hedemandofwor ker
sf orincr
easi
ngwages.  Heevengi vesnooppor t
unit
yto
workerforpromoti
on.  Asar esul
tworkersstar
tedbecomi ngfrust
ratedanddisheart
enedalltheti
me.

1.Whichobject
iveofmanagementcouldnotbeachi
evedbyt
hemanager
.
2.St
ateothertwoobject
ivesofmanagement.
3.St
ateanyonev aluei
gnoredbyt
hemanager .

Q.37.ThemanagementofAmai raLtd.str
ongl ybel
ievest hatthemember softheorganizati
onshoul d
wor ktowardfulfi
ll
edt hecommonor ganizati
onalgoal s. Thisrequiresteam workandi ntegrationof
effort
s ofal lindi
viduals departments and speci ali
sts. Thisi s because allt
he individuals and
departments depend on each ot herf orinformation and r esources to per
for
m t heirr especti
ve
activi
ti
es. Managerneedst or econcil
edi f
ferencesinappr oach,ti
mi ng,eff
ort
sandi nterest. Atthe
samet i
meitshouldenabl eallitsmember stogr ow anddevel op. Thus,therei
saneedt ohar monize
indivi
dualgoalsandor gani
zationalgoals.

1.St
attheconceptofmanagementdi scussedabove.
2.St
ateanythreefeatur
esoftheconceptident
if
iedinabov
epar
a.
3.St
ateval
uereferredinabov
epara.

Q.38.MegaLt d.manuf act

uredwater
-heat
ers. I
nt hef
irstyearofit
soper at
ions,t
herevenueearnedby
thecompanywasj ustsuff
ici
enttomeetitscost. Toincreasetherevenue,thecompanyanalysedthe
reasonsbehi
ndt helessrevenues.
 Af
teranalysi
s,thecompanydeci ded:
  Tor
educet
hel
abourcostbyshi
ft
ingt
hemanuf
act
uri
nguni
ttoabackwar
dar
eawher
elabourwas
avai
labl
eataverylowrat
e.
 Tostartmanuf
acturi
ngsolarwat
er-
heat
ersandr
educet
hepr
oduct
ionofel
ect
ri
cwat
er-
heat
erssl
owl
y.

Thi
swi
llnotonl
yhel
pincover
ingt
her
isksbutal
sohel
pinmet
ingot
herobj
ect
ives.

1.I
denti
fyandexpl
aintheobject
ivesofmanagementdi
scussedabove.
2.St
ateanytwovalueswhichthecompanywantedtocommuni cat
etosoci
ety
.

Q.39.Rituist hemanageroft henorther

ndivisi
onofal argecorporat
ehouse. Atwhatleveldoesshe
workintheor ganizati
on? Whatarehebasicfuncti
ons?
Q.40.Mr .NitinSinghania’
sfatherhasagoodbusi nessofironandst eel
. Hewantstogot ot heUSA
forhi
sMBAbuthi sfathert
hinksthatheshouldjoi
nt hebusi
ness. Onthebasisofemergingtrends,do
youthi
nkt hatMr .Singhani
ashouldsendhissont otheUSA? Giveanyt hr
eereasonsi
nsuppor tofyour
answer.

41.Jayanti swor kingasHeadRel ationshipManageri ntheweal thmanagementdi vi

sionofapr ivate
sect orbank.  Hehascr eatedani nternalenvironmentwhi chisconduci vet oanef f
ect i
veandef ficient
per f
or manceofhi steam oft enrelati
onshi pmanagementexecut ives. At ypi caldayatwor kinJayant ’
s
li
feconsi stsofaser i
esofi nterr
elatedandcont i
nuousf unct i
ons.  Hedeci dest het arget sforhi s
depar tmentwhi char einlinewi ththeobj ect
ivesoft heorganizaitonasawhol e. Thef ut urecour seof
actionf orhi st eam member sisl aidoutwel li
nadvance.  Thevar iousr esour cesr equi red byt he
relationshi pmanager sl i
keanPai dwi t
hGPSsyst em,accountopeni ngf orms,br ochur es,det ailsof
accounthol der set c.ar
emader eadil
yavai l
abletothem.  Theexecut i
vesar egi vensuf fi
ci entaut hor i
ty
tocar ryoutt hewor kassignedt othem.  Jayantwor ksinclosecoor dinationwi ththehumanResour ce
Manageri nor dert oensur et hathei sabl etocreateandmai ntainasat isfact oryandsat isfi
edwor k
forcei nhi sdepar tment. Throughconst antguidanceandmot ivation,Jayanti nspi resthem t or ealize
theirf ullpot ential.
 Heof f
erst hem varioustypesofi ncenti
vesf r
om t imet ot imekeepi ngi nviewt heir
diversei ndividualneeds.  Mor eover,hekeepsacl osewat chont heirindivi dualper for
mancesi nor der
toensur et hatt heyar einaccor dancewi ththestandardssetandt akescor rect i
veact ionswhenever
needed.
Incont extoft heabovecase:

1.Ident
if
yt heconceptbeingreferr
edt ointhefoll
owingli
ne,“
Hecr eat
edani nter
nalenv
ironmentwhi
chi s
conduciv
et oaneffect
iveandeffi
cientper
for
manceofhisteam oft
enrelat
ionshipmanagementexecut
ives.”
2.Ident
if
yanddescr i
bethev ar
iousfuncti
onsoftheconceptasi
denti
fi
edinpar t(a)oft
hequesti
onbyquot i
ng
l
iensfrom t
heparagraph.

Q.42.Aj ayand Sanj ayar e chi

ldhood fri
ends. Sanjayhad losthisr i
ghthand i n an acci
dentin
chil
dhood.  Theymeetaf t
eralongt i
mei nar est
aurant.
 Onbeingasked,Sanj ayt
ell
sAjayt hathefeel
s
verydiscount edi nmanagi nghisfamilybusinessaf t
erthedeathofhisfatherasitdoesn’tmat chwit
h
hisareasofi nt erest
. Ajayknowst hatSanjaypossessextraor
dinaryski
ll
si nmanagemental thoughhe
hasn’tacqui redanypr ofessi
onaldegreei nmanagement . Theref
ore,heasksSanj ayt owi nduphis
businessi nIndi aandj oinhimi nhishot elbusinessinDubaiasanAssi st antManagerinSal esand
MarketingDi vision.
Incontextoft heabovecase:
1.CanSanjaybedeployedatt hepostofAssi
stantManagerinSal
esandMar ket
ingDiv
isi
onthoughhehasn’
t
acqui
redanypr
ofessionaldegreei
nmanagement ?
 Explai
nbygiv
ingsui
tabl
ejusti
fi
cat
ionsi
nsupportofy
our
answer.
2.Li
stanytwoval
uest hatarerefl
ect
edinthi
sactofAjay
.

ANSWERS
Ans1.Dheer aji
swor
kingatmiddl
elevelmanagement.
Funct
ions:ThemaintaskofDheer
ajistocarryoutt
heplansf
ormul
atedbyt
het
opmanager
s. Fort
his
heneedto:

1.Int
erestthepoli
ciesfr
amedbytopmanagement ,
2.Ensurethathisdepartmenthasthenecessarypersonnel
,assignnecessaryduti
esandr
esponsi
bil
i
ties
t
othem.
3.Motivatethem f
orhigherpr
oduct
ivi
tytoachi
evedesiredobjecti
ves,and
4.Cooperatewithotherdepar
tment
sf orsmoothfuncti
oningoftheorganizat
ion.

Ans2.Yes, theProdcut
ionManageri
sef fect
ivebecausehehascompl
etedthetaskandachievedt
he
goalofpr
oducing10000shi
rts.
 Hei
seffi
cientalsoashehasachi
evedt
hetargetatalowercost
.
Ans3.

1.Coordi
nation:becausepr oducti
on,mar
ket
ingandf
inancedepar
tment
alef
for
tsarenotcoor
dinat
edfor
achi
evi
ngorganizati
onalobj ecti
vesharmoni
ousl
y. Asar
esult,t
hecompany’
sprof
itsandmarketshareare
decl
i
ning.
2.Import
anceofCoor dinati
on​
 Growthi nsize:
 Functionaldiff
erenti
ati
on:
 Speciali
zati
on:

Ans4.Amanwoul dhavesat i
sfi
edbothAhmadandAl l
ybygi vi
ngthefol l
owingexplanati
on:
Managementi sapr of
ession.However,itisnotaf ull
-f
ledged pr
of essi
on l i
kelegal
,account
ing or
medicalprof
essionsbecauseitdoesnotmeettheexactcri
teri
aofapr ofession.
Theapplicat
ionofthefeat
uresofaprofessi
ontomanagementi sexami nedbel ow:

1. El
l-defi
nedbodyofknowl edge:
2. Restri
ctedEnt r
y:
3. ProfessionalAssoci
ati
on:
 4. Ethi
calcodeofconduct
:
5. Servi
cemotive:

Ans5.Growt
h,si
ncenumberofempl
oyeesi
sincr
easi
ng,i
tleadst
oincr
easei
npr
oduct
ionandhence
gr
owthoft
hecompany.

Ans6.Thecompanywant st
omodi f
yitsexist
ingpr oduct
,CDpl
ayersi
nthemarketbecauseoft
oday’
s
dynami
cbusi
nessenvi
ronment.
 Fort
his,eachlevelofmanagementmustdi
videi
tst
ask.

Funct
ionsoft
opmanagement
:

1.Theymustpl
ant het echni
queofmodifi
cati
on/moderni
zati
onoft
heproduct.
 Theymaypl
antomanufact
ure
DVDplay
ersorBluerawpl ayer
s,et
c.t
omoder ni
zetheproduct
.
2.Theymustorganizeandassembl enecessaryresour
cesandcoordi
nat
et heeff
ort
sofal
lthedepar
tments
towar
dsmoderni
zation.

Funct
ionsofmi
ddl
emanagement
:

1.Theymusti
mplementtheplansl
aiddownbytopmanagementint
hei
rrespect
ivedepar
tment
sordi
vi
sions.
2.Theymusti
nter
prett
heplanandpoli
ciest
othei
rsubor
dinat
es.

Funct
ionsofoper
ati
onal
/super
visor
ymanagement
:

1.Theymustassi
gnthetaskst
oworkfor
ceandsuper
viset
hatt
hetaski
scar
ri
edoni
nther
ightdi
rect
ion.
2.Theymustmaintai
nthequali
tyofworkandreducethewastagebyi
mprovi
ngt
hemotiv
ati
onandl oyal
tyof
worker
s.

Ans7.

1.Coor
dinat
ion

Iti
st heforcethatbindsallthefunct
ionsofmanagement .
Itisthecommonthreadthatr
unsthroughall
acti
viti
essuchaspur chase,product
ion,sal
es,f
inance,etc.toensur
econti
nuit
yintheworkingofthe
organizat
ion.
Coordinati
onisnotasepar atefunct
ionofmanagement .I
tistheessenceofmanagement.
Itisimpli
cit
andinherentinallf
unctionsofmanagement .

 Topmanagementpl
ansf
ort
heent
ir
eor
gani
zat
ion.
 Accor
dingt
othesepl
ans,
theor
gani
zat
ional
str
uct
urei
sdev
elopedandst
aff
ed.
 I
nor
dert
oensur
ethatt
hesepl
ansar
eexecut
edaccor
dingt
opl
ans,
dir
ect
ingi
srequi
res.
 Anydevi
ati
onbet
weent
heact
ual
andt
hest
andar
dper
for
mancei
scor
rect
edatt
hest
ageofcont
rol
l
ing.

2.Coor
dinat
ioni
sacont
inuouspr
ocess.
 Itbegi
nsatt
hepl
anni
ngst
ageandcont
inuest
il
lcont
rol
l
ing.

Ans8.Yes,themanagementofH.TechLt d.i
sful
fi
ll
ingal
ltheobj
ect
ives–or
gani
zat
ionalobj
ect
ives,
soci
alobj
ect
ivesandper
sonalobj
ect
ives.
1.Organizat
ionalobject
ives
2.Socialobj
ectives
3.Personalobjecti
ves

Ans9.

1.Mr
.Gaur
angai
swor
kingatt
het
opl
evel
management
.

Heisresponsi
bleforthewel
far
eandsurvivaloft
heor
gani
zat
ion.
Hef
ormul
atesover
allor
gani
zat
ional
goal
sandstrat
egiesfort
hei
rachi
evement
.

1.Mr
.Ni
tyanandi
swor
kingatt
hel
owerl
evel
management
.

Heensuresthatquali
tyofoutputismaintai
ned,wast
ageofmater
ial
sismi
nimizedandsaf
etyst
andards
aremaint
ained.
Mr.Sanatanisworki
ngatthemi ddlel
evelmanagement.
Heassignsnecessar yduti
esand r esponsibi
li
ti
estotheper
sonneland moti
vat
esthem to achi
eve
desi
redObjecti
ves.

Ans10.

1.Coordi
nat
ion
2.Feat
uresofcoordi
nat i
on:
 Coordinat
ionintegratesgroupeffor
tsbyunifyi
ngdiverseinter
est.
 Coordinat
ionensur esunityofacti
onbyactingasabi ndi
ngf orcebet
weendepartments.
 Coordinat
ionisacont i
nuousprocessasitbeginsatplanningstageandcont
inuesti
l
lcontr
oll
i
ng.
3.Managementisagr oupact i
vit
y.

Anorgani
zati
onisagroupofdif
ferenti
ndi
vidual
swhowor
ktoget
herwi
tht
eam spi
ri
tandcoor
dinat
ion
toachi
evethegoal
softheor
ganizati
on.

Ans11.

1.Planning:‘Sanjanadeci desquant i
ti
es,vari
ety
, col
ourandtextur
eofalltheaboveit
ems…’
2.Organizing:’
…allocat
esr esourcesf ort
heirpurchaseform di
ffer
entsuppli
ers.
’
3.Staffi
ng: ‘
Sheappoi ntsat eam ofdesignersandcr af
tspeopleinthecompany …’
4.Directi
ng:‘ Prai
singt heiref fort
,Sanjanasuggest edt hattheyshouldkeept hesil
kbedcov
ersf
orspeci
al
occasionsl ikeDiwaliandchr ist
man…’
5.Cont r
oll
ing: ‘
…offerthecot t
onbedcov ersonar egul
arbasistokeepcostsundercont
rol
.’

‘
…theywer
emor
eexpensi
vet
hant
heyhadpl
annedt
osel
l.
’
Ans12.

1.Thecompanyi
sful
fi
ll
i
ngt
heor
gani
zat
ional
andsoci
alobj
ect
ivesofmanagement
.

Or
gani
zat
ionalobj
ect
ivesi
ncl
udesur
vival
,pr
ofi
tandgr
owt
h.
  I
nor
dert
osur
viv
e,XYZPowerLt
d.ear
nsenoughr
evenues.
 Company
’spr
ofi
tsar
esuf
fi
cientt
othecov
ert
hecost
sandt
her
isks.
 Si
ncedemandf
orl
ant
ernswasi
ncr
easi
ngdaybydayandsot
hecompanydeci
dedt
oincr
easepr
oduct
ion
t
ogener
atehi
ghersal
es,
iti
mpl
i
est
hatt
hecompanyexpl
oit
sful
l
yit
sgr
owt
hpot
ent
ial
.

Soci
alobject
ivesi
nvol
vethecr
eationofbenef
itsfort
hesociety.
Thecompanydeci dedtoemploypeoplefrom thenearbyvil
lagesasveryfew j
obopport
uni
tieswer
e
avai
labl
einthatar
ea.I
tal
sodecidedtoopenschoolsandcrèchesfort
hechil
drenofi
tsempl
oyees.’

1.Val
ues:

 Pr
ovi
dingempl
oymentoppor
tuni
ti
esi
nrur
alar
eas
 Concer
nfort
heenv
ironment
 Soci
all
yresponsi
blebehav
iour
 Communi
tydev
elopmentbyopeni
ngschool
sandcr
èchesf
orchi
l
dren(
anyt
wo)

Ans13.

1.Themar
ket
ingmanager
,Ni
sht
hahel
psi
n:

1.Achievi
ng the group goals by givi
ng a common dir
ect
ion t
ot he i
ndi
vi
dualef
for
tofher
subordi
natesinachiev
ingthetargetsal
eof2000l
aptopsi
namont h.
2.Incr
easingeff
ici
encyofempl oyeesbyrewar
dingt
hem.

 Sheper
for
msal
lthef
unct
ionsofmanagement
.
 Shepl
anst
het
argetsal
eof2000l
apt
opspermont
hs’
–Pl
anni
ng
 Sheal
locat
esnecessar
yresour
cest
ocar
ryoutt
hepl
an’
–Or
gani
zi
ng
 Shewor
kswi
tht
hem,
gui
dingandmot
ivat
ingt
hem t
oachi
evet
het
argetsal
es’
–Di
rect
ing
 Att
heendoft
hemont
h,af
tercompar
isonofact
ualsal
eswi
tht
het
argetsal
esshef
oundt
hanact
ual
sal
esexceededt
het
argetsal
es’
-Cont
rol
l
ing

1.Val
ues:

 Senseofachi
evement
 Loy
alt
y
 Bel
ongi
ngness(
anyt
wo)

Ans14.Yes,Sooraji
sef f
ect i
veinhi
swor kashehasbeenabletomeethi
smonthl
ysalestar
getof
sell
ing1200uni
tsoft hefoodpacket
s.
Ans15.Yes,Sujat
aisefficienti
nherwor kasshehasbeenabl
etoget1000uni
tsofdeni
mj acket
s
made@ Rs.2000perj
acket.

Ans16.Thevar
iousf
eat
uresofmanagementhi
ghl
ight
edi
ntheabovepar
agr
aphar
est
atedbel
ow:

1.Managementi
sal
lper
vasive:
2.Managementi
sagoal
-ori
entedprocess:
3.Managementi
sacont
inuousprocess:
4.Managementi
sagr
oupactivi
ty:
5.Managementi
sani
ntangi
blefor
ce:

Ans17.Thevar
iousobj
ect
ivesofmanagementbei
ngf
ulf
il
ledbyRealAl
li
anceLt
dar
est
atedbel
ow:

1.Organizational obj ect

ives:
 Sur v
iv al:
 Gr owt h:
 Pr ofit:
2.Personal obj ectives:
3.Socialobject ives:
4.Thet wov al uet hatReal Al
li
ance Lt
d.want
stocommuni
cat
etot
hesoci
etyar
e:
5.Socialwel fare
6.Respectf ort heirempl oyees

Ans18 .Thevariousr
easonsment
ionedi
ntheabovepar
agr
apht
hathavemademanagementso
i
mport
antarest
atedbel
ow:

1.Managementi
ncr
easesef
fi
ciencyasi
tleadst
oreduct
ioni
ncost
sduet
oopt
imum ut
il
izat
ionofr
esour
ces.

“Asar esul
tofherexcel
lentmanager
ialcompet
encet
hecompanyi
sabl
etor
educecost
sandi
ncr
ease
producti
vit
y.”

1.Managementcr
eat
esadynamicor
ganizat
ionsothatiti
sabl
etoi
ncor
por
atet
hecor
respondi
ngchangesi
nit
s
wor
kingwit
hanychangei
nit
sbusi
nessenv i
ronment
.

“The company belongs toinfrastr

uct
ure sector,wher ei
nr egul
aramendment s are made int he
governmentregul
ati
onsandpol i
cies.
Sheholdsregularmeetingstoensur
ethatpeopl
einherdepartment
arenotonlyawareoft herel
atedchangesbutar eal soabletoadapttothesechangeseffect
ivel
y.Thi
s
helpsthecompanytomai nt
ainit
scompet i
ti
veedge.”

1.Managementhel
psi
nachi
evi
ngper
sonal
obj
ect
ivesoft
heempl
oyeesi
ntheor
gani
zat
ion.

“Shemot ivat
esandl eadshert eam i
nsuchamannert hatindi
vidualmember
sar
eabl
etoachi
eve
personalgoalswhi
lecontr
ibut
ingtotheover
allor
gani
zat
ionalobj
ective.
”

1.Managementhel
psi
nthedev
elopmentofsoci
etybycont
ri
but
ingef
fect
ivel
ytowar
dsi
tismul
ti
pleway
s.

“I
nt he process offulf
il
li
ng herduti
es forthe growth oft
he or
ganizat
ion,she hel
ps i
n provi
ding
competiti
veservices,adopti
ngnew technol
ogy,creati
ngmoreempl oymentopport
unit
iesetc.forthe
great
ergoodoft hepeopleatlarge.

Ans19.Intheabovecase,managementisbeingconsi
deredasanart.
Artisthe ski
ll
fuland per
sonalappl
icat
ion ofexist
ing knowl
edge t
o achi
eve desi
red r
esul
ts.
 The
eval
uat
ionofmanagementasanar ti
sgivenbelow:

1.Exi
stenceoft
heor
eti
cal
knowl
edge:
2.Personal
i
zedappli
cat
ions:
3.Basedonpract
iceandcreat
ivi
ty:

Ans20.

1.Dharam consi
der
smanagementasadi sci
plinebecauset her
eexi stanumberoft heoriesandpri
ncipl
eson
managementwhichhavebeenformul
atedbyv ar
iousmanagementexper t
s. I
tistaughtinvari
ousschool
sand
col
leges,
allov
ertheworl
d,asasepar
atesubjectofst udy.
2.Managementisnotconsi
deredt
obeaf ull
-f
ledgedpr ofessi
onbecauseofthefol
lowingreasons:

 Rest
ri
ctedent
ry:
 Pr
ofessi
onal
associ
ati
on:

Ans21.

1.Coordi
nat
ionisthequali
tyofmanagementthatKar
ti
khasint
roducedi
nthewor
kingoft
hepr
oduct
ion
depart
mentasacor
rect
ivemeasur
etocont
rol
theout
putoft
heworker
s.

Coordi
nati
onisthepr
ocesswhichhel
pstoint
egrat
etheeff
ortsofdi
ffer
enti
ndi
vidual
swi
thdi
ver
se
needstosecur
eauni
tyofact
ioni
nthepur
sui
tofcommongoals.

1.Thet
wopoi
ntshi
ghl
i
ght
ingt
hei
mpor
tanceofcoor
dinat
ionar
est
atedbel
ow:

 Gr
owt
hint
hesi
ze:
 Funct
ional
dif
fer
ent
iat
ion:

Ans22.Sridhar’
sfat
heri
swor ki
ngasasectioni
n-char
geinagovernmentof
fice.
 Hei
swor
kingatt
he
l
owerlevelofmanagement.
Hehastoper f
ormthefol
lowi
ngfunct
ionsatt
hisl
evelofmanagement:

1.Hehast
odir
ectl
yov erseetheeffor
tsofthewor kfor
ce.
2.Hehast
oserveasal inkbetweentheworkersandmi ddl
elev
elmanager
s.
3.Hehast
oensuresuffici
entavai
labil
it
yofresourcesandgoodquali
tyofout
put
.
4.Hehast
oprovi
degui danceandt r
aini
ngtowor kers.
5.Hehast
oensurethatgoodwor kingcondit
ionsareprov i
dedtot
heworker
s.

Ans23.Geetikaiswor
kingatthet
opl evelofmanagementi
nthepr
ivat
esect
orbank.
 Thet
hreeot
her
funct
ionst
hatshehast
operfor
m atthi
sl evelar
eout
li
nedbel
ow:

1.Shei
sresponsi
bleforthesuccessandfai
lur
eoft heorgani
zat
ion.
2.Shei
sresponsi
bleforall
thebusinessact
ivi
ti
esanditsimpactonsociet
y.
3.Shehastocoor
dinatetheacti
vit
iesofdi
ff
erentdepart
mentsinpursui
tofcommongoal
s.

Ans24.Hencefor
th,Ar
undhat
iwillbeworki
ngatmiddlelevelofmanagement
.
Thefourf
uncti
onsthatshewi
llhavetoperf
orm att
hislevelarest
atedbel
ow:

1.Shehadt
oensur
ethatherdepartmenthasthenecessar
yst
aff
.
2.Shehast
oassi
gnduti
esandr esponsi
bil
i
tiest
othepeoplei
nherdepar
tment
.
3.Shehast
omoti
vat
ethepeopl
einherdepartmentt
oachiev
ethedesi
redobjecti
ves.
4.Shehast
oco-
oper
atewi
ththeotherdepar
tmentsf
orensuri
ngsmoothfuncti
oningoft
heor
gani
zat
ion.

Ans25.Bhuvan,becausemanagementi
sper
vasi
ve.
Ans26.Supervi
soryoroper
ati
onall
evel
.
Ans27.

1.Natur
eofmanagementhi ghli
ghtedabovei s“
ManagementasanAr
t”
2.Theothert
woaspectsofnat ureofmanagementar e:
 Ma nagementasScience.
 Ma nagementasProfession.​
3.Val
ues:
4.Motiv
ati
ngemployeesfordiscipl
ineandpunctual
i
ty.
5.Goodandresponsi
blebehaviorbyr ewar
dingemployees.

Ans28.

1.Mohani
sef
fect
ivebuthel
acksef
fi
ciency
.

Ravii
sef
fici
entbuthel
acksef
fect
iveness.

1.Thirdworkeri
seff
ect
iveaswel
lasef
fi
cient
.
2.Managementpr ef
ert
hirdwor
kerasmanagemental
way
sinsi
stonachi
evementofgoalef
fect
ivel
yaswel
las
eff
icient
ly.

Ans29.

1.Soci
alandper
sonal
obj
ect
ives

“
Inst
all
edar
ecycl
epl
ant
”:Soci
alobj
ect
ive.

1.“
Star
tedaschool
forchi
l
drenoft
hei
rempl
oyees”
. Per
sonal
obj
ect
ives.

Ans.30.Thef
eat
urehi
ghl
ight
edi
nabovepar
ais“
managementi
sagr
oupact
ivi
ty.
”

Ans.31(
a)Coordi
nati
on.
Ans32.ManagementasaSci
ence.
Ans33.

1.Uni
queenterpri
sei
sef
fect
ivebutnotef
fici
ent
.
2.No,thedecisi
ontohi
readhocwor ker
sandspendingextr
ai snotcorr
ect,thi
swillr
educet
heef
fi
ciencyof
ent
erpr
ise.
3.Theconceptref
err
edi
nthi
scaseis“Balancebet
weenef
fect
ivenessandeff
ici
ency.
”

Ans34.

1.“Funct
ional
dif
fer
enti
ati
on”
2.Othertwoimport
ance:
1.Si
ze(
b)Speci
ali
zat
ion.

Ans35.

1.Topl
evel
,mi
ddlelevel
,superv
isor
ylev
el.
2.Topl
evel
–Mr .Raji
vandAr un

Middl
elevel–Mr .JohnandSingh
Super
visor
ylevel–Mr .Phi
li
p,Mrs.Ar
chana,
Kaml
eshandKavi
ta.
Ans36.

1.Personal
/Humanorindi
vi
dual
obj
ect
ive.
2.(i
)Economic9i
ik)Soci
al
3.Valueofhumanit
y,Car
e.

Ans37.

1.Coordinati
on.
2.Giv
ef eatur
esofcoordinat
ion.
3.ValueofHar monybetweenemploy
eesandmanagement
.

Ans38.

1.Theobjectivesofmanagementdi scussedabov
ear
e:
 Or ganizati
onalobject
ives:
 Soc ialObject
ives:
2.Thetwov aluesthatthecompanywant edtocommuni
cat
etot
hesoci
etyar
e:
3.Rur
al devel
opment
4.Envi
ronmentsust ai
nabili
ty

Ans39.Rit
u/gr andfather/Deepak’
sfather/Deer aj/Rajat
,allofthem arewor
kingatthemiddlelevel
ofmanagement .
Ans 40.Yes,according to me,Mr.Singhania should send his son t
o USA forhis MBA because
managementisbeingrecognizedasaprofessi
ont oagreatextentbecauseofthefol
lowingr
easons:

1. Welldefi
nedbodyofknowl
edge:
2. Ethi
calcodeofconduct
:
3. Servi
cemotive:

Ans41.

1.Theconceptofmanagementisbeingref
err
edt ointhefol
lowi
ngli
ne,
“Hehascr eatedanint
ernalenv
ironment
whichisconducivet oanef
fect
iveandeffi
cientperf
ormanceofhisteam oft enrel
ati
onshipmanagement
executi
ves.
”
2.Thev ar
iousfunct
ionsoft
hemanagementconceptment i
onedi
ntheaboveparagrapharel
ist
edbelow:​
 Pl anni
ng:
 Or ganizi
ng:
  St
aff
ing:
 Di
rect
ing:
 Cont
rol
l
ing:

Ans42.

1.Yes,Sanjaycanbedepl oy
edatt hepostofAssi st
antManageri
nSalesandMarket
ingDi
vi
sional
thoughhe
hasn’
tacqui r
edanypr ofessionaldegreeinmanagementasmanagementi
snotconsi
der
edtobeafull
-f
ledged
prof
essionbecauseoft hefoll
owingr easons:
 Re stri
ctedent r
y:
 Pr ofessionalassociat
ion:
2.Thetwov aluesthatarer ef
lectedinthisactofAj
ayar
e:
3.Compassi on
4.Responsibil
it
y